MBA570C Green Computing Research Project Lu Suryowibowo Tseng Yi

Green Computing Research Project
Sandra Lu, Evelyn Suryowibowo, Daniel Tseng, Amy Yi

Information & Knowledge Management Systems
Students: Sandra Lu, Evelyn Suryowibowo, Daniel Tseng, Amy Yi

Professor: Frank Ezinga
MBA570C
Trinity Western University

Executive Summary
The purpose of this paper is to showcase We Are Big, Inc.s strategy towards a
technologically greener world. This papers main focus is to discuss We Are Big, Inc.s
program, Green Computing Research Project, and detail its revenues, costs, project
management, and overall results of its application.
The Green Computing Research Project is an environment application in
information technology that utilizes the tools of manufacturing, design, and computer
hardware and software. Its goal is to achieve the lowest possible impact on the
environment.
Within this paper, information is divulged pertaining to several
applications of Green Computer, including: the disposal of electronic waste and

recycling, telecommuting, virtualization of server resources, data centers and overall
efficiency, as well as new software development within the Green Computing industry.
This paper will additionally showcase detailed environment application analyses
and the appropriate supporting financial data, which will give light to the difficulties
which may hinder the success rate of the Green Computing Research Project. These
obstructions will be addressed and this paper will give suggestions of how, We Are Big,
Inc. can ensure future success.

TABLE OF CONTENTS
PART 1: PROJECT INTEGRATION
TASK 1: GREEN COMPUTING RESEARCH
TASK 2: WEIGHTED DECISION MATRIX
TASK 3: FINANCIAL ANALYSIS FOR GREEN COMPUTING RESEARCH PROJECT
TASK 5: PROJECT CHANGE CONTROL
TASK 1: REQUIREMENTS MATRIX
TASK 2: SCOPE STATEMENT
TASK 3: WORK BREAKDOWN STRUCTURE (WBS)
TASK 1: ADDITIONAL ACTIVITIES
TASK 2: MILESTONES
TASK 3: TASK DURATION GANTT CHART
TASK 5: CONTINGENCY STRATEGY
TASK 1: COST ESTIMATES
TASK 2: COST BASELINE
TASK 3: FINANCIAL PROGRESS REPORT
TASK 4: COST CORRECTIONS
TASK 1: QUALITY STANDARDS
TASK 2: BASIC TOOLS OF QUALITY
TASK 3: ARTICLE REPORT
TASK 1: MBTI & INTRODUCTORY EMAIL
TASK 2: RESPONSIBILITY ASSIGNMENT MATRIX
TASK 3: HUMAN RESOURCE CONCERNS
PART 7: COMMUNICATION SYSTEMS
TASK 1: MEMO
TASK 2: THE USE OF WIKIS
TASK 3: OVERCOMING COMMUNICATION CONFLICTS
PART 8: RISK MANAGEMENT
TASK 1: RISK REGISTER
TASK 2: POTENTIAL RISKS
TASK 3: RESPONSE STRATEGY
PART 9: SOLUTION PROCUREMENT
TASK 1: CONSULTING AGREEMENT CONTRACT
TASK 2: EXECUTIVE SUMMARY AND TABLE OF CONTENTS
TASK 3: LESSONS LEARNED
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40
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44
46
49
50

REFEENCES

Part 1: Project Integration

Task 1: Green Computing Research
This paper aims to examine green computing and green project performed by
large organizations through conducting research. In this paper, the definition of green
computing and its major areas will be discussed. In addition, a detailed example of how
an organization has implemented each area will be provided and return on investment
will be investigated.
Green Computing
Green Computing is the study and practice of environmentally sustainable
computing or IT (Chakraborty, 2009). In broader terms, it is also defined as the study of
designing, manufacturing, using and disposing of computing devices in an eco-friendly
way that reduce their environment effect (Chakraborty, 2009). Green computing covers
seven areas including data center and overall energy efficiency, disposal of electronic
waste and recycling, telecommuting, virtualization of server resource, thin client
solutions, use of open source software, development of new software to address green
computing for internal use and potential sale to other organizations.
Data Center and overall energy efficiency
A data center is a facility used to house computer systems and associated
components such as telecommunications and storage systems (Chakraborty, 2009).
Energy use is a central issue for data center. Energy efficiency aims to reduce amount of

energy by adopting efficient technology or application of commonly accepted methods

(Chakraborty, 2009).
Google is one of the leading organizations worldwide that implement green
computing for the data center infrastructure (Google Green, n. d.). Google has been
setting up numerous worlds most energy efficient data centers which use energy 50%
less than the average data center (Google Green, n. d.). In order to minimize unnecessary
energy losses, Google adopts free cooling technology in installing smart temperature
control device and re-design power distribution (Google Green, n. d.). In addition,
Google use energy efficiency metric to measure the energy savings for each facility
(Google Green, n. d.). Therefore, Google has been evaluated as one of the worlds largest
and most environmentally friendly facilities (Google Green, n. d.). Google holds a
leading position in terms with energy efficiency and data centers.
Disposal of electronic waste and recycling
The disposal of electronic waste has increased dramatically over the past few
years, thus organizations have been attaching great importance to recycling the disposal
of electronic waste. Since 2007, Google has recovered a number of outdated servers, thus
buying less than 30 units replaced by the new machine (Google Green, n. d.).Google
finds out ways to re-use existing resources. If the equipment cannot be used, Google will
remove all the components used to store data, and then sell the equipment on the market,
so the device again play a role in other places. In a word, Google demonstrates strong
performance I use of water recycling facilities strategy to minimize the impact on
community.

Telecommuting
Telecommuting is defined as the use of collaborative technologies to reduce or
entirely replace traditional commuting to workplace (Case Study: Telecommuting, n. d.).
Telecommuting is regarded as a green choice for companies since it saves energy costs
and can lead to happier employees (Heimbuch, 2009). IBM let its employees
telecommute and as much as 20% of the workforces do their work from their home
offices, which result in 10% energy saving for IBM (Heimbuch, 2009).
Virtualization of server resource

Generally, companys data center has a great number of servers (Techopedia, n.
d.). However, many servers sit idle as the workload is distributed to only some of the
servers on the network, which results in a waste of expensive hardware resources, power,
maintenance and cooling requirements (Techopedia, n. d.). Server virtualization aims to
increase resource utilization by partitioning physical servers into several multiple virtual
servers, each running its own operating system and applications (Techopedia, n. d.). The
concept of server virtualization is widely applied in IT infrastructure to reduce costs by
increasing the utilization of existing resources (Techopedia, n. d.).Dell has put a lot of
effort in effective deployment of virtualization technology (Dell Power Solution, 2008).
According to Dell Power Solution (2008), Dell believes that the virtualization can
become a standard feature of every industry-standard server system deployed, and that it
is one of the essential technologies enabling the scalable enterprise strategy (Dell Power
Solution, 2008, p. 52). Dell has been working on several areas that are essential to
evolution of virtualization, including standard interfaces between the VM resource

manager and VM operational interfaces, VM monitor interoperability layer, Virtual hard

disk interoperability (Dell Power Solution, 2008). The efforts related to virtualization
helps Dell simplify operations, improve utilization and uptime, and achieve cost-effective
scaling (Dell Power Solution, 2008).
Thin client solutions
A thin client solution is defined as a computer program reducing energy and material
use through the application of virtualization servers and open source software. HP
recently unveiled its most powerful thin client solution in November (Poeter, 2013). HPs
new t820 Flexible Series Thin Client can automatically adapts to changing network
conditions and improves network utilization so users experience fewer disruptions when
using real-time communication applications (Poeter, 2013, para. 4).
Use of open source software
Open-Source software is atypical example of open-source development, which is
developed in a public, collaborative way (Andrew & Laurent, 2008). Open-source
software is computer software with its source code available for the public use (Andrew
& Laurent, 2008). A report by the Standish Group shows that the application of opensource software contributed to savings of about $60 billion per year to consumers
(Standish Newsroom, 2008). Google has founded Summer Code in 2005 to support the
development of open-source development (Bruce, 2005).
Development of new software to address green computing for internal use and potential
sale to other organizations

Green technology focuses on reducing the environmental impact of industrial

processes and innovative technologies caused by the Earths growing population ( Sarah,
2007).VIA Technologies company manufactures motherboard chipsets, CPU, and other
computer hardware, and introduced its initiative for green computing in 2001, focusing
on power efficiency throughout the design and manufacturing process where a range of
clean-computing strategies including carbon-free computing, solar computing, lead-free
and ROHS computing, and energy-efficient computing ( Sarah, 2007).

