List of Tables
List of Figures
Figure 1: Product Breakdown Structure for SST BI Phase I 9
Figure 2: Deliverables Typically Produced for Each PMBOK Knowledge Areas 12
Figure 3: Summary Gantt Chart for SST BI Phase 1 18
This section gives a high level description of the scope covered by this project. The items that are in scope have been allocated to either BPC or to SST.
For the SST BI Phase I project, SST will outsource certain aspects of the development to Business Process consulting. These are mentioned in the scope definitions section of this document. BPC will work independently to complete the in-scope tasks assigned to them. They will report status regularly to the SST project and the project manager will ensure that BPC incorporates all input from stakeholders and gathered requirements.
SCOPE MANAGEMENT APPROACH
The Project Manager will be solely responsible for the scope management of the project. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and PBS (Product Breakdown Structure). The documentation and approval process for measuring scope will be established by the Project Manager, Sponsor and Stakeholders. Change requests can be initiated by any member of the project team. The Project Manager will receive the scope change requests and evaluate them before submitting them to the Change Control Board and Project Sponsor for acceptance. Once approved, the project manager will update the project documents and communicate the changes to all stakeholders.
A comprehensive requirements collection process resulted in the definition of the scope for this project. The steps taken for this include a thorough analysis of the company’s current software applications based on employee and user feedback. This was followed by the development of project requirements documentation, the requirements management plan, and the requirements traceability matrix for what the new software application must accomplish. Subject Matter Experts were consulted in the software design and requirements finalization.
The scope of the SST BI Phase I project is to plan, design, build, and implement Business Intelligence data warehouse to enable the production of a cross application reporting capability and BI portal. The project will establish a new data warehouse capability within the SST IT infrastructure, laying the foundation for future reporting activities. Phase 1 (this project) will encompass the provision of the data warehouse, and the production of the dashboards and reports that are deemed the most important to implement. The project will be considered to be an advanced proof of concept, as well as providing an initial BI portal with reporting capability.
IN SCOPE BPC
The following items will be in the scope of the Business Intelligence Phase 1 project, and will be performed by BPC:
A data warehouse on a Microsoft 2012 SQL Server Platform, including all required multi-dimensional databases
A SharePoint site that will act as the Business Intelligence Portal
A file transfer and data load mechanism in accordance with SST infrastructure standards. The data that will be loaded will be from the following systems:
Financial System (Oracle Financials)
Payroll System (Chris21)
Various Excel workbooks
Validation of uploaded files based on rules around expected data types for the data being loaded into the DW and a method of reporting failures
A security model for the data warehouse and the BI portal that works in conjunction with the Active Directory groups that will be established by SST
Excel workbooks, and possibly some SharePoint screens, to allow manual data entry (where the data required for KPI reporting may not be automatically accessible from other SST systems)
A Dashboard for displaying the institute’s revised Balanced Scorecard
PerformancePoint screens providing drill down, based on certain aspects of the KPIs (see the KPI Definition document for more details)
Up to 8 reports based on the data in the Data Warehouse (for SST staff to use as examples and templates for building additional reports after project is complete
Multi-dimensional cubes in the data warehouse that users can connect to and query using Excel to derive their own custom reports
Train the Trainer on the system for selected SST staff
IN SCOPE SST
The following items will be in the scope of the Business Intelligence Phase 1 project, and have been allocated to SST:
Definition of Key Performance Indicators for the institute
Definition of a Balanced Scorecard that will include the KPIs
Establishment of infrastructure and installation of the required system software as specified in the Solution Architecture
Definition and creation of the Active Directory groups to control security for the data warehouse and the BI Portal
Definition of the access rights for the Active Directory groups
Setting up the SharePoint site for the BI Portal
Creating a link on the SST intranet to connect to the BI Portal
Branding and look and feel of the BI Portal SharePoint site
A preliminary data cleansing exercise using a data profiling tool to pre-empt any data issues
Development of data extract processes for the source systems in accordance with supplied specifications where direct access to SQL tables is not possible
Review of errors generated by the ETL process
Training of SST staff once BPC has provided “train the trainer” training
OUT OF SCOPE
The scope of the Business Intelligence Phase 1 project will exclude the following items:
Direct links to any systems other than those listed as being in scope
Creation of data extracts from systems other than those listed as being in scope
Recreation of the monthly financial report
Changes to the financial system (Oracle Financials) due to be implemented in calendar year 2015.
