America the Beautiful Keeping it Safe

Prepared for: Robert Kenmore

Prepared by: The B Team

PROJ_587: Advanced Program Management

23 February 2013

Table of Contents
Introduction .............................................................................................................. 2 Strategic Plan ........................................................................................................... 2 Strategic Capacity Plan ............................................................................................ 3 Portfolio Management Process ................................................................................ 4

America the Beautiful Keeping it Safe

Project Selection Criteria ......................................................................................... 9 Program Management Plan .................................................................................... 11 Plan to Identify and Resolve Problems .................................................................. 13 Change Management Plan ..................................................................................... 15 Resource Utilization Plan....................................................................................... 18 Summary ................................................................................................................ 20 References .............................................................................................................. 21 Appendices ............................................................................................................. 22

Introduction Today, our fellow citizens, our way of life, our very freedom came under attack in a series of deliberate and deadly terrorist attacksThis is a day when all Americans from every walk of life unite in our resolve for justice and peace. America has stood down enemies before, and we will do so this time. None of us will ever forget this day. Yet, we go forward to defend freedom and all that is good and just in our world. President George W. Bush spoke these and other words to the United States of America and the world immediately after the terrorist attacks
-1-

America the Beautiful Keeping it Safe

on September 11, 2001. Roughly one year after this appalling attack the Homeland Security Act of 2002 established the Department of Homeland Security (DHS), bringing together 22 separate federal agencies, primarily to prevent terrorist attacks within the United States (About, 2012). Over the almost 10 years since the inception of the DHS, the Department has grown considerably, employing over 240,000 citizens, creating and implementing projects across a wide-range of duties to keep America safe (About, 2012). Efficiency is a key to making any organization successful. In this day and age of drastically reduced government spending, it is imperative that the DHS develop a solid Portfolio Management Plan to ensure its primary goals are fulfilled to ensure their vision and missions are indeed met. Strategic Plan From the Department of Homeland Securitys Strategic Plan for Fiscal Years 2012-2016, the vision of the DHS is to have A homeland that is safe, secure, and resilient against terrorism and other hazards. The overall mission of the DHS is to lead efforts to achieve a safe, secure, and resilient homeland through the following sub-missions: (1) prevent terrorism and enhance security, (2) secure and manage our borders, (3) enforce and administer our immigration laws, (4) safeguard and secure cyberspace, and (5) ensure resilience to disasters (Department of Homeland Security, 2011). Each of these sub-missions or goals includes a list of principal methods for attaining these goals for the DHS. Terrorism shall be prevented and security enhanced by preventing terrorist attack, preventing unauthorized acquisition or use of chemical, biological, radiological, and nuclear materials and capabilities, and managing risks to critical infrastructures, key leaders, and events (Department of Homeland Security, 2011). Securing and managing United States borders includes air, land, and sea borders as well as safeguarding lawful trade and travel as well as

-2-

America the Beautiful Keeping it Safe

disrupting and dismantling transnational criminal organizations (Department of Homeland Security, 2011). Enforcement and administration of immigration laws is supported by strengthening and effectively administering the immigration system and preventing unlawful immigration (Department of Homeland Security, 2011). Cyberspace is to be safeguarded and secured by creating a safe, secure, and resilient cyber environment and promoting cyber security knowledge and innovation (Department of Homeland Security, 2011). Finally, resiliency to disasters will be ensured by mitigating hazards, enhancing national preparedness through a whole community approach to emergency management, providing effective emergency response, and rapidly recovering from catastrophic events (Department of Homeland Security, 2011). All of these sub-missions, in conjunction with providing essential support to national and economic security while maturing and strengthening DHS and the enterprise of homeland security are expected to meet the goal of achieving a safe, secure, and resilient homeland (Department of Homeland Security, 2011). Strategic Capacity Plan The Department of Homeland Security uses an Integrated Investment Life Cycle Model to successfully execute the planning, programming, budgeting, and execution cycle. This model, shown in Figure 1 below, when combined with three short-term priority goals, makes up the strategic capacity plan for the DHS.

