Switchboard 2.0 - Project management

1. Project Summary 

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At the inception of Switchboard 2.0, the entrepreneurial ecosystem in Kingston presented a fragmented landscape, where entrepreneurs, both nascent and seasoned, grappled with accessing the right resources at critical stages of their business development. Recognizing this gap, the original Switchboard platform was developed by the Innovation Hub in collaboration with Enactus SLC 2022 as a centralized solution to streamline the entrepreneurial journey. 

 

Building on this foundation, our team, BoardSwitchers, is tasked with evolving Switchboard into its 2.0 iteration. Our aim is to refine and expand the platform's capabilities to better meet the needs of Kingston's entrepreneurial community. This involves not only updating and optimizing the content but also developing sustainable content management guidelines and enhancing community engagement to ensure the platform's relevance and utility. 

 

The primary objective of Switchboard 2.0 is to provide a comprehensive, user-friendly hub where entrepreneurs can easily access information about sponsorships, training programs, workshops, and other resources essential for starting or expanding their businesses. In doing so, Switchboard 2.0 seeks to address the critical need for a more integrated and accessible resource ecosystem, thereby reducing the time and effort entrepreneurs spend in search of support. 

 

To ensure the platform's continued growth and relevance, a secondary objective is to establish a robust framework for content management. This will involve creating a guideline for updating information, adding new resources, and engaging with the community to gather feedback and insights. Moreover, the project will be showcased at the Enactus provincial competition, highlighting its impact and innovation to a broader audience. 

 

Switchboard 2.0 is aligned with multiple United Nations Sustainable Development Goals (UN SDGs), particularly those focused on economic growth, innovation, and sustainable communities. By empowering entrepreneurs with streamlined access to resources, the platform contributes to job creation, economic resilience, and sustainable urban development. 

 

Switchboard 2.0 represents a strategic initiative to enhance the support structure for entrepreneurs in Kingston. By providing a centralized platform for resources and fostering a collaborative community, the project aims to simplify the entrepreneurial journey, thereby contributing to the economic vitality and innovation ecosystem of the region.

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2. Scope and WBS 

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2.1 Scope 

The Switchboard 2.0 project scope includes updating platform content, establishing a content management guideline, enhancing community engagement, and showcasing the initiative at the Enactus competition, all aimed at building a comprehensive resource hub for Kingston's entrepreneurs. 

 

2.2 Project Boundaries 

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2.3 Project Deliverables 

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2.4 Project Acceptance Criteria  

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1) Keeping resources updated and accurate:   

• Resources Accuracy: All content must be verified by resource partners and the Team Content Coordinator. The information would be sourced from resource partners and the program coordinator. 

• Currency of Information: Resources must be reviewed and updated on a bi-annual basis to ensure relevance. New content must reference the resource partners' website. 

• Relevance to Kingston's Entrepreneurs: Programs and resources offered must meet the specific needs of Kingston's entrepreneurial community, as determined through regular feedback loops with local entrepreneurs and resource partners. 

   

2)  Switchboard 2.0 Guideline:  

• Format and Accessibility: Guidelines must be available in an accessible electronic format, ensuring compatibility with common digital devices and platforms. 

• Clarity and Usability: The guidelines should be written in clear, concise language, incorporating visual aids like screenshots and step-by-step instructions to enhance comprehension. 

• Communication Plan: The guideline must include a comprehensive, updated Communication Plan that outlines strategies for engaging with stakeholders, frequency of updates, and channels for feedback. 

 

3)  Enactus Regional Pitch: 

• Adherence to Guidelines: The pitch must fully comply with all specified contest rules and guidelines. Compliance will be confirmed by a checklist review conducted by an internal review team before submission. 

• Alignment with Project Objectives: The content of the pitch must align with the overall objectives of the Switchboard 2.0 project, showcasing the platform's value proposition for Kingston's entrepreneurial ecosystem. 

• Clarity and Impact: The presentation must be coherent, and engaging, and effectively communicate the project's benefits and impact within the allocated time. Feedback from mock presentations to a diverse audience will be used to refine the pitch's clarity and impact. 
   

2.5 Project Constraints 

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1) Schedule: 

• Deadline for Enactus competition: Updating the platform's content must be finished by 7th March 2024 to be able to launch the website right after finishing the pitch in the Enactus competition.  

