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Planning & Execution

Table of Contents 1 Team Setup 2 Team Values & Norms 2.1 Team Values 2.2 Team Norms 3 Work Breakdown Structure 4 Master Schedule 5 Gantt Chart 6 Risk Assessment & Mitigation 7 MSD I - Phase II Plan 8 Communication 9 Meeting Minutes, Notes, & Actions 10 Intellectual Property Considerations

Team Setup

Harvick Tang is the Project Manager for ATLAS. He will serve as point of contact regarding between the customer and the team. The team facilitator position will rotate as the team deems necessary. Sarah Bentzley and Kyle McAlinn will be responsible for uploading relevant documents to EDGE, and ensuring the proper records of events are kept.

When choosing roles, the team identified each members skill set and delegated responsibilities accordingly.

Team Values & Norms

Team Values

Communication

• Stay in communication with the group.
• Notify other team members if your deliverable rely on one of their deliverables.

Accountability

• Do the work you've committed to within the time you've committed to.
• If you can tell you're going to have trouble, are having trouble, ask other team members (or outside sources) for help to complete the task assigned to you.

Preparedness & Planning

• Prepare action status before each meeting.
• Have defined and understood action items after meetings.

Attendance

• Give a day notice in advance if you can't make it to class.
• If you know you can't make it to the next meeting, speak up during planning. Do not cancel the day of the meeting.

Team Norms

This is the standardized way we will evaluate each other based on our values. When addressing issues, we will do so promptly and clearly so we will avoid any miscommunication or problems become worse in the future.

Value	Unsatisfactory	Needs Improvement	Meets Expectations	Exceeds Expectations
Communication	The team member is completely inactive in the group chat and never replies to any requests for information or updates.	The team member is active in the group chat occasionally, but does not reply to direct requests for information or updates within 24 hours.	The team member is active in the group chat often and replies to direct requests for information within 24 hours.	The team member is active in the group chat often and replies to direct requests for information within 6 hours.

Value	Unsatisfactory	Needs Improvement	Meets Expectations	Exceeds Expectations
Accountability	The team member does not complete any parts of the requested work. Never asks for help.	The team member has done work, but the work is incomplete and has significant work remaining. Does not ask for help to complete work on time.	The team member has completed all work assigned, but there are some small adjustments remaining which could have been avoided if the work had been done with more care. Team member asked for help and there is still work left.	The team member has completed all work assigned, and any small adjustments that must be made are only due to necessary team collaboration. The team member asked for help whenever they felt like they needed it.

Value	Unsatisfactory	Needs Improvement	Meets Expectations	Exceeds Expectations
Preparedness and Planning	The team member does not provide updates on current action items and does not understand new action items and expectations.	The team member has provides limited updates on current action items and does not fully understand new action items and expectations.	The team member provides detailed updates on current action items and fully understands new action items and expectations.	The team member provides detailed updates on current action items, fully understands new action items, and actively participates in making sure the rest of the team understands everything as well.

Value	Unsatisfactory	Needs Improvement	Meets Expectations	Exceeds Expectations
Attendance	The team member misses over half of the lectures and misses every meeting.	The team member makes it to most of the lectures, but misses over half of the meetings after initially committing.	The team member makes it to most lectures and makes it to every meeting they commit to. They cancel day-of once or twice due to convenience or time-management issues.	The team member makes it every lecture and makes it to every meeting they commit to. Never cancels day-of unless there is an emergency and only cancels committed meetings days in advance due to emergencies or a job interview.

Work Breakdown Structure

The Work Breakdown Structure (WBS) identifies the needed actions for each stage of system development. The group member with the applicable role will complete the needed actions for continued development of ATLAS.

The work breakdown structure will be used to construct Gantt charts, which will serve as a map through the phase. The customer will be provided with the phases applicable Gantt chart, as well as any driving factors the the work breakdown structure.

Master Schedule

The ATLAS master schedule below shows the high-level project plan for MSD I and MSD II with important project milestones and major review dates displayed.

Gantt Chart

The ATLAS Gantt Chart below shows all tasks from the Work Breakdown Structure with owner, start date, end date, and duration assigned to each task.

Risk Assessment & Mitigation

MSD I - Phase II Plan

The plans for the following phase include system design. All team members have respective tasks that need to be accomplished prior to detailed design review. A breakdown of each team members responsibilty next phase can be found here.

Communication

Harvick Tang will serve as the Project Manager, as well as point of contact between the team and the customer. All communication to Lockheed will be sent via Harvick.

The teams method of communication outside direct team members (customer, guide,etc.) will be to use email. Phone calls can also be used when appropriate. The team will communicate status to the customer at least twice monthly, along with any pertinent information. For any communication sent and received from the customer, the entire team will be forwarded and/or cc'ed at the digression of the project manager.

The teams guide, Gary Werth, will be cc'ed on customer communication emails and sent internal team documentation as needed. The team will mostly communicate independently of the guide, with the exception of critical problem solutions.

Internally, the team will use group texting as the primary means of communication.

Meeting Minutes, Notes, & Actions

See the links below for notes from team and customer discussions, as well as action items if applicable.

MSD I	MSD II
Customer Interview 1 Q&A

Intellectual Property Considerations

Should any aspect of the project lead to filing a patent or other protective elements such as trademarks, Lockheed Martin will own the rights. This is due to Lockheed Martin funding the project.

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