-3-

America the Beautiful Keeping it Safe

Figure 1

These priority goals mentioned by the DHS involve strengthening aviation security counterterrorism capabilities, improving the efficiency of the process to detain and remove criminal illegal immigrants, and ensuring resiliency to disasters (Department of Homeland Security, 2011). As these are the priority goals for the DHS, projects involving these three mission sets should have resources matched to them prior to being affixed to other projects. As projects and portfolios are proposed and developed, the DHS works through their Integrated Investment Life Cycle Model to create, allocate, and match projects and resources appropriately to ensure their missions will be met. This model includes ensuring the mission needs are being met, trade-offs and alternatives are assessed, and affordability and appropriate timing are being considered prior to allocating resources (Department of Homeland Security, 2011). Portfolio Management Process Project Portfolio Management (PPM) is an enterprise-wide process, involving a wide range of participants. PPM is also an extremely visible and sensitive process. How well this process is executed will have the greatest possible impact on the viability and success of DHS, for an extended time. Level of Participation
-4-

America the Beautiful Keeping it Safe

PPM does not only have a wide breadth across DHS, requiring a wide range of participation, but it also has a large depth throughout the hierarchy. At the upper end, the leadership and direction must come from the very highest levels of the enterprise. Titles such as Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Financial Officer (CFO), and the Chief Information Officer (CIO) are common. The key factor here is to identify the parts of the organization that have major stakeholder responsibility and make sure that their leaders are part of the PPM leadership (Chertoff, 2007). The PPM Governance Council One of the impediments to having a PPM process is that most of the people mentioned above each have their specific territories to oversee. They typically are not motivated to focus particularly on PPM, or to have the specific skills, practices, and tools to participate fully in this important function. So while this senior management group must carry full responsibility for PPM and approve all major decisions, the process can be centered just below this level. This would be, for lack of a better name, the PPM Governance Council. The Governance Council can consist of any of the senior positions noted above or high-level designated representatives of these officer-level personnel. It is the PPM Governance Council that is charged with the responsibility for the key decisions that affect the project portfolio (Chertoff, 2007). The senior officers, in adopting a PPM process, must provide the overall leadership of the process. In this regard, the CEO, with the support and participation of other key officials, will announce the implementation of the PPM process. A PPM charter declaration will be issued, explaining the need for, and purpose of, the PPM process, the roles of all participants, and the makeup of the initial Governance Council. The PPM charter declaration will also spell out the

-5-

America the Beautiful Keeping it Safe

specific responsibilities of the Governance Council and note when the Governance Council must elevate issues and decisions to upper management (Chertoff, 2007). The PPM Governance Council will meet and communicate regularly, working with the Project Management Office (PMO), to ensure that the information needed to select projects and manage the pipeline is available and that decisions are made based on this data. PPM is a process that brings together the projects and the operations sides of the DHS. The operations side, consisting of the general business departments, plus the financial, strategic, and tactical planning functions, is represented by the PPM Governance Council. The projects side is represented by the PMO (Chertoff, 2007). The PMO is responsible for the oversight of all projects. This includes monitoring project accomplishments against established criteria and advising the Governance Council of status and issues that would affect the planned benefits of any project. The placement of any project in the portfolio was based on a set of expectations of the value of the project, the potential contribution of the project to the welfare of DHS, and the expected impact on, and use of, DHSs resources. Whenever any of these expectations are compromised, due either to poor schedule or cost performance, technical impediments, reduced technical performance, etc., the PMO will prepare a report and recommendations for consideration by the Governance Council (Chertoff, 2007). The Governance Council, coordinating with the PMO, will need to re-evaluate the effect of the situation on revenues and cash flow, as well as review risk issues, project priority, and support for strategic initiatives. It is the Governance Council that then has the responsibility to decide if the affected project should be terminated, delayed, or continued under a revised set of expectations (Chertoff, 2007). Integration