• Weekly Open Podium schedule: Participation in open podium sessions for pitch practice and feedback every Monday can put time constraints on team members' schedules if the feedback received requires many changes and additional practice sessions. 
   

2) Resources: 

• Budget constraints: While the project itself may have a zero budget, there may be limitations on covering the expenses related to meeting with partners like transportation. In addition, the team is using personal equipment to complete the project, therefore any technical issues might delay the delivery of the tasks because there is no coverage of maintenance expenses or purchase of work equipment.   

• Availability of stakeholder resources: The availability of resources from local resource providers, such as sponsorship programs and educational workshops, may vary, potentially affecting the breadth and depth of content available on Switchboard 2.0. 
   

3) Others 

• Compliance with Enactus guidelines: The project must adhere to Enactus guidelines and competition rules, which may restrict certain project elements or strategies.   

• Stakeholder travel constraints: In situations where stakeholders, such as team members or community stakeholders, need to travel for business trips or other commitments, it may impose constraints on their availability for in-person meetings or collaboration efforts related to the Switchboard 2.0 project.  
   

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3. WBS

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This WBS was prepared based on our deliverables according to the instructor's instructions, not the traditional five phases (Initiate, Plan, Execute, Monitor and Control, and Close).

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4. Schedule 

For the Switchboard 2.0 project, we have employed a blend of the waterfall methodology and concurrent task management to construct the schedule. The waterfall approach guarantees a systematic progression through the project phases in a linear sequence, ensuring that each task is completed before the next one begins. This method is pivotal for clear milestone identification and monitoring progress. We have strategically aligned various project activities to proceed in parallel, significantly boosting efficiency and reducing idle time between tasks. This approach enables team members with diverse responsibilities to work on their tasks simultaneously, facilitating seamless coordination and ensuring the project stays on track for timely completion. By integrating these methodologies, we aim to optimize the use of resources, compress the project timeline, and guarantee the delivery of the final product by the set deadline of April 5, 2024. This structured yet flexible scheduling strategy assures that we can meet our project milestones through diligent planning and execution.  

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5. Budget 

Our project, Switchboard 2.0, is part of the Enactus organization at St. Lawrence College. As an Enactus team, we operate within the framework and support provided by the Enactus association. Enactus covers all expenses associated with our participation in the provincial Enactus competition, including accommodations, travel expenses, and miscellaneous expenses. We have used Three-Point Estimating (PERT) to estimate the budget for the project. 

• Project Management Plan:                                                                 
  Optimistic Estimate: 90 hours,  Pessimistic: 110 hours,  Most Likely: 100 hours 

• Update Content: 
  Optimistic Estimate: 90 hours,  Pessimistic: 110 hours,  Most Likely: 100 hours 

• Switchboard Guidelines 2.0: 
  Optimistic Estimate: 85 hours,  Pessimistic: 100 hours,  Most Likely: 92 hours 

• Pitch Contest: 
  Optimistic Estimate: 38 hours,  Pessimistic: 45 hours,  Most Likely: 42 hours 
   
  We calculated the expected value (E) for each deliverable using the formula: 
  E = (Optimistic + 4 * Most Likely + Pessimistic) / 6 

• Project Management Plan: 
  E = (90 + 4 * 100 + 110) / 6 = (90 + 400 + 110) / 6 = 600 / 6 = 100 hours 

• Update Content: 
  E = (90 + 4 * 100 + 110) / 6 = (90 + 400 + 110) / 6 = 600 / 6 = 100 hours 

• Switchboard Guidelines 2.0: 
  E = (85 + 4 * 92 + 100) / 6 = (85 + 368 + 100) / 6 = 553 / 6 = 92.17 hours (rounded to 92 hours) 

• Pitch Contest: 
  E = (38 + 4 * 42 + 45) / 6 = (38 + 168 + 45) / 6 = 251 / 6 = 41.83 hours (rounded to 42 hours) 

• Project Management Plan: 100 hours allocated for creating a comprehensive plan outlining project management strategy. 

• Update Content: 100 hours dedicated to reviewing, collecting, and updating content for the Switchboard 2.0 platform. 

