1. Project
Description
1.1 Historical
Perspective
In today’s world of increasing technology, an overwhelming majority of organizations recognize the benefits of software solutions for managing resources. Therefore, various categories of management software have become common place in the workforce. These applications organize projects and provide functional information to project leaders and management. To make available these details, software of this nature uses a resource-based approach to perform its actions. For this reason, these applications treat staff members strictly as a resource. In other words, staff assigned to a project are considered in the same manner one may regard a workstation.
Upon completion of a vigorous study of available applications, results show that existing management software lacks sophisticated staff assignment and administration. For example, no obtainable applications offer any ability to locate one or more employees who may possess particular qualifications required by an individual role in a specific project. Although businesses which maintain a relatively small number of employees may not necessitate such sophisticated software, organizations which sustain a sizeable employee base stand to benefit significantly. Project managers spend valuable time, as well as a generous amount of effort, struggling to identify the most qualified individual for a given task. One must consider several focal points, such as availability, educational background, and experience within the company while selecting project staff. Moreover, in cases where organizations have increasing staff and project volume, project managers must dedicate exuberant amounts of time probing through individual’s records to recognize appropriate team members.
In order for organizations to capitalize on project manager performance, an effective solution, which administers staff in the aforementioned manner must be utilized. Automating the process of staff selection, or simply producing a software package that possess ability to recommend staff placement, has the potential to allocate project leaders additional time to concentrate on other assignment related issues. Furthermore, appropriate staff appointments increase overall efficiency within an organization by exploiting employee assets.
1.2 Product Overview
Manage 2000 is designed to provide project managers with an effective, efficient way to address problems regarding staff placement. In order to achieve this solution, Manage 2000 intelligently surveys individual employee traits, provides staff recommendations based on project position requirements, and dynamically updates database information as personnel complete tasks. Additionally, Manage 2000 opens a more effective channel of communication with upper-level management. For instance, project leaders are obligated to routinely report project progress and or complications to upper-level management. While it is necessary for a project leader to have a good understanding of the various details regarding project staff, upper-level management usually maintain a less significant role with respect to specific project information. To help bridge this information gap between project level staff and higher management, Manage 2000’s structure permits information about a specific project to quickly be retrieved and relayed to upper management. Manage 2000 executes this by storing information about positions available within a project with regard to skills considered necessary to complete tasks delegated to each position.
As a result of the staff tracking abilities, Manage 2000 yields yet another benefit without the system having to perform any additional work.
While submitting bids or contract proposals, many companies feel compelled to validate that they retain the necessary skills within their employee base to accomplish the project. As opposed to gathering resume material from each employee, Manage 2000 already contains the essential information about potential project workers. Consequently, Manage 2000 provides instant knowledge about employees and the skills that each holds. Due to dynamic refresh module, information stored within Manage 2000 will be the most up to date information available about each employee. As well as assisting larger corporate organizations, the dynamic refresh module appeals to associations which maintain less staff. For this reason, Manage 2000 inherently increases its own marketability.
In summation, Manage 2000's design will assist project managers by performing the following:
· Tracking employee statistics relevant to project related domains
· Analyzing database records with supplied input and providing staff placement recommendations
· Dynamically refreshing employee database information upon task completion
· Providing an employee skills index corresponding with furnished project requirements
· Preparing resume affiliated employee information and statistics
1.3 Solution Approach
Manage 2000’s information is sub-divided into three domains:
1. Staff indexing
2. Qualification class (Educational background, Experience, Experience within the company, etc)
3. Skills indexing (An index of all skills known within the scheme)
1.3.1 Staff listing
Manage 2000 maintains a master index of employees. Within this index, each employee harvests various skills. Furthermore, each of these skills is associated with a corresponding qualification class. Therefore, it is possible for an employee to possess two or more different listings for similar skills. For example, a staff member who has successfully taken three Java programming courses and has accumulated two years of work experience, Manage 2000 provides a method for distinguishing between these two classifications. Accordingly, categorizing staff ability in this manner allows Manage 2000 to prepare staff recommendations based on what project managers feel is more significant for the task at hand.