-6-

America the Beautiful Keeping it Safe

PPM is a way of facilitating the integration of several critical enterprise functions. Without PPM, the business of managing projects is conducted with the sense that the ultimate objective is to achieve project success. That is if the schedule, cost, technical, scope, and quality objectives of a project have been met then it is assumed that the project was of value. Yet, early implementers of PPM frequently found that many projects were approved and allocated scarce resources, but didn't fit very well with the strategic objectives of the firm, do not contribute (as well as other projects) to the cash flow, or do not represent the best use of resources (Merkhofer, 2002). The project portfolio represents part of the tactical planning that is implemented to support the strategic plan. Therefore, the Governance Council, in selecting projects for the portfolio and in managing what stays in the portfolio, is, in fact, an integral part of the strategic and tactical planning process. The projects that comprise the project portfolio have a significant impact on the financial condition of the firm. Most projects incur costs during their execution and generate revenue (or reduce costs) upon completion. In doing so, projects impact the cash flow and the projection of the financial condition. Todays regulatory atmosphere demands that financial reports represent a current and true picture of the asset value of projects (Merkhofer, 2002). Traditionally, project reporting focuses on costs, and only costs. Therefore, the PMO will have to integrate with the financial function to update revenue and cash flow data based on project status and performance. Decisions on the makeup of the project portfolio should take into consideration not only the projects at hand, but also prospective projects. The latter may be represented by marketing initiatives or as a result of top-down initiatives coming out of the strategic plan. Forecasting, based on data coming out of the strategic planning committee and the

-7-

America the Beautiful Keeping it Safe

opportunities management system, should be integrated with the PPM process. Figures 2-6 below graphically depict the entire PPM process (Project Management Process Guidelines Flowchart, 2012).

Figure 2

Figure 3 Figure 4

-8-

America the Beautiful Keeping it Safe

Figure 5

Figure 6

Project Selection Criteria The evaluation of various needs or opportunities and then deciding which of these should move forward as a project to be implemented is what project selection is all about. They can be both quantitative and qualitative. To increase the chance of making the best decision that will result in the greatest overall benefits, DHS ensures that they have a well-understood evaluation process and a well-rounded evaluation and selection committee (Department of Homeland Security, 2011). In order to get various viewpoints, it is important to have several individuals involved in the evaluation and selection decision committee. Each person on the committee should have different backgrounds and experiences to bring to the decision making process. The committee may be made up of individuals from different departments such as marketing, who knows consumer preference; someone from finance, who knows cost and the companys financial
-9-

America the Beautiful Keeping it Safe

condition; someone from production, who understands what process and equipment changes may be needed; someone from research and development, who can provide expertise on how much additional technology development may be required; and someone from human resources to represent any impact on the work force or the community. Although the final decision may be the responsibility of the department head, the project selection will still be based on a combination of qualitative factors. Having a well understood evaluation and selection process and a well-rounded committee will increase the chances of making the best decision resulting in the greatest overall benefits (Gido & Clements, 2008). The steps in project selection criteria include developing a set of criteria against which the opportunity will be evaluated; gathering data and information about each opportunity; listing assumptions about each opportunity; and evaluating each opportunity against the criteria. Sometimes the opportunities and needs may not all be similar, they could be very different and all compete for a companys resources. 1.) Develop set criteria against which the opportunity will be evaluated. These criteria will probably include both quantitative and qualitative factors. Each opportunity might be evaluated against the following criteria: 1.1) 1.2) 1.3) Alignment with departmental goal Investment required and expected time frame Human resources impact

2.) Gather data and information for each opportunity to help ensure an intelligent decision regarding project selection. In addition to gathering data, it may also be necessary to obtain other information regarding each opportunity; this could include getting information from various stakeholders who would be affected by the opportunity.

