The purpose of this workbook is to ensure Skills City Industry Projects (SCIPs) are properly monitored by eac

To Navigate: Use the links rather than the tabs. Click on your respective Bootcamp to get to your dashboard and
Please follow the below instructions in order to do this.
Please update this spreadsheet, so that the dashboards will have the right information for the PMT (Andreea, Jon

Each team's progress information contains many different dynamic factors that change over the course of the pro
Some of these factors will need to be updated by the PC and the PMT as the project team progresses, whilst som

Factor

Intern Status

Comments on Intern

Contibution

(Weighted) Overall Attendance

 Individual Performance Index

Overall Performance

Readiness for Client Meeting

Client Satisfaction

Weekly Team Status

Attendance (Very Important)

1. Checkpoint with Project Co-ordinator - This is a quick, private meeting between the learners and the P
The project coordinator will chair this meeting and will ask the learners to (quickly) present what has been achiev
Lack of solid evidence of progress must be raised as a concern. Interns must be able to showcase their progress
A member of the PMT will be assigned to join these meetings and act as the 'mock' client. If there are any real co
The factors (see below) need to be updated regularly (frequency indicated in Table 1 above) by the PC.

1
2
3
4
5
2. Checkpoint with Client - A weekly update meeting with the client, where they will be informed of the progre
If the project is standalone: The team will receive a maximum of 20 minutes to present their weekly update to the
If the project is part of a Grand Challenge: The team will receive a maximum of 15 minutes to present their week
The slots for each team will be communicated in advance and each team should be punctually attending each m
A member of the PMT will be assigned to join these meetings and support the PCs. If there are any real concern
The factors (see below) need to be updated regularly (frequency indicated in Table 1 above) by the PC.

1
2
3
4
5

The table below will provide you with an idea of the factor weight meanings for Overall Performance, Readiness
The weight coefficients for Attendance are in that tab too. However, as they are straightforward, they are omitted
NOTE: The below numbers and percentages are calculated based on teams of 6 interns.

Factor Name

Readiness for client meeting

Overall Performance
 Client Satisfaction

The Team Leader of the respective project team must be nominated and communicated to the team's PC
If you need further assisstance filling out this workbook, please let the Project Management Team (Jonathan and
These can be filled out during the meetings, so should not take that much time to fill out.
These must be filled in for each week to ensure transparency of progress.
If a weekly meeting (either PC Checkpoint or Meeting with the Client) does not occur, please leave the factors bl
 Clo

Softw

PLEASE, REA
ndustry Projects (SCIPs) are properly monitored by each Project Co-ordinator (PC) and the Project Management Team
your respective Bootcamp to get to your dashboard and then click on the project team code. You will then be navigated to

will have the right information for the PMT (Andreea, Jonathan and Georgios).

nt dynamic factors that change over the course of the project.

C and the PMT as the project team progresses, whilst some other factors are calculated and updated automatically (so you d

Table 1
Format Inform

Text Shows the current status of the intern based on Contribution & Weekly Attendan

(Open) Text Notes from the PCs, based on intern's individual progress (e.g. blockers, challenge

Intern's individual contribution towards the progress. There is a 4-scale, graded sy

Drop-down menu (Text) [ The grades are shown in the Coefficients tab. ]
4-scale system: Consistent, Intermittent, Poor, None

20%* Weekly (Individual) Attendance on PC Checkpoints + 80%* Weekly (Individu

Percentage
It is directly related to the Attendance Dashboard (on the right-hand side of each te
 (Weighted) Overall Attendance * Contribution Factor (numerical product). The
Numerical (0 to 1)
[ The Contribution factor grading is shown in the Coefficients tab. ]

A project team's (collective) overall performance during the checkpoint meetings

Drop-down menu (Text) graded system. [ The grades are shown in the Coefficients tab. ]
5-scale system: Excellent, Very Good, Fair, Poor, Very Poor

A project team's (collective) readiness for the upcoming Client checkpoint meetin
Drop-down menu (Text) There is a 5-scale, graded system. [ The grades are shown in the Coefficients tab
5-scale system: Ready to Go, Only minor actions to be taken, Needs further impro

A client's satisfaction level based on the specific project team's performance durin
Drop-down menu (Text) There is a 5-scale, graded system. [ The grades are shown in the Coefficients tab
5-scale system: Very High, High, Medium, Low, Very Low

For PC checkpoints: Overall Performance * Readiness for Client Meeting (num

Text For Client checkpoints: Overall Performance * Client satisfaction (numerical pro
[ The grades of each factor and their product matrices are shown in the Coefficien

Applies to both the PC & Client checkpoint meetings:

- Present: The intern is present in the meeting.
- Present (Late Arrival): The intern is present in the meeting, but arrived late (3 or
- Absent: The intern was absent with no excuse provided to the PC (in-writing) (u
- Excused: The intern was absent with a reasonable excuse (e.g. health or family
Drop-down menu (Text) meeting).
- Removed: The intern has been removed from the Project (this applies if the inter
The impact grade of each of the above factors can be found in the Coefficients ta
bigger impact on an intern's attendance.
Also, horizontally (in rows), you will be able to check the cumulative team attendan
able an individual intern's attendance over the course of the project.

a quick, private meeting between the learners and the PCs, which should ideally last 15 - 30 minutes. It will effectively se
sk the learners to (quickly) present what has been achieved, any blockers, next steps/concerns etc., using the PowerPoint te
concern. Interns must be able to showcase their progress (minimal as it might be), using the means provided and be adequa
etings and act as the 'mock' client. If there are any real concerns picked up by the PMT or the PC, they need to be flagged u
equency indicated in Table 1 above) by the PC.

Table 2
Attendance Overall Performance
Present Excellent
Present (Late arrival) Very Good
Absent Fair
Excused Poor
Removed Very Poor
g with the client, where they will be informed of the progress and short-term future goals of their respective teams. The durat
imum of 20 minutes to present their weekly update to the client. The meeting must not exceed the 30-minute limit.
receive a maximum of 15 minutes to present their weekly update to the client. The meeting must not exceed the 20-minute
ce and each team should be punctually attending each meeting at their right time, due to hard time limit.
etings and support the PCs. If there are any real concerns picked up by the PMT or the PC, they need to be flagged up and
equency indicated in Table 1 above) by the PC.

Table 3
Attendance Overall Performance
Present Excellent
Present (Late arrival) Very Good
Absent Fair
Excused Poor
Removed Very Poor

or weight meanings for Overall Performance, Readiness for Client Meeting & Client Satisfaction. Their respective coefficien
o. However, as they are straightforward, they are omitted here.
ated based on teams of 6 interns.

Table 4
Key
After the conclusion of each team's meeting (with the PC & the PMT delegate), the PC must rate the overall perf
1 - Unprepared - action from SC required, 2 - Major actions to be taken, 3 - Needs further improvement, 4 - Only
The factors that will be taken into consideration are:
- Team dynamics and readiness - How well the team interacted with each other and how this supported the pre
between team members that could potentially affect the upcoming meeting with the client? Any foreseeable abse
How many people have attended? (If less than 50% of the team attended, then 2).
- Progress reporting and evidencing - The Skills City team must not rely on vague "evidence" of progress. The
Successes, Key Next Steps & Questions, using the template provided. Is this presentation ready for the client me
The Project Team Leader must be ready to present their team and lead the presentation. The Skills City Staff wil
- Information formatting and presentation - How much attention to detail and preparation they have put into p
presentable and comprehensible way?
- Professional conduct - Attending the meeting on time, behaving and addressing the people in the meeting in
during the client meeting. Please note down any comments / feedback they will give you and add them to the tea
- Good use of time to address isssues - How well they use the time with Skills City staff to organise and proac
and other issues that affect the team must be mentioned without the need of each team member being asked to

After the conclusion of each team's meeting (both preparatory and meetings with client), the PC must rate the ov
1 - Very Poor, 2 - Poor, 3 - Fair, 4 - Very Good, 5 - Excellent
The factors that will be taken into consideration are:
- Team dynamic - How well the team interacted with each other and how this supported the presentation of infor
- Evidencing of progress - The Skills City team must not rely on vague "evidence" of progress. The interns are
Key Next Steps & Questions, using the template provided
- Information formatting and presentation - How much attention to detail and preparation they have put into p
client and how they utilise the time available with the client.
- Professional conduct - Attending the meeting on time, behaving and addressing the people in the meeting in
Please note down any comments / feedback they will give you and add them to the team's meeting notes (with y
 After the conclusion of each team's meeting, the client must be explicitly asked to rate his satisfaction rate from t
1 - Very Low, 2 - Low, 3 - Medium, 4 - High, 5 - Very High
Please note down any comments / feedback they will give you and add them to the team's meeting notes (with y

st be nominated and communicated to the team's PC by the beginning of Week 7.

please let the Project Management Team (Jonathan and Georgios) know asap. You are only required to fill out the team's t
ot take that much time to fill out.
parency of progress.
ith the Client) does not occur, please leave the factors blank and just note it down in the Meeting Notes.
 Menu
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Cloud Security

Data Analytics

Software Engineering

Risk Register

PLEASE, READ THIS CAREFULLY!

nator (PC) and the Project Management Team (PMT), thus enhancing their possibilities of success and our visibility of inte
project team code. You will then be navigated to the information board that needs to be updated as frequently as required (a

os).