Task 2: Weighted Decision Matrix
According to the project, there are seven criteria, which is knowledge on project/
program management, application development, leadership, systems analyst, experience
on project management, and database management. The seven criteria have different
weight. Knowledge on project management weights for 25%. Experience on project
management occupies 20 percent in the weight. Then, application development and
leadership both weight for 15 percent; system analyst and database management each has
10 percent; and the last one, knowledge on Green Computing weights for 5 percent.

As a project manager, among the criteria, the most valued criterion is the
knowledge on project / program management. A project manager should have a whole
view on the project on the base of a good command of knowledge of project
management. According to the knowledge, the project manager could make better plans
and assign different tasks to the most appropriate members. Except for the knowledge,
the experience on project management is also quite important. The manager would get
into the position and the job quickly due to his experience. The experience can also help a
manager to better handle some unexpected problems occur in the project. Besides, other
criteria are also valued when choosing the project manager. The ability and skill of
leadership could help the manager to organize and motivate the whole team. Since the
manager is also expected to some research work and analysis work, the other skills are
also important when judging the candidates.
Besides, there are four candidates who are competing together. The weighted
project scores are respectively 56, 78.5, 50, and 41.5. The rank from the highest one to
the lowest one is candidate 2, candidate 1, candidate 3, and then candidate 4.
Based on the score of those candidates, candidate 2 would be selected as the
project manager, who has the highest score on the most of the criteria except for
knowledge on Green Computing and database management. The scores of some most
important criteria which have higher weight such as knowledge on project management
are all 90, which mean that candidate 2 has quite good and comprehensive skills in the
work of project management.

According to the scores of the important criteria, since candidate has obvious
higher scores than the other candidates, candidate 2 is more suitable for the position of
project manager.

Task 3: Financial Analysis for Green Computing Research Project

Task 4: Project Charter

Project Title: Green Computing Research Project
Project Start Date: January 2, 2014
Projected Finish Date: July 4, 2014
Budget Information: The budget for the project is $500,000. $350,000 of the budget for
this project will go to internal employees and 150000 will be used for outside sources
including consultation and books.
Project Manager: Daniel Tseng, Daniel123@wearebig.com, 6047573421.

Project Objectives: The main objective for this Green Computing Research Project is to
select the possible applications of green computing, including the following:
1.
Data center and overall energy efficiency
2.
Disposal of electronic waste and recycling
3.
Telecommuting
4.
Virtualization of server resources
5.
Thin client solutions
6.
Use of open source software
7.
Development of new software to address green computing for internal use and
potential sale to other organizations
Main Project Success Criteria:

Provide a full extensive report including detailed financial analysis and recommendations
of how to implement green technologies. Official project request form for the
recommended solutions will also be created as part of the project
Approach:
1. Set up a team of five people who are already working in the company to work full
time on this project as soon as possible.

2. Conduct research of possible application for green computing.

3. Hire consultants for advice and to purchase books or related articles when needed.
Roles and Responsibilities
Role
Name
Organization/
Contact Information
Position
Project Sponsor
Ben
CIO
ben@wearebig.com
Program
Manager
Ito
Manager
Ito@wearebig.com
Project
Manager
Robert
Manager
Robert@wearebig.com
Project Team
Members
Matt
System Analyst
Matt@wearebig.com
Project Team
Members
Project Team
Members
Teresa
System Analyst
Teresa@wearebig.com
Le
System Analyst
Le@ wearebig.com
Consultant
James
Technical Expert
James@ wearebig.com
Sign-off:
Ben, Ito, Robert, Matt, Teresa, Le, James

Task 5: Project Change Control

Change request is common on projects and exists in many forms such as oral or
written, formal or informal. The integrated change control process has played a
significant role in managing changes when people request changes to the project.
Managing change is a major responsibility for project managers and their team members.
What is more, it is crucial for project manager to exercise principles in managing the
project to reduce the number of changes that occur (Schwalbe, 2010). In order to ensure
the changes have a positive impact on the project, project managers and team members
should make trade-offs among key project dimensions, including time, scope, cost and
quality (Schwalbe, 2010). In addition, the project team should document dramatic
changes in a written form, which is change request form. Using a project request form
will helpful to record the details of change which include time, place, reason, context,
budget and related staff. Besides,a formal review process where the changes will be
analyzed and discussed. The project manager is responsible for determine whether to
approve the changes or not.
A good communication is also an important factor to manage changes to a project,
since it is urgent to have every team member coordinated and informed about the latest
project information (Schwalbe, 2010). Therefore, it is managers responsibility to
integrate all project changes to ensure the project keeps heading towards the right
direction. Furthermore, the project manager and its team members should create a system
to inform everyone of a change request in a timely manner (Schwalbe, 2010). Emails,
real-time databases, cell phones and the Web are useful tools to spread the latest project
information. The team should create procedures to make timely decisions, and use project
management and other software to help and manage changes (Schwalbe, 2010).

Part 2: Scope Management

Task 1: Requirements Matrix
Requirement
Name
Category
Source
Status
Personal desktop
Hardware
Corporate
Complete
No.
1
computers
tools
Laptops
Hardware
Vendor
Complete
Servers
Hardware
Vendor
Complete
Webcams and video
Hardware
Vendor
Incomplete
conference tools
5
Internet modems
Hardware
Vendor
Complete
Printers
Hardware
Corporate
Incomplete
tools
7
Wikis
Software
Corporate
Complete
software
8
Storage devices
Hardware
Corporate
Complete
tools
9
Computer evaporative
Hardware
Vendor
Incomplete
Operation
Corporate
Incomplete
cooling system tools

10
Training and travel funds
funds
11
Consultant
Human resource
Consulting
Incomplete
firm
12
Journals or books related
Operation
Corporate
Incomplete
funds
13
Recycling program and

policy
Corporate policy
Corporate
policy
Incomplete

A list of questions we would ask the sponsor about the scope:

1. Regarding the overall energy efficiency, what is your target for power supply
and waste efficiencies? How much energy cost do you want to save each
month or year?
2. Regarding the disposal of electronic waste and recycling, what would you like
to do on the electronics waste: to be destroyed, donated, or remanufactured
into raw materials? And what kind of data security do you need in regards to
the recycling activity?
3. Regarding the telecommuting, what kinds of jobs/positions are you allowed
telecommuting? And in what ways do you prefer the telecommuters report
their works?
4. In regards to thin client solutions, to what extent do you want your data secure
and protected from any users?
5. To what extent would you want to use open source software? And who will be
able to access and change/improve the software?
6. Do you have specific criteria of success of this project?
Task 2: Scope Statement

Project Title: Green Computing Research Project
Project Purpose: The main purpose of the Green Computing Research Project is to
select the possible applications of green computing.
Project Objectives:
1.Data center and overall energy efficiency
2.Disposal of electronic waste and recycling
3.Telecommuting
4.Virtualization of server resources

5.Thin client solutions

6.Use of open source software
7.Development of new software to address green computing for internal
useand potential sale to other organizations
Project Success Criteria: provide a full extensive report including detailed financial
analysis and recommendations of how to implement green
computing technologies within 6 months.
Summary of Project Deliverables
Project Management-related Deliverables:
WBS, financial report, project recommendation, project charter, project contract,
scope statement, process schedule, WBS, cost budget, working schedule, final project
report.
Product-related deliverables: research reports, design documents, software code,
hardware, etc.
1. Work Schedule Breakdown
2. Requirement traceability matrix
3. 15 different project ideas
4. 5 top recommendations to implement some of the green computing technologies
hardware.
5. Summary of project progress

Task 3: Work Breakdown Structure (WBS)