• Switchboard Guidelines 2.0: 92 hours utilized for developing guidelines to ensure effective use of the Switchboard 2.0 platform. 

• Pitch Contest: 40 hours invested in preparing for and participating in the Enactus competition's pitch contest. 
   
  Total Estimated Budget = (100 hours + 100 hours + 92 hours + 40 hours) = 332 hours   
  We decided to allocate a 15% contingency of the total estimated budget:  
  Contingency (15%): 50 hours 
  Overall Budget = Total Estimated Budget + Contingency Overall Budget  
                            = 332 hours + 50 hours = 382 hours 

 

6.  Quality Management Plan 

To ensure the quality aligns with the acceptance criteria for the Switchboard 2.0 project, a comprehensive Quality Management Plan from the project documentation will guide us. This plan provides a clear approach to maintaining quality by defining the project's scope and objectives, setting quality benchmarks, and detailing quality assurance practices. Regular quality assessments will be conducted at crucial project stages, particularly in the Monitoring and Control phase, to verify that outcomes conform to established criteria. Jira Software will be instrumental in monitoring task completion and managing project boundaries. Should any aspect of the project fall short of quality expectations, we will employ the MoSCoW method to prioritize necessary revisions, subject to project sponsor approval, to maintain compliance with the set quality and acceptance standards. 

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7.  Risk Management Plan 

This risk management plan will define how the risks associated with the Switchboard 2.0 project are identified, analyzed and managed, and will enable project managers to work with the project team and project sponsors to actively recognize, check and manage risks throughout the project.  

 

7.1 Process 

Throughout the project, the project manager will engage with the sponsors, team, and team to actively identify, assess, prioritize, allocate, and manage risks. To reduce our impact, risks will be recognized as early in the project as feasible. The next sections provide a summary of the actions involved in achieving this. For this project, the project manager will also act as the risk manager. 

 

7.2 Risk Identification 

Risk identification involves project teams and necessary stakeholders, which will consider factors related to time, environment, organization, and project scope.  Careful attention will be given to the project deliverables, assumptions, constraints, WBS, cost/effort estimates, resource plans, and other key project documents. A Risk Management Log will be generated and updated as required and all documents are stored electronically on ‘Teams’ and maintained by project managers and teams together. 

 

7.3 Risk Analysis 

This includes a systematic study of the uncertainties and potential risks associated with the Switchboard 2.0 project to understand the impact and scope of the project objectives. The analysis will aim to understand the nature, risk potential, and potential consequences of the risk. 

 

7.4 Qualitative Risk Analysis 

The qualitative risk analysis for the Switchboard 2.0 project will prioritize risks based on their probability of occurrence and potential impact on project objectives. Techniques such as risk probability and impact assessment matrices or risk scoring will be utilized to assess risks qualitatively. 

Probability: 

      • High – Greater than <70%> probability of occurrence 

      • Medium – Between <30%> and <70%> probability of occurrence 

      • Low – Below <30%> probability of occurrence 

Impact: 

      • High – Risk that has the potential to greatly impact project cost, project schedule or  

performance. 

      • Medium – Risk that has the potential to slightly impact project cost, project schedule or  

performance. 

      • Low – Risk that has relatively little impact on cost, schedule, or performance 

 

7.5 Quantitative Risk Analysis 

Quantitative risk analysis for the Switchboard 2.0 project will involve numerical assessment of risks to estimate their potential impact on project objectives, such as cost, schedule, or other relevant parameters.  

 

7.6 Risk Response Planning  

The risk response plan for the Switchboard 2.0 project will include developing strategies to address identified risks based on their analysis. Strategies such as avoidance, mitigation, transfer, or acceptance described below will be considered to minimize the impact of risk on project goals. 

     • Avoid – Completely avoid and eliminate risk. 

     • Mitigate – Identify alternatives to mitigate or prevent the impact of the risks. 

     • Accept – Accept risks that have a low impact on the project. 

     • Transfer- Transfer those risks which are beyond the project’s expertise and control. 

For every risk earmarked for mitigation, the project team will explore methods to either prevent its occurrence altogether or diminish its potential impact or likelihood. This could entail actions like prototyping, incorporating additional tasks into the project schedule, allocating more resources, and so forth. Moreover, for each significant risk slated for mitigation or acceptance, a predefined plan of action will be devised in case the risk does materialize, aimed at minimizing its adverse effects. 