e calculated and updated automatically (so you do not have to worry about them). If you click on each factor's head title cel

Table 1
Information

he intern based on Contribution & Weekly Attendance => Individual Performance Index (IPI) columns.

n intern's individual progress (e.g. blockers, challenges, issues).

n towards the progress. There is a 4-scale, graded system.

e Coefficients tab. ]
ntermittent, Poor, None

endance on PC Checkpoints + 80%* Weekly (Individual) Attendance on PC Checkpoints (Averaged over the duration of the project).
endance Dashboard (on the right-hand side of each team's collective progress and information dashboard).
 nce * Contribution Factor (numerical product). The IPI is directly related to the Intern Status.
ding is shown in the Coefficients tab. ]

overall performance during the checkpoint meetings (applies both to PC Checkpoints and the Client Checkpoints). There is a 5-scale,
are shown in the Coefficients tab. ]
ery Good, Fair, Poor, Very Poor

readiness for the upcoming Client checkpoint meetings (applies only to PC Checkpoints).
stem. [ The grades are shown in the Coefficients tab. ]
, Only minor actions to be taken, Needs further improvement, Major Actions to be taken, Unprepared - action from SC required

sed on the specific project team's performance during their weekly checkpoint meeting (applies only to Client Checkpoints).
stem. [ The grades are shown in the Coefficients tab. ]
igh, Medium, Low, Very Low

Performance * Readiness for Client Meeting (numerical product)

all Performance * Client satisfaction (numerical product)
nd their product matrices are shown in the Coefficients tab. ]

nt checkpoint meetings:
ent in the meeting.
e intern is present in the meeting, but arrived late (3 or more minutes after the commencement of the meeting).
sent with no excuse provided to the PC (in-writing) (up to 48 hours before or after the meeting).
bsent with a reasonable excuse (e.g. health or family issue) provided to the PC (in-writing) (up to 48 hours before or after the

een removed from the Project (this applies if the intern has been moved to another team, when teams merge).
the above factors can be found in the Coefficients tab. Of course, any absence from the Client checkpoint meetings will have a
attendance.
ou will be able to check the cumulative team attendance (as a percentage) over a given week and vertically (in columns) you will be
endance over the course of the project.

ideally last 15 - 30 minutes. It will effectively serve as the safety net before the client meeting
next steps/concerns etc., using the PowerPoint template provided.
ght be), using the means provided and be adequately prepared for their upcoming client meeting.
by the PMT or the PC, they need to be flagged up and noted accordingly in the Meeting Notes section in the respective tea

Readiness for Client Meeting

Ready to Go
Only minor actions to be taken
Needs further improvement
Major actions to be taken
Unprepared - action from SC required
 future goals of their respective teams. The duration of the meetings will vary depending on whether the project is part of a G
ng must not exceed the 30-minute limit.
ent. The meeting must not exceed the 20-minute limit for each team.
t time, due to hard time limit.
PMT or the PC, they need to be flagged up and noted accordingly in the Meeting Notes section in the respective team's slo

Client Satisfaction
Very High
High
Medium
Low
Very Low

& Client Satisfaction. Their respective coefficients are in the Coefficients tab, for your reference.

Table 4
Key
PMT delegate), the PC must rate the overall performance of the team from the following scale:
e taken, 3 - Needs further improvement, 4 - Only minor actions to be taken, 5 - Ready to Go

d with each other and how this supported the presentation of information. Are there any challenges or any tensions
ng meeting with the client? Any foreseeable absences and, if yes, on what grounds?
attended, then 2).
ust not rely on vague "evidence" of progress. The interns are expected to provide a brief presentation with clear points on
ovided. Is this presentation ready for the client meeting and the team aware of what they have to do?
nd lead the presentation. The Skills City Staff will be on one side, for any support required.
on to detail and preparation they have put into presenting the information they have available. Is the information put in a

ing and addressing the people in the meeting in a professional manner. Please remind them to wear an appropriate attire
edback they will give you and add them to the team's meeting notes (with your name).
e time with Skills City staff to organise and proactively address any issues that forestall the team's progress. Absences
t the need of each team member being asked to report so.

nd meetings with client), the PC must rate the overall performance of the team from the following scale:

r and how this supported the presentation of information

n vague "evidence" of progress. The interns are expected to provide a brief presentation with clear points on Successes,

on to detail and preparation they have put into presenting the information they have available. The interaction with the

ing and addressing the people in the meeting in a professional manner, attire also plays role.
nd add them to the team's meeting notes (with your name).
explicitly asked to rate his satisfaction rate from the following scale:

nd add them to the team's meeting notes (with your name).

g of Week 7.
asap. You are only required to fill out the team's tables mentioned per the instructions above.

t down in the Meeting Notes.

g

ng

LLY!
eir possibilities of success and our visibility of interns that might require our support.
needs to be updated as frequently as required (at least, on a weekly basis) for each project.

them). If you click on each factor's head title cell, a data validation text cell will give you some information about the respec

Who needs to update it? How often?

nce Index (IPI) columns. Updates automatically. N/A

ASAP - When an important fact or

event about a learner (e.g. a health
PCs
concern) needs to be
communicated to the PMT.

As soon as the level of contribution

PCs of an intern changes. (Suggestion:
weekly checks)

points (Averaged over the duration of the project).

Updates automatically. N/A
d information dashboard).
ntern Status.
Updates automatically. N/A

ints and the Client Checkpoints). There is a 5-scale,

After each checkpoint meeting
PCs
takes place.

points).
After each PC checkpoint meeting
PCs
takes place.
taken, Unprepared - action from SC required

eeting (applies only to Client Checkpoints).

After each Client checkpoint
PCs
meeting takes place.

Updates automatically. N/A

mencement of the meeting).

the meeting).
-writing) (up to 48 hours before or after the
After each Client checkpoint
PCs
meeting takes place.
r team, when teams merge).
om the Client checkpoint meetings will have a

given week and vertically (in columns) you will be

e the client meeting

oming client meeting.

n the Meeting Notes section in the respective team's slot.
 ry depending on whether the project is part of a Grand Challenge (where 2 or more teams work on the same project brief).

Meeting Notes section in the respective team's slot.

ab, for your reference.

the following scale:

5 - Ready to Go

Are there any challenges or any tensions

grounds?

rovide a brief presentation with clear points on

of what they have to do?
upport required.
hey have available. Is the information put in a

ease remind them to wear an appropriate attire

our name).
hat forestall the team's progress. Absences

am from the following scale:

f presentation with clear points on Successes,

hey have available. The interaction with the

re also plays role.

structions above.
formation about the respective factor.
on the same project brief).
 Cloud Security Bootcamp
Organisation Project Title
Cloud Security Bootcamp
Team Code Status Status Last Updated on Project Co-ordinator
SC - CS - JUNE(2) - 24 / T1 Inoperative #NAME?
SC - CS - JUNE(2) - 24 / T2 Inoperative #NAME?
SC - CS - JUNE(2) - 24 / T3 Inoperative #NAME?
Devi Vara Prasad Pirla
SC - CS - JUNE(2) - 24 / T4 Inoperative #NAME?
#NAME?
#NAME?
Return to Main Menu
Technical Instructor for DA
Devi Vara Prasad Pirla
Technical Coach for DA
Dovile Ziogelyte
 Contribution Factor
Consistent 1
Intermittent 0.75
Poor 0.5
None 0.05

Attendance Weight
TI Check Client Check
Present 0 0
Present (Late arrival) 0.015 0.05
Absent 0.1 0.15
Excused 0.025 0.1
Removed 0 0

Overall Performance Coefficient

Excellent 5
Very Good 4
Fair 3
Poor 2
Very Poor 1

Readiness for Client Meeting Coefficient

Ready to Go 5
Only minor actions to be taken 4
Needs further improvement 3
Major actions to be taken 2
Unprepared - action from SC required 1

Client Satisfaction Rate Coefficient

Very High 5
High 4
Medium 3
Low 2
Very Low 1
 TI Checkpoint: Overall Performan
Readiness Unprepared - action from SC required
Overall Performance Factors 1
Very Poor 1 1
Poor 2 2
Fair 3 3
Very Good 4 4
Excellent 5 5

Client Checkpoint: Overall Pe

Client Satisfaction Very Low
Overall Performance Factors 1
Very Poor 1 1
Poor 2 2
Fair 3 3
Very Good 4 4
Excellent 5 5
TI Checkpoint: Overall Performance x Readiness for Client Meeting
Major actions to be taken Needs further improvement
2 3
2 3
4 6
6 9
8 12
10 15

Client Checkpoint: Overall Performance x Client Satisfaction

Low Medium
2 3
2 3
4 6
6 9
8 12
10 15
g
Only minor actions to be taken Ready to Go
4 5
4 5
8 10
12 15
16 20
20 25

High Very High

4 5
4 5
8 10
12 15
16 20
20 25
TI Checkpoint: Overall Performance x Readiness for Client Meeting
Weekly Team Status
Inoperative
Critical
Concern
Acceptable
On track

Client Checkpoint: Overall Performance x Client Satisfaction

Weekly Team Status
Inoperative
Critical
Concern
Acceptable
On track
l Performance x Readiness for Client Meeting
Score (Product)
1 to 3
4 to 8
9 to 15
16 to 20
25

Overall Performance x Client Satisfaction

Score (Product)
1 to 3
4 to 8
9 to 15
16 to 20
25
 Phase Step Issue / Challenge
The client was initially
interested but due to
Is the client interested
contradictory / vague
in joining the SCIPs?
information, they lost their
interest.