1.3.2 Qualification Classes
Manage 2000 harbors various classes of qualifications. Include within these groups are educational background, previous work related experience satisfied through other organizations, experience obtained within the company, etc. Depending on the type of work, particular qualification classes may be more substantial than others. For this reason, Manage 2000 provides optimum staffing recommendations by distinguishing between qualification classes.
1.3.3 Skills listing
Manage 2000 collects employee skills and stores them within a master index. Without this index, project managers may inadvertently duplicate skills or facts listed under a slightly different names. In such cases, Manage 2000 prompts project managers when an undefined skill has been submitted and provides users with a register of possible skill equivalencies. As a result, Manage 2000 allows users to avoid duplicate entries as well as provides a way of submitting new skills to the database when necessary.
1.4 Internal Structure
Additionally, functional aspects divide Manage 2000’s internal structure into independent modules. Developmental aspect necessitate these divisions with Manage 2000:
1. Information storage / retrieval module
2. User interface module
3. Data management module
4. Staff selection module
5. Dynamic refresh module
1.4.1 Information Storage / Retrieval Module
Manage 2000 requires several procedures dedicated to file storage and retrieval. Various classes of information to be stored with the database prescribe these procedures. Manage 2000 must maintain staff information, skills indexes, project characteristics, corporate structure, and current schedule information. In addition to probing its own database, Manage 2000 must also be able to examine files from its host program's database (in this case, Microsoft Project). Furthermore, Manage 2000 must utilize this information and create its own file set pertaining to that particular project. These actions must be treated as individual sections within the file handling system for two reasons. First, this permits programmers to easily upgrade Manage 2000's program code as new versions of supported software are released. Moreover, this allows programmers to update Manage 2000's code so that it will include support for other project management software as part of program maintenance. Secondly, it warrants elementary development, debugging, and design analysis through breaking down the file sub-system into separate sections.
1.4.2 User Interface Module
A quintessential aspect of Manage 2000 is its ease of use. Manage 2000's GUI (Graphical User Interface) is designed to alleviate several issues. GUI software is specifically designed to provide information to the user through a quick and easy manner. Furthermore, a GUI module allows users to retrieve necessary information without having to guess which data must be provided to the program. Manage 2000's GUI must make the information exchange between the user and the application as efficient as possible, without being unnecessarily complex.
With the issues described above in mind, Manage 2000 is designed to provide users a windowed system that is split up into three main areas. The first of these is the staff area. The staff area is the section of the interface devoted to information about the current staff. Within this section, managers will be able to update, view, print, add, and delete both information about staff members and the actual entry for the employee as well. The second area is the project management area. This section of the interface serves as the control area for projects. Here, projects can be viewed, added, updated, modified based on changes made to the host program’s files (if the MS Project file has been altered), printed (in case a hard copy of the information is needed), and deleted. Project managers may also replacing individuals or re-allocating them from one project to another within this area, as well as add new staff members to projects. Once a project has begun, Manage 2000 traces the availability of the individuals assigned to it. The availability of the staff members is represented through a color code displayed in the recommendations for staff placement. Output displayed with red text identifies an employee that is allocated to another project and is not currently available to be replaced. Of course this means that it is unadvisable to disturb the employee at this time. Secondly, output displayed in yellow text identifies an employee who is currently allocated to another project, but occupies a role that capable of being replaced by other staff. This means that the project manager must decide whether or not to reallocate the employee. Finally, output displayed in green text identifies employees who are currently inactive and are freely available to reside on the project team. Other features can be viewed from this area, such as time lines, which are relevant to project information. Lastly, Manage 2000's GUI contains a region which manipulates skills tracking. From this location, a project manager controls the ability to view skill characteristics, add a skill, and remove a skill should there be a faulty or out of date entry. The information viewed about a skill is primarily a summary of the skill as well as what this skill applies to.