- 10 -

America the Beautiful Keeping it Safe

Methods of gathering this information could include surveys, focus groups, interviews, or analysis of available reports. 3.) List assumptions that will be used as the basis for each opportunity. 4.) Evaluate each opportunity against the criteria. Once all the data and information has been collected, analyzed and summarized for each opportunity, it should be given to all individuals who are responsible for performing the evaluation (Gido & Clements, 2008). The next step after the decision has been made regarding which opportunity or opportunities to pursue is to prepare a request for proposal if it is expected that a contractor or consultant will be hired to perform the project (Gido & Clements, 2008). Program Management Plan A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program. This Program Management Plan unites the Department's efforts behind five key missions: to secure our country from terrorist threats and enhances security; secure our borders; enforce our Nation's immigration laws; secure cyberspace; and build resilience to disasters. This plan also outlines a complementary effort to align DHS's programmatic activities and organizational structure to better serve those missions and goals. The Plan also continues the Department's efforts to prioritize frontline operations while maximizing the effectiveness and efficiency of every taxpayer dollar we receive (Department of Homeland Security, 2011). Program management, is a persistent strategic decision management process, rich in change and aimed at the effectiveness of solutions (Morris & Pinto, 2007). Quality

- 11 -

America the Beautiful Keeping it Safe

This project management plan is most concerned with the allocation, usage and direction of both human and technical resources in accordance with the Program Management Office and the guidance of higher authorities within the Department of Homeland Security. It is the Program Managers responsibility to ensure that the work effort archives the outcome outlined in the corporate strategies. This will involve setting and reviewing objectives coordinating activities across projects and overseeing the integration and use of other governmental assets. Scope The program management plan will possess two important characteristics that will be the most suitable approach to ensure successful application of strategies. First, program management is a cyclic process which will enable regular assessment of projects and evaluates emergent opportunities of strategies. Secondly, interdependencies of the projects will ensure strategic alignment and delivery of strategic benefits. Schedule Program managers will measure the success of this plan as a cumulative effort of the projects with in their prospective programs. This plan will be used as an integrated representation of planned activities and the results of their individual project success. The programs covered by this plan are ongoing or long-term and are subjected to both uncertainty and ambiguity. They require a strategic decision management model, taking into account a strategic perspective, organizational effectiveness, a systems view, and a learning approach. Based on the constant changing environments we are faced with in the expanse of security our program must be flexible also, allowing for quick adaptation of new paradigms and swift reaction to threats. In a program management context, strategy is essentially the

- 12 -

America the Beautiful Keeping it Safe

organization's response to external or internal pressures to change (Morris & Pinto, 2007). This program management plan will fall short as a strategic decision management process if this organization implements programs without taking into account the different aspects of the projects it governs and the people performing the mission, if it does not adequately quantify expected benefits or link them to project deliverables, or if there is a loss of focus of stakeholder expectations over time. It is incumbent upon the program manager to keep all stakeholders updated and maintain a constant influx of information from the field (Morris & Pinto, 2007). Plan to Identify and Resolve Problems Conflict in project management is inevitable. The cause of conflict in team projects can be related to differences in values, attitudes, needs, expectations, perceptions, resources, and personalities. Proper skills in dealing with conflict can assist project managers and other organization members to handle and effectively resolve conflicts which can lead to a more productive organization as a whole. Avoiding stakeholder conflict By looking over a few examples of where conflicts between different stakeholders can occur, it can be seen that for many businesses, how they handle these conflicts is an important part of their business. Get it right and the business is able to progress and grow. Get it wrong and it could spell problems for the business. Because of this, active stakeholder participation is important. People are not very good at defining, particularly in detail, what they want. However, people are fairly good at indicating what they think they want and then, when an option is presented to them, what they like and don't like about it. In other words, we need to work with our stakeholders to identify what they think they want, produce something which reflects that