1.0 Project Initiation
1.1 Develop Team
1.1.1 Identify Project Manager
1.1.2 Identify Project Members
1.1.3 Identify Internal Staffing
1.1.4 Identify Necessary External Consultants
1.2 Create Budget and Timetable
1.3 Develop Project Charter
1.4 Develop Change Request Form
1.5 Project Charter Signed
2.0 Project Planning
2.1 Develop Execution Plan
2.1.1
Critical Path Method
2.2 Develop Work Breakdown Structure

2.3 Generate Gantt Chart
3.0 Execution
3.1 Research of Green Computing and Technologies
3.1.1
Conduct Cost/Benefit Analysis
3.1.2
Select for Implementation
3.2 Financial Analysis

3.3 Develop Testing Standards
3.4 Risk Identification
3.5 Identify Problems and Solutions
3.6 Manage Execution
3.6.1 Weekly Project Review with Team
3.6.1.1
Review Updated Information with Team
3.6.1.2
Update Timeline as Necessary
3.6.1.3
Determine Three-Point Estimation of Tasks

and Update Task Priorities

3.6.2
Weekly Project Review with Project Sponsors

3.6.2.1
Get Feedback
4.0 Closing
4.1 Prepare Project Report
4.2 Final Project Review with Project Sponsors
4.3 Perform Revisions If Necessary
4.4 Project Completed

Task 4: WBS Gantt Chart
Please Note:
For a more detailed look at the Gantt chart, please find the attached MS Project or PDF
file titled Green Research Project WBS in the PROJECT DOCUMENTS folder.

Part 3: Time Management

Task 1: Additional Tasks
Below is a list of necessary additional activities needed to estimate time and resources
needed to complete the project in a timely manner.
Activity 1: Critical Path Method
Utilizing the Critical Path Method can help identify dependencies between activities and
their time duration.
Steps:
-
Separate project into individual activities

Identify duration of each activity
Add into Execution Plan
Add into WBS
Questions to Ask:
-
What is the difficulty of the individual activities?

Who are assigned to the individual activities?
Are the individuals qualified to perform each activity?
Will certain activities require extra contingency time?
Change to WBS:
-
Add into WBS under 2.1.1 subcategory
Activity 2: Updating Information

As the project moves forward and develops, so too will the necessity to update
information. It is important to stay updated so that all members can be on the same page
and miscommunication can be avoided.
Steps:
-
All updates and changes to be updated by project manager on the calendar

Updates to be reviewed on a weekly basis during meetings
Identifying and creating soft deadlines while accounting for contingency time and
hard deadlines
Constant review of dates and timelines according to deadlines
Questions to Ask:
-
How to create a system where updates are constant?
Changes to WBS:
-
Create 3.6.1.1 subcategory as Review Updated Information with Team

Create 3.6.1.2 subcategory as Update Timeline as Necessary
Activity 3: Three-Point Estimation Method

Utilization of the Three-Point Estimation approach gives good evaluation on time
duration changes based on scenarios that are: best case, worst case, and most likely.
Questions to ask:
-
How to determine whether scenarios are best case, worst case or most likely?
How will each affect the priority of activities?
Changes to WBS:

Create 3.6.1.3 subcategory as Determine Three-Point Estimation of Tasks and

Update Task Priorities
Activity 4: Project Sponsor Feedback

Communication and weekly review with project sponsors is an important key step to
effective revisions. Constant updates from project sponsors help to alleviate stress the
stress of correcting all revisions at the end of the project. In order to avoid having all the
revisions at the end of the project, scheduled feedback from project sponsors can allow
for immediate and necessary change.
Steps:
-
Bring updates from weekly team meetings to project sponsors

Communicate all changes to timeline and scheduling
Receive feedback to further assist with timeline update
Questions to Ask:
-
Should there be a weekly meeting, or an open door policy?

Is once a week too much or too little?
Changes to WBS:
-
Create 3.6.2.1 subcategory as Get Feedback From Project Sponsors

Create 3.6.2.2 subcategory as Perform Necessary Revisions
Please note:
Changes have already been updated in Italics in both the MS Project and PDF files of
Green Research Project WBS.


Task 2: Milestones
Milestone 1 Project Charter
The first milestone that must be reached is the creation and signing of the Project Charter.
The relevance of this is to determine all members core competencies as well as
reviewing the overall project timeline. By setting the Project Charter as the first project
milestone, members will know their responsibilities in the team.
Milestone 2 Completion of Execution Plan and WBS
A ship at sea without a map and compass is a ship lost at sea. Projects are similar in that
a project, which lacks a proper WBS and execution plan, is doomed for failure. The
completion of the execution plan and WBS gives project members a solid direction with
dates and goals. While the plan can ultimately change, due to issues that may arise
throughout the project, the initial execution plan and WBS is a major milestone that
ensures stability early on in the project.
Milestone 3 End of Research
Gathering information is a long and arduous process that requires a lot of resources and
time. The completion of research holds high importance as it gives the team all the
necessary information to translate for project sponsors. In the case of Green Computing,
the completion of research will give insight into information, such as: current electronic
recycling and energy efficient plans, current trends, current and future top green energy
solutions.

Milestone 4 Project Completion

As the project comes to a close, it is important to get the project signed off by attaining
all necessary signatures of relevant team and sponsor members. These records will
clearly indicate each members responsibility to the Green Computing Solutions Project,
tying the quality of the end result to each appropriate candidate.
Please note:
Milestone completion has been updated in bold in both the MS Project and PDF files of
Green Research Project WBS.

Task 3: Task Duration and Gantt Chart

Task Mode
1.0
1.1
1.2
1.3
1.4
1.5
2.0
2.1
2.1.1
2.2
2.3
3.0
3.1
3.1.1
3.1.2
3.2
3.3
3.4
3.5
3.6
3.6.1
3.6.1.1
3.6.1.2
3.6.1.3
3.6.2
3.6.2.1
4.0
Project Initiation
Develop Team
Create Budget and Timetable
Develop Project Charter
Develop Change Request Form
Project Charter Signed
Milestone 1 Reached
Project Planning
Develop Execution Plan
Critical Path Method
Develop Work Breakdown
Structure
Milestone 2 Reached
Generate Gantt Chart
Execution
Research of Green Computing and
Technologies (Energy Effeciency &
Disposal of Electronic Waste and
Recycling)
Milestone 3 Reached
Cost/Benefit Analysis
Select for Implementation &
Virtualization of Server Resources
Financial Analysis
Develop Testing Standards (New
Open Source Software)
Risk Identification
Identify Problems and Solutions &
Telecommuting
Manage Execution
Weekly Review With Team
Review Updated Info With Team
Update Timeline as Necessary
Three-Point Estimation of Tasks
and Update Task Priority
Weekly Review With Sponsors
Get Feedback
Closing
Duration
Start
Finish
14 days
4 days
6 days
1 day
1 day
1 day
12 days
8 days
8 days
8 days
Thu 02/01/14
Thu 02/01/14
Fri 03/01/14
Mon 20/01/14
Mon 20/01/14
Tue 21/01/14
Mon 06/01/14
Wed 22/01/14
Wed 22/01/14
Wed 22/01/14
Tue 21/01/14
Tue 07/01/14
Fri 10/01/14
Mon 20/01/14
Mon 20/01/14
Tue 21/01/14
Tue 21/01/14
Fri 31/01/14
Fri 31/01/14
Fri 31/01/14
8 days
Wed 22/01/14 Fri 31/01/14
8 days Wed 22/01/14 Fri 31/01/14

1 day
Fri 31/01/14
Fri 31/01/14
100 days Mon 03/02/14 Fri 20/06/14
72 days Mon 03/02/14 Tue 13/05/14
6 days
5 days
Tue 06/05/14 Tue 13/05/14

Wed 14/05/14 Tue 20/05/14
5 days
Wed 14/05/14 Tue 20/05/14
10 days Wed 21/05/14 Tue 03/06/14