The client looks unsure in

Is the client able to
terms of committing at least
commit to the SCIPs?
one person to the SCIPs.

The client does not have the

Client cannot commit to
capacity or the desire to hire
hiring Interns
clients.

Scoping the project around

something that is not taught in
the Bootcamps.

Phase 1: Project The client wants to make

Scoping changes to the Project Brief
that cannot be accommodated.
Scoping and filling out
the project brief (this The client has issues in
includes possible completing the project brief
ammendements and brief (e.g. unsure of the content that
reviews) they have to include, etc.)

Client Becomes
Unresponsive / Bails (before or
during projects - from
administrative perspective)
 The client asks / requires us to
Confidentiality & NDAs
sign an NDA

Finding a suitable date for the

Client pitching sessions
client pitching sessions.

Finding a suitable date to

conduct the allocation process.

Interns are unaware of their

teams and / or the resouces
they must have access to.
Phase 2: Project teams allocation
Introduction to
SCIPs
 Intern does not like their
project / requests change of
teams.

Interns set up their own

communication platforms

Post-allocation
concerns

Interns delay or refuse to sign

their NDA forms.

Intern delay in setting up their

first internal meeting

Project work
Interns fails to show up to the
commencement
first meeting with the client
(Weeks 6 & 7)
Interns fails to organise
properly for their first meeting
with the client

Interns fails to attend the

Weekly Client Checkpoint
meetings.

Inactivity or inconsistent
attendance / contribution from
an Intern

Intern Drops Out (in

association with the
inconsistent attendance above)
 Intern falls ill / faces personal
issues

Unprofessional behaviour (e.g.

bullying, improper conduct
Project work during meetings, internal
development conflicts)
Phase 3: Project (Weeks 6 to 11)
Development
(Week 6 - 11)

Lack of appropriate planning /

project development / objective
tracking

Interns are unsure about how

to distribute roles or delegate
tasks.
Interns are unsure about how
to communicate with the client.

Interns are not aware of the

location of the templates /
deadlines.

Interns are not confident in

writing a report or delivering a
presentation.

Interns breach the signed

NDAs

Interns request too much

support (spoonfeeding issues)
 Client Becomes
Unresponsive / Bails (during
projects - from Interns
perspective)

Technical Issues (e.g. issues

with their laptop / PC, internet
connection, etc.)

Interns refuse/are not able to

attend the presentation

Interns request an extension to

deliver the presentation

Preparation of
presentations
 Preparation of
presentations Interns request an extension to
submit the provisional project
deliverables

Lack of space for delivering the

Talent Showcase
Phase 4: Talent presentations
Showcase Week

Faulty / No equipment for the

delivery of the Talent
Showcase presentations

Client is late / unable to attend

(with little to no notice)

The majority of interns (or a full

project team) are unable to
attend (with last minute to no
On the day of the notice).
presentation
 presentation

One or more interns from the

same team are unable to
access their presentation
material (e.g. presentation
slide deck is not on
SharePoint, learners do not
have laptops with them that
have the slide deck on, etc).

Interns refuse to handover the

project deliverables

Interns request an extension to

submit the ultimate project
deliverables.

Weeks 12 & 13

Interns request feedback or

references with regards their
participation to the SCIPs

Phase 5:
Deliverables
Handover &
Beyond
 Phase 5:
Deliverables Interns request a refund for
travelling for the Talent
Handover & Showcase Week
Beyond

Interns request project-related

material past the completion of
the Bootcamps

Interns share commercially

sensitive materials externally

Week 13 & Beyond

The final deliverables of a

team are of substandard
quality / not in a format that is
deliverable.
Issue Category Accountable party Accountable to (left: highester priority --> right

Administrative BD Team Client Organisation

Administrative PMT Client Organisation

Administrative BD Team Client Organisation

Client Organisation PMT

Client Organisation PMT

Administrative
Client Organisation PMT

Client Organisation PMT

Administrative Client Organisation BD Team

Sessions Client Organisation PMT

Administrative PMT Programme Leads

Technical Interns DT / PC
Administrative Interns DT / PC

Technical Interns DT / PC

Administrative Interns DT / PC

Performance Interns DT / PC

Interns DT / PC

Attendance

DT / PC PMT
Performance Interns DT / PC

Interns DT / PC

Attendance

DT / PC PMT

Attendance DT / PC PMT

Administrative DT / PC PMT
 Administrative Interns DT / PC

Professional Conduct Interns DT / PC

Performance Interns DT / PC

Performance Interns DT / PC
Professional Conduct Interns DT / PC

Technical Interns DT / PC

Technical Interns DT / PC

Administrative Interns PMT

Administrative Interns DT / PC
 Administrative Client Organisation PMT

Technical Interns DT / PC

Professional Conduct Interns DT / PC

Administrative Interns DT / PC
 Performance Interns DT / PC

Administrative PMT Client Organisation

Technical PMT Client Organisation

Administrative Client Organisation PMT

Professional Conduct Interns DT / PC

 Technical Interns DT / PC

Professional Conduct DT / PC PMT

Performance DT / PC PMT

Administrative PMT Interns

 Administrative DT / PC Interns

Administrative Interns DT / PC

Professional Conduct Interns PMT

Performance Interns PMT

ountable to (left: highester priority --> right: lowest priority) Keywords / Key Phrases

Client interested in SCIPs,

PMT
Potential lead loss

Client unsure to commit to SCIPs,

PMT
Client unsure to commit to SCIPs

Client organisations, Intern hiring,

PMT
Client selection criteria

Project Scoping, Project subject

Programme Leads
not taught in the Bootcamp(s)

Changes to the Project Briefs,

Programme Leads Changes that cannot be
accommodated

Challenges for the client in

completing the Project Brief

Client Becomes Unresponsive,

Client Bails
 PMT NDA, Intellectual Property (IP)

Client pitching sessions, Arranging

client to pitch projects, Client
DT / PC Programme Leads
unable to pitch project, Client does
not wish to pitch project

Project teams allocation, Finding

DT / PC
suitable dates with the DTs

Industry Project resources,

PMT
SharePoint Repositories, Moodle
 Interns do not like their allocated
PMT
projects

Interns setting up non-approved

PMT
comms platforms

Delay / refusal of Interns to sign

PMT
NDAs

First internal meeting, Delay in

PMT setting up first meeting, Delay in
starting research

PMT

First client meeting, Lack of

Attendance, Delay in making
progress

Client Organisation
 First client meeting, Waste of
PMT client's time, Delay in making
progress

PMT

Weekly Client checkpoints

meetings, Lack of Attendance,
Delay in making progress,
PC's important role in the teams'
communication

Client Organisation

Poor attendance, Lack of

attendance, Inactivity

Drop out, Team Merging,Grand

Challenge, Expectation
Management
 Illness, Personal Issues
PMT
(Intern's side)

Unprofessional behaviour, Formal

PMT action, Dismissal from Project
Team

Lack of appropriate planning, Lack

of progress in the project
PMT
development, Lack of proper
objective tracking

Team building, Role clarification

PMT
within the SCIP teams
 Communication between Interns &
PMT
Client Organisation

Location of document templates,

PMT
location of deadlines

Writing a report, Delivering a

PMT
presentation

Breach of NDA, Potential Legal

Client Organisation Consequences, Storage & Content
Management Considerations

Spoonfeeding / Excessive hand-

PMT holding, Too much support is
requested from the interns
 Unresponsive client, Client drops
BD Team
out

Issues with personal technical

PMT
equipment

Refusal to attend presentations,

PMT Client Organisation Non-availability for the
presentations

Extension request for the

PMT
presentation delivery (learner side)
 Extension request for the
PMT provisional submission of
deliverables

Space for Talent Showcase Week

presentations, Booking and further
Interns BD Team
arrangements, Potential space
issues

Talent Showcase Week

presentations, Lack of available
Interns
technical equipment, Faulty
technical equipment

Talent Showcase Week

BD Team presentations, Late client, Little or
no notice

Talent Showcase Week

Client Organisation presentations, Late Interns, Little
or no notice
 Talent Showcase Week
presentations, No access to
PMT
project-related resources (e.g.
slide deck)

Project deliverables handover,

Client Organisation Interns refuse to handover their
deliverables

Extension request for the ultimate

Client Organisation
submission of deliverables

Feedback on the deliverables,

Presentation feedback form
 Talent Showcase Week, Refunds /
Compensations, Processes &
regulations

Interns request project-related

PMT material after the Bootcamp's
completion

Externalisation of project-related
Client Organisation
material to 3rd parties

Sub-standard quality of final

deliverables, Unable to timely
Client Organisation
deliver a team's outcome to the
clients
Likelihood Severity Potential Impact

1. Lose potential ties to big organisations, which could offer job

opportunities to SC Interns.
Low Mid
2. Organisations' delegates will be unsure with regards to their
participation in the SCIPs (potential impact to the brand).

1. Similar to the Interns, commitment to the terms and time agreed in

advance is expected from the clients.
Mid High
2. Lack of client's commitment can be mitigated and managed
accordingly by the PMT and the BD Team.

1. Lack of hiring prospects of interns by the end of the projects (only

referring to the client involved).
Low Mid
2. Reluctance whether we should effectively get them on board for
the SCIPs.

