03_29_2015_Phase 3_Compiled Document_v3.3_DH

Making Higher Education More Affordable in Michigan
ITT Technical Institute Project Management Team
Deanna Holman, Project Manager
with Sonya Dixon, Michael Lessens, Jessica Martinez
Abstract
In order to improve the affordability of higher education in Michigan,
P.U.R.E. Education will Provide an Understanding of Resources
Existing in Education.
P.U.R.E.

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Table of Contents
Project Executive Summary.................................................................................................... 4
Background............................................................................................................................ 4
Objectives .............................................................................................................................. 4
Plan........................................................................................................................................ 4
Project Team.......................................................................................................................... 5
Project Management Strategy ................................................................................................ 5
Scope of Activities .................................................................................................................. 6
Project Schedule .................................................................................................................... 7
Cost Summary........................................................................................................................ 8
Summary................................................................................................................................ 8
Project Charter......................................................................................................................... 9
Project Purpose...................................................................................................................... 9
Project Description ................................................................................................................. 9
High-Level Risks ...................................................................................................................10
Project Success Criteria ........................................................................................................12
Summary Milestones.............................................................................................................13
High-Level Budget Summary.................................................................................................13
Stakeholders .........................................................................................................................14
Project Manager Authority Level............................................................................................15
Escalation Plan for Authority Limitations................................................................................15
Approvals ..............................................................................................................................16
Project Scope Statement........................................................................................................17
Project Scope Description .....................................................................................................17
Project Scope Deliverables/Outcomes...................................................................................18
Project User Acceptance Criteria...........................................................................................19
High-Level Timeline/Key Milestones......................................................................................19
Project Exclusions .................................................................................................................20
Project Assumptions..............................................................................................................21
Project Constraints ................................................................................................................21
Work Breakdown Structure....................................................................................................22
Work Breakdown Structure....................................................................................................22

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Stakeholder Register ..............................................................................................................30
Responsibility Assignment Matrix.........................................................................................39
RACI Chart............................................................................................................................40
Communication Management Plan........................................................................................45
Communication Management Assumptions...........................................................................46
Communication Management Constraints.............................................................................46
Communication Methods.......................................................................................................46
Stakeholder Diagram.............................................................................................................47
Communications Plan Matrix.................................................................................................48
Communications Matrix Glossary ..........................................................................................51
Project Time Management......................................................................................................55
Timeline and Gantt Chart.......................................................................................................56
High-Level Budget ..................................................................................................................57
Sensitivity Analysis................................................................................................................57
High-Level Budget Summary.................................................................................................58
Resource Cost Estimates ......................................................................................................59
Change Management..............................................................................................................63
Change Log...........................................................................................................................64
Executive Scorecard...............................................................................................................67
Appendices .............................................................................................................................69
Appendix A: Initiation Stakeholders Grid................................................................................69
Appendix B: Execution Stakeholders Grid .............................................................................70
Appendix C: Detailed Timeline with Dependencies................................................................71
Appendix D: Risk Register.....................................................................................................80
Appendix E: Recurring Operations Costs ..............................................................................83
Appendix F: Change Request Form ......................................................................................84
PMBOK Index ..........................................................................................................................85
References ..............................................................................................................................86

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Project Executive Summary
We are the P.U.R.E. Education Project Team from ITT Technical Institute.
Background
Michigan is ranked 45th among states in higher education affordability, according to the 2013
report “Trends in College Pricing.” This report was published by the College Board, a mission‐
driven, nonprofit organization that connects students to college success and opportunity. A
survey conducted by The Center for Michigan showed that approximately 4 of 5 Michigan
residents said that “improving college affordability is an urgent priority for Michigan.”
Making higher education more affordable for Michigan’s residents will make it more likely for its
residents to seek a college education. This, in turn, will increase the likelihood of Michigan
residents becoming more employable and productive, lifting Michigan out of its economic,
social, and political distress.
Objectives
The P.U.R.E. Education project will provide:
o A central, online location to provide Michigan students with resources and information
about higher education incentives and opportunities.
o A functional process for the State of Michigan to promote education as more affordable
and attainable.
o A solution to implement more “real world” experience and skill sets into Michigan’s
academic requirements.
o A Public Relations (PR) and Marketing campaign that will inform potential students while
in high school about higher education benefits and opportunities, including dual
enrollment at the high school and vocational school levels.
o Solutions to improve dual enrollment programs, between Michigan high schools and
higher education institutes.
o Increased awareness and an improved level of benefits of employer tuition
reimbursement programs aimed at both residents and businesses.
o A method to decrease educational expenses by minimizing the fixed costs associated
with higher education.
Plan
The P.U.R.E. Education project plan is to improve the affordability of higher education in
Michigan. The Project Team has developed a two-pronged approach.
The first approach will focus on a fixed-cost reduction plan that collaborates, enhances, and
creates new approaches in reducing higher education operating costs. Starting with the
Information Technology (IT) Infrastructure, the P.U.R.E. Education project will implement a pilot
program that transitions classes from physical structures to an online platform and from physical
textbooks to electronic textbooks. All key personnel will be trained on each of the improvements,

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which will improve the lab and classroom technology transition. Included in the fixed cost
reduction approach, the Project Team will conduct academic salary reviews to identify possible
cost-saving solutions for higher education providers. The Project Team will also analyze and
develop alternative solutions to offset costs of academic entities, such as offering rental of
unused space for a fee. The discoveries of the P.U.R.E. Education project will identify potential
initiatives that can aid in reducing fixed costs, which may be transformed into overall reduced
costs of tuition.
The second approach focuses on the development of the P.U.R.E. Education website (linked to
the Pure Michigan website), the training of personnel and agencies, and the development of a
nonprofit organization. The website will be a one-stop alternative funding source that will inform
and guide Michigan residents to available scholarships, tuition assistance, and employer tuition
reimbursement programs. The P.U.R.E. Education website will have direct links to Michigan
state education agencies, including the Michigan Department of Education. The P.U.R.E.
Education project will conduct seminars, webinars, and podcasts that connect with the
community and discuss with businesses the benefits of having a higher-skilled labor force, more
loyal employees, and less employee turnover costs, by offering tuition reimbursement to its
employees. These trainings will also be used to demonstrate to stakeholders the different tools
and benefits that the website will offer. To reach a larger audience and support Michigan’s
diverse population, the website, marketing, and training will also be available in Spanish.
The nonprofit organization will be set up to cultivate client relationships and improve political,
academic, and business relationships to promote higher education initiatives. The nonprofit
organization will be responsible for developing and promoting events that will be used in part as
fundraising/donation events. These events will help the nonprofit become sustainable when it is
turned over to the State of Michigan.
Project Team
The Project Team consists of:
o Project Manager: Deanna Holman
o Project Team: Sonya Dixon, Michael Lessens, and Jessica Martinez
Project Management Strategy
The overall project strategy calls for the Initiating and Planning phases to be completed before
executing the plan.
The project approach includes the strategic and tactical application of the Agile SDLC (System
Development Life Cycle). Strategically, the P.U.R.E. Education project will remain flexible and respond
with ease to any changes encountered during the project life cycle, specifically during the IT
Infrastructure Pilot Program. This method will also ensure that the project will remain successful,
following possible legislation changes during the project life cycle. Tactically, the P.U.R.E. Education
project will use the Plan, Do, Check, and Act (PDCA) method. This method follows a fluid, iterative
cycle to accomplish the project’s milestones, through continuous improvement processes.

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The ITT Tech Project 2015 Team will use the following Microsoft OfficeTM
software products:
Microsoft ProjectTM
for project management, Microsoft Word TM
for reports, Microsoft Excel TM
for
financial reports, and Microsoft PowerPoint TM
for presentations. Prezi© presentation software will
be used for formal presentations. PMI Project Management tools and techniques will be used
throughout the project. All contractors will be expected to use these same software programs and
follow these same standards.
Scope of Activities
The P.U.R.E Education primary deliverables are:
o Solutions to Lower Fixed Costs
o P.U.R.E. Education Website
o P.U.R.E. Education Campaign
o Nonprofit Organization
Plan
• Establish a Baseline
• Identify Priorities
• Set Improvement Goals &
Standards
Do
• Implement Actions
• Plans to Achieve Goals
Check
• Monitor and Measure
• Find and Fix
• Document Results
Act
• Evaluate
• Apply Lessons Learned
• Modify as Necessary

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Project Schedule
The P.U.R.E. Education project will start on December 30, 2014 with project closeout by June 2,
2016. Following is a list of milestones separated by project phases:
Project Management 06/02/2016
Initiating 02/06/2015
Phase Gate 1 02/06/2015
Project Charter 01/13/2015
Project Scope 01/27/2015
Work Breakdown Structure 02/06/2015
Planning 04/14/2015
Phase Gate 2 03/09/2015
Stakeholder Register 03/09/2015
Responsibility Assignment Matrix (RACI Chart) 02/06/2015
Communications Management Plan 03/09/2015
Detailed Timeline with Dependencies 03/09/2015
High-Level Budget 03/09/2015
Phase Gate 3 03/30/2015
Change Log 03/30/2015
Project Book 03/30/2015
Project Scope Statement 03/26/2015
Project Charter 03/26/2015
WBS 03/26/2015
Stakeholder Register 03/30/2015
High-Level Timeline with Dependencies and Key Milestones 03/30/2015
RACI Chart 03/25/2015
High-Level Budget 03/30/2015
Communications Management Plan 03/30/2015
Executive Scorecard 03/30/2015
Phase Gate 4 04/13/2015
Visual Presentation 04/09/2015
Final Presentation 04/13/2015
Executive Approval 04/14/2015
Executing 12/31/2015
Initiate Discovery Phase 04/15/2015
Initiate Design Phase 06/29/2015
Initiate Implementation Phase 09/02/2015
Initiate Marketing Phase 12/31/2015
Monitoring 02/02/2016
Quality Control 12/25/2015
Schedule Control 02/02/2016
Cost Control 02/02/2016
Scope Control 02/02/2016
Closing 06/02/2016
Completed Change Log 06/01/2016
Final Project Book 06/02/2016

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Cost Summary
The P.U.R.E. Education project is budgeted at just below $3.2 million. This budget includes a
contingency fund for potential risks and a management reserve (10%) for unexpected changes
to the scope and/or costs associated with unforeseen risk events.
Summary
The ITT Tech Project Team has prepared documents and developed the project plan to
make higher education more affordable to Michigan residents and students. The next step in
this project will be the approval of the project plan, by the Project Sponsor, followed by the
movement into the Execution Phase.

