NAKISMO_Project Charter V 7.3

Project Charter©For NAKismo

Document ControlDocument Information

©

InformationDocument ID Nu Alpha Kappa Inc.Document Owner Team NaksimoIssue Date 10-6-15Last Saved Date 3-22-16File Name NAKISMO_AAA_ProjectCharter.doc

Document History

Version Issue Date Changes1.0 10-14-15 Begin Charter Documentation2.0 10-26-15 Executive Summary/ Project Organization3.0 11-6-15 Competition of Project Considerations3.1 11-15-15 Update4.0 11-21-15 Executive Board Roles Completion4.1 12-06-15 Update5.0 12-16-15 Committee Entries5.1 12-20-15 Update6.0 1-10-16 Code of Conduct/ Update6.1 1-13-16 Update6.1.2 1-14-16 Update7.0 1-22-16 New Committee Members / Update7.1 1-27-16 Update7.1.2 2-26-16 Finance /Roles Update7.2 3-15-16 Schedule Update7.2.1 3-16-16 Advisor Review / Update7.3 3-22-16 Update

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Executive Board

Role Name Signature© Date(CEO)Chief Executive Officer Sergio Andrade

(COO)Chief Operations Officer Roger Martinez

(CFO)Chief Financial Officer Jesus Salcedo

Director of Events & MarketingSamuel Vargas

(DM)Director of Membership Byron Suarez

Scholarship Point of ContactRolando Suarez

Academic Record CoordinatorHenry Moreno

Infrastructure / Business Analyst Eric Aguila

Lead Scholarship Committee Member Lino Gutierrez

Advisor

Candelario Franco

AdvisorJason Navarro


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https://www.facebook.com/candelario.franco

Table of Contents

1 EXECUTIVE SUMMARY.........................................................................52 PROJECT DEFINITION..........................................................................5

2.1 MISSION.................................................................................................................................52.2 VISION...................................................................................................................................62.3 OBJECTIVES.............................................................................................................................62.4 DELIVERABLES.........................................................................................................................6

3 PROJECT ORGANIZATION......................................................................73.1 STAKEHOLDERS........................................................................................................................73.2 ROLES...................................................................................................................................73.3 CATEGORY COMMITTEES............................................................................................................93.4 RESPONSIBILITIES...................................................................................................................113.5. EXECUTIVE STRUCTURE........................................................................................................143.6. CODE OF CONDUCT.............................................................................................................14

4 IMPLEMENTATION PLAN.....................................................................154.1 APPROACH ...........................................................................................................................154.2 SCHEDULE............................................................................................................................174.3 MILESTONES..........................................................................................................................184.4 DEPENDENCIES......................................................................................................................194.5 RESOURCE PLAN....................................................................................................................194.6 FINANCIAL PLAN.....................................................................................................................194.7 QUALITY PLAN.......................................................................................................................204.8 COMPLETION CRITERIA............................................................................................................20

5 PROJECT CONSIDERATIONS.................................................................205.1 RISKS..................................................................................................................................205.2 ISSUES.................................................................................................................................215.3 ASSUMPTIONS........................................................................................................................215.4 CONSTRAINTS........................................................................................................................22

6 APPENDIX......................................................................................226.1 SUPPORTING DOCUMENTATION.................................................................................................22


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1 Executive SummaryNu Alpha Kappa (ΝΑΚ)

Is a Latino-based fraternity that encompasses and values all cultures.Nu Alpha Kappa was founded on February 26, 1988 on the campus of California Polytechnic State University, with 26 established chapters across California, Colorado, and Nevada. Since 1988 NAK has grown substantially, and we will continue to grow, expand, and thrive. The mission of team Nakismo is to provide and conduct a 3 year strategic plan. Within the 3 year plan there are two primary objectives.

The first is to revamp the Pete Tapia Memorial Scholarship. The Pete Tapia Scholarship fund has remained and continues to be the association's first order of business. Pete Tapia is a founding father of the Alpha Chapter. His passing in 1997 from a brain aneurism was a difficult time for not only the chapter but our entire organization.