10 days Wed 21/05/14 Tue 03/06/14
7 days
Mon 02/06/14 Tue 10/06/14
8 days
Wed 11/06/14 Fri 20/06/14
100 days
100 days
100 days
100 days
Mon 03/02/14
Mon 03/02/14
Mon 03/02/14
Mon 03/02/14
Fri 20/06/14
Fri 20/06/14
Fri 20/06/14
Fri 20/06/14
100 days Mon 03/02/14 Fri 20/06/14

100 days Mon 03/02/14 Fri 20/06/14
100 days Mon 03/02/14 Fri 20/06/14
10 days Mon 23/06/14 Fri 04/07/14

4.1
4.2
4.3
4.4
Prepare Project Report

Perform Revisions if Necessary
Review Performance
Milestone 4 Reached
Project Completed
1 day
2 days
0 days
132 days
0 days
Mon 23/06/14
Wed 25/06/14
Fri 04/07/14
Thu 02/01/14
Fri 04/07/14
Mon 23/06/14
Thu 26/06/14
Fri 04/07/14
Fri 04/07/14
Fri 04/07/14
Please Note:
For a more detailed look at the Gantt chart, please find the attached MS Project or PDF
file titled Green Research Project WBS in the PROJECT DOCUMENTS folder.
Activities that have been added in are in Italics, while added milestones are in bold. You
can also find the Network Diagram in the PROJECT DOCUMENTS folder under the
name Green Research Project WBS Network Diagram.pdf.

Task 4: Summary of Assignments

The activities being allocated are based on the individual characteristics of each
team member, which will include a members skills, abilities, and backgrounds. On this
project, Robert is appointed the role of Project Manager, while Ito is appointed Program
Manager.
The internal staff members include Matt, Teresa, and Le, and the external
consultant is James, Anne and Deb. As there are little members in Human Resource,
Robert and Ito will be handling the bulk of the projects synchronization. Robert will be
ensuring that the project move forward in a timely manner while Ito will ensure its
quality.
While all members of the team will be working on research at one point in time,
Itos experience will allow him to leader in the open software development aspect. Ito,
will lead Le, Matt, Teresa, and the consultants and ensure proper identification of
problems and solutions. They will also perform telecommuting. Robert, on the other
hand, will be spearheading risk identification.
Both Robert and Ito will come together with managing weekly project reviews,
updating information with the team and timeline as necessary. Robert will determine the
three-point estimation for tasks and update task priorities. As the project nears its end
date, Robert and Ito will prepare the project report, and review it with Ben. Le, Matt,
Teresa, and the consultants will be around to perform revisions as necessary.
Note: Please refer to the Summary of Assignments.xlsx file in the PROJECT
DOCUMENTS folder for a detailed hourly breakdown for each individual.

Task 5: Contingency Plans

The current WBS is set in place specifically to avoid falling behind schedule.
Measures like weekly team and project sponsor meetings are put in place specifically to
ensure there is effective communication between all team members. However, even with
the best of measures, there are unpredictable events which can put a project behind
schedule. If this should happen, and the deadlines and quality cannot be renegotiated,
then the project will have to suffer financial strains. Below are a few ways that a project
can deal with this situation as possible contingency measures.
Additional Consultants
Depending on how far behind the project has become, hiring additional
consultants for a short period of time may be a good option. This option undoubtedly
increases the budget, which could potentially take finances away from a different part of
the project. An alternative option is to give the current consultants more tasks. However,
this alternative option does not alleviate the financial increase of the budget.
Reallocation from Different Department within the Project
Pulling resources from different departments is not ideal. However, depending on
the individual, he or she may be able to assist other team members with catching up,
while still being able to complete their own tasks. This option is heavily dependent on
the individual and is a risky option as it can also decrease the individuals moral.

Overtime
Overtime is a costly option that puts strain on the members of the team. Not only
does this option create a financial stress, but it can ultimately lead to low moral with the
staff. An alternative to overtime can be time off in lieu. While still not a permanent
solution, time off in lieu can alleviate immediate difficulties with the current budget.
Suggestions to Avoid Future Slip-ups
As aforementioned in this section, effective communication is of the utmost
importance. However, the unfortunate truth is that unpredictable issues can come up
from time to time. At this time, it is important for the project manager to address these
issues and act swiftly in improvising and resolving any problems. Actively updating task
priorities with the three-point estimation approach when necessary may take a bit of extra
time, but it is a good preventative measure to counter these slip-ups.

Part 4: Costs
Task 1: Cost Estimates
Assumptions:
Le is absent for the first four weeks; Deb works as a part-time editor and
consultant.
Labour Rate/ Hour:
Project/Program Manager (Ben, Robert, Ito): $100
Team Members (Teresa, James, Le, Deb): $90
Technical Specialist (Matt):$80
Outsourced Labor: $200
Average Working Hour/ Month:133

Project to complete in (month):
6

Task 2: Cost Baseline

Task 3: Financial Progress Report

Actual Data:
PV=$160,000; EV=$150,000; AC=$180,000; BAC=$500,000
a)
Cost variance=EV-AC=150,000-180,000= -30,000
Schedule variance=EV-PV=150,000-160,000= -10,000
CPI=EV/AC=150,000/180,000=0.8333
SPI=EV/PV=150,000/160,000=0.9375
b)
EAC=BAC/CPI=500,000/0.8333= 600,024

Estimated time to finish the project=Original months/SPI=6/0.9375=6.4months

According to the information in the chart, the estimated time to finish the project
is 6.4 months, which is longer than the original planned time, 6 month. From the chart we
made, it is easy to find out that the actual cost line is always right above the planned
value line and the planned value line is close but still always right above the earned value
line.
c)
The relationship between actual cost line and planned value line shows that the
cost is more than the plan while the relationship between planned value line and earned
value line shows that the project falls behind the schedule. The project was planned to
finish in 6 months; however, now it need 6.4 months after 3 months progress. As a result,
the project is now over the budget and behind schedule.

Task 4: Cost Corrections

We are now informed of two problems. The first one is that consultants outside
our company spend more time than we have planned on their part of project although
they said they have tried their best to finish the job. The other problem is that I have
underestimated the travel costs for this project. The wrong estimation may affect the
whole progress.
In order to solve the problems, I rechecked the whole plan of the project and try to
find out the reasons of the occurrences of the problems. On the one hand, the consultants
fell to finish the task on time. This problem may happen because of the inefficiency of the
collaborated work. Since the consultants are not enough familiar to each other and all live
far away from each other, it may help if we hold meetings or even web conferences for
the consultants regularly in order to let them know each other and work together more
efficiently. Besides, we can follow up a report of the evaluation of their input and provide
some rewards for the consultant who finishes the task on time and encourage and
motivate them to make more progress.
On the other hand, facing with the problem of underestimating the travel costs, it
is better to firstly find out the available fund that is left. Since there is still amount of
money left after the cost estimate, we can use this sum of money to cover the gap of
travel costs. Besides, we already prepared some money for the perform revision in the
plan, so we have some spare money to fix the problem. In addition, we can try to
minimize the budget cost of travelling. We could hold meeting with consultants to further
decide the budget cost of travelling. Moreover, we could inform our project sponsor to

provide some additional fund for us if necessary. Besides, in order to avoid other
estimating problem, it is better for the team to confirm the estimate.