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Project Charter
Project Title: P.U.R.E. Education
Project Sponsor: Governor Rick Snyder, State of Michigan
Project Manager: Deanna Holman
Date Prepared: March 30, 2015
Project Customer: Michigan Residents
Project Purpose
The purpose of this project is to provide solutions to make higher education more affordable to
Michigan students. A study conducted by The Center for Michigan polled Michigan residents,
and 4 out of 5 respondents said that “improving college affordability is an urgent priority for
Michigan.” In addition, Michigan ranks 45th out of 50 states in college affordability according to
a 2013 report, “Trends in College Pricing,” published by the nonprofit organization, College
Board.
By implementing the project’s conceptual incentives, both individual and business resources will
improve enrollment in Michigan higher education, as well as assist in the reduction of loan debt
for Michigan students. These incentives will address the allocation of resources made available
for higher education with the focus of increasing spent funds per pupil in the state, thus
improving the current marking of 40% below the national average of spending per pupil. In
implementing these cost improvement plans, the project will also provide solutions for reducing
the fixed costs that substantially lower the educational expenses each year creating a reduction
in tuition cost.
Project Description
In order to improve the affordability of higher education in Michigan, the “P.U.R.E. Education”
project will Provide an Understanding of Resources Existing in Education. The project will
deliver two functions of a state-wide P.U.R.E. Educational campaign and a structural
identification plan for fixed costs. The campaign will increase awareness of educational benefits
to all residents, enrolled students, and businesses. Students will have the opportunity to learn of
benefits such as scholarships and trusts, which will assist in reducing the out-of-pocket costs
they may accumulate. Michigan-based businesses would learn of the potential to receive tax
incentives and governmental benefits for providing tuition assistance to their employees.
Additionally, the P.U.R.E. Education project will provide solutions that will assist in guiding
students to more skill/trade electives in colleges, universities, and institutes. Although the
project focuses on consumer cost reduction solutions, it will also provide references to minimize
fixed costs for academic institutions, resulting in the ability to lower tuition.

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High-Level Requirements
High-level requirements describe what are broadly necessary for the success of the P.U.R.E.
Education project. These high-level requirements are outlined as the project’s objectives, scope,
Work Breakdown Structure (WBS), design, development, and a test strategy called “IT
Infrastructure Pilot Program”.1
This project will provide:
 A central, online location to provide Michigan students with resources and information
about higher education programs and incentives; such as tuition reimbursement,
scholarships, and grants. A functional process for the State of Michigan to promote
education as more affordable and attainable.
 A solution to implement more “real world” experience and skill sets into Michigan’s
academic requirements.
 A Public Relations (PR) and Marketing campaign that will inform potential students at the
intermediate levels about higher education benefits and opportunities, which would
include dual enrollment at the high school and vocational levels.
 Improvements of dual enrollment programs between Michigan high schools and higher
educational institutes.
 Awareness and improved benefits of employer tuition reimbursement programs for both
residents and businesses.
 A method to decrease educational expenses by minimizing fixed-costs of higher
education.
High-Level Risks
The potential risks associated with the P.U.R.E. Education project have been identified and
analyzed, using both quantitative and qualitative measures. Measures to mitigate and reduce
these risks have also been established. These high-level risks are outlined in the P.U.R.E.
Education project Risk Register (See Appendix D: Risk Register).2
The high-level risks identified include the following:
 Contract agreement with hosting location of IT Infrastructure Pilot Program not defined
or established to identify terms of material usage, responsibilities, and liable parties,
causing delay of project’s IT Infrastructure Pilot Program.
 Website development issues concerning programming errors, data loss, technical
malfunctions, etc. which would cause delays in website rollout and training.
 Television and radio advertising fees may fluctuate, which would have a detrimental
effect on project budget unless a fixed price contract is in place.
 Issues with hardware including shortage of supply, damage during transport/installation,
which would delay the implementation of the project.
 Insufficient staff as a result of additional work resources required to complete tasks,
which would cause an increase of costs of implementing the project and/or cause
possible schedule delays.
1
PMBOK Section 5.2.3
2
PMBOK, Section 11.3.2 and 11.4.2

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 Software compatibility issues may occur, which would cause a delay in implementation
of the IT Infrastructure program or result in alternative software options not capable of
providing all specifications desired.
 Additional work hours may be necessary if project tasks are approaching deadlines that
require additional personnel resources, which would exceed project budget.
 PMO building damage (i.e., fire, flood, etc.), which would cause project delay or crashing
the project schedule.
Other potential risks include:
 Failure to meet the project deadline of June 2016.
 Economic failure can result in discontinuance of incentives and/or raise debt ratios with
increased interest rates.
 Businesses’ rejection of tuition reimbursement incentives due to lack of interest, possibly
due to no perceived benefits.
 Campaign advertisements fail to reach all eligible Michigan residents.
 Incomplete stakeholder support for program implementation and sponsorship throughout
the project.
 Limited human and financial resources to support the capacity of the project success.
 Failure by the State of Michigan to act on project approach and implementation of
recommendations.

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Project Success Criteria
The Project Sponsor and identified personnel will complete a success criteria review to
collaborate on the project final success criteria.3
Benefit realization will be conducted when the
project is turned over to the State of Michigan. During benefit realization, the State of Michigan
will need to conduct an evaluation of results with outcomes reaching beyond the initial project
closeout.
Project Objectives Success Criteria Measurable Criteria
Scope
Provide Michigan residents
with resources and
information to help reduce
higher education debt within
the state.
Create and maintain access
to resources providing
residents with educational
cost reduction.
2% reduction of eligible Michigan
student loan debt by year end 2017.
Time
Meet all project milestones
and completion of tasks within
the given timeline to
completion of project.
Accomplish all project tasks
by defined timeline
constraints.
Complete online services
and PR campaigns in place.
Web and site tools designed and
implemented by December 30, 2015.
PR Campaign dates set state wide by
February 28, 2015.
Cost
Maintain all monetary budgets
and variances within the
project.
Maintain project costs within
defined budget.
Communicate all monetary
variances to Project
Sponsor and key project
stakeholders.
Stay within 5% of project from budget.
Project completion within defined
budget.
Quality
Incorporate and sustain the
highest quality processes
throughout the project life
cycle and ensure maximum
quality project outcome.
Continuous execution of
quality requirements and
control.
Maintain continuous
communication with key
stakeholders.
Create and implement stakeholder
satisfaction survey by a designated
time and receive an average response
of “satisfied” or better.
Resources
Provide and utilize relevant
labor, informational, and
technological resources to
their full capacities.
Appropriate use of
resources executed within
guidelines of the resource
plan.
Achievement of internal and external
deliverables corresponding with
resource outputs.
Risk
Identify, develop, and manage
all mitigation plans for any
recognized risks.
Completion and monitoring
of all risk mitigation plans.
Individualize risk management plan
for each assessed risk.
3
PMBOK Section 3.3

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Summary Milestones
Summary Milestones Completion Date
Gate 1: Deliverables 02/06/2015
Gate 2: Deliverables 03/09/2015
Gate 3: Final Project Plan 03/30/2015
Gate 4: Executive Presentation Preparation 04/08/2015
Executive Approval 04/13/2015
Discovery Report 06/26/2015
Design Phase 09/01/2015
Implementation Phase 12/30/2015
Marketing Phase 02/01/2016
Project Closeout 05/31/2016
High-Level Budget Summary
To estimate activity resources of key tasks in the high-level budget, expert judgment, industry
standards, and bottom-up estimating were utilized.4
The figures in the high-level budget, which
are based upon the scope of the activities and the magnitude of the project, are rounded up to
the nearest dollar amount.5
Cost
Project Management $345,370
Discovery Phase $207,875
Design Phase $35,825
Implementation Phase $843,410
Marketing $1,162,830
Project Closeout $16,100
Project Baseline $2,611,410
Contingency Reserve $226,943
Estimated Project Cost $2,838,353
Management Reserve 10% $283,835
Total Project Cost $3,122,188
In addition to costs associated to the project budget, the Project Team has estimated the
potential recurring operation costs following the completion of the P.U.R.E. Education project.
These costs have been forecasted by evaluating historical data, with potential cost inflation (See
Appendix E: Recurring Operations Costs).6
4
PMBOK, Sections 6.4, 7.2 and 7.4
5
PMBOK, Section 7.1.3.1
6
PMBOK, Section 7.2

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Stakeholders
The following list identifies the key stakeholders associated with this project. A full, detailed list
of project stakeholders is provided in the Stakeholder Register (refer to page 30).
 Michigan Students
 Currently, Michigan student loan debt continues to increase by as much as 57%,
since 2006, while students still only receive approximately 60% of the national
average of cost assistance from the state. Due to lack of awareness, only a small
percentage of the students utilize state and federal scholarships available.
Increasing public knowledge of educational incentives and providing a means to
reduce higher education debt accrued by students will result in a lower average
debt of degreed graduates.
 Michigan Residents
 Considered a key stakeholder, Michigan residents are directly impacted by state
taxes, property taxes, and availability of education. They are also indirectly
impacted by employment opportunities, resource administration, and retirement
savings. The effects of the P.U.R.E. Education project will positively reflect on
Michigan residents.
 State of Michigan
 Though ranked as one of the top 10 states for high student loan debt, the State
of Michigan continues to reduce government support (28%, since the Great
Recession of 2007), despite increasing college costs. This project’s concepts will
improve Michigan students’ ability to access available state scholarships and
other allocated educational state funding, thereby increasing government support
to higher education and improving the state’s national ranking for high student
debt.
 Academic Institutions
 Although high schools, colleges, and other higher educational institutions
continue to increase tuition costs, they will benefit from increased enrollment,
because of new awareness and incentives from the project. The project may also
impact their academic requirements by implementing more relevant skill set
based programs and minimizing non-core classes to the degreed curriculums.
 Businesses
 The P.U.R.E. Education project will not only provide a means for cost-reduced
skilled education, it will also provide Michigan businesses with a diverse and
skilled labor force. All of the training and skill development will focus on a more
productive and cost-efficient human resource pool.
 Labor Sources
 As labor sources such as Michigan Works, Manpower and other related staffing
agencies share in providing Michigan businesses with a skilled work force, they
are recognized as key stakeholders benefiting from the project’s increase in
relevant education through focused educational curricula.