"Pete Tapia was one of the most genuine persons I've had the honor to meet. A true brother, An honest, selfless man who always put others first. A brother committed to education, social justice and our NAK brotherhood; grounded in his roots, he was a man proud of where he came from and had a resolve about himself from having overcome the many challenges and obstacles he had been presented with. As a brother he always made himself available and was a source of motivation when needed. A man well respected in his community and among his peers at SJSU. A true NAK Man."

- Candelario Franco, AFF Alumni '95. .

We strive to award the two scholarship candidates with the “The Red Criteria Scholarship” of $500 and “The White Criteria Scholarship” of $1000. Once awarded the awardee referred to a mentorship program. The mentor will guide the awardees to the proper resources and guide the brother to facilitate the career goals and aspirations that he holds.

The second goal is to create an Alumni Network. However, there is an Alumni Association that is currently established where brothers partake in brotherhood events with associate members as well as advise the Associate Executive Board, and lastly promote the general welfare and effectiveness of Alpha Chapter at San Jose State University. Currently, there is no model in place for an Alumni Network. The Alumni Network will create a stronger bind and sense of unity through the organization by encompassing a Web Portal for members, new/annual events for both Alumni and Associate Members, achieving the SJSU endowment status, and fifty active participating Alumni Members.


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2 Project Definition2.1 Mission

The Alpha Chapter Professional Alumni Association seeks to reach, serve and engage all NAK SJSU alumni and undergraduate brothers; to foster a lifelong intellectual and emotional connection between the Fraternity and its members; and to provide the community with goodwill and support. We exist for members to develop deep relationships through engagement in academic, leadership, service, and social opportunities in our chapters, the Fraternity Community and throughout the campus. Consisting of a value-based organization that supports university goals of fostering learning and development and helping our members become lifelong contributors to society.

2.2 Vision

ScholarshipTo provide the outstanding brothers whom aspire to go above and beyond in academics, passion, and community with a financial scholarship that will foster their goals and their future.

Alumni NetworkTo strengthen the Alumni Association by creating the Alumni Network by improving communication means, encouraging membership dues and donation opportunities, organizing events (social and community), thus strengthening brotherhood bond (Associate Members and Alumni) and general welfare for the Alpha Chapter.

2.3 Objectives

To revamp the Pete Tapia Scholarship To create an Alumni Network To ensure the 3 year strategic goals are met To satisfy the Alumni Association with working deliverable To establish SJSU Endowment program for Associate Members To build a resilient bond relationship between associate members and active alumni

2.4 Deliverables

Deliverable Components Description

Project Schedule Excel Spreadsheet A detailed plan with respected to the expected start date and completed dates. Expected dates for major deliverables, milestones, and phases. The schedule will also characterize any issues, actions, or decisions.

Project Charter/ Project Proposal

Document Provides a project governance framework for carrying out and executing the projects.

Position/ Role Manuals Document Defines each position/role on the AAA Executive Board including a detailed outline of the duties and responsibilities.

Lessons Learned Document A document containing the experiences in


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terms of lessons learned; those things that the team would do the same and those that the team would do differently.

Alumni Newsletter (Semester)

Document A document outlining the progress of the Alumni Association and its projects.

Bank Account Chase Bank Account/ Business Card

Account has been created to store donations of Pete Tapia Scholarship Fund and for disbursements upon awardees.

Code of Conduct Document An outline of the social norms, rules, and responsibilities of proper practices for all members of the organization.

3 Project Organization

3.1 Stakeholders

Stakeholder / Group Stakeholder Interest

Associate Members Improve the fraternal experience through opportunities and guidance from an increased active alumni.

Alumni Members An opportunity to give back to the organization and strengthen union with associate members and alumni

National Board May look at our charter and progress and mimic our model.NAK Chapters May look at our charter and progress and mimic our model.Prospective Members Attract new members with our scholarship program and

establishing an increased active alumni.