Replacement of the student management system (QLS) due to be implemented in calendar year 2016
Reconciling of uploaded data: although the data will be rejected if it has the wrong data types, there will be no validation for example of totals against other systems
A Strategy Map (which uses shapes to show the relationships between the objectives and KPIs, and uses colour to communicate how each is performing): this is currently out of scope, but could be moved into scope for phase 1 with a change request
Reporting on individual Salaries
Use of Goldmine as a source of CRM data, although this may be a requirement in a later phase for customer contact reporting
Use of CISCO Unified Contact Centre Manager as a source of Contact Centre data, although this may be a requirement in a later phase for customer contact reporting
Storing or reporting on measures that have not been identified as required for this phase with a change request
Creation of ‘Books of reports’ for information consumers.
The following acceptance criteria have been established for the SST BI Phase I project. The acceptance criteria are both qualitative and quantitative in nature. All acceptance criteria must be met in order to achieve success for this project:
Adhere to the schedule and budget tolerances while delivering the work
Keep schedule delays to less than 30%
Keep budget overruns to less than 30%
Show an overall performance improvement in program metrics
PRODUCT BREAKDOWN STRUCTURE
The following products have been identified as the main the products and product groups that have to be tracked. This is a high level Product Breakdown Structure. This is used in association with the Product log (a separate document that is not included in this document), which is a list of products and descriptions in detail. The PBS will be used to develop a product flow diagram, once the project charter is approved, so that the product development plan can be determined.
Figure 1: Product Breakdown Structure for SST BI Phase I
The project will be completed with a project manager who will spend his 100% time on this project. Sixty percent of the time will be spent on managing internal resources to complete the work that is in scope of the SST. The other forty percent will be spent in liaising and managing the oversight of the work done by BPC. A Business Analyst will work at 0.4 FTE while three developers and two testers work at 100%. The project is estimated to take one year to complete. This does not include the resources from BPC that will be used for this project.
Following are the phase-wise milestones and the deliverables associated with them (Stevens, 2016; Spokane, 2014).
The PM will verify the interim project deliverables against the original scope as defined in the scope statement, WBS and PBS. After verification, if the PM is satisfied that the deliverable meets the scope definition and the scope meets the requirements defined in the project plan, the PM will present the deliverable to the Sponsor for formal acceptance of the deliverable. This will ensure that deliverables remain within the scope on a consistent basis throughout the life of the project.
PROJECT BUDGET SUMMARY
The following is the project schedule summary. The detailed budget is available in the appendix.
The PM and the project team will work together to control of the scope of the project. The project team will use the WBS elements as statements of work for each deliverable. The PM will ensure that the project team will perform only the work described in the WBS.
If the project scope needs to change, then a change control process (defined in section 2.5) is followed as detailed in the change management plan.
PROJECT SCHEDULE SUMMARY
Following is the project schedule summary. The detailed schedule is available in the appendix.
The following is the Gantt Chart for the project. This is the Gantt chart for the summary activities. The detailed Gantt chart is in the appendix.
Figure 3: Summary Gantt Chart for SST BI Phase 1
The following is an analysis of the major stakeholders in the project.
The Change Management Plan created for the SST BI Phase I Project in order to manage the changes as defined in the subsection 2.2. The change management plan will define what constitutes a change, the role of the change control board, and complete change management process.
CHANGE MANAGEMENT APPROACH
The approach to Change Management for the SST BI Phase I Project will ensure that all changes are reviewed, agreed upon, documented, and communicated to all stakeholders before they are implemented.
The Change Management approach is different from the Change Management Process which will be detailed later in this plan. The Change Management approach consists of three areas:
Ensure changes are beneficial to the project
Process for implementing the change
Manage the change as it is implemented
The Change Management process implements these as a process.
DEFINITIONS OF CHANGE
The following are the types of the changes that are possible for the project.
Scheduling Changes: Changes that impact the project schedule resulting in a requirement for fast tracking or crashing of the schedule.
Budget Changes: Changes that impact the project budget resulting in requests for additional funding.
Scope Changes: Changes that impact the project’s scope and may also impact budget and schedule. Revision to WBS and other project documentation will be necessary.
CHANGE CONTROL BOARD
The Change Control Board (CCB) is the authority that provides approvals for all change requests for the SST BI Phase I Project. CCB reviews all change requests, determines their impacts on the project risk, scope, cost, and schedule. It will then approve or deny each change request. The following chart provides a list of the CCB members for the SST BI Phase I Project:
ROLES AND RESPONSIBILITIES
The following are the roles and responsibilities for all change management efforts related to the SST BI Phase I Project:
Project Sponsor: Provides approvals for all changes to budget/funding allocations, all changes to schedule baseline, any changes in project scope, and chairs the CCB
Project Manager: Receives and logs all change requests, conducts impact analysis on risk, cost, schedule, and scope prior to CCB, seek clarifications, revise or edit documentation as necessary, and participate on CCB
Project Team/Stakeholders: Submit all change requests, provide all applicable information and clarifications, and provide feedback on impact of proposed changes
CHANGE CONTROL PROCESS
The Change Control Process for the SST BI Phase I Project will follow the organizational standard change process for all projects. The PM has overall responsibility for executing the change management process for each change request.