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Project Manager Authority Level
All final authority decisions that meet the approved constraints within the P.U.R.E. Education
project shall be made by the Project Manager (PM), Deanna Holman. The PM will serve as the
point-of-contact for the Project Sponsor and stakeholders. Responsibilities of the PM are
included but not limited to:
 Project Team Personnel:
 The PM shall have full responsibility for all delegation and adjustments of the
project’s team membership to include any expertise, affiliations and external
consultants that may be required.
 Monetary Management and Variance:
 The PM shall be responsible for the allocation and management of the project
budget. Any monetary change requests or variances shall be communicated to
and approved by the Project Sponsor and Change Control Board.
 Stakeholder Decisions:
 The PM shall be responsible for maintaining and resolving any project
management membership issues, including any decisions required by key
stakeholders associated with the project.
 Technical Resolutions:
 The PM shall correspond with Subject Matter Experts in the educational,
governmental and web design fields to make informed decisions regarding any
technical conflicts or requirements within the project.
Escalation Plan for Authority Limitations
Project Team
Consultants
Project Team
Leader
Project
Manager
Project
Sponsor

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Approvals
________________________________ ______________________________
Project Manager Signature Sponsor Signature
________________________________ ______________________________
Project Manager Name Project Sponsor Name
________________________________ ______________________________
Date Date

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Project Scope Statement
Project Scope Description
The P.U.R.E. Education project goal is to improve the affordability of higher education in
Michigan. The two-pronged approach first focuses on the fixed-cost reduction plan that
collaborates, enhances and creates new approaches in reducing higher education operation
costs, thus being passed on to Michigan students. Second, by providing a technological
gateway through the P.U.R.E. Education website, alternative funding resources will be easily
accessible; such as scholarships, tuition reimbursement, and focused community-based funding
programs. In addition, the formation of a nonprofit organization to build the needed connections
for funding and awareness will be piloted to ensure the sustainability of the P.U.R.E. Education
project. Ultimately, this project combines the tools of project management, nonprofit
development, and business and government collaboration to make education more affordable
for Michigan residents.
The P.U.R.E. Education project will discover, design, implement, and market an awareness of
available educational resources to make higher education and training more affordable to
Michigan residents. These resources will include current programs, including
scholarships/grants and dual enrollment, as well as new initiatives discovered by the Project
Team. Additionally, this project will provide solutions to minimize the fixed costs incurred by
academic entities. This reduction in fixed costs will provide Michigan students with a more
affordable cost of education.
The P.U.R.E. Education project will create a collaborative relationship with businesses, from
both public and private sectors, through the education and awareness campaign of tuition-
assistance programs. Through this process, employers will benefit by having employees’ skills
and knowledge enhanced. These training and educational benefits will improve performance
and productivity of Michigan businesses from a wide range of industries, whether in service,
manufacturing, or technology. As a result, Michigan’s economy will be positively impacted.
In the discovery phase, the P.U.R.E. Education Project Team will research IT infrastructure
cost-saving approaches, cost-reduction strategies for academic budgets and the student aid
organizations and opportunities. The Project Team will also discover the root causes of the lack
of resource utilization by Michigan students and other stakeholders associated with higher
education. The Project Team shall identify and allocate the proper resources for a highly
effective website design and roll-out. The nonprofit research includes the initiation and legal
requirements for operations. A skills and needs assessment will be completed for training,
marketing and communicating the project campaign.
Within the design phase, the Project Team will design the pilot program for the IT infrastructure
plan which includes designing a beta test. At this phase, the website design plan and creation of
a development plan will be completed, incorporating the translation and site capacity in Spanish,
the second most predominate language in Michigan.
During the implementation phase, the two-prong approach is applied. The IT infrastructure cost
reduction pilot is rolled out. The plan for fixed cost reductions will be identified, finalized, and
recommended. The P.U.R.E. Education project will initiate the website development, train
stakeholders, and initiate the nonprofit organization.

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During the marketing phase, research will be conducted to identify demographics and methods
to target end-users through a communication marketing analysis process. After this process is
completed, the marketing plan will be finalized; and the communication marketing activities will
be designed and conducted.
The P.U.R.E. Education marketing campaign will be in duration from December 29, 2015
through February 1, 2016. This campaign will highlight the greater availability of affordable
education and identify tools to achieve a more highly trained and productive workforce.
Project Scope Deliverables/Outcomes
A deliverable is any unique and verifiable product, result, or capability to perform a service that
is required to be produced to complete a process, phase, or project. The P.U.R.E. Education
project deliverables will be both tangible and intangible.
The deliverables of the P.U.R.E. Education project are:
Task Name Start Finish
Project Charter 12/30/2014 01/13/2015
Project Scope 01/14/2015 01/27/2015
Work Breakdown Structure 01/27/2015 02/06/2015
Responsibility Assignment Matrix (RACI Chart) 02/06/2015 02/06/2015
Stakeholder Register 02/06/2015 03/09/2015
Communications Management Plan 02/06/2015 03/09/2015
Detailed Timeline with Dependencies 02/06/2015 03/09/2015
High-Level Budget 02/06/2015 03/09/2015
Change Log 03/09/2015 03/30/2015
Project Book 03/09/2015 03/30/2015
Visual Presentation 03/30/2015 04/08/2015
Final Presentation 04/13/2015 04/13/2015
Detailed List of Student Aid Opportunities 04/20/2015 05/08/2015
Academic Budget Reduction Plan 05/05/2015 05/15/2015
Discovery Report 05/19/2015 06/26/2015
Website Development Design 04/16/2015 09/01/2015
Pilot Program Design 06/29/2015 09/01/2015
Website Development 09/02/2015 10/15/2015
Training 10/15/2015 11/02/2015
Fixed Cost Reduction Plan 09/02/2015 12/30/2015
Pilot Program Implementation 09/02/2015 12/30/2015
Nonprofit Organization 09/02/2015 12/30/2015
Marketing Plan 01/18/2016 02/01/2016
Project Closeout 02/02/2016 05/31/2016
Final Project Book 02/03/2016 06/02/2016

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Project User Acceptance Criteria
A list of the minimum acceptance criteria includes:
 The P.U.R.E. Education website will receive above “average” or better rating on
completed user satisfaction surveys.
 The nonprofit organization shall have a foundation of collaborative partners in the
community to focus on sustainability into the future.
The State of Michigan, upon project closeout on May 31, 2016, will realize the following
benefits:
 Reduce eligible Michigan student loan debt:
o 2% by the end of 2017.
o 5% reduction by the end of 2018.
o 10% reduction by the end of 2019.7
 Increase in trained and educated workforce with reduced amounts of student loan debt.
 Implement solutions to reduce educational fixed costs, based on project findings.
 Access trained personnel for utilizing and promoting the P.U.R.E. Education program.
 A nonprofit organization that continues to look for opportunities to make higher education
more affordable to Michigan students.
High-Level Timeline/Key Milestones
Milestone Completion Date
Project Management 06/02/2016
Initiating 02/06/2015
Planning 04/14/2015
Executing 12/31/2015
Monitoring 02/02/2016
Closing 06/02/2016
Discovery Phase 06/26/2015
Conduct Research 05/18/2015
Develop Discovery Report 06/26/2015
Design Phase 09/01/2015
Pilot Program Design 09/01/2015
Website Development Design 09/01/2015
Implementation Phase 12/30/2015
Fixed-Cost Reduction Plan 12/30/2015
P.U.R.E. Education 12/30/2015
Marketing Phase 02/01/2016
Market Research 01/15/2016
Marketing Plan 02/01/2016
Project Closeout 05/31/2016
Turnover Website and Nonprofit
to State of Michigan
05/31/2016
7
The contract terms will be negotiated upon approval to ensure the project deliverable beyond project
closure.

20
Project Exclusions
 The scope of the project will not apply to academic costs outside State of Michigan
institutions.
 The Project Team will neither monitor nor maintain the P.U.R.E. Education online
resources after project closure date of May 31, 2016.
 The project will not assess current tuition reimbursement benefits offered by employers;
it will offer awareness and information of existing benefits of participating companies.
 Current State of Michigan advertisements that are funded for educational institutions and
other campaigns will not be included in the calculation of the marketing budget.
 Although the Project Team will conduct research to assist in refining and upgrading
existing dual-enrollment programs, the State of Michigan will be responsible for
modifying these existing programs. The Project Team will not administer, participate in,
nor follow up with any project PR campaigns provided within the project. Project Team
members will actively provide researched locations and research materials.