1. The project might include knowledge that is outside the Bootcamp

Low High scope.
2. The project can be become too advanced to be completed by our
Interns.
3. It might require external resourcing (which might not be available at
the time or at all).
Low Mid 4. The client might require access to resources that are only available
upon subscription or have to be paid.

Mid Low Delay in reviewing and delivering the project brief.

From an administrative point of view, if this happens whilst the project

brief is being scoped or at an earlier, this could potentially:
Low High 1a. Cause delays in signing the brief off
1b. Cause the client to be transferred to the next round of
Bootcamps.
 1. This could impose restrictions to what the Interns can share
externally during or after the project.
High Mid
2. Likewise, IN4 Group departments will need to be careful of the
information externalised to other clients or potential interns.

1. There is no time available for the client to pitch their projects.

Low Mid 2. Client is unavailable through the project pitching phase.
3. The client does not want to pitch their projects (for any reasons).

1. Lack of DTs availability in Week 5 might result in delay of the

allocation process.
Low High
2. Change of of DTs availability in Week 5 might result in delay of the
allocation process.

1. Interns are unaware / have no access to their Sharepoint

repository.
Low High 2. Interns complain that they have no way of reaching out to each
other.
3. Interns are enquiring where they can find resources and deadlines.
 1. Intern is unhappy / becomes demotivated due to the project they
Mid High are allocated to.
2. Intern refuses to contribute to the project.

1. Breach of confidentiality
2. Sensitive information and / or data are being communicated
High High
3. Lack of transparency regarding project progress and research
material.

1. Cause delays in the Intern joining their teams.

2. Can potentially cause distress to the teams, if they are unsure
Low High about their number of team members.
3. The Intern can be refused their participation to the SCIPs, if they
do not sign their NDAs.

1. Can cause delay in the beginning of project planning activity.

Mid Mid
2. Interns can waste precious time due to bad time management.

1. Can create a bad impression to the client and the Skills City team.
2. Intern will lose marks for the Skills City Credly Badge.
3. Can delay a team's progress, especially if the Intern missing holds
important information they have not shared.
4. Can cause stress and tension to the rest of the team.

High High

1. Issues can go by unnoticed and escalate in due course.

2. Skills City staff could be put in an uncomfortable position as they
will to cover the missing team member to the client.
3. Skills City staff will need to follow up with the missing team
member.
 1. Can create a bad impression to the client.
2. Can waste a client's time by not having topics for conversation.
High High
3. Can delay a team's progress as they will not be able to get
important information from the client.

1. Can create a bad impression to the client and the Skills City team.
2. Intern will lose marks for the Skills City Credly Badge.
3. Can delay a team's progress, especially if the Intern missing holds
important information they have not shared.
4. Can cause stress and tension to the rest of the team.

High High

1. Issues can go by unnoticed and escalate in due course.

2. Skills City staff could be put in an uncomfortable position as they
will to cover the missing team member to the client.
3. Skills City staff will need to follow up with the missing team
member.

1. Can cause distress within the group and create conflicts between
High Mid team members about work imbalance.
2. Delay progress of work.

1. Can cause distress within the project group.

Low Mid 2. Leave tasks unfinished / more work weight on less peoples'
shoulders
 1. Can cause distress to the intern.
Mid Mid
2. Delay progress of work.

1. Can cause distress and demotivation to the rest of the team

Low High members.
2. Can cause issues in the company relationship with the client.

1. Lack of proper planning in the initial stages of the SCIP,will lead to

a poor outcome.
2. This could also create additional stress, due to the occurrence of
Mid High
unexpected circumstances.
3. A poor outcome can potentially cause issues in our relationships
with the client organisations.

1. Lack of proper structuring of the team can potentially lead to

internal stress and confusion.
Mid Mid
2. It could also lead to delay in commencing work or progressing with
their project.
 1. Lack of coherence and transparency as to the information that is
exchanged between the learners.
2. This can result to mismanagement of expectations, if learners
Mid Mid commit to unrealistic requests from the client.
3. It could also lead to unfortunate events due to unprofessional or
informal conduct, during the contact.

1. The Interns will not be aware of the templates that could support
their work and progress.
High Low 2. It can also decrease the consistency in the format of their
deliverables.
3. They can potentially miss deadlines due to lack of awareness.

1. The Interns are not experienced and unable to deliver a report or a

presentation.
High Mid
2. Lack of a starting point in creating the documentation that needs to
be delivered - delay in execution and delivery.

1. Important / Sensitive information can fall into the wrong hands (e.g.
competitors) or publicised without the consent client organisation.
2. Can irreparably traumatise the relationships between Skills City
Low High
and the client organisation involved.
3. Can have serious legal implications against IN4 Group (e.g. due to
profit loss of the organisation involved).

1. The overprovision of resources and support towards the interns is

Mid Mid negatively affecting their proactivity.
2. Skills City staff end up "doing the work" for the Interns.
 From the perspective of project progress:
1. Can cause issues to the associated number of teams working on
Low High their projects.
2. Lack of support from the clients to the team - less communication
or inability to provide crucial information.

1. Can cause distress to the intern.

Mid Mid
2. Delay progress of work.

1. Can cause disruption in the delivery of the presentation.

2. In general, having team members of one team attending in-person
and virtually can cause breaks in the flow and challenges in co-
High High
ordination.
3. Can potentially leave a bad impression to the parties involved (both
Skills City and the client organisation)

In most of the cases, this is due to bad management or lack of

Low High
confidence in presenting.
 1. Interns are not able to submit their deliverables in time (e.g. due to
technical issues).
Mid High
2. No issue has been reported earlier, but in fact, the team has been
facing challenges.

Will not be able to run the Talent Showcase presentations in time and
Low High
adhering to a profesional quality in the delivery.

1. This could cause delays in delivering a presentation - a further

Mid High challenge if the time of two presentations are close to each other.
2. It could also break the flow and cause nervousness to the learners.

1. This could cause frustration to the interns that have attended in-
Low High person or even to those attend virtually.
2. It could also break the flow and cause nervousness to the interns.

1. This could disrupt the presentation schedule.

Mid High 2. It could also have a very bad impression and cause frustration to
the client.
 1. This could disrupt the presentation schedule.
2. The delay could also disrupt the flow and cause nervousness to
the interns.
Mid High
3. Finally, it could cause frustration to the client and the rest of the
attendees, giving a bad impression with regards to the level of
preparation.

Due to time mismanagement or for other reasons, the Interns might

refuse to handover their deliverables as they must by the designated
deadlines.
Low High 1. This could disrupt the handover process and add the obligation of
following-up with the team (which would otherwise be unnecessary).
2. The delay could also cause frustration to the client and give a bad
impression to the respective client.

1. Interns are not able to submit their deliverables in time.

Mid High 2. No issue has been reported earlier, but, in fact, the team has been
facing challenges.

Low Mid N/A

 1. Skills City needs to be clear and unambiguous with regards to the
requirements under which a learner can be refunded. Otherwise,
Low Mid false expectations will be created for the interns.
2. Delay in processing the receipts provided could cause frustration to
the learners.

A (potentially unaware) DT / PC can take the initiative to either

Mid Low provide them with the deliverables or providing access to the
SharePoint Repositories, without asking the PMT.

1. Important / Sensitive information can fall into the wrong hands (e.g.
competitors) or publicised without the consent client organisation.
2. Can irreparably traumatise the relationships between Skills City
Low High
and the client organisation involved.
3. Can have serious legal implications against IN4 Group (e.g. due to
profit loss of the organisation involved).

Due to time mismanagement or for other reasons, the Interns might

deliver a sub-standard set of documentation upon the ultimate
deadline.
Low High 1. This could disrupt the handover process and add the obligation of
following-up with the team (which would otherwise be unnecessary).
2. The delay could also cause frustration to the client and give a bad
impression to the respective client.
 Proposed Action(s)

1. Ensure that all involved stakeholders are properly informed regarding the SCIP
processes.
2. Expectations from the clients' side are as clear and unambiguous as possible.

1. If a client is unable to commit due to circumstances in their business, they can be

offered with an alternative participation option (e.g. next round of Bootcamps).
2. As long as they are happy with it, they can be moved to the waiting list for the and be
prioritised (based on their size and hiring prospects) for the next round of Bootcamps.

1. Per our discussion with LC on 14/06/23, it is important to build rapport rather than
seeking direct employment from the client organisations from the SCIPs.
2. This could potentially lead to further organisations coming on board if the reputation of
the SCIPs work is communicated (e.g. through Case Studies, Talent Showcase Week
attendees etc).
3. Hence, it is important to check our client organisations (especially the new ones brought
in by the BD Team) on a case-by-case basis.

1. Ensure that the Bootcamps' curriculii are communicated to the PMT well in advance, so
that they can inform the potential clients accordingly.
2. Ensure that the projects are relative to the content taught on the bootcamp or if you
were to use such a project you can provide the right support as a project coordinator.

1. Ensure the clarity with regards to the expectations (e.g. deliverables, dedicated time to
project from Interns).
2. Ensure that all resources required for the project will be available for the Interns at the
earliest possible.

The PMT can check with the client and assist them in completing the project brief.