3.2 Roles

Executive Board Roles

Role Resource Name (Skills/Knowledge)

Organization Assignment Status

Assignment Date

CEO Delegation Experience. Possesses exceptional

relationship-building and interpersonal

skills.

NAK To provide us with the tools necessary in fulfilling the

project requirements

and to assist the board with the project goals

On-going

COO Time management skills and delegation

experience. Experience in

strategic and pre-emptive action.

NAK Assisting the CEO in

developing short and long-term organizational

goals,

On-going


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objectives, and strategic

initiatives in relation to

business planCFO Developing an

organization's accounting

practices. Tracking, reporting the

financial performance of the

organization.

NAK Oversees all financial functions including

accounting, budget, credit, insurance, tax, and treasury.

On-going

Infrastructure/ Business Analyst

Attains project management skills and/or substantial exposure to

project-based work structures,

and project lifecycle models.

NAK Managing infrastructure

services (SaaS), providing all aspects of

infrastructure monitoring and

creating technical and

business documentation

Ongoing

Director of Events and Marketing

Relies on judgment to plan and

accomplish goals.

NAK To ensure that events are

coordinated and marketed

effectively.

On-going

Director of Membership

People Management,

effective reporting skills, in depth

knowledge of the pledging,

membership, and alumni membership

processes

NAK Monitor recruitment

efforts with the associate members,

resolving issues in regards to pledging and

addressing any internal

operational issues with the active associate

members

On-going

Scholarship Point of Contact

Interpersonal skills to establish a well-built relationship

with applicants and the awardees.

NAK Establish an open line of

communication with the

applicant awardees and

facilitate with the mentorship program.

On-going

Academic Highly NAK Conduct On-going


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Record Coordinator

organizational skillset, record

keeping, and fact checking.

candidate screenings and

work hand in hand with

Scholarship Point of Contact

Advisor Communication capabilities such as soft skills and ample

experience in the organization

NAK To keep in contact and

consult with the Alumni

Association

On-going

3.3 Category Committees

Executive CommitteeThe Executive Committee shall be responsible for the execution of matters referred to the Committee by the Board and shall report all action to the Board at its next meeting. It shall also have power to make recommendations to the Board and to act for the Board on all matters, which arise between Board meetings; such action subject to ratification by the Board at its next meeting. The Executive Committee shall consist of the officers of the Association and two at-large members of the Board of Directors. The COO of the Association and the Director of Membership shall be ex-officio voting members of the Executive Committee. The CEO of the Association or the Director of Members may call meetings of the Executive Committee.

Nominating CommitteeThe Nominating Committee is responsible for identifying candidates for election to the Board under provisions outlined earlier. It shall consist of at least five members, including at least one officer of the Board.

Special Events CommitteeThe Special Events Committee shall be responsible for planning alumni events for Homecoming and other events as needed. The President shall appoint at least three Board members to serve on this Committee.

Awards CommitteeThe Awards Committee is responsible for determining the recipients of awards, according to prescribed College procedure, which are awarded by the Alumni Association, including the Alumni and the Board may determine Alumnus of the Year Awards and such other awards as. The President shall appoint at least three Board members to serve on this Committee.

Alumni Fund Committee The Alumni Fund Committee shall provide leadership and assistance to the college advancement office in raising funds from alumni in support of the College’s annual fund. The CEO shall appoint at least three Board members to serve on this Committee.

Student Life CommitteeThe Student Life Committee shall develop programs and projects to help current students to better understand the importance of an alumni in college life, planning, and preparation for their future role as alumni. The CEO shall appoint at least three Board members to serve on this Committee.


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Scholarship CommitteeThe Scholarship Committee oversee the both the Pete Tapia Scholarship program and the SJSU endowment annual scholarship program. They shall work in conjunction with the Nominee Committee and Awards Committee and support them in all aspects. The committee will also be assigned to investigate and report further scholarship programs that would benefit the Associate Members.