- 13 -

America the Beautiful Keeping it Safe

understanding, get feedback from them, and then update our solution to reflect our improved understanding. The implication is we need to work in a more evolutionary and collaborative manner if we're to provide solutions which reflect our stakeholders actual needs, and to do that we must work closely and regularly with stakeholders (Ambler, 2010). Avoiding team conflict For any organization to be effective and efficient in achieving its goals, the people in the organization need to have a shared vision of what they are striving to achieve, as well as clear objectives for each team, department, and individual. Its also important to have ways of recognizing and resolving conflict amongst people so that conflict does not become so serious that cooperation is impossible (Townsley, 2011). All members of any organization need to have ways of keeping conflict to a minimum and of solving problems caused by conflict before conflict becomes a major obstacle to your work. This could happen to any organization. If the team lacks good groundwork for what it's doing, its members will not be able to coordinate their work. Three areas important while managing conflict are people resources, cost overruns, and schedules. People Resources If the team does not have enough resources to do the job, it is inevitable that some will carry too heavy a load. Resentment, often unexpressed, may build, so it is crucial that team leaders ensure adequate resources. Cost overruns Often inevitable, cost overruns become a problem when proper measures are not taken. The whole team should know early on when cost becomes a problem so additional funding can

- 14 -

America the Beautiful Keeping it Safe

be sought by the team. This way the problem can be resolved before it grows into a problem for management. Schedules The schedule is highly consequential to the team's project and should be highly visible. All members should be willing to work together to help each other meet their deadlines (Conflict Management, 2010). Conflict in project management is not necessarily unfavorable when properly managed. Several advantages have been identified such as increasing personal growth and morale, enhancing communication, and producing better project outcomes. However, conflict can be the decline of an organization if it is not effectively managed. The challenge for organizational leaders and project managers is to try to maintain the right balance and intensity of conflict in project management. By utilizing project management principles, understanding the dynamics of conflict, and learning approaches to conflict resolution, managers will be able to establish an environment in which creativity and innovation is encouraged and project goals are accomplished. Change Management Plan The Change Management Plan documents and tracks the necessary information required to effectively manage project change from project inception to delivery. The Change Management Plan should be created during the Planning Phase of the project. Its intended audience is the project manager, project team, project sponsor and any senior leaders whose support is needed to carry out the plan. All changes in the change process must be value-based. This signifies that, because the program's specific objectives and actions are very likely to be modified as it progresses, emergent opportunities and threats are to be evaluated on a regular

- 15 -

America the Beautiful Keeping it Safe

basis, as well as the capacity and capability of the program organization to respond to them (Morris & Pinto, 2007). Process The Change Management process establishes an orderly and effective procedure for tracking the submission, coordination, review, evaluation, categorization, and approval for release of all changes to the projects baselines. Approved change requests are scheduled for implementation by the project team. Approved change requests are the documented, authorized changes to expand or reduce project scope. Approved change requests may require implementation of preventive or corrective actions (Project Management Institute, 2008). Change Request Process Flow Requirements The Change Request Process Flow, depicted in Figure 7 will be an important part of the Program management process. All changes should be value motivated. The submittal of the request should indicate the problem, the solution and answer the question how it will affect the project, as in the following process: A submitter will complete a Change Request (CR) Form (Appendix A) and send a copy to the assigned change manager (Centers for Disease Control and Prevention, 2012). Where no change manager is assigned the project manager will process the CR. The change manager enters the CR into a Change request log. A change log is (Appendix B) used to document changes that occur during a project (Project Management Institute, 2008). This form will be used to track and update the status of the change throughout the process. The change manager will notify all stakeholders, project manager and necessary team members to evaluate and provide an estimated level of effort to process and develop a solution for the suggested change. The change manager will then submit the process to the change review board

- 16 -

America the Beautiful Keeping it Safe

that approves or disapproves the change. If approved the project manager makes the necessary adjustments to carry out the change and communicate the CR status to stakeholders.