1.4.3 Data Management Module
Internally, Manage 2000 must trace an enormous amount of information and avoid any inconsistencies that might occur as a result of editing data. For this reason, the data management module is one of Manage 2000’s main structures. In order for successful execution, various sections of the program are dependent upon each other. For example, if an employee has a skill listed as one of their qualifications and a manager edits that particular skill by changing the name of the skill, Manage 2000 must dynamically update the user information to ensure agreement between the two data sets. Though this particular procedure may be complex not necessarily due to complex operations, but caused by the sheer size of the task), this sort of system balancing is none the less a highly essential component of Manage 2000.
1.4.4 Staff Selection Module
Another primary segment within Manage 2000 is the staff selection module. Housed within this section of Manage 2000 are the algorithms necessary for identifying key employees. Manage 2000's selection algorithm utilizes presented information about a project to resolve which employees would be best satisfy available positions. This selection module must consider several aspects of the project, such as necessary skills, priority levels, and qualification class preferences prior to identifying staff members for a particular position. Manage 2000 employs a weighted system while selecting staff based on the needs of the project involved.
1.4.5 Dynamic Refresh Module
Another division within Manage 2000 is the dynamic refresh module. Based on project requirements and characteristics, Manage 2000 regularly updates employee skill traits to accurately reflect gained experience as well as new skills learned while working on any particular project team. The dynamic refresh module accomplishes this by utilizing position characteristics defined by project managers in the early stages of the project. Upon task completion, employee records will resonate newly learned skills which were an essential project component, or accumulated experience in the areas with which employees are already familiar. Both the selection algorithm module and the dynamic refresh module occupy related areas within Manage 2000. These two features deal directly with and project related data. When combined into one large segment, the two tasks (which share similar data management systems) can be designed in parallel to increase efficiency with developmental and testing aspects of the design and code related to these features.
2. Risk Assessment
2.1 Possible Negative Employee Response
Although many employees rely on computers for work day in and day out, some of these staff members may have negative feeling toward a computer based selection and rating process. Though difficult to circumnavigate, employees who have this lack of confidence may be assured to know that Manage 2000 is just as reliable as the computer they use daily. Manage 2000 strictly remains a facts based system. For this reason, Manage 2000 does not include subjective attitudes toward any employee while identifying selections.
2.2 Product May Not Apply To Small Companies
Due to cost/benefit ratios, smaller companies may at first think that Manage 2000 does not apply to them. However, Manage 2000 provides other functionality besides staff selection. Manage 2000 has the ability to draft charts and issue reports based on any of the skill, characteristics, or any other category within the database. Smaller companies may not need the benefit of staff selection, but they can certainly benefit from the other functionality within Manage 2000
2.3 Staff Selection May Still Include Bias
Although Manage 2000 will provide users an index of premium employees, project managers still have the propensity to introduce bias into the final decision. No matter what Manage 2000 provides these project managers, personal attitudes and predispositions will always overcome staff selection.
2.4 Licensing Arrangements for Microsoft Project98™
Receiving a licensing agreement to use the Microsoft Project98™ code may prove to be problematic. In such a case where Microsoft denies licensing, Manage 2000 will be redesigned to only import data from MS Project98™, or become a stand alone product. Modifying Manage 2000 to import the resources from MS Project98™ will decrease the output capability with regard to non-staff related project issues. However, this would not have a viable impact on Manage 2000's staff management capabilities. The latter of the options is not anticipated, yet it would increase production time and costs significantly. Additionally, it would require a tremendous amount of marketing as many project management software packages already exist. Upon successful licensing, royalty fees must be determined, if any.
2.5 Storage Requirements
Large organizations which require hefty databases will need ample amount of disk space. In today's market, disk space is inexpensive. Therefore, while disk space is a consideration, its impact on Manage 2000 will be insignificant.