21
Project Assumptions
 The State of Michigan will actively work to maintain the online systems with updated
information as it changes.
 Project stakeholders have full Internet access to utilize the online systems.
 High schools will continue to promote and fund dual enrollment for eligible students.
 Businesses will continue to offer employees tuition reimbursement programs in
accordance with the project’s scope.
 Academic stakeholders will continue efforts to minimize non-core electives and offer
relevant core classes that meet the project’s scope.
 Project funding will be provided in full upon approval of the project, or in increments prior
to the beginning of each phase, so as to fully cover the cost of each phase.
 The State of Michigan’s online systems will be able to handle increased Internet traffic.
 The State of Michigan will continue to measure the success criteria that have been
defined by the Project Team beyond the project closeout date.
 The State of Michigan will approve this project budget of $3.2 million, as the state
government has approved larger budgets for similar projects related to higher education
and training.
 The federal and state “environmental factors” will assist the project’s initiatives to move
to production.
 The Project Manager will schedule weekly meeting with the Project Team.
 The Project Manager will supply weekly and monthly Project Status Reports.
 The Project Manager will meet with Project Sponsor and Key Stakeholders monthly,
minimally.
Project Constraints
 All project deliverables will be restricted to the designated time frames summarized on
the chart referenced in the project’s scope.
 Provided human resources will be relevant and experienced in the subject matter and
utilized within the guidelines of the project’s resource plan.
 The project is subject only to State of Michigan residents and its academic institutions.
 The Project Sponsor will be informed of and approve any monetary change requests or
variances to the project budget.
 Key stakeholders will be informed of and engaged when any changes in scope, budget
or schedule are made or considered.
 Any proprietary information gained during the process of creating, developing, and
implementing the project will be protected by applicable laws, corresponding company
guidelines, and/or restrictions.
 Project Team will not measure success criteria beyond the project closure date of May
31, 2016, rather benefit realization using success measures will be conducted and
reported by the State of Michigan following project closeout.

22
Work Breakdown Structure
The P.U.R.E. Education project will discover, design, implement, and market an awareness of
existing educational resources to make higher education and training more affordable to
Michigan residents. The project will provide solutions to minimize fixed costs associated with
academic entities including: IT infrastructure used in distance learning and lab/classroom
technology, and academic budget and costs of operations components. This will make
education more affordable for Michigan students. The P.U.R.E. Education project will create and
collaborate with a nonprofit organization by building business relations and conducting
fundraising events. Following all discoveries, the P.U.R.E. Education project will promote all
findings and tools developed through an in-depth Marketing Plan.
The following Work Breakdown Structure (WBS) identifies all deliverables of the project. Each
deliverable has been decomposed to identify and plan for work activities and their required
resources to successfully complete the P.U.R.E. Education project.8
8
PMBOK, Section 5.4

23
P.U.R.E. Education Project
1
Project Management
1.1
Initiating
1.2
Planning
1.3
Executing
1.4
Monitoring
1.5
Closing
2
Discovery
Phase
2.1
Conduct Research
2.2
Develop Discovery
Report
3
Design
Phase
3.1
Pilot Program Design
3.2
Website
Development Design
4
Implementation
Phase
4.1
Fixed Cost Reduction
Plan
4.2
P.U.R.E. Education
5
Marketing
Phase
5.1
Market Research
5.2
Marketing Plan
6
Project
Closeout
6.1
Handover Nonprofit
6.2
Transfer Website
Ownership
6.3
Pilot Program Results
6.4
Project Procurement
Closure
6.5
Archive
Documentation

24
1
Project
Management
1.1
Initiating
1.1.1
Phase Gate 1
1.1.1.1
Project Charter
1.1.1.2
Project Scope
1.1.1.3
Work Breakdown
Structure
1.2
Planning
1.2.1
Phase Gate 2
1.2.1.1
Stakeholder
Register
1.2.1.2
Responsibility
Assignment
Matrix
1.2.1.3
Communications
Management Plan
1.2.1.4
Detailed Timeline
1.2.1.5
High-Level
Budget
1.2.2
Phase Gate 3
1.2.2.1
Change Log
1.2.2.2
Project Book
1.2.2.2.1
Project Scope
1.2.2.2.2
Project Charter
1.2.2.2.3
Work Breakdown
Structure
1.2.2.2.4
High-Level
Timeline
1.2.2.2.5
RACI Chart
1.2.2.2.6
High-Level
Budget
1.2.2.2.7
Communications
Management Plan
1.2.2.2.8
Executive
Scorecare
1.2.3
Phase Gate 4
1.2.3.1
Visual
Presentation
1.2.3.2
Final Presentation
1.2.4
Executive Approval
1.3
Executing
1.3.1
Initiate Discovery
Phase
1.3.2
Initiate Design
Phase
1.3.3
Initiate
Implementation
Phase
1.3.4
Initiate Marketing
Phase
1.4
Monitoring
1.4.1
Quality Control
1.4.2
Schedule Control
1.4.3
Cost Control
1.4.4
Scope Control
1.5
Closing
1.5.1
Completed
Change Log
1.5.2
Final Project Book

25
2
Discovery Phase
2.1
Conduct Research
2.1.1
Pilot Program IT
Infrastructure Cost
Research
2.1.1.1
Inspect Current IT
Methods Available
2.1.1.2
Identify Resources
Needed
2.1.2
Academic Budget
Research
2.1.2.1
Identify Components
of Academic Budgets
2.1.2.2
Identify Cost
Reduction Methods
Currently Used
2.1.2.3
Develop Academic
Budget Reduction
Plan
2.1.3
Student Aid Research
2.1.3.1
Identify Current
Student Aid
Organizations
2.1.3.2
Establish List of
Student Aid
Opportunities
2.1.4
Website
Development
2.1.4.1
Identify Number of
Links Needed
2.1.4.2
Identify Web
Developer
2.1.4.3
Receive Cost
Estimate of Website
Development
2.1.5
Nonprofit
Organization
Development
2.1.5.1
Identify Process of
Initiation
2.1.5.2
Identify Initiation
Costs
2.1.5.3
Develop Schedule for
Process of Initiation
2.1.6
Campaign Resources
Identification
2.1.6.1
Identify Personnel
Required
2.1.6.2
Identify
Supplies/Materials
Needed
2.1.6.3
Identify Costs to
Acquire Resources
2.2
Develop Discovery
Report

26
3
Design Phase
3.1
Pilot Program
Design
3.1.1
Design Pilot
Program Beta
Testing
3.1.1.1
Develop Schedule of
Pilot Program
3.1.1.2
Develop Cost of
Beta Test
3.1.2
Conduct Beta Test
3.2
Website
Development Design
3.2.1
Design Website
3.2.2
Establish Log of
Student Aid Sites

27
4
Implementation Phase
4.1
Fixed Cost Reduction
Plan
4.1.1
IT Infrastructure
4.1.1.1
Pilot Program
Implementation
4.1.1.1.1
Starting Up Network
Services
4.1.1.1.1.1
Internet Service
4.1.1.1.1.2
IT Network Support
4.1.1.1.1.3
Install Software/Hardware
4.1.1.1.2
Improve Lab/Classroom
Technology
4.1.1.1.2.1
Train Key Personnel on
Improvements
4.1.1.1.2.2
Transition to Electronic
Books
4.1.2
Academic Budget
4.1.2.1
Salaries
4.1.2.1.1
Develop Plan to Reduce
Salary Costs
4.1.2.2
Cost of Operations
4.1.2.2.1
Develop Plan to Reduce
Costs of Operations
4.2
P.U.R.E. Education
4.2.1
Website Development
4.2.1.1
Develop Website and
Mobile App
4.2.1.2
Link to Current Student
Aid Online Sources
4.2.2
Training
4.2.2.1
Develop Podcasts
4.2.2.2
Develop Webinars
4.2.2.3
Conduct Seminars
4.2.3
Nonprofit Organization
4.2.3.1
Initiation
4.2.3.1.1
File Articles of
Incorporation
4.2.3.1.2
Apply for 501(c) federal
income tax exemption
4.2.3.1.3
Apply for Charitable
Solicitation/Fundraising
4.2.3.2
Client Relationships
Management
4.2.3.2.1
Develop Relationships
with Political Influences
4.2.3.2.2
Develop Relationships
with Academic
Entities/Personnel
4.2.3.3
Fundraising/Donations
4.2.3.3.1
Develop Events
4.2.3.3.2
Promote Events

28
5
Marketing Phase
5.1
Market Research
5.1.1
Identify Demographics
of End Users
5.1.2
Identify Methods to
Target End Users
5.2
Marketing Plan
5.2.1
Develop Marketing
Schedule
5.2.2
Design
Advertisements
5.2.3
Develop Methods
Used to Distribute
Advertisements
5.2.3.1
Web/Mobile
Advertisements
5.2.3.1.1
Social Media
5.2.3.1.2
E-Mail
5.2.3.1.3
Online Advertisements
5.2.3.2
Traditional
Advertisements
5.2.3.2.1
Print Advertisements
5.2.3.2.2
Television
Advertisements
5.2.3.2.3
Radio Advertisements

29
6
Project Closeout
6.1
Handover Nonprofit
6.2
Transfer Website
Ownership
6.3
Pilot Program
Results
6.4
Project Procurement
Closure
6.5
Archive
Documentation

30
Stakeholder Register
Concluded in the stakeholder register, the identification of key individuals has been categorized
by expert judgment status to move the project to success. The Project Charter for the P.U.R.E.
Education project identified stakeholders who are internal (those directly involved in the project)
and external (those who are not involved in the entire project life cycle). Additional stakeholders
were discovered and identified through research completed via interviews, telephone, email and
Internet searches.9
Each stakeholder was evaluated through the use of a Power/Influence grid (see Appendix A:
Initiation Stakeholders Grid) to determine level of authority (“power”) and active involvement
(“influence”) in the project’s Initiation Phase. Another Power/Influence grid (see Appendix B:
Execution Stakeholders Grid) was formed for the Execution Phase.10
A stakeholder’s power
over the project is defined as:
 Champions (High) – Being able to completely stop the project or deter scope creep.
 Changers (Medium) – Being able to change or vary the level of success of the project
through funding, quality considerations, public opinion, and scheduling.
 Benefactors (Low) - Limited influence on the inputs or outcomes of the project.
Stakeholder engagement in the project has been considered, since stakeholder engagement
throughout the life cycle of the project is critical to success.11
The engagement levels of the
stakeholders for the P.U.R.E. Education project are:
 Unaware – Unaware of the P.U.R.E. Education project and its potential impacts.
 Resistant – Aware of the project, its potential impacts, and resistant to change.
 Neutral – Aware of the project and its potential but neither supportive nor resistant.
 Supportive – Aware of the project, its potential impacts, and supportive to change.
 Leading – Aware of the project, its potential impacts, and actively engaged in ensuring
the project’s success.
Further stakeholder assessment was performed regarding:
 What is required of each stakeholder;
 What is expected of each stakeholder;
 Which phase in the project life cycle each stakeholder will be most interested or
involved.
In conclusion, the stakeholder register will be consulted regularly. Specifically, once the
individual responsible for overseeing the nonprofit organization is identified, their engagement
level and role shall be evaluated and documented. Any updates, changes, or additions to the
stakeholder register will be managed by the Project Manager throughout the project life cycle
and documented in the Change Log (refer to page 63).12
9
PMBOK, Section 13.1
10
11
12
PMBOK, Sections 13.3 and 13.4