Generate CR

Evaluate CR

Authorize CR

Implement CR

Log and report all update on CR status

Figure 7

Evaluating and Authorizing Change Request In order to evaluate and prioritize a change request the priority and type of change will be taken into consideration. Change request will be evaluated using the following priority criteria:
Priority
High Med Low Basic

Description
Changes that significantly affects success of the project along with time cost and scope within a 10% deviation from baseline. Changes that effect time, cost and scope within 5% deviation from baseline. Changes that dont affect baseline but improves quality process. Any other changes that can be approved by the project manager on the spot but still must be reported and monitored.

Change Control Board A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests. The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders. All change control board decisions are documented and communicated to the stakeholders for information and follow-up actions (Project Management Institute, 2008). Subject matter experts may be used to assess the validity of the change and provide input to its outcome. Unless otherwise noted, changes will be approved, rejected, or parked within 15 days of submission to the change decision maker. The decision maker may also request further evaluation.

- 17 -

America the Beautiful Keeping it Safe

Integration If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. If the change request is not deemed feasible, the change request will be rejected or sent back to the requester for additional information (Project Management Institute, 2008). The change manager will update project documentation for significant changes only. A running summary of changes will be posted to the project change log. Change requests are processed according to the change control system by the project manager or by an assigned team member. Approved change requests will be implemented by the change manager. The status of all changes approved or not, will be updated in the change request log as part of the project document updates (Project Management Institute, 2008). Communication The project team will be notified of changes through an established communications plan as all changes are approved during the next project team meeting. Other stakeholders will be notified of changes in the monthly project status report. Resource Utilization Plan A Resource Utilization Plan summarizes the level of resources needed to complete a project. A properly documented Resource Plan will specify the exact quantities of labor, equipment and materials needed to complete the project. This Resource Utilization Plan also helps you gain approval from the sponsor, ensuring their buy-in. It is created during the resource planning phase of the project. Anyone responsible for project resource management will need to create a comprehensive resource plan to ensure that all of the resources needed to complete the project are identified. Resource planning practices also helps with budgeting and forecasting project expenditure. Employees are considered the most valuable assets of an organization. The

- 18 -

America the Beautiful Keeping it Safe

ability to deploy employees effectively against projects enables organizations to utilize and maximize employee productivity. For this, project managers need an efficient system to place the appropriate employees in the right teams at the right time. Resource utilization plans identify all of the resources required to complete a project successfully, enabling the identification of the quantity of labor, equipment and materials needed to deliver the project. A resource schedule is then needed, enabling the planning of consumption of each type of resource, ensuring enough resources to complete the project. Some other benefits of resource utilization plan are increased profitability by optimizing utilization and minimizing bench time, generating goodwill and loyalty among staff that translates to competitive advantages in recruiting and retaining the best talent, increased accuracy of resource planning and forecasting, saved time assigning resources to projects, and creating a detailed resource utilization schedule. To ensure that resource utilization activities are performed, there are some steps the project manager needs to take, because the objective is not just to see that activities are completed but also to ensure that they are completed within the allocated time, functionality is completely achieved and the output is defect-free. Therefore, it is necessary to follow up the work being performed by the human resources periodically and provide necessary guidance to ensure that work is performed diligently. Some of the steps include: (1) Ensure that the resources are trained for the work allocated to them. (2) Provide quality assurance for the completed work on time. (3) Provide the right tools and techniques that assist the team members in completing their allocated work quickly and without defects.