From an administrative point of view, the PMT must (keeping BD informed):

1a. Email the client to follow up - check on their status.
1b. If client responds within reasonable time (max: 1 week - if not urgent, 3 days - if
urgent), then PMT team seeks to progress with the processes (e.g. project brief).
1c. If client does not respond within the given time (as above), then PMT team follow up
and inform them that due to the circumstances are being transferred to the next Cohort, to
allow for sufficient preparation time
1. A generic version of our NDA form is signed with the Interns to ensure that the IP of
Industry Project clients is protected during and after the projects.
2. If the client requires so, a version of the client's organisations NDA form will be signed
by the interns.
3. Any external documents will need to go through and approved by Mo (per his request).
For the actions upon an Intern's refusal to sign an NDA, please see the relevant section in
Phase 2.

1. The Project pitching time lasts for 3 weeks (Weeks 2 - 5 of the Bootcamps) and each
project pitching session can (ideally) last 30 minutes. Therefore, under normal
circumstances the time is sufficient
2. In this case, the PMT can check whether the client has an alternative delegate to
nominate to pitch the project or they cannot pitch at all.
3. For admin reasons, a reason regarding the lack of interest in pitching should be
provided.
i. The pitching sessions as much as they help informing the Interns about the different
projects, they can help the Client Organisations build rapport with the Interns and check for
suitable candidates for their projects (or even hiring).

1. As the timeline is quite tight, it is very important that the PMT checks the availability of
the DTs and arranges the allocation slots for all Bootcamps ahead of Week 5.
2. It is important that the DTs have gathered all necessary information required in advance
of the allocation processes, so no precious time is wasted.

1. After the allocation process takes place, the Interns will be provided with private
SharePoint repositories (via the PMT). These will be communicated to their registered
emails only via automated emails.
i. If they are unable to find the automated emails in their inbox, they must check their junk
folder.
ii. Any changes to the SharePoint repositories can be reported by the DTs / PCs, but will
only be actioned by the PMT.
2. The DTs / PCs will create private chat groups for the individual teams on MS Teams
(where they will be able to monitor or go to, to assist the teams when that's required).
3. With regards to the resources (e.g. templates, project material storage), these will be
available on either Sharepoint or Moodle. With regards to the deadlines, these will be
clearly displayed on only on Moodle (alongside relevant dates and instructions with
regards to the submission).
i. Groups on Moodle will be created by the PMT, so that the submissions are made only
by a single person but are reflected across the team, to avoid duplicates.
ii. The submissions must only be made by the Project Team Leaders (PTL).
4. The Interns must ensure well in advance that they check which team they are allocated
to and get together with their fellow team members.
1. The allocation process will take into account all relevant information that could be
provided by the DTs / PCs with regards to the learners, so that their allocation to projects
is as fair and suitable as possible.
2. Due to the NDAs, we will not be able to move people from different organisations into
different teams than the ones intially assigned to.
3. If the Intern starts causing problem / refuses to contribute to the project and insists on
being changed (despite the explanations from the SC staff), they will be removed from
their teams with immediate effect, to avoid further propagation of this issue.

1. It must be made clear to the Interns that using external platforms for project material
storage and communications regarding the projects is prohibited.
2. For storage, they will be using only SharePoint (through the repositories provided via
SC staff) and for internal team communications, they will be using MS Teams (chat groups
will be provided by the respective DTs / PCs).

1. It must be made clear to the Interns that unless one signs an NDA, they cannot
participate in the SCIPs.
2. They will not be entered to the Project SharePoint repositories, until a signature is
obtained.
3. If the NDA is not signed by the end of Week 6 (upon timely distribution of the NDAs to
the Interns), the Intern will be removed with immediate effect, to avoid disrupting the
team's work.

1. It is important to highlight to the Interns that the work must start immediately, as time is
of essence.
2. Even in terms of internal organisation (e.g. assigning roles, getting to know their
platforms) is advised.
3. First steps could include research on the company they work for, assigning roles and
getting to know where the resources are.

1. All Interns are obliged to attend all checkpoint meetings with the clients.
2. In case they are not able to make it, they must notify their PCs at least 48 hours earlier.
3. For lack of notification in advance, they must let their PCs know at most 48 hours past
the time of the meeting.
4. Complete lack of notification will result to an issue of first warning.
5. A second warning will result to the removal of the Intern from the Industry Projects with
no reconsideration for rejoining.

1. All PCs need to ensure that they have a preparatory, checkpoint meeting with the team
where they will check that everything is ready for the meeting with the client.
2. Especially, in the first meeting with the client, the team needs to go in confidently and
spent their time asking some preliminary questions so that they can start building on their
project work.
3. Based on the meeting attendance, all PCs are obliged to complete the Project
Monitoring Dashboard, per the instructions provided by JW.
4. PCs must also report any mishaps or unprofessional attitudes that they observe, as well
as any issues that the Interns report.
1. It is important for all teams to be proactive and do proper research before their first
meeting.
2. Teams must fill the Client Weekly Checkpoint PowerPoint template (shared in their
Repository) so that they properly present their findings to the client.
3. This requires adequate co-ordination, clear roles and balanced task allocation between
the team members.

1. All Interns are obliged to attend all checkpoint meetings with the clients.
2. In case they are not able to make it, they must notify their PCs at least 48 hours earlier.
3. For lack of notification in advance, they must let their PCs know at most 48 hours past
the time of the meeting.
4. Complete lack of notification will result to an issue of first warning.
5. A second warning will result to the removal of the Intern from the Industry Projects with
no reconsideration for rejoining.

1. All PCs need to ensure that they have a preparatory, checkpoint meeting with the team
where they will check that everything is ready for the meeting with the client.
2. In every meeting, the team needs to go in confidently and spent their time asking some
questions so that they can progress with their project work.
3. Based on the meeting attendance, all PCs are obliged to complete the Project
Monitoring Dashboard, per the instructions provided by JW.
4. PCs must be present in every meeting and communication form (e.g. email) so that they
can:
i. support the learners when that's required.
ii. report any mishaps or unprofessional attitudes that they observe, as well as any issues
that the Interns report.

1. PCs assess the situation and examine the root cause for the lack of attendance /
contribution, with the support of the PMT (e.g. they might be drop-outs or face a personal
problem).
2.Establish written communication with the intern (as general guidance, the
communication must only be in the email registered with the Bootcamp).
3. If the intern fails to justify their absence / lack of contribution, leading to delaying work of
the rest of the team, the intern will be removed from their project team (Maximum time for
intern to respond: 48 hours).
4. The intern's participation in the SCIPs will be marked as "Not Completed".

PMT assesses the situation with the support of the PC.

i. If the number of the remaining team members is less than 3, then merge the remaining
team members with other team (if Grand Challenge is applicable).
ii. If the number of the remaining team members is less than 3, then allow the impacted
team to deliver at least 50% of the deliverables (if Grand Challenge is not applicable). This
must be agreed with the client in a private conversation.
1. PMT assesses the situation with the support of the PC.
2. It is important that:
i. Either the PC must already be aware of the issue (as it is a Bootcamp matter too).
ii. Or the intern must provide a written correspondence providing information on the
issue / challenge, according to the SCIP Code of Conduct (as general guidance, the
communication must only be in the email registered with the Bootcamp).
3. Failing to do so will result in dismissal from the project team. If mitigating circumstances
are not reported in time, they will not be considered (unless PMT considers there is reason
to do so).
4. The intern's participation in the SCIPs will be marked as "Not Completed".

1. Assess the reported behaviour and the severity of the case.

2. Establish written communication with the intern (as general guidance, the
communication must only be in the email registered with the Bootcamp).
i. It is important at this point to assess all sides and hear all opinions.
3. If team member(s) are found to have breached the SCIP Code of Conduct, they will be
removed from their team(s) with immediate effect.
i. If evidence of Code of Conduct breach is readily available, then communicate everything
to the team member responsible.
4. The intern's participation in the SCIPs will be marked as "Not Completed".

1. The Interns are given clear instructions as to how to start planning and what
considerations they must make.
i. Each step of their plan should clearly address "What are they doing? / How they are
doing it? / Why they are doing it?"
2. On a weekly basis, the Interns must complete the Project Weekly Attendance &
Progress Overview documentation to show their planning and work progress.
3. There are several presentations that guide them on how to plan their projects and think
ahead (such as the Introduction to SCIPs, Brief Breakdown + Project Objectives, Planning
Tools).
4. They can consult the PCs if they struggle, but they must first provide evidence of their
work (otherwise, the PCs will end up doing the Interns' work).

1. The Team Building session looks to address such matters and help the learners
identify how to organise their team more efficiently.
2. It is important for the learners to clarify the roles as early as possible but do not spend
more time than needed on that.
1. The PCs (and through them, the PMT) need to act as a "safety net" with regards to the
communication of the Interns and the clients organisations.
2. All communications with the client must go through the PCs.
2. The Interns can only commit to what their Project Brief dictates and, based on that and
their progress, deliver the objectives stated in the Project Brief.
3. It is the Interns' responsibility to plan and manage their project workload in such a way
that they deliver all of the objectives.
4. In the case, they struggle with this, they need to concisely and explicitly present an
alternative plan, with reasoning as to why, for consideration by the PCs and PMT.
5. The alternative plan (if confirmed) will then need to be implemented per the suggested
changes.
6. The Professional Conduct & Emotional Management Skills session will also look to
address proper conduct in the communication between the client and the Interns.