2.6 Data Integrity / Employee Privacy
Maintaining employee privacy is crucial. Manage 2000 will be designed with security features to protect rouge users from accessing data. Most security breaches come from within the company structure, so Manage 2000 can not guarantee 100% data security (as no application can).
2.7 Maintaining functionality with Upgrades to MS Project™
As stated previously, Manage 2000's design permits smooth transition to new versions of supported software. Additionally, Manage 2000's design allows may allow it to support other project management software.
2.8 Computer Failure
At some point a Manage 2000 users computer may fail and may not able to recover data. An investigation would be launched if the user contacts Manage 2000 support. If results show that Manage 2000 was responsible for the damage, legal counsel for Manage 2000 will offer a settlement to the user.
2.9 General Project Risks
These risks include the scheduling conflicts that may increase project length. Employees on extended sick leave or other loss of resources inherently cause projects to be extended. These kinds of risks can be planned into the schedule, but you can never assume that you have accounted for all of this time.
3. Project Management and Organization
3.1 Preliminary Project Organization
Manage 2000 production has been divided into three phases. These phases are coordinated in conjunction with the course schedule. Phase I will encompass all of the material and deliverables required through May 1999. Phase II will comprise those materials and deliverables requisite through December 1999. Phase III will begin production immediately following Phase II and will last through December 2000 (approximately 12 months).
3.2 Phase I
Manage 2000 Phase I Organization
Phase I began prior to Manage 2000 group formation. Since group formation and throughout the duration, team members met weekly to share information and collaborate on project resolutions. During Phase I, Manage 2000 required significant amounts of research. To ease the workload, Manage 2000 team members were assigned specific areas of research. During team meeting, each member would report retrieved information to the group. This approach seemed to work better as the project progressed. Following is a short detail of each team members responsibilities for Phase I.
Thomas Thompson accepts responsibilities that apply to a project leader. TJ will oversee all of the Manage 2000 team meetings and ensure each team member performs required tasks. Additionally, TJ will assist with research and design as needed.
Beverly Black accepts responsibility as primary financial analyst. Beverly will research all associated project costs and develop a preliminary budget with these figures. Additionally, Beverly will aid in other research areas as needed.
Ann Pintar accepts responsibility as Risk Management Coordinator. Ann will investigate issues that may affect the design or production of Manage 2000. Also, Ann will report to the team plans to manage these risks. Additionally, Ann will support other team member with research as needed.
Angelika Heidelberger accepts responsibility as Historical Analyst. Angelika's duties include investigating societal aspects of Manage 2000 and retrieving market statistics. Angelika will present the group with statistical support for Manage 2000 production. Additionally, Angelika will offer assistance to team members as needed.
Steve Watkins accepts responsibility as Project Planner. Steve's role will be to manipulate project characteristics with available tools and develop supporting charts and documents for Manage 2000. Additionally, Steve will be available to support other team members during Phase I as needed.
3.3 Phase II
Phase II includes extended research as well as a product prototype. In the beginning of Phase II, Manage 2000 will expand its staff by filling various positions. During this phase, Manage 2000 will contract students in CS250 to design and develop a budget analysis module. At the same time, Manage 2000 will contract students in CS300U to further research societal impacts. As the phase progresses, the team will add staff as needed. Below, a final organizational diagram conveys a complete staff listing. During Phase II, Manage 2000 requires a more detailed description of the product. Additionally, the team must supply increasingly detailed project plans and specific product functionality. Consequently, the Manage 2000 team must investigate further research. Another high point, designing and implementing a Manage 2000 web site, takes place near the end of the phase. Finally, the last order of business for Phase II arrives and the Manage 2000 team must provide a demonstration of the project prototype.