- 19 -

America the Beautiful Keeping it Safe

(4) Give clear instructions, achievable targets, and provide expert assistance, when necessary. Summary An effective Portfolio Management Plan, as depicted in this paper, is essential to fulfilling the Department of Homeland Securitys mission and ultimately achieving its vision of A homeland that is safe, secure, and resilient against terrorism and other hazards (Department of Homeland Security, 2011). The portfolio management process is imperative in developing a re-usable model for running everything while project selection criteria give program managers a starting point for more easily selecting desirable projects to meet company goals. Having a solid program management plan is yet another recurring process that helps move projects along in a predictable, efficient manner. Conflict can quickly dismantle an otherwise good project, making the identification and resolution of conflict a priceless factor of portfolio management. Like conflict, or another huge source of conflict, change in an organization can cripple projects, making the management of change a necessary consideration. Finally, utilizing resources properly across projects ensures the highest level of benefits and value is achieved with available resources. Without the proper use of all of these factors essential to this Portfolio Management Plan, mission and ultimately vision success would be limited. Through the use and application of what is suggested in this paper, America can be safe, secure, and resilient against terrorism and other hazards.

References

- 20 -

America the Beautiful Keeping it Safe Conflict Management. (2010). Retrieved from http://www.etu.org.za/toolbox/docs/building/conflict.html Department of Homeland Security. (2011). Retrieved from Department of Homeland Security Strategic Plan Fiscal Year 2012-2016: http://www.dhs.gov/xlibrary/assets/dhs-strategic-plan-fy-20122016.pdf About. (2012, March 12). Retrieved from Department of Homeland Security: http://ww.dhs.gov/xabout/ Centers for Disease Control and Prevention. (2012, August 17). Retrieved from CDC Change Management Plan Template: http://www.cdc.gov/ Project Management Process Guidelines Flowchart. (2012). Retrieved from Virginia Polytechnic Institute and State University: http://www.itplanning.org.vt.edu/pm/processflow.html Resource Plan. (2012, August 15). Retrieved from Method 1 2 3: Empowering Managers to Succeed: http://www.method123.com/resource-plan.php Ambler, S. W. (2010). Active stakeholder participation: An agile best practice. Retrieved from http://www.agilemodeling.com/essays/activeStakeholderParticipation.htm Chertoff, M. (2007, March 15). Department of Homeland Security: Management Directives System. Retrieved from Acquisition Community Connection: https://acc.dau.mil/adl/enUS/252012/file/39917/MD_0007.1.pdf Gido, J., & Clements, J. P. (2008). Successful Project Management. Western Educational Publishing. McDonough, M. (2010, June 13). Utilization Activities in Project Management. Retrieved from Bright Hub Project Management: http://www.brighthubpm.com/resource-management/19356-utilizationactivities-in-project-management/ Merkhofer, L. (2002). Best-practice Project Portfolio Management. Retrieved from Priority System: http://www.prioritysystem.com/reasons6b.html Morris, P. W., & Pinto, J. K. (2007). The Wiley Guide to Project, Program, and Portfolio Management. Hoboken: John Wiley & Sons. Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge, 4th Edition. Newtown Square: Project Management Institute, Inc. Townsley, C. A. (2011). Resolving conflict in work teams. Retrieved from http://www.innovatieteambuilding.co.uk/pages/articles/conflicts.htm

Appendix A Change Request Form

- 21 -

America the Beautiful Keeping it Safe

SUBMITTER - GENERAL INFORMATION CR# Submitter Name Brief Description of Request Date Submitted Date Required Priority Reason for Change Other Artifacts Impacted Assumptions and Notes Attachments or References Yes Link: No Low Medium High Basic

INITIAL ANALYSIS Hour Impact Duration Impact Schedule Impact Comments Recommendations

- 22 -

America the Beautiful Keeping it Safe

CHANGE CONTROL BOARD - DECISION Decision Approved Approved w/Conditions Decision Date Decision Explanation Conditions (Centers for Disease Control and Prevention, 2012) Rejected More Info

- 23 -

America the Beautiful Keeping it Safe

Appendix B Change Management Log

Change Management Log CR# Project Name Project Manager Date Received Current Status Priority Change Description Actions Impact

Final Outcome (Project Management Institute, 2008)

- 24 -