Executive Committee Members Field of Choice

Sergio Andrade Business ExecutiveRoger Martinez Space / ScienceJesus Salcedo FinanceEric Aguila Management Information SystemsSamuel Vargas Project ManagementByron Suarez Law

Special Events Committee Field of Choice

Samuel Vargas Project ManagementRogelio Carranza ChemistryCarlos Balverde General

Awards Committee Field of Choice

Byron Suarez LawErnesto Ramos Forensic Science


Nominee Committee (Internal) Field of Choice

Roger Martinez Space/ScienceJesus Salcedo FinanceEric Aguila Management Information SystemsByron Suarez Law

Nominee Committee (External) Field of Choice

Pete Tapia Family Member(s) N/ACandelario Franco Administration

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Alumni Fund Committee Field of Choice

Byron Suarez LawRoger Martinez Space / Science

Student Life Committee Field of Choice

Jason Navarro RegulationsCandelario Franco Administration

Scholarship Committee Field of Choice

Sergio Andrade Business Executive Rolando Suarez EntrepreneurHenry Moreno Social WorkLino Gutierrez EducationCandelario Franco AdministrationEric Aguila Management Information SystemsAriel Jimenez Social Work

Mentorship Committee Field of Choice

Lino Gutierrez EducationAriel Jimenez Social WorkHenry Moreno Social WorkRolando Suarez EntrepreneurErnesto Ramos Ernesto Ramos

3.4 Responsibilities

All of the members of Alumni Executive Board will be responsible for his/her work that is assigned. We will all have to work together and delegate the necessary work required to hand in a working deliverable.

Sergio Andrade will be our CEO which is decision-making role involving high-level decisions about policy and strategy. He reports to the Executive Board and is charged with maximizing the value of the organization.

Roger Martinez will be our COO who creates operational strategies and policies. He also oversees ongoing business operations within the association.

Jesus Salcedo will be our CFO whom is primarily responsible for managing the financial risks and record-keeping.

Samuel Vargas will be our Director of Events and Marketing. He will oversee the operations and planning of marketing and create numerous events for the association.


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https://en.wikipedia.org/wiki/Finance

https://en.wikipedia.org/wiki/Finance

Byron Suarez will be our Membership Director. He will direct all brotherhood and member retention operations.

Rolando Suarez will be our Scholarship Point of Contact. He will serving as the scholarship program’s focal point of information for associate applicants.

Henry Moreno will be our Academic Record Coordinator. He will uphold our academic standards with associate members and keep an arcuate log of their standings.

Eric Aguila will be our Infrastructure / Business Analyst. He is responsible for understanding problems when they arise. He is to offer alternative solutions to the problem and help the team apply them.

Lino Gutierrez will be our on our Lead Scholarship Committee Member. He shall will recommendations concerning scholarship awards lead the committee in its operations.

Candelario Franco is our Advisor. He is to share all of his knowledge and experience to us so that we can complete the projects. He should be assisting us by answering our questions and giving his input we he feels it is necessary..

Jason Navarro is our Advisor. He is to share all of his knowledge and experience to us so that we can complete the projects. He should be assisting us by answering our questions and giving his input we he feels it is necessary..

Chief Executive Officer (CEO)

CEO is a person who has been elected into the chief executive officer (CEO) This position may feel overwhelmed by the vast number of tasks to be completed and may wonder where to begin. The list here gives some guidance about the priority of tasks. The first few priorities are heavily stacked in favor of spotting short-term crises, such as cash flow, tax, or legal problems. If you cannot fix these items, there is no reason to waste time on longer-term value creation activities, since the association will not be in existence much longer. Immediate priorities are listed next. Immediate Priorities Priority Action Description:

o Forecast cash any other action-Is useless if the company runs out of money, so review the cash forecast with the chief financial officer (CFO). If cash flow is questionable, set up a schedule of monthly reviews

o Review lawsuits-If there is an existing lawsuit or a possible one of which the company has been notified, you need to determine the potential size and probability of any settlements. Review any lawsuits with the company’s legal counsel.

o Review regulatory issues NAK regulations can shut down an association, so review with the company’s legal counsel any notices received from regulatory body.

o Meet with Directors- Meet one-on-one with all direct reports and possibly with the Directors who report to your direct reports. The immediate goal is to begin building relationships with this group.