Manage 2000 Phase II & III Organization
3.4 Phase III
Phase III encompasses all production related tasks. During this phase, production of application modules begins. Also in this phase is the build of a market strategy. However, Manage 2000 will contract outside marketing consultants to prepare a market strategy. Once the product modules have been completed, testing must begin. Using testing plans designed during Phase II, programmers and the project team leader will execute these tests on the developed code. Upon successful testing, the Manage 2000 team can begin producing media for user consumption. Additionally, the technical writer must produce documentation to ship with the application. These documents may include a users manual, a group of registration documents, and a set of technical support documents. Finally, after the product has been dispersed to retail markets, Manage 2000 staff must design and implement a maintenance plan.
4. Project Milestones and Deliverables
4.1 Phase I
4.1.1 Project Feasibility Presentation
To achieve this milestone, several subtasks must be completed. Manage 2000 team members researched societal issues, manpower estimates, marketability, project resources, and project costs. Also, team members interviewed several industry professionals in this time. After compiling all of this data, the team created slides and prepared to present the information to the product stakeholders.
4.1.2 Milestone and Plan Presentation
This milestone required an exurbanite amount of tasking and subtasking. First the group had to identify project deliverables and high-priority non-deliverables. Upon determining project milestones, the team produced charts pointing out tasks and subtasks. Then the team designed an organizational model and applied preliminary staff requirements. Considering staff requirements and other needed resources, the team planned and calculated a preliminary budget. After further research, staff salaries, office leasing and incidental costs, and hardware and software costs are all measured and applied. Once the budget was complete, the team devised a plan of expected activities to include resource assignment to tasks and subtasks. During this time, the team determined possible subtasks to contract to the CS250 and CS300U groups. Upon completion of the research and assessments made within the group, the team developed a project planning chart and an initial project plan. Next, them Manage 2000 team met and discussed preliminary staff characteristics and categories. After these discussions, members repeated industry interviews to capture professional opinion. Also, subsequent team members further researched current applications and possible category sets to validate the groups choices. At the same time group members were identifying staff categories, other members were defining key product features. During Phase I, the group received a portion of criticism from outside entities. After assessing these criticisms and fine tuning budget, milestone, and product specific information, the group could construct a functional specification. Producing a Manage 2000 functional specification and preparing for the oral presentation to the financing group concluded Phase I.
4.2 Phase II
Phase II begins when the group meets to reorganize and provide contractual arrangements developed for the CS250 and CS300U students. To deliver the tasking requirements, the group must assess current progress and organize these items by charting them. Throughout the duration, the team must provide deliverables each week. Included in these deliverables and milestones are a project risk analysis, a revised draft of project objectives, a drafted prototype specification, and among others, a presentation of Manage 2000’s web site. Concluding the time period, Manage 2000 must demonstrate its functionality through a prototype exhibition. Other deliverables and milestones include hardware/software resource drafts, proposal outlines, grant agency listings, and an updated project plan. Conclusion of Phase II takes Manage 2000 into it production phase.
4.3 Phase III
Manage 2000 enters its production phase during this time period. The team has allocated a period of one year for product production. This phase includes developing the project modules and binding them into the Manage 2000 application. Additionally, Manage 2000 staff must propose contingency plans for testing and maintenance. At the same time, Manage 2000 will contract a marketing firm to provide a market analysis and advertising plan. Once production is complete and testing has validated the product, the team can focus on shipping the product to consumers or retail locations.
5. Resources
5.1 Personnel Description
Project Manager
The project manager is responsible for the general coordination of the team. In addition to general scheduling tasks, the project manager must also provide a detailed description of the project’s progress during scheduled review times. Any deviation from the planned schedule must be addressed by the project manager during these reviews and the action taken to incorporate the deviation into the project’s timeline must be handled as well.
Additional tasks include:
· Generation of written reports
· Weekly staff meeting with team members
· Biweekly meeting with upper management
· Employee evaluations
· Project review result analysis
· Delegation of additional tasks to team members
Legal Consultant
While not a full time staff member, the legal consultant plays an important role over the course of the project. The legal consultant is responsible for handling legal issues which arise during the course of the project. Additionally, the legal consultant must also advise the project manager on matters concerning the software’s features should any legal issues arise. The legal consultant is held on retainer should legal services be needed.