Stakeholders identify the need for a change and a change request is submitted to the PM.
The change request is submitted to the CCB by the PM.
The CCB will review the change request
CCB will accept, deny, or defer the changes.
QUALITY MANAGEMENT PLAN
The Quality Management Plan for the SST BI Phase I project will establish the activities, processes, and procedures for ensuring the quality of the deliverables. The purpose of this plan is to:
Ensure quality is planned
Define how quality will be managed
Define quality assurance activities
Define quality control activities
Define acceptable quality standards
QUALITY MANAGEMENT APPROACH
The quality management approach for the SST BI PHASE I project will ensure quality is planned for both the product and processes. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, measure quality and continuously improve quality. Process quality for the SST BI PHASE I project will focus on the processes used for delivery and will follow the already established organizational process quality standards, which results in the successful delivery of the product. The project team and the Quality Group will work together to define (if required) and document all organizational and project specific quality standards applicable for the project and these will be transitioned to operations upon the successful completion of the project.
Metrics to measure quality throughout the life cycle of the project are established. The Quality Group Manager will be responsible to define these metrics, conduct measurements, and analyze results, after consulting with the the project team. These measurements will be used as one of the criterion in determining the project success and the project sponsor will review them. Metrics will include measurements for:
Quality improvements can be identified and suggested by any member of the project team, quality group, or the stakeholders. They will be reviewed and a cost benefit analysis done to decide if they have to accepted and institutionalized, which includes documentation by the PM.
The quality assurance of the SST BI PHASE I Project focuses on an iterative method, which includes measuring the metrics, analyzing them, and continuously improving the processes. The SST BI PHASE I PM and the team will perform assessments at planned intervals to ensure that the processes are being correctly implemented.
Metrics that are measured are :
Metrics for inspection
Faults per 1000 KLOC
Fault detection rate
Fault detection efficiency
Objection oriented metrics
Metrics for size
Lines of code
Thousand delivered source Instructions (KDSI)
Functions points per hour
Technical complexity Factor (TCF)
Cost per source statement
Development costs in USD
Cost per function point
Metrics for requirement phase
Metrics during the specifications phase
Quality (Defect metrics)
Metrics for design phase
Implementation and Integration Metrics
Defection by injection phase
Defects by detection phase
Defects by priority
Defects by severity
Defects by cause
Defect by type
Defect removal efficiency
Metrics for Testing phase
Percentage of test cases executed
Test completion status
Percentage of test cases passed
Test execution status
Milestone dates (planned)
Milestone dates (completed)
Work scheduled (planned)
Work completed (actual)
Effort expended (planned)
Effort expended (actual)
Funds expended (planned)
Funds expended (actual)
Total Number of noncompliance items
CONFIGURATION MANAGEMENT PLAN
The SS BI Phase I Project will utilize the existing infrastructure to implement configuration management for the project, to effectively manage the project and its deliverables. The purpose of the plan is to establish CM roles and responsibilities. The plan will describe how the Project team will track, implement, and communicate configuration items (CIs) and changes throughout the project lifecycle.
ROLES AND RESPONSIBILITIES
The following are the roles and responsibilities of the team members for Configuration management activities.
The project will use the following process for configuration control throughout the projects life cycle. The Configuration Items (CI) are identified, the manager will enter the item as “initiate” status, and then assigned to a focus group of engineers who will manage the item. Any configuration changes required are vetted through the CCB after a Configuration Change Request (CCR) is submitted. The CCB will review, analyze and may approve or deny or defer (for more information) the CCR. If approved, the CMDB is re-baselined.
CONFIGURATION MANAGEMENT DATABASE (CMDB)
It is a centralized database and a repository for all CIs. It is on an UNIX machine and will hence have the permissions associated with the Operating System. Full read and write access is granted to Configuration Manager, and PM. Read only access is granted to all other stakeholders. Configuration audits are conducted regularly to ensure compliance.