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o Identify prospective board of directors-Have the COO and Director of Membership develops a system for locating and grooming potential Directors within the association.

o Announce the complete plan-Work with the board of directors to create a complete package of a summary-level strategy, detailed budget, compensation plans, and controls, and have them present it to their committees. You are available in a supporting role for these meetings. You also should continue to present the message to the entire company many times on an ongoing basis to reinforce it.

o Examine bottlenecks-Every association has a bottleneck that prevents it from growing. Find out what is it, how it can impact the association’s strategy, and what the options are for circumventing it.

Infrastructure / Business Analyst

Establish any official proposal, decisions or plan through documentation.

o Create a Business Plan and/or Project Charter for implementation of project(s).

o Update and manage a Project Schedule using the IAD Schedule Log or other scheduling/task manager

o Work hand in hand with COO to Assisting the CEO in developing short and long-term organizational goals, objectives, and strategic initiatives in relation to business plan

o Define, analyze, and document requirements for projects.

o Communicate planning and monitoring of projects to appropriate stakeholders (Alumni Associate Members, National Board, etc) via SaaS (ie OneDrive or Google Docs) and email.

Act as an Executive Secretary shall prepare all correspondence including scheduling & notifications of all meetings of the Association membership and the NAA Board of Directors.

o Set up the agenda for the and lead the AAA meetings

o He shall also record, publish, and distribute minutes of all Association membership meetings and Board of Director meetings

Chief Operating Officer (COO)

Chief Financial Officer (CFO)

Director of Events and Marketing

The Director of Membership (DM)


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Compile & maintain all records of current Alpha Chapter Alumni Association members as assembled from all recognized alumni and professional brothers of Nu Alpha Kappa.

o Be elected by ACAA members as outlined in the ACAA bylaws and perform all duties as outlined by the ACAA Bylaws or as may be assigned by the CEO.

o Develop and implement membership plans for retention of current members and growth of new members, according to ACAA board goals.

o Coordinate, manage, track, and evaluate all membership and renewal activities, including new member, renewal, and potential member mailings.

o Work with membership committees to develop programs and services for members.

o Develop membership marketing and promotional materials, including applications, welcome kits, certificates, membership cards, and other collateral.

o Work with Finance director to ensure financial tracking of membership.

o Ensure membership lists are updated on client websites on a monthly basis.

Scholarship Director

Definition: The Scholarship Director shall maintain scholastic records for the recipients and shall institute programs to assist all members in maintaining high scholastic standards.

See also – ACPAA Mentorship Packet

NOTE – when a chapter does not have a Scholarship Director, scholarship responsibilities fall to the Chief Operating Officer.

Responsibilities to the Executive Board

1. Submit grades of all members from the previous semester to the Scholarship Committee at the beginning of each semester.

2. Prepare materials/applications for the scholarship award given at the beginning of Fall Semester at SJSU.

3. Communicate any issues of concern regarding scholarship/Mentorship program to Executive board and scholarship committee.

4. Submit Monthly Status Reports on an as-needed basis.

Responsibilities to your Alumni Chapter

1. Serve on Executive Board.2. Coordinate with Academic Records Coordinator to document each member’s overall and

semester grade point average (GPA).3. Assist Academic Records Coordinator with obtaining grades of potential new members

(it is VERY important that this is done before bids are given out).4. Update GPA information as necessary (grade changes, etc.).5. Establish and enforce academic probation.6. Encourage and reward good scholarship through planned activities.7. Plan special events for finals week.


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8. Coordinate Study Nights/Study Tables or Study Buddies.9. Verify GPA requirements during elections and appointments.

Deadlines to remember

1. July / December 1 –Grade list from previous semester due to mentorship committee.2. The 5th of every month – Monthly Status Reports are due for the previous month.