Office Manager
Network Engineer
In order to maintain the internal network of the company, a network engineer is necessary. The network engineer will be in charge of basic machine and network administration.
Additional duties include:
· Software / hardware installation
· Configuration of share resources
· Reconfiguring of network (when necessary)
· Backup configuration and maintenance
· Network security issues
· Internet access management
· Familiarization of staff with network related issues
CS250 / CS300 students
The tasks contracted out to the CS250 and CS300 students will be designated in a later section.
5.2 Estimated Costs
Personnel Costs
1. Project Manager $ 95,000
2. Legal Consultant
$300/hr @ 100 hrs $ 30,000
3. Office Manager $ 35,000
4. Technical Writer $ 45,000
5. Senior Level Programmers (2) $160,000
6. Junior Level Programmers (2) $ 80,000
7. Microsoft Project™ Analyst $ 60,000
8. Database Administrator $ 65,000
9. Network Engineer $ 70,000
10. CS250 Consultants $ 0
11. CS300 Consultants $ 0
Employee Benefits
1. Medical/Dental Insurance
2. Social Security
3. 401K Investment
4. Bonuses
Total – 30% salary $183,000
Office Leasing Costs
1. Ten single offices
2. One conference room
3. Kitchen area
4. High density storage area
5. Network/Server room
6. Electricity & Utilities
Total area @ 130 ft per employee = 1,560
Class A office space - $16.50/sq ft
Furniture and phone hardware - $4.00/sq ft
1,560 sq ft @ $20.50/sq ft $ 31,980
7. Phone service
$45/phone/month @ 13 phones @ 12 months $ 7,020
Long distance service $ 10,000
8. Miscellaneous office costs
$2,000/month @ 12 months $ 24,000
Hardware/Software Costs
1. Workstations
10 @ $2,500 $ 25,000
2. IBM network printer
2 @ $1,750 $ 3,500
3. Server OS license
2 @ $2,000 $ 4,000
4. Firewall software $ 2,500
5. Compaq Proliant server
2 @ $15,000 $ 30,000
6. 512K circuit
$4,500/month @ 12 months $ 54,000
Production Costs
1. Compact Disk costs $
2. CD writeable drive $
3. Marketing and Advertising fees $ 20,000
4. Shipping costs $ 14,000
Miscellaneous Costs
1. Travel costs $ 20,000
2. Training costs $ 10,000
Summary
1. Personnel $640,000
2. Employee benefits $183,000
3. Office associated $ 73,000
4. Hardware/Software $116,500
5. Production $ 34,000
6. Miscellaneous $ 30,000
Total Estimated
Costs $1,076,500
5.3 Preliminary Budget
Manage 2000
Cash Budget
|
Cash
balance: beginning |
$CCC,CCC |
|
Add: Receipts: |
|
|
Collections
from customers |
$Aaa,aaa |
|
Total cash
available (CCC,CCC + aaa,aaa) |
$AAA,AAA |
|
|
|
|
Less: Disbursements: |
|
|
Direct
Labor |
$640,000 |
|
Office
Lease |
$73,000 |
|
Employee
Benefits |
$183,000 |
|
Computer/Network
Costs |
$119,000 |
|
Production
Costs |
$34,000 |
|
Miscellaneous
Costs |
$30,000 |
|
Total
Disbursements: |
$1,079,000 |
|
Cash
Surplus (deficit) (AAA,AAA -
1,079,000) |
(DDD,DDD) |
|
Financing: |
|
|
Borrowing |
$1,500,000 |
|
Repayment
(not negotiated at this time) |
0 |
|
Interest
(not negotiated at this time) |
0 |
|
Total
Financing |
$1,500,000 |
|
|
|
|
Cash
balance, ending ($500,000 -
DDD,DDD) |
$BBB,BBB |
Note:
· Variables A, B, C, and D were used in place of unknown actual costs
Budget Pie Distribution
5.4 Contractual Agreements
5.4.1 CS250
Student participating in CS250, Problem Solving and Programming, will be contracted to assist with developing a module for Manage 2000. These students will be required to research and select appropriate data structures for the module operations. These data structures will aid the students with designing and developing the budget analysis module.