 

7.7 Risk Monitoring, Controlling, and Reporting 

Throughout the Switchboard 2.0 project, there will be continuous monitoring of identified risks, assessment of their status, implementation of risk response plans, and communication of updates to stakeholders. This process will involve tracking new risks, changes in existing risks, and the effectiveness of risk mitigation strategies. Controlling will entail taking corrective actions to address emerging risks or deviations from the risk management plan. Reporting will involve regular communication of risk-related information to stakeholders through formal reports or meetings. 

 

7.8 Risk Log 

A Risk Management Log for the Switchboard 2.0 project will be generated and updated as required. This log will serve as a central repository for recording and tracking all identified risks throughout the project lifecycle. Information such as risk descriptions, potential impacts, likelihood of occurrence, assigned ownership, status, and planned responses will be documented in the Risk Log. All project documents, including the Risk Log, will be stored electronically on 'Teams' and maintained by project managers and teams together. 

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8. Resource Management Plan 

Resource Breakdown Structures (RBS) provides an overview of the categorization of resources into two main groups for the Switchboard 2.0 project. The first is Human Resources, which leads and actually performs the project. Documentation resources are existing research materials and contents of Switchboard available. Through this RBS analysis, a RACI matrix is created around a highly influential workforce, the roles, responsibilities, and privileges of the workforce assigned to the work package area are demonstrated, and represented using one of the best-known forms, RACI (Responsible, Accountable, Consult, Information). 

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8.1 Estimate activity resources (RACI Chart) 

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9. Stakeholders & Communications 

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A stakeholder register is prepared by organizing stakeholder information essential for effective project management. Collaboration and communication methods promote stakeholder participation, information sharing, and project success through strategic planning and active participation. In general, all major stakeholders update the overall status of the project through communication such as online (Slack, Microsoft Teams) and offline meetings. In addition, we have regular meetings with the Sponsor every Thursday, and prepare a pitch competition, one of the deliverables, through Open podium registration every Monday.

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9.1 Stakeholder register

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9.2 Stakeholder Analysis

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10. Change Management Plan 

The Change Management Plan describes the methods and protocols for handling changes within a Switchboard project. Because Switchboard projects can be affected by changes in delivery dates and schedules, project managers, teams, and sponsors are committed to taking effective change control measures to mitigate disruptions and maintain the scope of the project. The plan includes a distributed decision-making scheme that includes feedback from stakeholders, sponsors, and project teams. 

 

10.1 Change Evaluation and Change Log 

To manage change adeptly within the Switchboard 2.0 project, each change request will be reviewed to determine its essentiality and the potential effects on the project's scope, timeline, budget, and quality standards. The project sponsor holds the authority to manage changes, the project manager ensures that all resolutions are well-documented and communicated to all involved parties. When changes are approved, a change log is created to track changes, updates, and modifications related to the project over time and share them with project stakeholders. The project manager also oversees the implementation of the approved changes, ensuring proper resource allocation and work allocation. The implementation of these changes is monitored, followed by a post-implementation assessment to gauge the efficiency of the change management strategy. The project team is responsible for keeping an exhaustive record of all changes, serving as a valuable historical resource and aiding in optimizing future project planning and risk management endeavors. 

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11.  Key Project Performance Indicators 

11.1 Engaging Resource Partners: 

This KPI focuses on measuring the platform's success in attracting and involving resource partners, such as mentors, investors, or service providers. 

Metrics may include the number of resource partners actively participating in platform activities, the frequency of their contributions, and the level of collaboration in supporting users' needs. 

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11.2 Time Management for Schedule: 

This KPI assesses the project team's efficiency in managing time and adhering to the project schedule. 

Metrics could include the percentage of tasks completed on time, the frequency of schedule adjustments, and the overall variance between planned and actual timelines for key project activities. 

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11.3 Contents Verification: 

This KPI evaluates the accuracy and reliability of the content available on the platform, ensuring that users can trust the information provided. 

Metrics may involve the percentage of content verified for accuracy, the number of content updates based on verification results, and user feedback regarding content reliability. 