31
Name Position Contact Information Requirements Expectations Power/Influence Role
Governor
Rick Snyder
Project Sponsor RickSnyder@mi.gov
(517) 222-XXXX
Provide overall requirements
of the P.U.R.E. Education
project and reduction of fixed
costs of higher education in
Michigan
Provide oversight of P.U.R.E.
Education project and reduction of
fixed costs of higher education in
Michigan
High/High External,
Leading,
Project Sponsor
Michigan
Legislators
State
Representatives
and Senators
Legislature.mi.gov
(517) 333-XXXX
Provide legislation to support
the goals of the project
Provide legislation that aligns with the
sponsor’s goals and those outlined in
the P.U.R.E. Education project
according to PMBOK Standards
High/Medium External,
Supportive,
Michigan
Legislators
Deanna Holman Project Manager,
ITT Project Team
email@yahoo.com
(423) 923-XXXX
Provide leadership to the
team to deliver the P.U.R.E.
Education project
Provide P.U.R.E. Education Project
Team members with full understanding
of their roles and responsibilities
High/High Internal,
Leading, Project
Team
ITT Project Team Members, ITT
Project Team
email@gmail.com
(616) 406-XXXX
Provide documentation and
communication of P.U.R.E.
Education project
Provide P.U.R.E. Education Project
Team and future P.U.R.E. Education
project stakeholders with their roles
and responsibilities
High/High Internal,
Leading, Project
Team
Federal
Legislators
U.S.
Representatives
and Senators
Senate.gov
House.gov
Provide legislative support to
the goals of the project that
may be necessary from a
federal level of engagement
Provide support that is necessary to
buttress the Michigan legislation
required to meet the P.U.R.E.
Education project goals through the
Initiation and Monitoring and
Controlling phases of the project
Medium/Medium External,
Unaware,
Federal
Legislators

32
Michigan State
Board of
Education
(MBOE)
President
John Austin
President, MBOE email@umich.edu
(517) 373-XXXX
Provide information to the
P.U.R.E. Education project on
how Michigan high schools
and institutions of higher
education can partner to
make higher education more
affordable
Provide the P.U.R.E. Education project
with information that benefits the
project’s goal of providing Michigan
residents with a more affordable
college education through the
Initiation, Execution, and Monitoring
and Controlling phases of the project
life cycle
Medium/Medium Internal,
Supportive,
Subject Matter
Expert (SME)
MBOE
Superintendent
Mike Flanagan
Superintendent,
MBOE
email@michigan.gov
(517) 373-XXXX
P.U.R.E. Education project on
how Michigan high schools
and institutions of higher
education can partner to
make higher education more
affordable
with information that benefits the
project’s goal of providing Michigan
residents with a more affordable
college education through the
Initiation, Executing, Monitoring and
Controlling phases of the project life
cycle
Medium/Low Internal,
Supportive,
SME
Michigan
Community
College
Association
(MCCA)
President
Michael Hansen
President, MCCA email@mcca.org
(517) 372-XXXX
Provide P.U.R.E. Education
project with information on
how the Michigan Transfer
Agreement and Michigan
Community Colleges
contribute to making college
education more affordable
Provide information on the increased
involvement of Community Colleges
on the impact they may have on
reducing the fixed costs of higher
education through the Initiation and
Execution phases of the project life
cycle
Medium/Low External,
Supportive,
SME
Student Financial
Aid Coordinator
Shannon Price
Coordinator of
Outreach
Services, Student
Financial Services
Bureau (Michigan
Department of
Treasury)
email@michigan.gov
(517) 335-XXXX
P.U.R.E. Education project in
regard to its website
connecting Michigan students
with student financial aid
programs
Help P.U.R.E. Education project in
further reducing the debt that Michigan
students incur through creating a
portal to financial aid available from
Student Financial Aid Services in the
life cycle
Supportive,
SME

33
Michigan
Department of
Education
(MDOE) Dual
Enrollment
Coordinator Sam
Sinicropi
MDOE, Office of
Education
Improvement and
Innovation
email@michigan.gov
517-241-XXXX
Provide consultation on dual
enrollment and to provide
presentations on this
component of the P.U.R.E.
Education project
Provide information on education using
online, alternative, and advance
placement platforms of the P.U.R.E.
Education project in the Initiation,
Execution, and Monitoring and
cycle
Medium/Medium External,
Unaware, SME
Partnership Web
Coordinator at
Pure Michigan
Bonnie Fink
Pure Michigan
Partnership Web
Coordinator
Michigan.org/staff
(517) 335-XXXX
project with a way to partner
with the Pure Michigan
traveler and visitor website,
www.michigan.org
a means of introducing and
maintaining a relationship with
businesses, clients, and others who
may benefit from the program
according in the Execution, and
Monitoring and Controlling phases of
the project life cycle
Supportive,
Companies
Contact for
Website
Development
David Behen
Director and Chief
Information Officer
(CIO) of the
Michigan
Department of
Technology,
Management and
Budget (DTMB)
DTMB@michigan.gov
(517) 373-XXXX
Provide product and service
information that pertains to
the P.U.R.E. Education
website development that
may involve privileged and
confidential information that
limits the developers
Help in the development of a fully
functioning P.U.R.E. Education project
website according to DTMB Standards
Medium/Low Internal,
Supportive,
SME
Contact for
Michigan
Students
Customers Career and College Ready
http://www.michiganccr.org
Be satisfied with the proposal
brought forward by the
P.U.R.E. Education project
Provide an assessment of
“Satisfactory” as the P.U.R.E.
Education project moves through its
life cycle
Low/High External,
Unaware,
Michigan
Students

34
Contact for
Michigan
Residents
Taxpayers www.legislature.mi.gov
(517) 333-XXXX
Be satisfied with the proposal
brought forward by the
Provide an assessment of
“Satisfactory” as to how the P.U.R.E.
Education project creates revenue for
making college more affordable
through the Execution and Monitoring
life cycle
Low/Medium External,
Unaware,
Michigan
Residents
Federal
Education
Contact,
Secretary
Anne Duncan
Secretary, U.S.
Department of
Education
answers.ed.gov
(800) USA-LEARN
Provide federal guidance on
how the P.U.R.E. Education
project can achieve more
affordable college education
in Michigan
Provide P.U.R.E. Education project
with necessary United States federal
level support on how to meet and
exceed its objective in making
Michigan college education more
affordable through the Execution and
Low/Low Internal,
Supportive,
SME
Michigan House
Budget Contact
for Community
Colleges
Marilyn Peterson
Michigan House of
Representatives
Fiscal Analyst,
Higher Education
(Community
Colleges)
house.mi.gov/hfa
(517) 373-XXXX
Provide oversight on
Community College budget
requirements of P.U.R.E.
Education project in the State
of Michigan
Provide oversight of the P.U.R.E.
Education project budget concerning
Michigan Community Colleges in the
Execution and Monitoring and
cycle
Low/Low External,
Unaware,
Michigan
Legislators
Michigan House
Budget Contact
for Universities
Kyle Jen
Michigan House of
Representatives
Senior Fiscal
Analyst
(Universities)
house.mi.gov/hfa
(517) 373-XXXX
University budget
of Michigan
Michigan Universities during the
life cycle
Low/Low External,
Unaware,
Michigan
Legislators

35
Contact for Client
Relations David
Borth
Director, P.U.R.E.
Education project
Client Relations
email@brps.k12.mi.us
(231) 796-XXXX
Project Team with information
on Client Relations
Provide the Client Relations
component of the P.U.R.E. Education
project during the Execution,
Monitoring and Controlling, and
Closure phases of the project life cycle
Supportive,
Companies
Michigan Senate
Budget Contact
for Community
Colleges and
Universities
Bill Bowerman
Michigan Senate
Associate
Director, General
Government Unit
(Community
Colleges/Higher
Education)
senate.mi.gov/sfa
(517) 373-XXXX
Community College and
University budget
of Michigan
Michigan Community Colleges and
Michigan Universities during the
Planning, Execution, Monitoring and
Controlling, and Closure phases of the
project life cycle
Supportive,
SME
Contact for State
of Michigan
Pensions and
Retirement
Services
Robin Gregory
Director,
State of Michigan
Office of
Retirement
Services (ORS)
michigan.gov/ors
(517) 373-XXXX
Provide information
concerning teacher pensions
for Michigan teachers
Provide the P.U.R.E. Education
Project Team with retirement pension
information that benefits the project’s
goal of reducing fixed costs in the area
of teacher pensions and retirement
plans during the Execution phase of
Supportive,
Resistant, SME
Contact for
Project Funding
M. Scott Bowen
Commissioner,
Michigan Lottery
Bureau
milottery@michigan.gov
(517) 335-XXXX
project with information on
best funding practices for
marketing, website, training,
and nonprofit
Provide information on how the
P.U.R.E. Education project can benefit
from funding by a lottery during the
Execution, Monitoring and Controlling,
and Closing phases of the project life
cycle
Low/High External,
Supportive,
SME