Part 5: Quality Management

Task 1: Quality Standards
No.
1.
Quality Standards
Computer models
2.
Financial analysis
3.
Research methods
4.
Communication
5.
Report
Standard descriptions
Using Excel to develop computer models
Providing high-efficient network equipments
Using consolidating energy-efficient power supply
Using efficient cooling systems: Following the standardized
operating environments for equipment set forth by the
American Society of Heating, Refrigerating and AirConditioning Engineers (ASHRAE)
Using consolidating storage devices
Using sustainable materials and reducing hazardous
materials by following the requirement of the Restriction of
Hazardous Substances (RoHS) Directive
Including cost variance, schedule variance, cost performance
index, schedule performance index
The project must be under budget of $500,000 ($300,000 for
internal labor + $200,000 for outside sources); budget is
used no more than 6 months since the project started
Financial reports have to be detailed, including the name of
labors who are persons in charge
literature review: journal & book reviews, update the latest
issue about green computing (e.g. Energy Star standard)
survey: survey to virtual Community of Practice that related
to green computing
interview: direct interview to internal labor, external users,
and green computing experts
experiments/ testing: applying the knowledge into practice
improvement and evaluation
organizing regular meetings, every meeting has to generate a
meeting notes and has to be distributed to all meeting
member
using wiki for collaborating all works and giving feedback to
others work.
setting up a clear timetable and reasonable deadline
providing appropriate equipments for every meeting (faceto-face and virtual meetings) : laptop, webcam,
teleconferencing tools, internet modem, etc
High quality research reports, including
o Project proposals

o Status/progress report
o Timetable/Scheduling
o Requirement matrix
o Scope statement
o Work-breakdown structure
o Cost estimation report
o Resources and duration estimation report
o Financial reporting: including cost variance, schedule
variance, cost performance index, schedule performance
index
o Methodology research reporting
o Research on conflict report
o Risk management report
o Procurement management report
o Final project report

Task 2: Basic Tools of Quality

The Seven Basic Tool of Quality includes cause-and-effect diagrams, control
charts, run chart, scatter diagram, histogram, pareto charts, and flowchart (Schwalbe,
2010). In this paper, the flowchart will be selected to create a scenario related to green
computing project.Flowchartsprovidegraphic displays of the logical and flowingprocesses
that describes how problems occur and how processes can be enhanced (Schwalbe,
2010). According to Schwalbe (2010), flowcharts is described that they show activities,
decision points and the order of how information is processed (Schwalbe, 2010, p. 318).
The figure provides a flowchart that shows the the process a project team manage change
request for a project.
In the flowchart above, when a change request is occurred, the first step for a project
team to do is to record the change request. There are two cases followed with this step. In
the first case, the change request is reviewed and accepted; change details and plans will
be documented within the change record. In another case, the change request is reviewed
and rejected. Steps and details about how the change will be made will be clearly

described; what is more, back-out plans will be made in case of a failed change. In the
next step, the change is implemented based on the plans documented in the change
record. If the change turns out to be a success, change record are automatically closed
after 15 days. If the change turns out to be a failure, there will be no change for the
project. In a word, flowchart can be a very useful tool to show a clear and detailed
process for dealing with change request in the green computing project.

Task 3: Article Report

In the article Green computing: Practice of Efficient and Eco-friendly
Computing Resources, Chakraborty, Bhattacharyya, Bedajna and Sattarova discussed in
2009 for International Journal of Grid and Distributed Computing several green
computing initiatives currently implemented in computer industry (Chakraborty,
Bhattacharyya, Bedajnaa & Sattarova, 2009). In the beginning, the authors defined green
computing as the practice of using computing resources efficiently (Chakraborty,
Bhattacharyya, Bedajnaa & Sattarova, 2009, p. 33). The authors assert that green
computing plays a vital role in saving energy and protect environment. The authors also
pointed out both industries and consumers are paying increasingly attention to green
technologies aimed for using energy efficiently. In addition, the authors described several
initiatives related to green computing implemented by IBM, VMware Inc, and SUN to
achieve the goal of energy efficiency. However, the authors stated that there is still an
over waste of energy and over pollution along with the production of computer.
Therefore, the authors put forward several recommendations for efficiently use computer
and resources, including replacing petroleum-filled plastic with bio-plastics, avoiding the
discarding, using silver and copper instead of toxic materials, replace hard drives with
solid-state or flash (Chakraborty etc., 2009).
This article provides a high-quality research report related to green computing for
several reasons. First, the authors use hard numbers and ratios to demonstrate the fact of
over waste of energy, which is objective and convincing. Second, the authors has
succeeded in making the argument that more companies have implemented green
computing programs by providing examples of IBM, VMware Inc., and SUN. Last but

not least, the authors brought about several pieces of recommendations related to green
computing, which is the core of the research report. These recommendations are practical
and useful for reducing energy and protecting environment.

Part 6: Human Resources

Task 1: MBTI & Introductory E-mail
Communication and understanding is quite essential in a working group. Peoples
personalities will greatly affect the ways of communication and understanding in a group.
Myer-Briggs Type Indicator (MBTI) Test helps people to better understand others and
also one himself. MBTI is a kind of psychometric test developed to identify and
characterize personality types. In a project and especially a virtual team, fully
understanding others personalities will promote the cooperation among the team
members.
MBTI mainly characterize people by four criteria, which are Extroversion (E)
Introversion (I), Sensing (S) Intuition (I), Thinking (T) Feeling (F), and Judging (J)
Perceiving (P). Peoples personality will tend to one side in each criterion. They four
pairs are opposite to each other. For instance, an extrovert person is used to get along
with others and prefer to share ideas with others while an introvert person enjoys staying
alone and listening to others.
MBTI helps us to understand the different personality of the team members. As
we all know, when we deal with different people, a variety of methods may be chosen. It
will help us to better communicate and to better understand others if we deal with a kind
of people with a certain way they like.
In a project team, it is better and easier for the leaders to conduct and organize the
team when they are familiar with the team members personalities. They could choose the
most effective leadership style when they are faced with different team members. With
the help of MBTI, the leaders will have more references when they make decisions and

assign tasks. They will be able to make use of the strengths of the members and avoid
some problems when they take their personalities into consideration. For instance, a
leader who is new to the project group and has the results of MBTI of his team members
would be easy to make decisions and find the suitable people to deal with different tasks.
He may consult a member of ENFP type for more innovations and ideas and choose him
to show his idea in the front of other members since this type of people is quite open and
creative; they are also good at communication. Relatively, the leader may leave more
rooms for a person of ISFP type who is more sensitive and introvert. Similarly, the
differences of the MBTI type of a project manager would also determine his leadership
style. An ENTJ type leader will make more appropriate decisions since he is more farsighted, logical and intellectual. An ENFJ type leader has more enthusiasm and is
friendlier and who more suits the affiliative leadership style; he will make friends with
his subordinators and then affect their attitude.
In a virtual team, the team members may apply email and video conferences to
communicate with each other. People of different personalities will have obvious
different behaviors. For example, as we know introvert people do not like to stay and talk
in the crowd; without the stress from a formal conference, introvert people may feel more
comfortable when they are far away from other members in the meeting. However,
without the stress from a formal conference, they may say fewer words than in a formal
meeting since they are not well-encouraged. On the other hand, an extrovert person will
have more freedom to say out his ideas. In addition, a sensing person is more realistic; he
will focus more on the important issues in the meeting while intuitive person is more
imaginative and risky who may easily lead the discussion to some other topics that are

not directly related to the meeting. Also, a person prefers thinking may easily have
conflicts with a person greatly prefers feeling since one is more logical and the other is
lack of logic. Similarly, the pair of judging and perceiving will also has different opinions
due to their different personality and way of thinking.
When people of different and even conflict personalities are in one virtual team,
the way a leader leads the meeting is quite important. He should make use of the
strengths of those personalities and avoid their weaknesses. The way of grouping people
will affect the result of the meeting. Although people of conflict personalities may have
conflict way of thinking, they can also be complementary to each other. In a word, the
leader could make full use of the MBTI Test to improve the work.
Items written in Email Response:
The basic information of myself including my working experience, especially the

feelings about and reflections about the five-week experience in Green
Computing Research Project.

My own MBTI test result will be attached and analyzed.
I will analyze the members MBTI test result and point out the common
characteristics between us. I will show my imagination of working with such a
type of person.
The information of the project will be mentioned.
I will ask them what kind of job they are glad to do and what similar work they
have done.
I will also ask them what schedule they would make if they are project manager.
Task 2: Responsibility Assignment Matrix

R: Responsibility
A: Accountability
C: Consultation
I: Informed

Task 3: Human Resource Concerns

In a working group, conflicts of ideas are unavoidable due to group members
different experiences, personalities, and way of thinking. In the first meeting, many
conflicts exist. The appearances of these conflicts are mainly because of peoples
different personalities.
A couple of team members are not comfortable with the tools used for the project.
James was not pleased since other members can change his work in a wiki. Le was not
used to webcam and does not like to show her face on video during the virtual meeting.
Both of them feel uncomfortable because of their personality. Although James is a great
resource, he is extremely reserved; he was not accustomed to share information and ideas
with others. Le is quite an introvert person who enjoys staying alone and hates to show
up and talk in the crowd.
In order to reduce the conflicts in the group and create a more harmonious
environment, many methods can be applied. One reason why conflict occurs is that the
group members are not familiar enough with each other. They have not found out the
proper and best way to communicate with each other. They may also have some bias or
prejudice when they just first met others. Thus, the first way to avoid conflict and
improve the communication is team-building activities. The first activity could be the
introduction and discussion among all the members. Then, some team games could be
applied to the group to make them more close. The second way to establish relationships
among group members is to ask them to do collective work together in one place. The
third method is training. The project manager could set some activities and lessons to
enhance their collective working skills.