Budget Analysis Module:
The budget analysis module considers the required staff for each project. Prior to the execution of the selection algorithm, the budget analysis module will provide a salary range based on personnel requirements. Following the selection module’s successful extraction of the most appropriate staff, the budget analysis module will then determine the sum of salaries for the selected candidates. Therefore, students must consider the amount of stored information that must be accessed. Structures designed to store job titles information must contain minimum and maximum salary values. Furthermore, each employee record must be designed to contain actual salary values for reference by the budget analysis module.
5.4.2 CS300U
Students participating in
CS300U, Computers in Society, will be contracted to investigate Manage 2000's
societal impressions. These students
will be required to perform surveys among several different working
populations. During these surveys,
students are to assess opinions regarding computer based performance
evaluation. Additionally, students are
expected to research historical data which will support Manage 2000 development
and production. For this reason,
students may be required to schedule interviews with various management
professionals. Completion of this task
will provide backing for final production of Manage 2000.
5.5 Index of
Expert Resources
Tracy Stewart
FamilyPort LLC
Vice President of Technology
2877 Guardian Lane
Suite 300
Virginia Beach, Virginia 23452
Phone: 757-459-6080
Fax: 757-459-6421
E-mail: tstewart@familyport.net
Sarah Fricks
Staff Recruiter
Metro Information Services
Golden Circle Court
Virginia Beach, Virginia 23452
Phone: 757-
Jerry Knorr
Manager, Administration & Personnel
EDO Corporation
1801-E Sara Drive
Chesapeake, Virginia 23320
Phone: 757-424-1004
Fax: 757-424-1602
E-mail: g_knorr@edocombat.com
6.
Bibliography
Anderson, Janice and Bragg, Steven, Controller’s Function, John Wiley & Sons Inc., New York, 1996
Hussain, K. M. and Hussain, Donna, Information Technology Management, Reed Educational and Prof. Publishing Ltd., Boston
Lientz, Bennet P. and Rea, Kathryn P. Project management for the 21st Century, Academic Press, New York, NY, 1998
McConnell, Steve. Software Project Survival Guide, Microsoft Press, Redmond, WA,
1998
Whitaker, Ken. Managing Software Maniacs, “Finding, Managing, and Rewarding a Winning Development Team”, John Wiley & Sons Inc., New York, 1994
http://www.microsoft.com/presspass/press/1998/dec98/projectpr.htm
accessed 21 April 1999
http://www.imsisoft.com/peoplescheduler/F&B.htm
accessed 15 Mar 1999
http://www.microsoft.com/office/98/Project/brochure/default.htm
accessed 15 Mar 1999
http://www.jian.com/html/p_mbi.asp
accessed 15 Mar 1999
7.
Staff Profiles
·
Thomas Thompson
·
Stephen Watkins
·
Beverly Black
·
Angelika Heidelberger
·
Ann Pintar
Thomas J. Thompson
Email: tjt@cs.odu.edu
RESUME
SKILLS / ABILITIES:
· Network administration:
Administrative knowledge of DNS, NIS, TCP/IP configuration
· Programming in several languages:
C++, C, Perl, shell script
· Administrative knowledge of various platforms:
Solaris, Windows NT 4.0, Windows 95/98
· Working knowledge of web programming:
Html, CGI
· Systems programming:
Socket programming, X windows, Motif
CURRENT EMPLOYMENT:
Currently employed as a student worker in the ODU Computer Science Department Systems Group.
Employed since April 27, 1997.
Accomplishments and duties include:
· Head programmer / designer of NIS control software to allow network migration to Solaris 2.6 from Solaris 2.5.1.
· Maintenance of the NIS software to add new features for a web based interface.