36
Contact for
Virtual Learning
Joe Friedhoff,
PhD
Executive
Director, Michigan
Virtual Learning
Research Institute
(MIVU)
email@mivu.org
(517) 664-XXXX
Provide quantitative and
qualitative research on virtual
learning models best suited
for the P.U.R.E. Education
project
Help the P.U.R.E. Education project in
expanding Michigan’s capacity to
support new learning models, engage
in active research to inform new
policies in online and blended learning
through the Execution, Monitoring and
Controlling, and Closing phases of the
project life cycle
Supportive,
SME
Contact for
Michigan
Employment
Services
Program
Jacquelyn
Mieksztyn
Manager, MI
Talent Program
(MI Talent)
email@michigan.org
(517) 335-XXXX
project support through the
taxpayer funded MI Talent
program
with employer and job seeker
coordination required for project
success through the project’s
Execution, and Monitoring and
cycle
Low/Low Internal,
External,
Unaware,
Companies
Name of
Nonprofit Contact
for Michigan
Businesses
(To Be
Determined
(TBD))
Nonprofit
Coordinator for
Michigan
Employers
michiganbusiness.org
(888) 522-XXXX
Support the P.U.R.E.
Education project with its goal
of providing businesses with
a highly-skilled Michigan work
force
Help the P.U.R.E. Education project
coordinate among Michigan labor
sources, businesses and institutions of
higher education to provide Michigan
businesses a more skilled workforce
from an employer/business
perspective during the Execution,
Monitoring and Controlling, and
Closing phases of the project life cycle
Low/Low External,
Unaware,
Companies

37
Name of
Nonprofit Contact
for Michigan Job
Seekers
(TBD)
Nonprofit
Coordinator for
Michigan Job
Seekers
michiganworks.org
(800) 285-XXXX
of providing a highly skilled
Michigan workforce to
Michigan businesses
Help coordinate among Michigan labor
sources, businesses and institutions of
higher education to provide Michigan
businesses a more skilled workforce
from a job seeker perspective during
the Execution, Monitoring and
cycle
Low/Low External,
Unaware,
Companies
Name of For-
Profit Contact for
Michigan Job
Seekers and
Employers
(TBD)
For-Profit
Coordinator for
Michigan Job
Seekers and
Employers
manpower.us
(414) 961-XXXX
of pairing a highly skilled
Michigan workforce with
Michigan businesses
Help coordinate between Michigan
labor sources, businesses, and
institutions of higher learning to
provide Michigan businesses with a
more highly skilled work force from
both a job seeker and employer
perspective throughout the Execution,
Unaware,
Companies
Subject Matter
Expert (SME)
(TBD)
Point of Contact
for Michigan
Marketing
Contact Information for the SME Provide advertising best
suited to the needs of the
P.U.R.E. Education project to
introduce, educate, and
engage Michigan residents
Provide marketing best practices of
print, electronic, and broadcast
advertising media to include
advertising found on billboards, in
phone books, and on the Internet
Unaware, SME
Subject Matter
Expert (SME)
(TBD)
Point of Contact
for Website
Development
Contact Information for the SME Provide P.U.R.E. Education
Project Team input and
maintenance of the P.U.R.E.
Education project website
Provide a flexible website design for
the P.U.R.E. Education project for
upload to the Pure Michigan website
and website maintenance
Unaware, SME

38
Contact for
Nonprofit
Development
Mike Zimmer
Director, Michigan
Department of
Licensing and
Regulatory Affairs
(LARA)
michigan.gov/lara
(517) 241-XXXX
Provide licensing and
commissioning of the
Nonprofit entity of the
Ensure that the P.U.R.E. Education
project reaches its goal of becoming a
new nonprofit entity according to
Department of Licensing and
Regulatory Affairs Standards
Low/Low External,
Unaware, SME
SME
(TBD)
Point of Contact
for Online
Seminars
Contact Information for the SME Provide training services
pertaining to online seminars
and meetings for training
those involved with the
Provide any and all online seminar
platforms available to the P.U.R.E.
Education project training
requirements
Supportive,
Companies
SME
(TBD)
Point of Contact
for Computers and
Printers
Contact Information for the SME Supply P.U.R.E. Education
project office with computers
and printers
Provide computers, printers, and any
required service agreements for the
P.U.R.E. Education project office
Low/High External,
Supportive,
Companies

39
Responsibility Assignment Matrix
To clarify the ownership of responsibility and individual roles for each activity of the P.U.R.E.
Education project, a Responsibility Assignment Matrix (RAM) has been constructed. Within this
matrix, individuals have been classified as Responsible, Accountable, Consult, or Inform
(RACI), as indicated on the following chart. 13
The classification occurs within every work
package presented in the Work Breakdown Structure (WBS).
The RACI Chart visually represents roles and expectations of both internal and external
resources. This clarification provides a foundation of accountability and allows project members
to understand the authoritative structure of the project.
RACI Definitions:
 Responsible: The individual(s) carrying out the activities required to successfully
complete work packages as presented in the WBS.
 Accountable: The individual with sole ownership of activities within the project that
holds final authority for all decisions within their designated work package assignment.
 Consult: The person(s) providing knowledge, expertise, and guidance on how activities
should be conducted.
 Inform: The individual(s) that must be provided notice of status updates on the activities
performed.
13

40
RACI Chart
R : Responsible, the individual(s) carrying
out the activities
A : Accountable, the individual with sole
ownership of activities with final authority
C : Consult, the person(s) providing
knowledge, expertise, and guidance
I : Inform, the individual(s) that must be
provided notice of status updates
ProjectSponsor
ProjectManager
FinancialTeamLeader
FinancialSupportStaff
OperationsTeamLeader
OperationsAssistant1
ResearchTeamLeader
ResearchSupportStaff1
MarketingTeamLeader
MarketingSupportStaff1
MichiganStudents
MichiganResidents
MichiganLegislators
FederalLegislators
Companies
SubjectMatterExperts
WBS # Task Name
1 Project Management
1.1 Initiating I A R R R R C C
1.1.1 Phase Gate 1 I A R R R R C C
1.1.1.1 Project Charter I A R R R R
1.1.1.2 Project Scope I A R R R R
1.1.1.3 Work Breakdown Structure R A R R R C C
1.2 Planning I A R R R R C C C
1.2.1 Phase Gate 2 A R R R R
1.2.1.1 Stakeholder Register A R R R
1.2.1.2
Responsibility Assignment Matrix (RACI
Chart) A R R R R
1.2.1.3 Communications Management Plan A R R R
1.2.1.4 Detailed Timeline with Dependencies A R R R C C C
1.2.4.5 High-Level Budget R A R R R R C C C
1.2.2 Phase Gate 3 I A R R R R C C C
1.2.2.1 Change Log I A R R R R
1.2.2.2 Project Book I A R R R R
1.2.2.2.1 Project Scope Statement I A R R R R
1.2.2.2.2 Project Charter I A R R R R
1.2.2.2.3 WBS I A R R R R C C
1.2.2.2.4 Stakeholder Register I A R R R R
1.2.2.2.5 High-Level Timeline I A R R R R
1.2.2.2.6 RACI Chart I A R
1.2.2.2.7 High-Level Budget I R A R C C C
1.2.2.2.8 Communications Management Plan I A R R R
1.2.2.2.9 Executive Scorecard I A R R R R
1.2.3 Phase Gate 4 I A R R R R
1.2.3.1 Visual Presentation I A R R R R

RACI Chart
41
out the activities
ProjectSponsor
ProjectManager
FinancialTeamLeader
ResearchTeamLeader
MarketingTeamLeader
MichiganStudents
MichiganResidents
MichiganLegislators
FederalLegislators
Companies
WBS # Task Name
1.2.3.2 Final Presentation I A R R R R
1.2.4 Executive Approval A R
1.3 Executing A R R R R R R R R R R C C C
1.3.1 Initiate Discovery Phase A R R R R R R C C C
1.3.2 Initiate Design Phase A R R R R
1.3.3 Initiate Implementation Phase A R R R
1.3.4 Initiate Marketing Phase A R R R R R R
1.4 Monitoring A R R R R R
1.4.1 Quality Control A R R R R
1.4.2 Schedule Control R R A R R R
1.4.3 Cost Control R A R R R R
1.4.4 Scope Control A R R R R
1.5 Closing I A R R R R
1.5.1 Completed Change Log I A R R R R
1.5.2 Final Project Book I A R R R R
2 Discovery
2.1 Conduct Research I R R R R A R R R R R C C C
2.1.1
Pilot Program IT Infrastructure Cost
Research I R R A R C
2.1.1.1 Inspect Current IT Methods Available A R C
2.1.1.2 Identify Resources Needed I R R A R C
2.1.2 Academic Budget Research I A R R C C C
2.1.2.1 Identify Components of Academic Budgets A R R C C C
2.1.2.2
Identify Cost Reduction Methods Currently
Used A R R C C C
2.1.2.3 Develop Academic Budget Reduction Plan I A R R C C C
2.1.3 Student Aid Research A R C C C
2.1.3.1 Identify Current Student Aid Organizations A R C C C
2.1.3.2 Establish List of Student Aid Opportunities A R C

RACI Chart
42
out the activities
ProjectSponsor
ProjectManager
FinancialTeamLeader
ResearchTeamLeader
MarketingTeamLeader
MichiganStudents
MichiganResidents
MichiganLegislators
FederalLegislators
Companies
WBS # Task Name
2.1.4 Website Development I R R A R C
2.1.4.1 Identify Number of Links Needed A R C
2.1.4.2 Identify Web Developer I A R C
2.1.4.3
Receive Cost Estimate of Website
Development I A R C
2.1.5 Nonprofit Organization Development I A R C C
2.1.5.1 Identify Process of Initiation A R C C
2.1.5.2 Identify Initiation Costs I A R C C
2.1.5.3 Develop Schedule for Process of Initiation I A R
2.1.6 Campaign Resources Identification I R R R R A R R R R C
2.1.6.1 Identify Personnel Required A R C
2.1.6.2 Identify Supplies/Materials Needed I A R R R C
2.1.6.3 Identify Costs to Acquire Resources I A R R R C
2.2 Develop Discovery Report I A R R R R R R R I I
3 Design Phase
3.1 Pilot Program Design I R A R R C C
3.1.1 Design Pilot Program Beta Testing I R A R R C C
3.1.1.1 Develop Schedule of Pilot Program I R A R R C C
3.1.1.2 Develop Cost of Pilot Program I A R R R C C
3.1.2 Conduct Beta Test I A R C
3.2 Website Development Design C A R C C C
3.2.1 Design Website C A R C C
3.2.2 Establish Log of Student Aid Sites A R C
4 Implementation Phase
4.1 Fixed Cost Reduction Plan I I R R A R I I C C
4.1.1 IT Infrastructure I R R A R C C
4.1.1.1 Pilot Program Implementation I R R A R C C
4.1.1.1.1 Network Startup I R A C C
4.1.1.1.1.1 Internet Service I R A C C