When conflicts really occur, there are also some strategies to deal with the
conflicts. The first one is try to solve the problems that result in the conflicts. For
instance, James is not happy to share his ideas in wiki, the group could, to some extent,
reduce the use of wiki and apply other tools. When it comes to Le, she felt uncomfortable
to attend virtual conferences; so if possible, Le could try other communication tools when
the others are making virtual meeting. However, a group cannot always change plan for
an individual especially when the change may affect the effectiveness and efficiency of
the work, so the second strategy is to compromise. Everyone may make compromise. The
group may held some face-to-face meetings and reduce the frequency of virtual meetings;
or the group may allow Le to do other things such as eating to reduce the uncomfortable
feelings. The third strategy is adhering to the project schedule, so Le and James should
try to overcome their uncomfortable feeling themselves. This strategy is not cruel since
those rules or schedules in the project are quite normal. The last but not least strategy is
that the whole group especially the project manager go and communicate with those
members who are not pleased with some plans; and help them to gradually overcome
those problems. Communications and encouragements can always help to build good
attitude.

Part 7: Communication Systems

Task 1: Memo
Dear Will,
I have several problems in my project team, and I need your help for several issues in
regards to communication management. In short, my problems are
(1) Lack of equipment utilization as a communication media (a shared site and webcam)
(2) The meeting lasts too long, related to the different working style among members
(3) Slow project progress, and
(4) Insufficient good data.
Would you mind to have a short discussion about these problems later on today?
Thank you,
Daniel

Task 2: The Use of Wikis

Wiki is open source Internet-based software that has been widely adopted by
companies to collaborate and manage knowledge surround them. The Wiki users can
contribute by modifying the contents with up-to-date information, and this application
has been so valuable in knowledge management purposes these days (Yeo & Arazy,
2012). Employees may find wiki uncomplicated to be used no matter what kinds of
operating system employees have; it also integrated with PDF files, spreadsheets, Word
document, chat messaging etc. The employers may find it relatively cheap and useful to
manage knowledge, especially tacit knowledge. The benefits of using this application are
to lessen email traffic and to collect and share knowledge from different functions in a
company, and keep the knowledge inside the company (Edwards, 2007). One of the
Wikis users is IBM, which adopted this technology in 2004. The company uses Wiki for
several functions, such as a simple web portal to more complex applications, such as
content generation (e.g., creating a product manual or FAQ database), project
management, and an application to support communities of practice (Yeo & Arazy,
2012, p.60).
The corporate wiki is very useful for the Green Computing Research Project;
however, the project leader has to overcome several challenges. One of them is the
attitude towards knowledge sharing. According to Luis Suarez, a social software
evangelist at IBM, [t]he major inhibitor right now for wikis to succeed in the corporate
world, for large businesses and small businesses, is the mentality of knowledge is
power (Misener, 2012, Feb 20th). Therefore, the company has to change the
organizational behavior towards knowledge sharing, by making team members realize the

benefits of using wiki for their job and the project goal. Another challenge of adopting
corporate wiki is the fact that massive knowledge would turn to a mess if nobody take a
control over it. This can happen because everyone can freely add or delete information as
they want; as a result, the information collected even deviated from the original ideas.
Therefore, content management is crucial; someone has to be assigned to ensure the
corporate wiki more useful, structured, searchable, and navigable over time if people are
updating, linking, and tagging wiki content (Edwards, 2007).
All in all, wiki is a helpful tool to gather knowledge. However, companies have to
notice the disadvantages of this application, which are the hesitance of employees to
share information and the chaos arising from the freedom to contribute. Therefore, if a
company or a project have employees who show supportive behavior in sharing
knowledge and have employees (usually IT) who in charge in content management, wiki
is a right tool for knowledge collaboration and communication in a company or a project.

Task 3: Overcoming Communication Conflicts

Communication management is one of the important parts of project success. An
excellent technology and smart team members would be less useful if the members
cannot communicate well one and another. In the case of Green Computing Research
Project, there are several issues that require special attention in the regards to
communication management. This paper will discuss two of them: firstly, some members
avoid using the given communication tools, and secondly, the members possess different
working style that leads to the inefficiency of the meeting. Then, the paper provides
solutions in order to solve the two issues.
First, the team members do not utilize the tools a shared site and webcams
provided to facilitate better communication. The members are asked to use a shared site
to place their works; however, they prefer to use email instead. Moreover, some members
do not use webcams when there is a virtual meeting. In relation to the shared site, the
project manager should know the reasons why they refuse to use this site, whether the
issue occurs in the lights of technology (e.g. difficulty using the tool) or organizational
behavior towards new technology. If the former is the reason, the project leader should
talk to the IT employees to make the site easier to be used for non-technical members. In
this case, the IT employees and the project team members have to sit together, discussing
the hard time of using the shared site. If needed, the IT team can also hold a training
session for the members.
On the other hands, if the reason is because the organizational behavior towards
new technology, the project leader should be more assertive demanding the members to
place their works in this shared site. They may use various types of communication tools,

like email, chat messaging applications, telephone, webcam, and so on, but at the end,
they have to put their knowledge and works in this shared site. Because from this site,
other members can give feedback, and this surely increase the quality of research and
reports. More importantly, they have to know that the success of their work will be
assessed through their involvement to be active in the shared site, for instance corporate
wiki.
Special case occurs when James refuses to use the shared site and wiki because he
does not want to share his ideas and also does not want other members to change his
works through wiki. For this case, there is no other way than to force him to use this site.
Besides, all members have already agreed to post their works in this site, so they have to
show their integrity by doing what they have said. If they still refuse to do so, the project
manager has to do nothing but replace them with people who are willing to cooperate.
Furthermore, in relation to the use of a webcam, the leader has to ask why they do
not use webcam. Is that because they do not have it or they do not want to use it? It is
easy if the former is the reason; the leader only need to provide it, by either buying or
renting it. However, if the latter is the reason, first and foremost, the leader has to explain
why webcam is very important for them, by emphasizing the benefits of including body
language, eye contact, and facial expression while having a virtual meeting. Le is one of
members who is not comfortable to use webcam. Convincing Le is a challenge for the
project manager. However, as the case of the shared site, the project managers has to be
more assertive to demand all members to use whatever needed to produce high quality
results.

The second issue is the differences in the ways of work and personalities. Some
members are very talkative, and some show the opposite. The talkative members
oftentimes slow down the meeting and make the meeting inefficient. In this case, the
leader of the meeting plays an important role in addressing this issue. Bearing in mind,
the leader of the meeting does not always the manager of the Green Computing project; it
depends on the purpose of the meeting. Essentially, the leader of the meeting must have a
set of leadership skills, which in this case are the proficient capabilities to motivate and
communicate.
First of all, the meeting leader has to know the working style of each member. It is
important that the leader possesses a high interpersonal skill, so that he or she can
motivates all members to participate in every meeting, especially for members who have
a weakness in oral communication. Additionally, the leader must act as a time keeper,
ensuring that all members have an equal opportunity to speak in a given meeting time.
Oftentimes, the talkative members deviate from the main topic when they try to develop
their thought. Therefore, the leader should be alert to return the conversation back to the
original topic; otherwise, other members may feel overwhelmed and may not even get the
gist of the meeting because too many things are discussed at the same time. These
leadership skills are indispensable to produce an efficient meeting. In addition, the leader
should tell clearly the purpose of the meeting in advance so that members do not come
without preparation. Moreover, at the end of the meeting, the leader has to end the
meeting by giving a summary of the meeting, integrating all important information
covered in the meeting. It may be useful to give a clear to-do list for the next steps or to
give the information that would be discussed for the next meeting.