Academic Records Coordinator

Work with Secretary to collect grades and progress reports, ensure individuals not meeting standards are referred to the standards board

o Work in conjunction with Resource Coordinator / Point of Contact and Scholarship Director to track progress of Award recipients / scholarship candidates.

o Work with Resource Coordinator to determine and solve obstacles that arise.

o Coordinate services with Resource Coordinator/Point of Contact.

o Compile progress reports with Resource Coordinator/Point of Contact to present to Scholarship

o Collect and Archive Academic Reports from Point of Contact.

o Manage and maintain academic records of all potential award winners.

o Assist in screening and selecting potential candidates.

o Coordinate with Point of Contact to respond to and resolve candidate questions, issues, or Assist and support Scholarship Committee Members in tasks, plans, and events.

o Continue development of Academic Records Coordinator role as an on-going task.

o Collaborate with committee to provide feedback and dialogue essential to potential candidates.


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3.5. Executive Structure


Chief Execuative Officer CEO

Academic Records Director

Infrasturture/Business Analyst

Chief Operational Officer (COO)

Chief Financial Officer (CFO)

Director of Events & Marketing

Membership Director

Advisor

Advisor

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3.6. Code of ConductMission

The Alpha Chapter Professional Alumni Association seeks to reach, serve and engage all NAK SJSU alumni and undergraduate brothers; to foster a lifelong intellectual and emotional connection between the Fraternity and its members; and to provide the community with goodwill and support.

General Behaviour

1. All Are Welcome. All Alumni and professional brothers of Nu Alpha Kappa are welcome and are encouraged to participate in the association’s activates2. Helpfulness. Alumni and professional brothers must be eager and willing to help undergraduate brothers by mentoring and supporting undergraduate brothers in their academic, community, career, and family goals.3: Expectations. Each alumnus shall abide by all University Policies and Federal, State, City, and Local Laws.

Prohibited Acts and Conduct

Alumni shall not engage in the following conduct:1. Haze, demean, assault or threaten physical harm to a Member of the Chapter, or any guest or

visitor to the Chapter.2. Misuse, damage, destroy, or steal property owned by or under the control of the Chapter, or of

any student of the Chapter. In all such events, the alumnus shall be financially liable for the full replacement cost and/or cost of repair for the results of such prohibited conduct:

3. Possess, use, sale, give, loan, and/or distribute directly or indirectly any illegal drug, narcotic, or other controlled substance within the premises of the Chapter House; or at any function, activity, event or gathering sponsored by the Chapter.

4. Provide, facilitate, or allow underage drinking on the premises of the Chapter House; or at any function, activity, event or gathering sponsored by the Chapter.

5. Possess, provide, use, or otherwise have any handgun, rifle, or other weapon within the premises of the Chapter House; or at any function, activity, event or gathering sponsored by the Chapter.

Administration and EnforcementNot sure how much power we have to discipline our alumni other than kicking them out of the association or the fraternity. If that’s the case we might want to follow National’s disciplinary procedures. Get me a copy of the National constitution and bylaws and I will adjust accordingly or cut and paste if it is on point.


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4 Implementation Plan

4.1 Approach 3 Year Plan

Time Period Overall Approach

First YearGoals:

To revamp the Pete Tapia Scholarship Award at San Jose State Universityo Create criteria and scholarship applicationo Create an scholarship committee using FF’s and selective alumni

Establish a mentorship program with the scholarship recipiento Mentor shall have corresponding major to awardee

Fundraise $10,000

Create a constitution and bylaws.

Objective Plan: By 08/2015, a meeting will be conducted with selective Alumni and

create committee for each projecto Discussion of the scholarship component of the recipient programo To ensure that those officers understand the objectives and

expectations of the undergraduate scholarship programo Discussion and decisions of possible committees and programs

By 9/2015 have criteria and application completed by follow up meeting September 25th.

By 12/2015, develop an academic mentor/tutoring program will be developed with selective Alumni and/or Alpha Founding Fathers.