HUMAN RESOURCES MANAGEMENT PLAN
The human resources management plan (HRMP) will help in the managing the project’s human resources. The HRMP includes:
Roles and responsibilities of all the members of the team
Staffing management that includes:
Resources acquisition plan
Resources requirement timeline for resources/skill sets
Training requirements for skill development
Performance review process
Reward and Recognition process
ROLES AND RESPONSIBILITIES
The project will be completed with a project manager who will spend his 100% time on this project. Sixty percent of the time will be spent on managing internal resources to complete the work that is in scope of the SST. The other forty percent will be spent in liaising and managing the oversight of the work done by BPC. A Business Analyst will work at 0.4 FTE while three developers and two testers work at 100%. The project is estimated to take one year to complete. This does not include the resources from BPC that will be used for this project. A QA engineer will belong to the Quality Group, but will work to analyze
PROJECT ORGANIZATIONAL CHARTS
The relationship between the project tasks and the team members is shown by the RACI chart below. Any proposed changes to these relationship or project responsibilities must be reviewed and approved by the PM.
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
For the current Project the project staff will consist entirely of internal resources. The Project Manager will identify and assign the resources required for the project from other functional areas and work with the functional and department managers in order to accomplish that. The appropriate functional/department manager must approve before the resource starts any of the project work. The project team will not be co-located and will work from where they are.
The resource usage chart is given below and the resources have to be acquired one week before they are needed.
Since the project can be staffed with resources with adequate experience, there is no requirement for training.
The PM will be responsible for the performance review of the team members. The PM will assign the work activities, communicate the expectations and then review the performance. At the end of the project the respective functional manager or departmental manager will be appraised of the resources performance.
Recognition and Rewards:
The members of the team are eligible to participate in the organization wide Rewards and recognition process. The PM will recommend the deserving resources along with the justification for the recommendation to the awards committee. Depending on the competition, the members will be awarded.
PROJECT COMMUNICATIONS MANAGEMENT PLAN
This Communications Management Plan sets out the framework for the communications throughout the life of the project. It identifies the roles and responsibilities of all stakeholders in this project. It includes the communication requirements of the project laid out as communications matrix. Guides for conducting meetings, project directory for contact information of the stakeholders and other related details are available in this plan.
COMMUNICATIONS MANAGEMENT APPROACH
The communications matrix presented in the document gives the communications needs of the project and the PM will take a proactive role in ensuring effective communications per the matrix. Changes or updates to the plan for any reason will be managed by the PM as per the change control process.
COMMUNICATIONS MANAGEMENT CONSTRAINTS
The project budget for communications activities is the limit for communications activities and the PM will ensure that the expenditure due to communications stays within the budget. Communications matrix defines the frequency of the communications and this has to be strictly adhered. Where applicable, standardized formats and templates must be used for all formal project communications. Only a Vice President or higher level employee may authorize the distribution of confidential information and the PM is responsible for ensuring that.
STAKEHOLDER COMMUNICATION REQUIREMENT
The PM will determine the preferred frequency and method of communication with each stakeholder after discussing with each of them and document it in the project’s Stakeholder Register. While standard project communications will occur according to the Communications Matrix, specific stakeholder communication is acceptable as per the stakeholder register, subject to the budget constraints. The PM should ensure that the stakeholders have access to any communication channels that have been decided to be used.
PROJECT TEAM DIRECTORY
The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
COMMUNICATIONS METHODS AND TECHNOLOGIES
SST communicates information through a SharePoint platform within the PMO to provide updates, archive reports, and conduct project communications. This platform enables all internal stakeholders to access project data and communications at any point in time. It can also be used for collaboration by project team members. For those external (to SST) stakeholders who do not have access to SharePoint mails will be sent. The PM is responsible ensuring that the all project communications and documentation reach all the stakeholders, both internal and external. The PM also has to ensure that the SharePoint site and the mail communication is current.
All project teams develop, maintain, and communicate schedules using Microsoft Project server. Stakeholders are communicated about schedules through charts via PowerPoint presentations. These are updated in the SharePoint and kept current. All documentation and communication is archived on shared drives internal to SST.
The following table identifies the communications requirements for this project.
GUIDELINES FOR MEETINGS
Agenda will be distributed 3 business days in advance of the meeting.
Presenter for each topic are identified in that along with the time limit
Review of action items from the previous meeting should be the first item in the agenda
Minutes of the meeting minutes will be distributed within 2 days
It will include the status of all items from the agenda, new action items, and the Parking Lot list
Action items are recorded along with the due date and owner
Note Taker will document the everything discussed in the meeting under appropriate heads.
