項目管理課程essay寫作需求-IStream Video App-蘋果ipone流媒體應用軟件項目開發，Project Title: IStream Video App
Team Charter
Develop a universal video content streaming application (app) for the Apple iPhone, iPod Touch and iPad. The app will interface with popular commercial video content sites such as Hulu, Fancast, Netflix, Youtube and Starz. The Team charter will include all the features that the group needs for publicity, outreach, and participation. The app will enable iIphone users the ability to stream commercial video content and decrease the need to purchase the video content in order to view it.
Stake Holders:
1. App UsersStakeholders
1.2. Project team
3. Project Manager
2.4. Finance – if Not a Free app
3.5. App Architect
4.6. Lead software Engineer
7. Apple Development Center
5.8. Apple Quality control?
Team Charter – Communication Plan
1. Project Plan – The Project Plan contains the detailed progression of the Project. The deliverables to be submitted and the planning process. The Project Manager will be responsible for generating 軟件項目管理課程dissertation定制regular updates on the Project and monitoring the progress of the deliverables to be met:
a. Communication Plan
b. Project Scope
c. Statement of Work
d. WBS
d.e. Risk Register
e.f. Finance and Budget control
f.g. Website Features (Wiki, Newsletter, Calendar, Sign in)
Media / Tools: All the Project Plans are to be made available in the MSWord / Adobe Acrobat Format on the Group Website.
All members are provided with an ID for accessing the Group Website for all projects related information and documents.
The Project Plans & project related documents are also to be available on the Group Website for easy access to the stakeholders. The uploaded documents can be edited with prior permission and group consensus.
2. Weekly Status Report – The status report is a very integral part of the communication process. All members assigned a specific task are required to submit a status report on the following deliverables:
Deliverable Member Assigned Draft Submission date Submission date Remark
Communication Plan
Project Scope
App Content
Statement of Work
Work Breakdown Structure
Risk Register
Procurement Plan
Each team member can be assigned to head the task; others can give their input. It should be a combined effort.
Basic Rules for a Status report:
1. The Status Report should be submitted in a standard agreed upon format.
2. The Status Report should be uploaded on the Group Website for Stakeholders access.
3. The Status Report should be uploaded on the Group Website one day prior to the weekly meetings so that the issues if any can be discussed in the meeting.#p#分頁標題#e#
4. The assigned member should update the Status Report regularly.
Media / Tool: MSWord / Spreadsheets / Adobe Acrobat Format
Written Communications – Written Communications should all be available on the Group Website
Weekly Core Team Meetings – Each Team Member will take turns in facilitating the weekly meetings.
Frequency: Every week on Thursday 6.00pm
Media / Tools – In Person, The weekly meetings are to be conducted on every Thursday
Basic Rules for the Weekly Meetings:
1. Mandatory team attendance
2. Agenda of the meeting should be available two days prior to the meeting, which is on Tuesday.
3. The Facilitator for the meeting will have to have all the handouts ready for distribution.
4. The minutes of the previous meeting should be available for follow-up.
5. The minutes of the current meeting will have to be available on the group website on the following day.
6. Weekly Status Reports of all members have to be available.
7. The next meeting facilitator has to be decided.
3. Issue Log: Team will maintain a centralized issue tracker as identified in development. The team will try to mitigate the issues during team meetings.
_____________________________________
Project Charter

Revision History Date

Approval

The following people are considered key stakeholders in this process, and should review and indicate their approval by signing below.

Sponsors

Name Title Signature Date

Core Team

Name Role Signature Date
Change Management

Substantial changes to these agreements will be assessed for impact to project objectives and constraints and will be reviewed and approved by the Change Control Board (CCB).

CCB Members
Name Role

XXXXXXXX Project Charter
Overall Goals – What benefits are we creating?

Core Team – Who is going to make it happen?
Role
Name

Target Customer/Audience

Target Price

Expected distribution channel

Key Competitors
Key Metrics – How will A+ + Success be Measured?

What this Project is NOT

Key Benefits, Features and Requirements

Top Risks & Mitigation Strategies

Critical Success Factors to Achieve Goals

Decision Priority List – How will we make trade-offs?

Assumptions

Target Dates for Major Milestones Rough Order of Magnitude Budget Estimate

Date

Milestone

iStream Project Charter

Prepared by:
iStream Project TeamLeslye McKay

Project Planning & Control
November 8, 2010

Sponsor & Core Team

Name Title (Role) Signature Date
John Bryan Venture Capitalist (Sponsor)
Leslye McKay Project Manager
Sue St. Michelle Product Manager
Jeff Lu App Architect
Nick Michaels Lead Software Engineer #p#分頁標題#e#

Executive Summary

This project will develop a universal video content streaming application (app) for the Apple iPhone and iPod Touch. The app will interface with popular commercial video content sites such as Hulu, Fancast, Netflix, Youtube, Roku, Starz, etc. and enable iPhone users to stream content directly from these sites. Development of this app will span 6 months, commencing in January 2011, and cost $500K. The app will be distributed and marketed via the Apple iPhone App Store and retail for $2.99.
 

Project Scope

iPhone users will have direct and easy access to a wealth of commercial video content such as TV shows, movies and video clips hosted by popular video content providers. This will enable iPhone users to stream commercial video content and will obviate the need to purchase the video content in order to view it. This app will not only save iPhone users money, but also relieve the memory usage burden of having to download and save the video content on their iPhones. It will give users greater flexibility and ease in viewing commercial video content.