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11.4 Winning one of the three places in the Enactus Pitch Competition: 

This KPI measures the success rate of participating in pitch competitions or similar events, which can enhance the platform's visibility and credibility. 

Metrics might include the number of competitions entered and won, the average score or ranking achieved, and the impact of competition wins on user engagement or platform growth.  

 

12. Method of measurement of the KPIs and targets/ goals for each KPI 

12.1 Engaging Resource Partners: 

Method of Measurement: 

Track the number of resource partners actively engaged on the platform. 

Monitor the frequency and quality of interactions between resource partners and platform users. 

Targets/Goals: 

Increase the number of active resource partners by 20% within the next quarter. 

Achieve a satisfaction rating of 4 out of 5 from resource partners regarding their experience with the platform. 

 

12.2 Time Management for Schedule: 

Method of Measurement: 

Regularly review project timelines and compare them against actual progress. 

Monitor the completion status of tasks and milestones according to the schedule. 

Targets/Goals: 

Maintain a task completion rate of at least 90% as per the planned schedule. 

Minimize schedule deviations to within 5% of the original timeline for key project milestones. 

 

12.3 Contents Verification: 

Method of Measurement: 

Implement a content verification process with defined criteria for accuracy. 

Track the percentage of content verified against the total available content on the platform. 

Targets/Goals: 

Verify 100% of critical content within the next month. 

Maintain a content accuracy rate of at least 95% based on user feedback and verification results. 

 

12.4 Winning the Pitch Competition: 

Method of Measurement: 

Participate in relevant pitch competitions and track performance metrics such as scores, rankings, and feedback. 

Measure the impact of competition wins on user engagement and platform visibility. 

Targets/Goals: 

Win at least one major pitch competition within the next six months. 

Increase platform user registrations by 15% following each competition win. 

 

13. Current state of KPIs (progress against goals)  

13.1 Engaging Resource Partners: 

According to current research, there are a total of 24 resource partners participated in the platform, and the degree of participation of resource partners can be determined through subsequent interviews. 

 

13.2 Time Management for Schedule: 

According to the planned schedule, the completion status of tasks and milestones is 54%. The goal is to keep the task completion rate at least 90% and minimize deviations within 5% of the original timeline, and once the guidelines are made, we expect the actual completion rate and timeline deviations to be reduced. 

 

13.3 Contents Verification: 

Progress: We have shared a list of programs with developers in line with the current Pitch competition schedule, and the goal is to validate 100% critical content and maintain at least a 95% content accuracy rate within the next month. 

 

13.4 Winning one of the three places : 

Progress: Our team participated in the contest on the day (8, March) we had to write and submit a report, and we came 2nd place in the competition.

 

14. Key accomplishments, risks, and next steps 

5.1 Key Accomplishments: 

Engaging resource partners: Successfully onboarded a diverse range of resource partners, enriching the platform's offerings and user experience.  

Time Management for Schedule: Met project milestones and deadlines consistently, ensuring smooth progress and timely delivery. 

Contents Verification: Verified contents on the platform for accuracy and reliability, enhancing user trust and satisfaction.  

Winning one of the three places: Participate in pitch competitions and secure wins, showcasing the platform's value proposition effectively. 

  

14.2 Risks:  

Engaging resource partners: Risk of disengagement or lack of interest from resource partners, impacting the diversity and quality of available resources.  

Time Management for Schedule: Potential schedule deviations due to unexpected challenges or resource constraints, leading to project delays.  

Contents Verification: Accuracy issues with content verification, potentially undermine user trust and satisfaction.  

Winning the Pitch Competition: Increased competition in pitch competitions, requires strategic differentiation to secure wins and maintain competitive advantage. 

  

14.3 Next Steps:  

Engaging resource partners: Strengthen partnerships with existing resource providers and explore new collaborations to expand the platform's offerings. 

Time Management for Schedule: Implement proactive schedule management strategies, including regular monitoring and adjustment of timelines to mitigate risks. 

Contents Verification: Enhance content verification processes by implementing rigorous quality control measures and incorporating user feedback for continuous improvement. 

Winning one of the three places: Prepare comprehensive pitch strategies, focusing on highlighting unique selling points and addressing potential objections to maximize success in competitions. 

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My switchboard.ca

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