1. The location of the templates is thoroughly highlighted through the various sessions
(such as Introduction to SCIPs, Brief Breakdown + Project Objectives, Planning Tools).
2. To clarify it, the two points where the templates exist are SharePoint (repository) and
Moodle (Industry Projects section --> Project Document (Templates))
3. All the deadlines (alongisde submission assignements with clear instructions) will be
found only on Moodle.

1. All Interns will be provided with both of the Report & Presentation templates - both of
these templates will be found on Moodle.
2. Furthermore, there will be 2 Essential Skills sessions regarding the Report Writing and
Presentation practices respectively (1 hour each), during which the PMT will touch base on
relevant topics.

1. All the Interns must adhere to the instructions provided and store the project-related
material to the designated SharePoint Repository and nowhere else.
2. The SharePoint Repository and its content will be used as a sign of progress and
objective completion, whilst the lack of content will show:
i. Use of alternative storage (prohibited due to confidentiality) or local storage (not
advisable)
ii. Lack of work completion / progress (which must be addressed by the PCs & the PMT)

1. The DTs must support the interns by providing guidance or the first step at the initial
stages of the SCIPs.
2. They must avoid providing the exact solution, as this could create a precedent (fairness
towards all teams).
3. The best solution in this issue is to ask the interns to present their own solution /
suggestions, before providing any advice.
4. The interns could also use visual aids (e.g. flowcharts, diagrams, figures, etc) to plan,
organise and present their workflow.
From an administrative point of view, the PMT must (keeping BD informed):
1a. Email the client to follow up - check on their status.
1b. If client responds within reasonable time (max: 1 week - if not urgent, 3 days - if
urgent), then PMT team seeks to progress with the processes (e.g. project brief).
1c. If client does not respond within the given time (as above), then PMT team follow up
and inform them that due to the circumstances are being transferred to the next Cohort, to
allow for sufficient
2a. Can cause issues to the associated number of teams working on their projects.
2b. Lack of support from the clients to the team - less communication or inability to provide
crucial information.

1. PMT assesses the situation with the support of the PC.

2. At first, the intern must seek an alternative (PC could support in advising on the matter -
renting out hardware to interns could be approved if SCA and PCs agree to do so - no
involvement of PMT, except for being informed).
3. In case the intern requires support, it is important that:
i. The PC must be aware of the issue (as it is a Bootcamp matter too).
ii. The intern must provide a written correspondence providing information on the issue /
challenge, according to the SCIP Code of Conduct (as general guidance, the
communication must only be in the email registered with the Bootcamp).
4. Failing to do so will result in dismissal from the project team. If mitigating circumstances
are not reported in time, they will not be considered (unless PMT considers there is reason
to do so).
5. The intern's participation in the SCIPs will be marked as "Not Completed".

As a general note, the attendance to the presentation is obligatory. PMT & the PCs
have to cater this issue on a case-by-case basis.
1. If the learners provide sufficient and timely notice (along with reasoning), then they
could possibly be allowed to attend virtually. The timely notice is at least 1 week in
advance.
2. If the intern cannot make it at all, they have to provide timely written notice and
sufficient reasoning. If the reasoning is not satisfactory (as agreed between the PCs and
PMT), then the intern's participation in the SCIPs will be marked as "Not Completed".

1. Under no circumstances will enquiries from interns to change the presentation dates
will be granted.
2. No exceptions to this rule: Due to the clients' availability, we will only consider changes
that are requested by the clients side and upon reasonable grounds.
3. The PMT are responsible to arrange and communicate the dates of the presentations at
the earliest possible, and the Interns must be properly informed regarding the date and
time, so that they arrive on time.
1-day extension will be granted, upon the the team providing timely notice and on
reasonable grounds (such as technical issues).
i. These issues need to be evidenced, using screenshot and communicated via the Team
Leader of the team via email.
ii. The provisional submission of the final deliverables acts as a "safety net" for the interns
in case:
- They fail to provide their final drafts in time.
- They do not provide deliverables adhering to professional quality (this can give us
additional time, to provide feedback).
- The client's delegate explicitly asks to check the deliverables.
The extension will only be granted by the PMT. Any sort of confirmation from other
parties will be considered invalid

1. The PMT reaches out to HOST Facilities Management between Weeks 8-10, proactively
booking the facilities and arranging the catering.
2. We must have an indicative number of people that will be attending (incl. Interns, clients
& IN4 Group staff).
3. As a matter of urgency, this task need to be completed and confirmed by end of Week
10 (to account for any unexpected challenges early on).
The current room allocated to the Talent Showcase presentations is the Unity Centre of
Excellence (until further notice).

The PMT performs a 2-stage check to all the equipment that will be used during the
presentation (e.g. computers, projector, speakers etc).
- 1st stage - Preliminary check: End of Week 11
- 2nd stage - Follow-up check: Same morning on the day of the presentations.

1. Out of respect to the Interns that attended (both in-person and virtually), we can invite
them to attend the rest of the presentation or find alternative activities (if the rest of the
client organisations have private presentations).
2. Alternatively, we can offer them the opportunity to record their presentation then and
there, and provide them with our feedback. The recording will then be sent only to the
client (not the Interns) by the PMT for further feedback.

1. All teams need to be sent a reminder of the date and time at the end of Week 11 - the
PMT can automate this process, keeping all involved parties (e.g. DTs / PCs, client
organisations etc) in the loop.
2. All relevant notifications (regarding the lack of attendance) must be sent by the Interns
until the morning of Friday of Week 11, then appropriately actioned by the DTs / PCs
and confirmed only by the PMT (unless they are unforeseen).
3. In case of a full team going MIA with little to no notice, a follow-up email will be sent to
them and they will be denied their Golden Badge (their participation in the SCIPs will be
marked as "Not Completed").
4. They will still be liable to submit their deliverables by the end of Week 12, according to
the Code of Conduct signed at the beginning of the Bootcamp.
1. Each team must bring (at least) one functional laptop, which will have access to the
SharePoint.
2. Per the instructions on confidentiality, all project-related material must be safely stored
and regularly updated in SharePoint.
3. At the time of the presentation, a properly-formatted version of the slide deck must be
ready in time for the presentation.
4. The PMT must have the latest copy of the presentation from SharePoint ready in a USB
drive to speed the processes up.

1. Under no circumstances is an intern allowed to refuse the delivery of the documentation

package, as this is required by the Project Brief, and dictated by their signed NDA and
Code of Conduct.
2. If such a case occurs, the Skills City team will need to consider further action and refuse
to consider the participation in the SCIPs as "Completed".
3. Written correspondence need to be established and further action will need to be
considered and aggreed with the Director of Skills City.

1. 1-day extension will be granted, upon the the team providing timely notice and on
reasonable grounds (such as technical issues).
i. These issues need to be evidenced, using screenshot and communicated via the Team
Leader of the team via email.
ii. The ultimate submission of the final deliverables has no "safety net" and all parties have
to be extremely cautious. The final deliverables (following any changes in the Report
document or the Presentation slide deck) must be:
- Properly formatted
- Presentable and according to professional standards (outlined in the Report Writing and
Presentation practices).
The extension will only be granted by the PMT. Any sort of confirmation from other
parties will be considered invalid.

1. There will not be any sort of feedback on the reports, only the presentations.
2. A Presentation Feedback form will be completed by the PMT and the project's PC
(depending on the Bootcamp), and it will be provided to the project team, following the end
of the presentation.
3. Upon successful / satisfactory completion, the client could provide their projects' Interns
with Reference letters, which will showcase their participation and successful completion of
an Industry Project.
Skills City will be providing all interns with an Expenses Form, which they will have to
complete and submit to their PC via email (along with digital versions/scanned receipts)
by the end of Friday in Week 13.
Thus, they could be retroactively refunded (up to £100) for any travelling expenses in the
case that they live over 100 miles from HOST Salford.
Compensation regulations:
1. No accommodation fees will be compensated.
2. No late forms will be compensated.
3. Forms that are submitted without any receipts will not be compensated.
4. Nameless or incomplete forms will not be compensated, unless an updated one is timely
provided (along with the appropriate receipts). If the update is provided after the deadline,
it will not be compensated.

1. Under no circumstances will enquiries from interns to regain access to SCIP material
or Sharepoint Repositories be granted.
2. No exceptions to this rule: Due to confidentiality purposes, the access to the project
material last up to and including the ultimate submission of the deliverables.
3. If a DT / PC receives any such request, they must immediately

1. All the Interns must adhere to the instructions provided and store the project-related
material to the designated SharePoint Repository and nowhere else.
2. Upon completion of the SCIPs, the interns will no longer have access to their SharePoint
repositories or the SCIP material.
3. Upon successful completion of the SCIPs, the interns will be provided with Reference
Letters, which will showcase their participation in the SCIPs.
4. If they wish to refer to the SCIPs on either LinkedIn or CV, the information that they
disclose must be agreed with the Client Organisation (via the Skills City Staff) in advance.
5. Written correspondence need to be established and further action will need to be
considered and aggreed with the Director of Skills City.