Project Deliverables

The project will include (in scope):
? App definition, design, development and testing
? Delivery and Acceptance of App to iPhone Dev Center

The project will not include (out of scope):
? Marketing or Sales
? User support
? App Pricing details
? Product documentation
? Support for platforms other than iPhone (e.g. Android Platform, BlackBerry Application Platform, etc.)
? Bug fixes after initial product release
 

Success Criteria

Objective Criteria for Evaluation
Approval of App by Apple and launch in iPhone App Store Launch date July 1, 2011
Integration with third-party content provider. Access and deliver content provided by third party provider.
Successful completion of all internal testing prior to product acceptance. 100% passing rate for testing.
Keep project within budget. Budget <= $500,000.
Project completion within schedule Completion date June 2011

Assumptions
? Standard format documents/knowledge available before start of project
? Product can handle application expansion (Hulu and Starz)
? External content to be supplied by 3rd party
? Several portable mobile application platforms, unlimited data plans
? All media servers are configured to stream mobile applications across computer networks
? iPhone App store provides marketing and sales support
? At the point in time there’s no video streaming applications for the iPhone
? Apple Development Center approval procedures will not change

Constraints
? Lack of standardization, content owned or leased
? Content compatible technology may be superseded in the future
? Controlling content distribution, royalties #p#分頁標題#e#
? Re-configured video content once purchased
? Limited budget to develop
? Resource Availability
? Competition
? Time-to-market
? First to Market

Stakeholders Analysis

Stakeholder Needs & Expectations
Venture Capitalist (Sponsor) On-time release of universal iPhone application that streams video for sale on Apple's app site.
iPhone App Store (Customer) On-time delivery of fully functional, fully-tested, universal iPhone streaming video application.
Software Engineer Receive complete and accurate product specification. Design and develop iPhone application according to specifications. Integrate third party content.
QA Engineer Collaboration with SW Engineer on test suite development; software available for testing early enough to meet product release schedule; collaboration with SW Engineer on bug fixes.
Product Manager Management of app development effort
Third-party content provider Complete integration and distribution of content via the iPhone application according to the content-use agreement .
Apple Development Center New, inexpensive video streaming application for sale at App Store to maintain iPhone and iPod Touch market position.
Angel Investor??
http://www.400190.com/Thesis_Writing/management/App Users To be able to stream videos using Apple handheld Products

Work Breakdown Structure
Delete Content once downloaded?
Gantt Chart

Monitoring and Control Plan

Type Schedule Mechanism Who Initiates Recipient
Status Report Every Monday Team Meeting Product Manager Project Team
Schedule & Effort Tracking Report Weekly Email Product Manager Program Manager
Design Review One per feature Face-to-face Software Engineer Architect/Software Engineer/QA Team/Product Developer
Risk Mitigation Status As mitigation actions are completed Email Responsible Team Member Product Manager
Requirement Changes As changes are approved Email and change control tool Any Team Member Product Manage

Risk Ranking Criteria

Probability – What is the likelihood the risk will happen?
Level Approach
Low Not Likely Will avoid or mitigate
Medium Likely Possible workarounds
Different approach when needed
High Almost Certain Impossible to mitigate
No known workarounds available

Impact – What would be the magnitude of the impact?
Level Technical Schedule Cost
Low Minimal or No impact Minimal or No impact 0 – 2%
Medium Some disruption, workarounds possible Additional activities required, NOT able to keep to key dates 3 - 10 %
High Unacceptable, no workarounds possible Not able to achieve major milestones > 10%

Risk Response

Risk Event Major competitor release similar product ahead of iStream.
Impact Losing market share.#p#分頁標題#e#
Risk Event Drivers Popularity of iPhone platform
Competitor has shorter time to market
Hard to find app in the Apple store due to volume of existing applications
First to Market - Competitors beat us in launching this first
Impact Drivers Competitor app has more features than iStream
Competitor’s app is cheaper
Competitor’s app has better content than ours
Response Plan Prepare for early beta version release
Hire extra engineer to speed development by three weeks
Develop marketing strategy at a cost of $25K.
Contingency Plan Define must have features. Bring on additional resources to build extra features.
Offer free limited feature version.
Design for other platforms as well.
 

Risk Response

Risk Event Apple approval takes longer than expected.
Impact Project delayed by four weeks.
Risk Event Drivers Review delayed due to bugs.
Volume of apps seeking approval.
Impact Drivers Regression testing takes 1 week.
Application resubmission to the Apple Development Center takes 1 week.
Response Plan Add unit testing to identify bugs as early as possible.
Develop automated regression testing to reduce delay to 1 day.
Contingency Plan Allocate engineering resources to focus on bug fixing and reduce delay to 1 week. Additional engineer will cost $92K.

Risk Response Changes to Scope, Schedule, and Budget

Initial Scope Scope Changes
Limited Marketing / Sales Active Marketing / Sales effort
No release for beta version Beta release
軟件項目管理課程dissertation定制Support for iPhone platform only Develop platform for Andriod

Initial Budget Budget Changes (Contingency)
$470K Additional engineer - $92K
Marketing strategy - $25K
$117K Contingency Budget + $470K = $550K Total

How much allocated for Management Reserve?