Part 8: Risk Management

Task 1: Risk Register
Please Note:
The Risk Register is located on a Microsoft Excel spreadsheet and can be found in the
PROJECT DOCUMENTS folder with the name Risk Register.xlsx.

Task 2: Potential Risks

Ranking
Potential Risk
Communication inefficiency - members do not want to use a

shared site
Communication inefficiency - the meetings take too long
Over budget needs additional travel cost for face-to-face

meeting at least twice a month
Additional cost - extra cost for hiring other consultant to replace

James
Proficient capability of team members
Good quality of computer model and reports

Task 3: Response Strategy

Based on the risk register in part 8.1, I want to develop strategies for one of
negative risk and one of positive risk. The negative risk is related to the communication
efficiency. Some members do not want to use the shared site, provided to them because
they prefer to use emails, especially James. By doing that, other members cannot see
Jamess work and they cannot give feedback using wikis. James feels uncomfortable to
share his work with others, especially knowing that other members can add or delete his
work in this wiki.
This situation is not favorable for the company because the benefits of the wiki as
collaboration tool (for documentation purposes) and as a means of communication
(giving feedback) cannot be perceived by the team members. Therefore, the project
manager should to talk to members that reluctant to use the site, especially James, and
convince them to use the site as the one and only final communication tools for common
good. Basically, if the users think that they are doing right, they could discuss with the
member who change their work (or maybe talk to the project manager to get second
opinion), and change it again according to the discussion result. They do not need to
worry about losing their original work because this work will appear when they open
recent changes. The worst scenario is when James still does not want to share his work
in the shared site. If this happens, the project manager has to act decisively by letting
James go from the project, because, essentially, James is not helping the project. He
cannot work in a team and refuse any feedback for the sake of the project. The project
manager has to find other member to replace James. If this worst scenario occurs, there
are cost and time consequences that must be faced by the project leader and members.

The project manager has to hire new member as soon as possible. It needs extra time to
hire the new one and introduce the project to this new member, especially because the
project has been running for 3 months since the project started. It may take time as well
to get along with other members. Therefore, the progress of the project may take longer
than expected
The positive risk of this project is about the selection of high-quality team
members in their fields. In this case, the project manager and Ben (the project sponsor)
bear the responsibility to choose the project members (Matt, Terese, James, and Le, who
are expert in their fields), plus an external consultant (Deb, who is a part-time editor and
consultant). It is very important to have qualified human resources who already know
what to do and not to do, since they have appropriate educational background or
sufficient working experience. It is also important to keep evaluating the working
performance of all team members, because even though they are very proficient in their
job, they are less able to adapt or do not want to work in a team. The project manager has
to notice this as a threat, and should determine whether they harm the project or not.
Hiring high quality team members may result in higher cost--related to salary.
This is because the company pays for their expertise. However, this may be more
beneficial than hiring members who do not have expertise since they may not achieve the
quality standard set by Ben, the project sponsor. As we know, Ben is very demanding
about the quality of the reports, considering his examples of reports that are very
professional and detail. Ben says that delivering a good product is the most important
goal and he expects that the project ends on time. Assuming that the project manager
hires members with no or less expertise, these members may need longer time to learn,

analyze the situation, and make reports. They may also need to buy books or journals in
order to gain more knowledge, which creating another cost. After that, they may need
some times to read these books or journals before they apply the knowledge into the
project. In this way, they may slow the project progress down in the lights of time and
cost inefficiency. All in all, hiring members with expertise may lead to the success of the
project.

Part 9: Solution Procurement

Task 3: Consulting Agreement Contract
This Agreement is made this 2 day of January, 2014, by and between We Are Big Inc.
(hereinafter known as Company), a corporation organized and existing under the laws
of the British Columbia and Green Energy Inc. (hereinafter known as Consultant). This
service Agreement is to provide Company with consulting services in green energy
development, and is to be computed by Consultant.
WHEREAS, Company is operating in Green Computing Research Project;

WHEREAS, Consultant is a firm with expertise in green energy development;
WHEREAS, Company requires services from Consultant as such advice and assistance to
the Company under the terms and conditions of this Agreement;
NOW, THEREFORE, the Company and the Consultant hereby agree as follows:
Consulting Services
(a) Subject to the terms and conditions of this Agreement, the Company hereby retains
Consultant as a consultant and technical advisor to perform the consulting services
specifically set out as green computing research (hereafter known as Services), as said
Exhibit may be amended in writing from time to time, and Consultant agrees, subject to

the terms and conditions of this Agreement, render such Services during the term of this
Agreement. Such services shall be limited to the area of green computing research, as
amended in writing from time to time. Consultant shall render services hereunder at such
times and places as shall be mutually agreed by Company and Consultant. Consultants
commitment hereunder shall not exceed 20 hours per week at an agreed rate of $200/hour
during the contract term. Consultant has 100 hours available to use other consultants
within Consultants employment. Additional consultants employed by Consultants are to
be employed at an agreed rate of $150/hour. Weekly timesheets must be provided to
Companys Project Manager.
(b) Consultant will attend weekly virtually meetings and monthly meetings at a location
decided by the Project Manager. Travel costs are to be reimbursed from Company to
Consultant. Receipts must be submitted to Project Manager at the time of invoice in
order for Consultant to be reimbursed. Efforts will be made by Consultant to ensure that
travel costs are kept to a minimum. All flights must be booked through economy fares or
equivalent depending on airline availability.
Business and executive class travel is
explicitly prohibited. Hotel accommodations must be between three to four star rated, or
comparative based on Expedia and Travelocity. Determination of travel reimbursement
will be at the discretion of Company and Consultant must communicate travel
arrangements with Company to ensure travel reimbursement will be compensated.
(c) Consultant agrees to release all ownership of intellectual properties from research to
Company and acknowledges that Company will be the sole proprietor of all findings
during the tenure of this agreement. Both Consultant and Company acknowledge that in
connection with Consultants services, Company may disclose to Consultant confidential

information and trade secrets pertaining to Company. Consultant acknowledges that all
information provided by Company is confidential and accepts legal responsibility should
the Consultant disclose information to outside parties not mentioned in this Agreement.
Subject to the terms and conditions of this Agreement, Consultant hereby agrees that
during the term of this Agreement and for a period of three (3) years thereafter: (a)
Consultant shall not publicly divulge, , publish or otherwise disclose any Company
Confidential Information without the Companys prior written consent, which consent
shall not be unreasonably withheld; and (b) Consultant shall not use any such Company
Confidential Information for any purposes other than consultation with the Company,
except that Consultants use of such information for purely internal academic research,
and shall not breach this Agreement provided that Consultant is not in breach of the
Intellectual Property provisions as stated above in this Agreement.
(d) This Agreement shall remain in effect for a term of one (1) year commencing on the
date first written above, unless sooner terminated as hereinafter provided, or unless
extended by agreement of both Company and Consultant. This Agreement may be
terminated by either party, with or without cause, upon thirty (30) days prior written
notice to the other; provided that if Consultant terminates this Agreement, Consultant
shall, in accordance with the terms and conditions hereof, nevertheless wind up in an
orderly fashion assignments for the Company which Consultant began prior to the date of
notice of termination hereunder.
(e) In the case that Consultant causes delay to the project, as determined by Companys
Chief Information Officer, in which the delay creates up to and exceeds two (2) weeks
past the July 4, 2014 deadline, a penalty of 5% will be imposed upon Consultant.