RACI Chart
43
out the activities
ProjectSponsor
ProjectManager
FinancialTeamLeader
ResearchTeamLeader
MarketingTeamLeader
MichiganStudents
MichiganResidents
MichiganLegislators
FederalLegislators
Companies
WBS # Task Name
4.1.1.1.1.2 IT Network Support I R A C C
4.1.1.1.1.3 Install Software/Hardware I R A C C
4.1.1.1.2 Improve Lab/Classroom Technology I A R C C
4.1.1.1.2.1 Train Key Personnel on Improvements I A R C C
4.1.1.1.2.2 Transition to Electronic Books I R A R C C
4.1.2 Academic Budget I C A R I I C
4.1.2.1 Salaries I C A R I I C
4.1.2.1.1 Develop Plan to Reduce Salary Costs I C A R I I C
4.1.2.2 Cost of Operations I C A R I I C
4.1.2.2.1 Develop Plan to Reduce Cost of Operations I C A R I I C
4.2 P.U.R.E. Education I I R R A R R R R I I I I R C
4.2.1 Website Development I I A R I I I I R C
4.2.1.1 Develop Website and Mobile App I I A R I I I I R C
4.2.1.2 Link to Current Student Aid Online Sources I I A R C
4.2.2 Training I I A R R I I R C
4.2.2.1 Develop Podcasts I I A R R I I R C
4.2.2.2 Develop Webinars I I A R R I I R C
4.2.2.3 Conduct Seminars I I A R R I I R C
4.2.3 Nonprofit Organization I I A R I I
4.2.3.1 Initiation I I A R I I
4.2.3.1.1 File Articles of Incorporation I I A R I I
4.2.3.1.2
Apply for 501(c) federal income tax
exemption I I A R I I
4.2.3.1.3 Apply for Charitable Solicitation/Fundraising I I A R I I
4.2.3.2 Client Relationships Management I I R A C C C
4.2.3.2.1
Develop Relationships with Political
Influences C I R A C C C

RACI Chart
44
out the activities
ProjectSponsor
ProjectManager
FinancialTeamLeader
ResearchTeamLeader
MarketingTeamLeader
MichiganStudents
MichiganResidents
MichiganLegislators
FederalLegislators
Companies
WBS # Task Name
4.2.3.2.2
Develop Relationships with Academic
Entities/Personnel I I R A C C C
4.2.3.3 Fundraising/Donations I I A R I I C C C C
4.2.3.3.1 Develop Events Plan I A R I I C C C C
4.2.3.3.2 Promote Events I I A R I I C C C C
5 Marketing
5.1 Market Research I I I R R A R
5.1.1 Identify Demographics of End Users I R R A R
5.1.2 Identify Methods to Target End Users I I I R R A R
5.2 Marketing Plan I I I A R R R I I C C
5.2.1 Develop Marketing Schedule I I I A R
5.2.2 Design Advertisements I A R
5.2.3
Develop Methods Used to Distribute
Advertisements I I I A R R I I C C
5.2.3.1 Web/Mobile I I I A R I I C C
5.2.3.1.1 Social Media I I I A R I I C C
5.2.3.1.2 E-mail I I I A R I I C C
5.2.3.1.3 Online Advertisements I I I A R I I C C
5.2.3.2 Traditional Advertisement I I I A R I I C C
5.2.3.2.1 Print Advertisements I I I A R I I C C
5.2.3.2.2 TV Advertisements I I I A R I I C C
5.2.3.2.3 Radio Advertisements I I I A R I I C C
6 Project Closeout
6.1 Handover Nonprofit I A R R
6.2 Transfer Website Ownership I A R R
6.3 Pilot Program Results I A R I I
6.4 Project Procurement Closure I A R
6.5 Archive Documents I A R

45
Communication Management Plan
The Communication Management Plan provides the elements necessary to establish and
maintain well defined, continuous communication among all stakeholders involved in the
P.U.R.E. Education project. The fundamental aspects of the communication plan outline how
information will be delivered, which would include specified locations, frequencies, and
audiences. Each element of communication will be held responsible by the designated
individual(s) named within the specific communication occurrence. These individuals will also be
responsible for developing and distributing any action items developed during the
communication event. The nature of communication shall be relevant and necessary to promote
the success of the project from the Initiation Phase to the Closing Phase.14
This Communication Management Plan will evolve as the project progresses to accommodate
the sponsor and stakeholders’ interests. As the project evolves, it will be important to
communicate with both internal and external audiences, addressing any concerns and
implementing solutions to build momentum around the organizational hierarchy, as well as
recognizing important cultural concerns.15
The Communication Management Plan includes a matrix which clearly displays all
communication that will take place during the project. As additional stakeholders become
involved with the P.U.R.E. Education project, their communication needs will be addressed and
documented, such as the future individual overseeing of the nonprofit organization. Any
changes to the plan shall require approval by the Project Manager. These changes will be
documented in the Change Log (refer to page 63).16
14
PMBOK Section 10.1
15
PMBOK Section 10.2
16
PMBOK Section 10.3

46
Communication Management Assumptions
To develop a practical and feasible communication plan, assumptions associated with the
project stakeholders were identified. These assumptions include the following:
 Project Manager will meet regularly with Project Team for status, changes, and reviews
of project deliverables.
 Project Manager will provide weekly and monthly status reports to include financial
reports.
 All Project Team members have Internet access, an e-mail account, and the technical
skills needed to use web conferencing and project management tools.
 Project Manager will meet with Project Sponsor and Key Stakeholders at least once a
month.
 Overall project outcomes have been endorsed by the Project Sponsor and high priority
stakeholders.
 This document is available to all parties.
 Communication activity has already commenced with the early phases of the project.
 Project Team members adhere to the Communications Plan.
 Management ensures that Project Team members are available as needed to complete
project tasks and objectives.
 All project participants abide by the guidelines identified within this plan.
 The Project Plan may change as new information and issues are revealed.
 Project Manager assigns key project roles and adequate budget for the development
and implementation of this project
 Participating agencies continue to support staff involvement of this project.
 Project Team and staff commitment levels are defined in the Project Plan.
Communication Management Constraints
In order to identify any potential communication barriers between stakeholders, constraints were
acknowledged. These constraints include the following:
 Existing state legislation does not allow communication of proprietary information.
 Project Sponsor and high priority stakeholders must provide feedback to the Project
Manager in a timely manner to resolve issues.
 Delivering the same message to all stakeholders requires more focus on message
content and communication method(s) used.
 The type of communication is correct for each type of stakeholder.
 Managing staff expectations concerning software capability requires attention.
Communication Methods
Face-to-face interaction will be the preferred method of communication that the Project Manager
will use, because it is the clearest and most effective way to transfer information. In the case of
time and/or location constraints, the Project Manager will communicate through e-mail and web
conferencing. If someone is unable to use the primary technology defined for a meeting, a web
conference line will be used to ensure a satisfactory level of communication.

47
The Project Manager will be responsible for the organization of all formal project meetings.
Documented reports will be provided to all relevant parties through e-mail.
In order to reach a larger audience, public media approaches will be utilized. Additionally,
monthly, e-mail blasts will be sent to any personnel that require a brief summary of the project’s
status.17
Stakeholder Diagram
 State of Michigan Project Management Office:
o Aware of project and potential impacts and actively engaged in ensuring the
project’s success.
 Stakeholder Champions (High)
o Aware of project and potential impacts and actively engaged in ensuring the
project’s success.
 Stakeholder Changers (Med)
o Aware of project and potential impacts and supportive to change.
 Stakeholder Benefactors (Low)
o Aware of project yet neither supportive nor resistant.
17
PMBOK Section 10.1.2.4

48
Communications Plan Matrix
Communication Type Audience Medium Frequency Responsible Deliverables Objective of Communication
Project Kickoff Meeting
o Project Sponsor
o Project Team Leaders
o Project Manager
o Project Teams
o Face-to-Face
o Web
Conferencing
Once
P.U.R.E. Education
Project Manager
o Agenda
o Meeting Minutes
Mark the official start of the
project. Present the project goals
and expectations. Introduce the
Project Team. Answer
stakeholder and sponsor’s
questions.
Project Team
Meetings
o Project Team
o Project Manager
o Face-to-Face
o Web
Conferencing
Weekly
P.U.R.E. Education
Project Manager
o Agenda
o Meeting Minutes
o Executive Score Card
(Draft)
Ensure all Project Team members
are aware of the work that needs
to be accomplished. Address any
issues. Find solutions.
Project Status
Meetings
o Project Sponsor
o Project Manager
o Face-to-Face
o Web
Conferencing
Monthly
P.U.R.E. Education
Project Team
Leaders
o Agenda
o Project Status Report
o Meeting Minutes
o Executive Scorecard
Report the status of the project.
Answer any questions or
concerns voiced.
Project Phase
Completion Meetings
o Project Sponsor
o Project Manager
o Project Teams
o Face-to-Face
o Web
Conferencing
As Phases
Complete
P.U.R.E. Education
Project Manager
o Agenda
o Meeting Minutes
Voice any questions or concerns
for the future of this project. Keep
team confidence high and
recognize all the hard work
accomplished.