· Configuration of Apache Web Server for the NIS software web interface.
· Oversaw the administration of the Computer Science Department NT workstations and servers.
· Designed applications / scripts to be used in the administration of the IRI system (Interactive Remote Instruction).
· Designed applications / scripts to be used in maintenance of the Solaris network within the Computer Science Department.
· Involved in general maintenance of the system (both Solaris and NT platforms).
· Built and maintained Solaris server and clients.
· Ported in house applications from Solaris 2.5.1 to Solaris 2.6.
EDUCATION:
Senior currently enrolled at Old Dominion University majoring in Computer Science.
Stephen D Watkins
Email: watkins@cs.odu.edu
RESUME
SKILLS / ABILITIES:
· Programming languages:
C++, FoxPro, Java, Visual Basic
· Operating systems:
Novell, Unix, Windows NT 4.0, Windows 95/98, AS/400, Citrix Winframe
· Applications:
MS Office 97, Hewlett Packard JetAdmin, Checkpoint Firewall, Ichat, Arcserve, Oracle
PREVIOUS EMPLOYMENT:
Network Administrator Jun. 98-present
Fox Family Channel Virginia Beach, VA 23452
PC/LAN Support Dec. 96-Jun. 98
Norfolk Southern Corporation Norfolk, VA 23510
Undergraduate Assistant May 97-Aug. 97
Virginia Modeling, Analysis, and Simulation Center
Fire Direction Specialist Jul. 91-Sep. 95
United States Army Fort Bragg, NC 20878
Security Clearance: Secret
EDUCATION:
Currently enrolled in senior year at Old Dominion University pursuing a B.S. degree in Computer Science.
Graduation Date: December 1999
Checkpoint Firewall Administrators Course
Novell Administrators Course I and II
Solaris Administration I
Citrix Winframe Administration
FOREIGN LANGUAGES:
Spanish
Beverly Moore Black
Email: black@cs.odu.edu
RESUME
SKILLS / ABILITIES:
· Programming in C++, C
PREVIOUS WORK EXPERIENCE:
· Police Officer, Virginia Beach Police Department, June 1994 – August 1995
· Financial Planner, IDS/American Express, May 1994 till hired by VBPD
· Paramedic, City of Norfolk Paramedical Rescue Services, 1989-1991
· Volunteer EMT-Paramedic, Virginia Beach EMS, 1987-1992
EDUCATION:
· Second degree-seeking Senior currently at Old Dominion University majoring in Computer Science
· BS in Business Administration – Finance and Accounting, Old Dominion University, 1994
S. Angelika Heidelberger
Email: heidelbe@cs.odu.edu
RESUME
SKILLS / ABILITIES:
· Programming languages:
C++, Pascal, Oberon, shell script
· Operating systems:
Solaris, Windows NT 4.0, Windows 95/98
· Web programming:
Html
· Applications:
Word 97, Excel 97, Powerpoint, Publisher
CURRENT EMPLOYMENT:
Currently employed as an intern at the New York Times Company Shared Services Center in Norfolk, VA.
Employed since October 1998.
PREVIOUS EMPLOYMENT:
Intern at SIEMENS in Konstanz, Germany
Employed during school breaks August 1995 through March 1997
EDUCATION:
Senior currently enrolled at Old Dominion University majoring in Computer Science.
FOREIGN LANGUAGES:
German (native language)
French
Ann Jennifer-Ang Pintar
Email: pintar@cs.odu.edu
RESUME
SKILLS / ABILITIES:
· Programming languages:
C++, Visual Basic
· Operating systems:
Solaris, Windows NT 4.0, Windows 95/98
· Applications:
Word 97, Excel 97, Powerpoint, Publisher
PREVIOUS EMPLOYMENT:
Personnel Manager at Jean Nicole
Employed June 1995 to January 1997
EDUCATION:
Senior currently enrolled at Old Dominion University majoring in Computer Science.
FOREIGN LANGUAGES:
Spanish
Tagalog