The Note Taker will send a report to the Chair Person at the end of the meeting
The Time Keeper keeps time so that discussions do not exceed the time limit
The Parking Lot is to record and defer items which cannot be resolved in the meeting or issues that are not on the agenda
The parking lot items have owners and due date
The following templates will be used by SST:
Kickoff Meeting Minutes
Kickoff Meeting Agenda
Kickoff Meeting Parking Lot
Project Team Meeting Minutes
Project Team Meeting Agenda
Project Team Meeting Parking Lot
Technical Design Meetings Minutes
Technical Design Meetings Agenda
Technical Design Meetings Parking lot
Monthly Project Status Meetings Minutes
Monthly Project Status Meetings Agenda
Monthly Project Status Meetings Parking Lot
Project Status Reports
Informal project communications should be professional though there are no standard templates for the same.
COMMUNICATION ESCALATION PROCESS
Following escalation matrix is used for SST BI Phase I
** NOTE: Any communication including sensitive and/or confidential information will require escalation to VP level or higher for approval prior to external distribution.
PROJECT PROCUREMENT MANAGEMENT PLAN
The Procurement Management Plan sets the framework for procurement and will serve as a guide to manage procurement throughout the project’s life. It identifies be procured, the types of contracts to be used, contract approval process, and decision criteria. Procurement risks and procurement risk management, determination of costs, standard procurement documentation, and procurement constraints are also stated in the plan.
PROCUREMENT MANAGEMENT APPROACH
The PM will provide oversight and management for all procurement activities under this project. As and when an item is identified for procurement, the Project Management Office (PMO) will then review the need prior to submitting it to the contracts and purchasing department. The contracts and purchasing department will decide on the best manner of procurement, and begin the vendor selection, purchasing and the contracting process.
Any decisions regarding procurement actions need approval by the project sponsor or the Vice President of Contracts.
TYPE OF CONTRACT TO BE USED
All items and services to be procured for this project will be solicited under firm-fixed price contracts. The contracts are typically reviewed quarterly or as needed.
The following procurement risks are possible:
Vendors committing to unrealistic schedules
Vendors having unrealistic cost expectations
Over estimation of the manufacturing capabilities of vendors
Conflicts with current contracts and vendor relationships
Delays in shipping that could impact cost and schedule
Products do not meet requirements
These risks are not all-inclusive and are only indicative.
Request for Proposal (RFP) are issued to solicit proposals from various vendors. The proposals are evaluated and the best proposal would be selected. The vendors background and prior experience will be given due weightage during the selection process.
STANDARDIZED PROCUREMENT DOCUMENTATION
The following standard documents will be used for project procurement activities:
Standard Request for Proposal Template to include
Proposal process and timelines
Proposal formats and media
Source selection criteria
Statement of work
Terms and Conditions
Internal source selection evaluation forms
Letter of intent
Firm fixed price contract
Procurement audit form
Procurement performance evaluation form
Lessons learned form
CONTRACT APPROVAL PROCESS
The first step in the contract approval process is to determine what items or services will require procurement from outside vendors. This will be determined by conducting a cost analysis on products or services which can be provided internally and compared with purchase prices from vendors. Once cost analyses are complete and the list of items and services to be procured externally is finalized, the purchasing and contracts department will send out solicitations to outside vendors. Once solicitations are complete and proposals have been received by all vendors the approval process begins. The first step of this process is to conduct a review of all vendor proposals to determine which meet the criteria established by the project team and the purchasing and contracts department. Purchases less than $x,xxx only require the approval of the PM; whereas, purchases greater than $x,xxx must be approved by the Contract Review Board. For these larger purchases the contract review board will meet to determine which contract will be accepted. The Contract Review Board consists of representatives from the project team, purchasing and contracts department, finance, and the PMO.
The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria:
Ability of the vendor to provide all items by the required delivery date
Expected delivery date
Comparison of outsourced cost versus in-sourcing
These criteria will be measured by the contracts review board and/or the PM. The ultimate decision will be made based on these criteria as well as available resources.
The PM is ultimately responsible for managing vendors. In order to ensure the timely delivery and high quality of products from vendors the PM, or his/her designee will meet weekly with the contract and purchasing department and each vendor to discuss the progress for each procured item. The meetings can be in person or by teleconference. The purpose of these meetings will be to review all documented specifications for each product as well as to review the quality test findings. This forum will provide an opportunity to review each item’s development or the service provided in order to ensure it complies with the requirements established in the project specifications. It also serves as an opportunity to ask questions or modify contracts or requirements ahead of time in order to prevent delays in delivery and schedule. The PM will be responsible for scheduling this meeting on a weekly basis until all items are delivered and are determined to be acceptable.
Approved by the Project Sponsor:
<Project Sponsor Title>
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The Microsoft Project file for SST BI Phase 1 is attached. The file will have the Gantt chart.
The cost of the project and the resource utilization is given below.