49
Project Status Reports
o Project Sponsor o E-mail
Weekly,
Before
Status
Meeting
P.U.R.E. Education
Project Team
Leaders
o Status Report
o Budget Report
o Pure Education Report
Inform the Project Sponsor and
stakeholders of the progress of
the project, breaking down the
future goals, and any
complications that may have
presented.
o Project Stakeholder
Champions (HIGH)
 State Legislators
 Subject Matter Experts
o E-mail
o E-letter
o Status Report
o Budget Report
Changers (MED)
 Companies
 Federal Legislators
o E-letter
o Status Report
Benefactors (LOW)
 Michigan Students
 Michigan Residents
o Public Media o Status Report
o Project Manager o E-mail
o Status Report
o Budget Report
Project Budget
Reports
o Project Sponsor
o E-mail
o E-letter
Weekly
Before
Status
Meeting
P.U.R.E.
Education
Project
Manager
o Budget Report
Provide a detailed written report
on the current status of the project
budget, documenting any
changes to the original budget.
Champions (HIGH)
o E-mail
o E-letter
Changers (MED)
 Companies
o E-letter
Benefactors (LOW)
o Public Media

50
P.U.R.E. Education
Development Report
o Project Sponsor
o E-mail
o E-letter
Monthly
P.U.R.E.
Education
Project
Manager
o P.U.R.E. Education
Report
Provide a written report on the
status of the web development.
Document any changes to the
original design that had to be
made.
Champions (HIGH)
o E-mail
o E-letter
Changers (MED)
 Companies
o E-letter
Benefactors (LOW)
o Public Media
Project Closeout
Meeting
o Project Sponsor
o Project Teams
o Project Manager
o Face-to-Face
o Web
Conferencing
Once
P.U.R.E.
Education
Project
Manager
o Agenda
o Meeting Minutes
Detail the successes and failures
of the project. Address any future
actions that need to be taken.

Communications Matrix Glossary
51
Term Definition
Assumption
A factor in the planning process that is considered to be true, real, or certain, without proof or
demonstration.
Benefactors (LOW) Those stakeholders with limited influence on the inputs or outcomes of the project.
Champions (HIGH)
Those stakeholders whom direct the establishment and evolving operation of the PMO (See
Project Management Office). The Champion will ideally be a member of the Change Control
Board.
Changers (MED)
Those stakeholders able to change or vary the level of success of the project through funding,
quality considerations, public opinion, and scheduling.
Communications
Management Plan
A component of the project, program, or portfolio management plan that describes how, when,
and by whom information will be administered and disseminated.
Companies
The proprietorships, partnerships, corporations, or other forms of enterprise that engage in
business.
Constraint A limiting factor that affects the execution of a project, program, portfolio, or process.
Deliverable
Any unique and verifiable product, result, or capability to perform a service that is produced to
complete a process, phase, or project.
Design Phase
Processes required to establish the scope of the project, refine the objectives, and define the
course of action required to attain the objectives that the project was undertaken to achieve.
Discovery Phase Processes performed to define a new project or a new phase of an existing project.
E-Letter
A digital newsletter sent electronically via e-mail. Examples would include scanned documents
or attached files.
E-mail
The electronic transmission of letters, messages, and memos through a communications
network.
Executive Scorecard
A performance scorecard is a graphic or an application that depicts the progress over time of
some entity; such as an enterprise, an employee or a business unit, toward some type of goal.
Face-to-Face Within each other's sight or presence.
Implementation
Phase
Those processes performed to complete the work defined in the project management plan to
satisfy the project specifications.

52
Term Definition
ITT Project
Management Team
Provides P.U.R.E. Education Campaign Project Team and future P.U.R.E. Education
Campaign stakeholders with their roles and responsibilities according to PMBOK Standards.
Legislators Those persons who make laws.
Marketing Phase
Those processes associated with promoting buying or selling products or services, including
market research and advertising.
Michigan Department
of Education
The state agency of Michigan that oversees public school districts in the state.
Michigan Department
of Licensing and
Regulatory Affairs
The Licensing Division is responsible for determining eligibility for examination and licensure,
monitoring licensee's compliance with continuing education requirements, providing
administrative support to the boards, and overseeing administration of examinations to those
professions that have an examination requirement.
Michigan Department
of Technology,
Management and
Budget
A principal department of the Government of Michigan responsible for various support functions
within the government; such as defining department authorities, processes, and procedures.
Michigan Marketing
Support
The agency providing advertising best suited to the needs of the P.U.R.E. Education Campaign
to introduce, educate, and engage Michigan residents.
Michigan Residents
Those who reside in Michigan permanently or for an extended period of time or recognized by
the State of Michigan as a permanent resident.
Michigan Students Those who are enrolled or attend classes at a school, college, or university in Michigan.
Michigan Virtual
Learning Research
Institute
The agency providing quantitative and qualitative research on virtual learning models best
suited for the P.U.R.E. Education Campaign.
Office of Education
Improvement and
Innovation
The agency providing information on education online, alternative education, and advanced
placement platforms.
P.U.R.E. Education
Report
The P.U.R.E. Education Report will detail the progress and success of each option available.
The P.U.R.E. Education Report will act as an input to the monthly status report as well as to the
monthly status meeting.

53
Term Definition
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to
continue with modification, or to end a project or program.
PMBOK
Project Management Body of Knowledge identifies that subset of the project management body
of knowledge that is generally recognized as a good practice.
Project A temporary endeavor undertaken to create a unique product, service, or result.
Project Budget
Reports
The reports detailing a company's planned expenditures and allowing comparison to what they
actually were. These budget reports contain two columns, one for budgeted costs and one for
actual expenditures. The budget reports help a company determine any variances within the
project cost.
Project Closeout
Meeting
A meeting that finalizes all project activities completed across all phases of the project to
formally close the project and transfer the completed or cancelled project as appropriate. The
purpose of project closeout is to assess the project, ensure completion, and derive any lessons
learned and best practices to be applied to future projects.
Project Kickoff
Meeting
A planned event or meeting held at the beginning of the project to ensure that every person
involved in delivering the project clearly understands the objectives, procedures and plans.
Project Management
Office (PMO)
A management structure that standardizes the project-related governance processes and
facilitates the sharing of resources, methodologies, tools, and techniques.
Project Manager
(PM)
The person assigned by the performing organization to lead the team that is responsible for
achieving the project objectives.
Project Phase
Completion Meetings
At the end of each of the project phases, the Project Manager and the Project Team will meet
to celebrate reaching project goals, and voice any questions or concerns for the future of the
project.
Project Phases
A collection of logically related project activities that culminates in the completion of one or
more deliverables.
Project Sponsor
A person or group that provides resources and support for the project, program, or portfolio,
and is accountable for enabling success.
Project Stakeholder
An individual, group, or organization that may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project, program, or portfolio.

54
Term Definition
Project Status
Meetings
Organized on a regular basis to exchange and analyze information on current progress of the
project and its performance. During such meetings, the Project Manager distributes
performance reports among the participants to allow the team and stakeholders to gain insight
into current performance levels and task progress. Status review meetings are also known as
performance reviews.
Project Status Report
An assessment that takes place during a project or process, which conveys details such as
what sub-goals have been accomplished, what resources have been expended,
what problems have been encountered, and whether the project or process is expected to
be completed on time and within budget.
Project Team
Leaders
Those who provide direction, instructions and guidance to a group of individuals, who can also
be known as a team, for the purpose of achieving a certain goal. An effective leader will know
their team members’ strengths, weaknesses and motivations.
Project Team
Meetings
Most frequent meetings that can be organized and conducted many times during the course of
the project implementation process. Regular weekly meetings are scheduled and itemized in
the communication management plan.
Public Media
A means of public communication reaching a large audience. Public broadcasting; includes
radio, television and other electronic media outlets whose primary mission is public service.
SME Subject Matter Expert; a person who is an authority in a particular area or topic.
Used to identify stakeholders who can provide information on the requirements. Stakeholder
Register also captures major requirements and main expectations stakeholders may have for
the project.
State of Michigan
Project Management
Office
The Project Management Office (PMO) structured by the State of Michigan’s Project
Management Methodology (PMM). Consists of three components; the full PMM, the
summarized Desk Reference, and the Project Management Templates. The PMM was
developed by an advisory group composed of multiple state agency staff based on agency
requirements.
Web Conferencing
A system by which many computer users can communicate with each other all at the
same time using webcams over the internet.
Work Breakdown
Structure (WBS)
The WBS is a hierarchical decomposition of all of the work that will be completed by the Project
Team in order to produce the required project deliverables.

55
Project Time Management
In order to develop, manage, and control the P.U.R.E. Education project schedule, the process
of Plan Schedule Management was conducted. Throughout this process, known and potential
influences on the project schedule were identified. These influences included the availability of
work and material resources.18
To better identify how and when activities will be conducted, all items defined within the Work
Breakdown Structure (WBS) were broken down into more defined work packages. This
decomposition highlighted the relationship between each activity within the project, contributing
to the arrangement of project activities to develop a timeline (See Appendix C: Detailed Timeline
with Dependencies). 19
With each work package defined, resources required for project success were assessed. This
assessment evaluated the type of resource (labor, material or resource) and the utilization of
resources necessary to complete each work package activity. Through the use of analogous
estimating, resources and activity durations were developed.20
Throughout the process of Plan Schedule Management, the P.U.R.E. Education Project Team
utilized the project management software, Microsoft ProjectTM
, to develop and organize the
project schedule baseline. Through the use of this application, the P.U.R.E. Education project
schedule will be monitored easily. This tool allows for early detection of deviations within the
project schedule baseline.21
18
PMBOK, Section 6.1
19
PMBOK, Sections 6.2, 6.2.2.1, and 6.3
20
PMBOK, Sections 6.4 and 6.5.2.2
21
PMBOK, Sections 6.4.2.5, 6.6.3.1, and 6.7

56
Timeline and Gantt Chart
*A more detailed timeline with dependencies can be found in Appendix C: Detailed Timeline with Dependencies.

03_29_2015_Phase 3_Compiled Document_v3.3_DH

03_29_2015_Phase 3_Compiled Document_v3.3_DH

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