However, should the project be completed ahead of the scheduled July 4, 2014 deadline
by or exceeds two (2) weeks, a bonus of 5% will be awarded to Consultant.
(f) Upon termination of this Agreement for any reason, Consultant shall be entitled to
receive such compensation and reimbursement, if any, accrued under the terms of this
Agreement, but unpaid, as of the date Consultant ceases work under this Agreement. In
addition, Consultant shall be reimbursed for any noncancellable obligations, any
cancellation penalties, and, unless Consultant terminates the Agreement without cause,
any expenditures reasonably made in order to perform the Services that were to occur had
cancellation not occurred.
Therefore the parties expressly agree that no party may assign this Agreement without the
written consent of the other.
IN WITNESS WHEREOF, the parties have executed this Agreement on the dates
indicated below.
[CONSULTANT]
By:
____________________________________
Anne Green, Green Energy Inc.
Date: January 2, 2014
[COMPANY]
By:
____________________________________
Mark Energy, Controller, We Are Big Inc.
Date: January 2, 2014

Task 2: Executive Summary and Table of Contents

Please find the Executive Summary on page 2 of this document, and the Table of
Contents on page 3 and 4 of this document.

Task 3: Lessons Learned Report

Prepared by: Daniel Tseng
Date: December 22, 2013
Project Name: Green Computing Research Project

Project Sponsor: Ben Blue
Project Manager: Robert Red
Project Dates: January 2. 2014 July 4, 2014
Final Budget: $489,910
1. Did the project meet scope, time, and cost goals?
The project met the scope and cost goals. We were successful in ensuring the quality of
the documentation we produced and we believe we created an effect project plan.
According to our cost estimate, we came under budget at $489,910. If we are to consider
not taking assumptions of project completion at the three month point, the project will
have finished in six months as planned. On the contrary, if we are to assume that we have
completed three months of the project, and have data of PV = $160,000, EV = $150,000,
AC = $180,000 and BAC = $500,000, then the project will have been behind schedule
and completed in 6.4 months.
2. What was the success criteria listed in the project scope statement?
The success criteria listen in our project scope statement was to provide a full extensive
report, including: detailed financial analyses and recommendations of green computing
technology implementation within a 6 month time period.
3. Reflect on whether or not you met the project success criteria.
As brought up in question one, I think that the projects success is determined on whether
we are to take the aforementioned assumptions into consideration. We were able to meet
the scope and cost goals, but depending on whether the assumptions are taken into
consideration will establish if we were successful in meeting the time goal.
4. In terms of managing the project, what were the main lessons your team learned?
In terms of managing, the main lessons the team learned surrounded topics of time
management and communication. A closer look and follow up of the WBS and Gantt
chart is a way to keep track of how mitigate issues of time management. When issues
regarding time goals arise, it is important to rework activities to prioritize tasks that
require more attention. This however, comes down to having strong and effective
communication between team leaders and team members. The importance of effective

communication, whether via email, remote video chat, or face-to-face meetings must be
greatly emphasized.
5. Describe one example of what went right on this project.
Budgetary goals were one of the things that went right on this project. We were not only
on target, but additionally below budget as well. Should there have been other
unforeseen issues that would have required contingency resources, we would have been
prepared.
6. Describe one example of what went wrong on this project.
While the project met budgetary goals, I think that this is consequently a double edged
sword in that more resources could have been spent in the research phase. This could
have potentially given better research feedback and product information.
7. What will you do differently on the next project based on your experience
working on this project?
Based on the experience obtained from this project, we will ensure that we monitor the
data closer so that there will be less possibility of time goal issues. We will also try to
more effectively use the budget to get better research results.

RESOURCES
1) Chakraborty, P., Bhattacharyya, D., Bedajna, S., &Sattarova, N. Y. (December 01,
2009). Green computing: Practice of efficient and eco-friendly computing
resources. International Journal of Grid and Distributed Computing, 2, 3, 33-38.
2) Google Green. (n. d. ). Our Data Center.Energy Efficiency.Retrieved from
http://www.google.cn/green/efficiency/
3) Google Green. (n. d.). We Recycle all eliminated from data center electronic
equipment. Energy Efficiency. Retrieved from
http://www.google.cn/green/efficiency/
4) Case Study Telecommuting. (n. d. ). Case Study: Telecommuting. Retrieved from:
http://inst.eecs.berkeley.edu/~eecsba1/sp97/reports/eecsba1d/report/telec
ommute.html
5) Heimbuch. (2009). IBM Letting Up to 20% of Workforce Telecommute.
Retrieved from http://www.treehugger.com/clean-technology/ibm-letting-upto-2ch0-of-workforce-telecommute.html
6) Techopedia. (n. d.). Techopedia explains Server Virtualization. Server
Virualization. Retrieved from http://www.techopedia.com/definition/688/servervirtualization
7) Dell Power Solution.(2008). Server Virtualization in the Scalable Enterprise.
Retrieved from http://www.dell.com/downloads/global/power/ps3q06-20060381Pike.pdf
8) Poeter, D. (2013) HP Unveils New Thin Client, Nvidia Grid-Based Graphic Hub.
Retrieved from http://www.pcmag.com/article2/0,2817,2423364,00.asp
9) Andrew,M. & Laurent, S. (2008). Understanding Open Source and Free Software
Licensing.OReilly Media.
10) Standish Newsroom-Open Source.(2008). Standish Newsroom-Open Source.

11) Bruce, N. (2005). Googles Summer of Code Concludes, a Program that matched
computer science students with free and open source software.
12) Sarah, M. (2007). Green Computing. Retrieved from
http://thefutureofthings.com/3083-green-computing/
13) Schwalbe, K. (2010). Information Technology Project Management (6th ed.).
Course Technology. Boston: Ingram International Inc.
14) Yeo, M. L., & Arazy, O. (2012). What makes corporate wikis work? Wiki
affordances and their suitability for corporate knowledge work. In Design Science
Research in Information Systems. Advances in Theory and Practice (pp. 174-190).
Springer Berlin Heidelberg.
15) Edwards, P. (2007). Managing wikis in business. University Business (September
2007).
16) Misener, D. (2012, Feb 20th). Why you should set up a company wiki. The Globe
and Mail. Retrieved from http://www.theglobeandmail.com/report-onbusiness/small-business/sb-digital/web-strategy/why-you-should-set-up-acompany-wiki/article547626/

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Green Computing Research Project

Sandra Lu, Evelyn Suryowibowo, Daniel Tseng, Amy Yi

Green Computing Research Project

Students: Sandra Lu, Evelyn Suryowibowo, Daniel Tseng, Amy Yi

Green Computing Research Project

Within this paper, information is divulged pertaining to several

applications of Green Computer, including: the disposal of electronic waste and

Green Computing Research Project

Green Computing Research Project

Green Computing Research Project

Part 1: Project Integration

Green Computing Research Project

energy by adopting efficient technology or application of commonly accepted methods

Green Computing Research Project

Virtualization of server resource

Green Computing Research Project

manager and VM operational interfaces, VM monitor interoperability layer, Virtual hard

Green Computing Research Project

Green technology focuses on reducing the environmental impact of industrial

Green Computing Research Project

Task 2: Weighted Decision Matrix

Green Computing Research Project

Green Computing Research Project

Green Computing Research Project

Task 3: Financial Analysis for Green Computing Research Project

Green Computing Research Project

Task 4: Project Charter

Projected Finish Date: July 4, 2014

Project Manager: Daniel Tseng, Daniel123@wearebig.com, 6047573421.

Data center and overall energy efficiency

Disposal of electronic waste and recycling

Virtualization of server resources

Thin client solutions

Use of open source software

Main Project Success Criteria:

Green Computing Research Project

2. Conduct research of possible application for green computing.

Ben, Ito, Robert, Matt, Teresa, Le, James

Green Computing Research Project

Task 5: Project Change Control

Green Computing Research Project

Part 2: Scope Management

Webcams and video

cooling system tools

Training and travel funds

Journals or books related

Recycling program and

Green Computing Research Project

A list of questions we would ask the sponsor about the scope:

Task 2: Scope Statement

Green Computing Research Project

5.Thin client solutions

Green Computing Research Project

Task 3: Work Breakdown Structure (WBS)

Critical Path Method

2.2 Develop Work Breakdown Structure

Conduct Cost/Benefit Analysis

Select for Implementation

3.2 Financial Analysis

Green Computing Research Project

and Update Task Priorities

Weekly Project Review with Project Sponsors

Green Computing Research Project

Task 4: WBS Gantt Chart