1. In the case that the deliverables are not strictly adhering to professional standards
(despite any feedback provided to the interns regarding the state of their deliverables),
Skills City staff will have to assess whether the deliverables folder could be mildly edited
and provided to the client or not. If not, then an email must be sent to the team explaining
the situation.
2. The case of at least the Report or the Presentation being presentable to handover to the
client organisation could minimise the issue.
3. A consideration on the completion of the SCIPs will be made on the grounds of non-
satisfactory completion of the SCIP, due to sub-standard quality of the deliverables and
non-action of given feedback.
Supporting Documentation
 PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T1
Intern's Full Names (AUTO) Intern Status (AUTO)
Carlon Acquaye Active
Chetan Kumar Active
Esther Toyinbo-Johnson Critical
John Fovargue Active
Keith Sawyer Active
Tolu Abidakun Active

Week Meeting Date & Time

Week 3 05/07/24, 09:30
Week 4 09/07/24, 09:30
Week 5 19/07/24, 09:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm

PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T2

Intern's Full Names (AUTO) Intern Status (AUTO)
Blake Mangat Active
Dichha Shrestha Active
Emmanuel Eboda Active
Fiona Agyekum Active
Hubertas Varanauskas Active
Jordan Cartwright Active

Week Meeting Date & Time

Week 3 05/07/24,9:30
Week 4 09/07/24, 9:30
Week 5 09/07/24, 9:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
 Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm

PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T3

Intern's Full Names (AUTO) Intern Status (AUTO)
Adnan Layti Active
Leonardo David Lema Beltran Active
Matthew Yusuff Critical
Najiullah Muhammad Active
Terrez Price Active
Vanesa Mendez Critical

Week Meeting Date & Time

Week 3 05/07/24, 09:30
Week 4 09/07/24, 09:30
Week 5 19/07/24, 09:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm

PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T4

Intern's Full Names (AUTO) Intern Status (AUTO)
Ameena Ouadi Active
Davoud Ghazali Active
Muhammad Ali Active
Samey Shah Active
Srieen Ravithas Critical
Undefined
 Week Meeting Date & Time
Week 3 05/07/24, 09:30
Week 4 09/07/24, 09:30
Week 5 19/07/24, 09:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm

PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T5

Intern's Full Names (AUTO) Intern Status (AUTO)
Andres Meneses Concern
Atif Choudhury Active
Jonathan Anku-Rivers Active
Oluwaseun Oluwole Active
Omar Mahomed Suli Active
Undefined

Week Meeting Date & Time

Week 3 05/07/24, 09:30
Week 4 09/07/24, 09:30
Week 5 19/07/24, 09:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm
 PROJECT TEAM CODE SC - CS - JUNE(2) - 24 / T6
Intern's Full Names (AUTO) Intern Status (AUTO)
Abimbola Ademola Active
Anupama Thampi Active
Janaki Nagappan Active
Khadijah Saith Active
Lesley Asare Concern
Undefined

Week Meeting Date & Time

Week 3 05/07/24, 09.30
Week 4 09/07/24, 09:30
Week 5 19/07/24, 09:30
Week 6 dd/mm/yy, hh:mm
Week 7 dd/mm/yy, hh:mm
Week 8 dd/mm/yy, hh:mm
Week 9 dd/mm/yy, hh:mm
Week 10 dd/mm/yy, hh:mm
Week 11 dd/mm/yy, hh:mm

Week Meeting Date & Time

Week 7 dd/mm/yy, hh:mm
Talent Showcase Week dd/mm/yy, hh:mm
SC - CS - JUNE(2) - 24 / T1 TEAM ACTION →
Comments on Intern Contribution
Consistent
Consistent
None
Project Team Leader Consistent
Consistent
Project Team Coordinator Consistent

Overall Performance Readiness

Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken

Overall Performance Client Satisfaction Rate

SC - CS - JUNE(2) - 24 / T2 TEAM ACTION →

Comments on Intern Contribution
Project Team Leader Consistent
Consistent
Project Team Coordinator Consistent
Consistent
Consistent
Consistent

Overall Performance Readiness

Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken
 Overall Performance Client Satisfaction Rate

SC - CS - JUNE(2) - 24 / T3 TEAM ACTION →

Comments on Intern Contribution
Project Team Coordinator Consistent
Consistent
None
Consistent
Project Team Leader Consistent
None

Overall Performance Readiness

Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken

Overall Performance Client Satisfaction Rate

SC - CS - JUNE(2) - 24 / T4 TEAM ACTION →

Comments on Intern Contribution
Consistent
Consistent
Project Team Leader Consistent
Project Team Coordinator Consistent
None
 Overall Performance Readiness
Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken

Overall Performance Client Satisfaction Rate

SC - CS - JUNE(2) - 24 / T5 TEAM ACTION →

Comments on Intern Contribution
Project Team Coordinator Intermittent
Consistent
Consistent
Consistent
Project Team Leader Consistent

Overall Performance Readiness

Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken

Overall Performance Client Satisfaction Rate

SC - CS - JUNE(2) - 24 / T6 TEAM ACTION →
Comments on Intern Contribution
Consistent
Project Team Leader Consistent
Project Team Coordinator Consistent
Consistent
Intermittent

Overall Performance Readiness

Fair Major actions to be taken
Fair Major actions to be taken
Fair Major actions to be taken

Overall Performance Client Satisfaction Rate

Intern Action

Checkpoint with Tech Instructor

Checkpoint with the Client

Intern Action

Checkpoint with Tech Instructor

 Checkpoint with the Client

Intern Action

Checkpoint with Tech Instructor

Checkpoint with the Client

Intern Action
 Checkpoint with Tech Instructor

Checkpoint with the Client

Intern Action

Checkpoint with Tech Instructor

Checkpoint with the Client

Intern Action

Checkpoint with Tech Instructor

Checkpoint with the Client

 (Weighted) Overall Attendance (AUTO)
100.00%
100.00%
94.00%
100.00%
100.00%
100.00%

Checkpoint with Tech Instructor

Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined

(Weighted) Overall Attendance (AUTO)

100.00%
100.00%
100.00%
100.00%
100.00%
100.00%

Checkpoint with Tech Instructor

Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
 Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined

(Weighted) Overall Attendance (AUTO)

100.00%
100.00%
94.00%
100.00%
100.00%
96.00%

Checkpoint with Tech Instructor

Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined

(Weighted) Overall Attendance (AUTO)

100.00%
100.00%
100.00%
100.00%
94.00%
100.00%
Checkpoint with Tech Instructor
Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined

(Weighted) Overall Attendance (AUTO)

96.00%
100.00%
100.00%
100.00%
100.00%
100.00%

Checkpoint with Tech Instructor

Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined
 (Weighted) Overall Attendance (AUTO)
100.00%
100.00%
100.00%
98.00%
96.00%
100.00%

Checkpoint with Tech Instructor

Weekly Team Status
Critical
Critical
Critical
Undefined
Undefined
Undefined
Undefined
Undefined
Undefined

Checkpoint with the Client

Weekly Team Status
Undefined
Undefined
 Retu
Individual Performance Index (IPI) (AUTO)
1.00
CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
0.05 calculations!).
1.00 As such, they are not required to be
1.00 visible.
1.00

Meeting Notes

Meeting Notes

Retu
Individual Performance Index (IPI) (AUTO)
1.00 CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
1.00 calculations!).
1.00 As such, they are not required to be
1.00 visible.
1.00

Meeting Notes
 Meeting Notes

Retu
Individual Performance Index (IPI) (AUTO)
1.00 CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
0.05 calculations!).
1.00 As such, they are not required to be
1.00 visible.
0.05

Meeting Notes

Meeting Notes

Retu
Individual Performance Index (IPI) (AUTO)
1.00
CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
1.00 calculations!).
1.00 As such, they are not required to be
0.05 visible.
 Meeting Notes

Meeting Notes

Retu
Individual Performance Index (IPI) (AUTO)
0.72
CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
1.00 calculations!).
1.00 As such, they are not required to be
1.00 visible.

Meeting Notes

Meeting Notes
 Retu
Individual Performance Index (IPI) (AUTO)
1.00
CAUTION: Columns U to Z and AB to
1.00 AD are hidden (they include
1.00 calculations!).
0.98 As such, they are not required to be
0.72 visible.

Meeting Notes

Meeting Notes
 Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER John Fovargue
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative

g Notes

g Notes

Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER Blake Mangat
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative

g Notes
g Notes

Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER Terrez Price
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative

g Notes

g Notes

Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative
g Notes

g Notes

Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER Atif Choudhury
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative

g Notes

g Notes
 Return to X
PROJECT CO-ORDINATOR
PROJECT TEAM LEADER Anupama Thampi
DISCORD CHAT LINK Team 1 Discord
PC CHECKPOINT LINK
CLIENT CHECKPOINT LINK
PROJECT STATUS Inoperative

g Notes

g Notes
 Names in th

Week \ Interns Full Names Carlon Acquaye

Week 3 Present
Week 4 Present
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
TI Checkpoint
Individual Attendance (%)
100.00%

Week \ Interns Full Names Carlon Acquaye

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%

Names in th

Week \ Interns Full Names Blake Mangat

Week 3 Present
Week 4 Present
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
 Week 11
TI Checkpoint
Individual Attendance (%)
100.00%

Week \ Interns Full Names Blake Mangat

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%

Names in th

Week \ Interns Full Names Adnan Layti

Week 3 Present
Week 4 Present
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
TI Checkpoint
Individual Attendance (%)
100.00%

Week \ Interns Full Names Adnan Layti

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%

Names in th
Week \ Interns Full Names Ameena Ouadi
Week 3 Present
Week 4 Present
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
TI Checkpoint
Individual Attendance (%)
100.00%