Alumni newsletter will be created and sent once per semester to all alumni, and graduate members.

Second YearGoals:

Create Alumni networko Have quarterly events for Alumni Members’ social and

community development.o Have 25 Active paying memberso Web Portal Completion and Implementationo Complete Associate Member Program

Establish a chartered chapter at San Jose State University.(NAA) [Ahead of schedule - complete] Nov 14th 2015 = Official Chartered Date

Objective Plan: Implement Web Portal from (NAA) National Alumni Association

Expected = 11/2016


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Associate Member Programo Encourage the participation in larger inter-fraternal efforts,

college/university government activities, and affiliation in other professional organizations.

Continue to invest minimum amount to start lifetime scholarship through endowment with funds obtained. Investment Goal: $15,000.00

Establish a pro-temp board to serve Alumni Association.

Third YearGoals

Successfully create Pete Tapia Scholarship Award into a SJSU Endowment Program

Continue with solidifying Alumni Networko Have quarterly events AAAo Have 50 Active paying memberso Social Events

Objective Plan: Begin Application process towards SJSU endowment program with full

$15,000 investment Event Coordinator will create new/ revamped events that attract both old

and new alumni Have incentives and benefits other than the standard (NAA) proposals to

attract brothers to fund the association.

4.2 Schedule


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4.3 Milestones

Milestone Date Description

Project Schedule Ongoing Plan a schedule to identify the time and resources required for each aspect of the

project.Project Charter Ongoing The control document that will give everyone an

overview of the scope, goals, participants, and requirements of the project.

Revamp Pete Tapia Scholarship

Ongoing Selection of the two associate member awardees for successful completion of the red

and bronze criteriaAlumni Network Ongoing Attainting the goal of 50 active alumni members

contributing to the AAA.Alumni Newsletter Ongoing A written report and analysis providing updates

or forecasts of projects in development along with presenting pertinent information to all

membersBylaws Complete Are rules to establish by an organization to

regulate itself, as allowed or provided for by some higher authority. The Executive Board establishes the degree of control that the by-

laws may exercise and amend.

4.4 Dependencies

Project Activity

Impacts Is Impacted by Criticality Date

Budget Monetary Expenses Donations High OngoingAlumni Network Membership Benefits High OngoingApplicants Scholarship Outstanding

CandidacyHigh 12/2016

Web Portal Communication (NAA) National Alumni Association

High Ongoing

501(c)(3) Application

Status – (Non-profit and Tax-exemption)

US Government High Complete


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4.5 Resource Plan

Role Start Date End Date % Effort

Team Nakismo 8/25/15 8/25/18 100%

4.6 Financial PlanIndividual Position Plan Date Status/Currency

Jesus Salcedo

CFO Creating Chase Bank Account

9-25-15 Bank Card established

Jesus Salcedo

CFO Searching for Co-signer 12-11-15 Co-signer (Sergio Andrade)

Rolando Suarez


Amount 9-25-15 $1950.00

Rolando Suarez


Amount 10-16-15 $1950.00

Rolando Suarez


Amount 12-11-15 $1950.00

Rolando Suarez


Amount 1-22-16 $1762.52

Jesus Salcedo

CFO Amount 2-26-16 $1900.62

4.7 Quality Plan

Process Description

Monthly Reports Review work and deadlines monthly to ensure projects are on task.Solving Problems Issues must be handled proficiently and professionally. Upon group

discussion and consensus, a solution will be decided upon. If there is a stalemate, then the CEO will have the deciding vote.

Communication Frequent contact with board members and communicating progress and issues that need to be addressed by completion time. Via: Email, GroupMe Text, Meetings, OneDrive, Phone, and/or WebEx.

Documentation Meeting, assignments, deliverables, and project related work will be documented and shared with each board member.


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4.8 Completion Criteria

Process Description

Pete Tapia Scholarship Two associate member awardees of Alpha Chapter fitting with one recipient of the red criteria and one recipient of the bronze criteria.

Alumni Network Successful contribution of 50 active Alumni Members and implantation of a fully functional web portal

SJSU Endowment Program Generate $15,000 to be accepted into the endowment program that will perpetuity produce annual scholarship for associate members at SJSU.

5 Project Considerations5.1 Risks

RiskDescription

RiskLikelihood

RiskImpact

Action to be Takento Mitigate Risk

Subpar Team Member performance

3 7 Schedule must be followed and taken into consideration to meet deadlines. Members must attend meetings and provide updates on tasks, as well as, ask for help and discuss issues.

Team Communication

5 7 Members must respond to email, mobile messages, and phone calls in a timely manner. Keep everyone in the loop with consistent updates.

Project Schedule Flaws

6 3 Update schedule accordingly to track deadlines and deliverables and activities to ensure scheduling flaws does not set back the entire project.

Scope Creep 6 3 Increase communication between involved parties. Work with Alumni Association to improve quality by documenting all work and expectations.

Retiring or relinquishment of position

7 5 Transitional phase has been created with written specific duties (Manual) of what is expected of the newly inducted board member and a brief mentor counsel of the position/role.


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5.2 Issues

IssueDescription

IssuesPriority

Action to be Takento Resolve Issues

Retirement/ relinquishment of role / position

Medium Create manuals to depict what the role /position entails using the bylaws as a guideline

Low budget Medium Discuss with board to determine budget, compromise on budget in order to accomplish tasks to meet requirements and expectations

5.3 Assumptions

A key assumption that can be made is that since each board member has been assigned a role or position, they will act and make decisions accordingly and pull their weight in completing the objectives to the three year plan. Because all group members have a goal of promoting the general welfare and effectiveness of the organization, it can be assumed that all members will be putting in the needed effort in order to successfully accomplish the project goals. With that being said, any planned meetings will have full participation and attendance by most, if not, usually all members.

Another important assumption is that the project's objectives will be completed consecutively through year one, year two, and year three objective goals. The project schedule includes the deliverables and activities align accordingly with the specified due dates so that the projects will be completed by the third year. Naksimo consists of a total of eight board members and two advisors. It can be assumed that all board members and advisors will remain in the project for its entirety; therefore, the work that has been divided and planned accordingly is split equally amongst the eleven members. As mentioned previously, each board member is assigned a position/role based on their knowledge, skill set, and/or experience; therefore, we will approach each goal accordingly and will depend on the person for their expertise. Lastly, because the project schedule is a vital resource in completing the project goals, any deliverable and activity that are accomplished must be on schedule or to the very least closely aligned. Consequently, it can be assumed that the dates on the project schedule are reasonably set and will be Nakismo's guidance in the successful completion of the three year goal plan.

5.4 Constraints

A major constraint is communication amongst the group. Although communication is not poor, it could definitely be improved. If all group members are in the loop, then things would run more smoothly in completing project tasks and activities. Consistent communication and updates amongst the group will lower the risk of problems due to poor communication. Although an assumption, the resources (consisting of the eleven board members), should be readily available, but each group member's level of commitment will vary in completing attaining our goals. It is understandable that each group member does have other commitments outside of these projects, but there will be times where other commitments will place a higher priority over this project. If that is the case, other group member's


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will have to be ready to pick up any slack that Nakismo comes across. Although each board member has an assigned role/position for the three year plan, it more than likely that within the three year commitment that a board member will step down from his position. As a precaution, position manuals are being created so that when a new board member replaces the "seated", there is transitional phase written specific duties of what is expected of the newly inducted board member and a brief mentor counsel of the position/role.

6 Appendix6.1 Supporting Documentation

Alpha Chapter Professional Alumni Association-By-LawsBusiness Strategy AAACode of ConductNu Alpha Kappa Local Alumni Association Member Contact Information ALPHAPeteTapiaScholarshipcriteriaSCHOLARSHIP COMMITTEE ROLES-AAA

http://naknet.org/about-nak/history/


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http://naknet.org/about-nak/history/

Documents

NAKISMO_Project Charter V 7.3