Week \ Interns Full Names Ameena Ouadi

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%

Names in th

Week \ Interns Full Names Andres Meneses

Week 3 Absent
Week 4 Absent
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
TI Checkpoint
Individual Attendance (%)
80.00%

Week \ Interns Full Names Andres Meneses

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%
 Names in th

Week \ Interns Full Names Abimbola Ademola

Week 3 Present
Week 4 Present
Week 5 Present
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
TI Checkpoint
Individual Attendance (%)
100.00%

Week \ Interns Full Names Abimbola Ademola

Week 7
Talent Showcase Week
Client Checkpoint
Individual Attendance (%)
100.00%
 Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
Checkpoint with Project Co-ordinators
Chetan Kumar Esther Toyinbo-Johnson
Present Absent
Present Absent
Present Absent

100.00% 70.00%
Checkpoint with the Client
Chetan Kumar Esther Toyinbo-Johnson

100.00% 100.00%

Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
Checkpoint with Project Co-ordinators
Dichha Shrestha Emmanuel Eboda
Present Present
Present Present
Present Present
 100.00% 100.00%
Checkpoint with the Client
Dichha Shrestha Emmanuel Eboda

100.00% 100.00%

Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
Checkpoint with Project Co-ordinators
Leonardo David Lema Beltran Matthew Yusuff
Present Absent
Present Absent
Present Absent

100.00% 70.00%
Checkpoint with the Client
Leonardo David Lema Beltran Matthew Yusuff

100.00% 100.00%

Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
 Checkpoint with Project Co-ordinators
Davoud Ghazali Muhammad Ali
Present Present
Present Present
Present Present

100.00% 100.00%
Checkpoint with the Client
Davoud Ghazali Muhammad Ali

100.00% 100.00%

Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
Checkpoint with Project Co-ordinators
Atif Choudhury Jonathan Anku-Rivers
Present Present
Present Present
Present Present

100.00% 100.00%
Checkpoint with the Client
Atif Choudhury Jonathan Anku-Rivers

100.00% 100.00%
 Attendance
Names in the attendance tables below are using formulae and a
DO NOT edit them!
Checkpoint with Project Co-ordinators
Anupama Thampi Janaki Nagappan
Present Present
Present Present
Present Present

100.00% 100.00%
Checkpoint with the Client
Anupama Thampi Janaki Nagappan

100.00% 100.00%
ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
John Fovargue Keith Sawyer
Present Present
Present Present
Present Present

100.00% 100.00%
oint with the Client
John Fovargue Keith Sawyer

100.00% 100.00%

ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
Fiona Agyekum Hubertas Varanauskas
Present Present
Present Present
Present Present
 100.00% 100.00%
oint with the Client
Fiona Agyekum Hubertas Varanauskas

100.00% 100.00%

ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
Najiullah Muhammad Terrez Price
Present Present
Present Present
Present Present

100.00% 100.00%
oint with the Client
Najiullah Muhammad Terrez Price

100.00% 100.00%

ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
Samey Shah Srieen Ravithas
Present Absent
Present Absent
Present Absent

100.00% 70.00%
oint with the Client
Samey Shah Srieen Ravithas

100.00% 100.00%

ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
Oluwaseun Oluwole Omar Mahomed Suli
Present Present
Present Present
Present Present

100.00% 100.00%
oint with the Client
Oluwaseun Oluwole Omar Mahomed Suli

100.00% 100.00%
ndance
e using formulae and are automatically updated.
OT edit them!
ith Project Co-ordinators
Khadijah Saith Lesley Asare
Present Absent
Present Absent
Absent Present

90.00% 80.00%
oint with the Client
Khadijah Saith Lesley Asare

100.00% 100.00%
 Tolu Abidakun Weekly Group Attendance (%)
Present Present
Present 83.33%
Present 83.33%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
100.00%

Tolu Abidakun Weekly Group Attendance (%)

0.00%
0.00%
100.00%

Jordan Cartwright Weekly Group Attendance (%)

Present 100.00%
Present 100.00%
Present 100.00%
0.00%
0.00%
0.00%
0.00%
0.00%
 0.00%
100.00%

Jordan Cartwright Weekly Group Attendance (%)

0.00%
0.00%
100.00%

Vanesa Mendez Weekly Group Attendance (%)

Present 83.33%
Absent 66.67%
Absent 66.67%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
80.00%

Vanesa Mendez Weekly Group Attendance (%)

0.00%
0.00%
100.00%
 Weekly Group Attendance (%)
66.67%
66.67%
66.67%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
100.00%

Weekly Group Attendance (%)

0.00%
0.00%
100.00%

Weekly Group Attendance (%)

66.67%
66.67%
83.33%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
100.00%

Weekly Group Attendance (%)

0.00%
0.00%
100.00%
 Weekly Group Attendance (%)
66.67%
66.67%
66.67%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
100.00%

Weekly Group Attendance (%)

0.00%
0.00%
100.00%
 Project Status Scores
PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2

PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.000 0.000 0.100 0.000 0.000 0.000 3 2 6
0.000 0.000 0.100 0.000 0.000 0.000 3 2 6
0.000 0.000 0.100 0.000 0.000 0.000 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A

Project Status Scores

PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2

PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.000 0.000 0.000 0.000 0.000 0.000 3 2 6
0.000 0.000 0.000 0.000 0.000 0.000 3 2 6
0.000 0.000 0.000 0.000 0.000 0.000 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
 N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A

Project Status Scores

PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2

PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.000 0.000 0.100 0.000 0.000 0.000 3 2 6
0.000 0.000 0.100 0.000 0.000 0.100 3 2 6
0.000 0.000 0.100 0.000 0.000 0.100 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A

Project Status Scores

PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2
 PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.000 0.000 0.000 0.000 0.100 3 2 6
0.000 0.000 0.000 0.000 0.100 3 2 6
0.000 0.000 0.000 0.000 0.100 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A

Project Status Scores

PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2

PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.100 0.000 0.000 0.000 0.000 3 2 6
0.100 0.000 0.000 0.000 0.000 3 2 6
0.000 0.000 0.000 0.000 0.000 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A
 Project Status Scores
PC CHECK AVERAGE 6
CLIENT CHECK AVERAGE 0
STATUS SCORE 1.2

PC CHECK PC CHECKPOINT
CALCULATIONS STATUS CALCULATION
0.000 0.000 0.000 0.000 0.100 3 2 6
0.000 0.000 0.000 0.000 0.100 3 2 6
0.000 0.000 0.000 0.100 0.000 3 2 6
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A

CLIENT CHECK CLIENT CHECKPOINT

CALCULATIONS STATUS CALCULATION
N/A N/A N/A
N/A N/A N/A
 First Name Last Name Combined First/Last Name (AUTO)
Abimbola Ademola Abimbola Ademola
Adnan Layti Adnan Layti
Aiman Khair Aiman Khair
Ameena Ouadi Ameena Ouadi
Andres Meneses Andres Meneses
Anupama Thampi Anupama Thampi
Arian Sahara Arian Sahara
Atif Choudhury Atif Choudhury
BLAKE MANGAT Blake Mangat
Carlon Acquaye Carlon Acquaye
Chetan Kumar Chetan Kumar
Davoud Ghazali Davoud Ghazali
Dichha Shrestha Dichha Shrestha
Emmanuel Eboda Emmanuel Eboda
Esther Toyinbo-Johnson Esther Toyinbo-Johnson
Fiona Agyekum Fiona Agyekum
Graham Ablodevi Graham Ablodevi
Harry Gilson Harry Gilson
Hubertas Varanauskas Hubertas Varanauskas
JANAKI NAGAPPAN Janaki Nagappan
John Fovargue John Fovargue
Jonathan Anku-Rivers Jonathan Anku-Rivers
Jordan Cartwright Jordan Cartwright
Keith Sawyer Keith Sawyer
Kellye Coffyn Kellye Coffyn
Khadijah Saith Khadijah Saith
Leonardo David Lema Beltran Leonardo David Lema Beltran
Lesley Asare Lesley Asare
Matthew Yusuff Matthew Yusuff
Mohammed Abubakr Mohammed Abubakr
Muhammad Ali Muhammad Ali
mutiat shobajo Mutiat Shobajo
najiullah muhammad Najiullah Muhammad
OLIVIER GAZA DERIKOYE Olivier Gaza Derikoye
Oluwaseun Oluwole Oluwaseun Oluwole
Omar Mahomed Suli Omar Mahomed Suli
Papa Onwona-Agyeman Papa Onwona-Agyeman
Rumon Uddin Rumon Uddin
Samey Shah Samey Shah
SRIEEN RAVITHAS Srieen Ravithas
Terrez Price Terrez Price
TOLU ABIDAKUN Tolu Abidakun
Tyrese Bewry Tyrese Bewry
Vanesa Mendez Vanesa Mendez
 Email Address Email with ';' (AUTO)
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
[email protected] [email protected];
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
;
 Allocated Project Team Concern? Reasons of Concern
SC - CS - JUNE(2) - 24 / T6
SC - CS - JUNE(2) - 24 / T3
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T4
SC - CS - JUNE(2) - 24 / T5
SC - CS - JUNE(2) - 24 / T6
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T5
SC - CS - JUNE(2) - 24 / T2
SC - CS - JUNE(2) - 24 / T1
SC - CS - JUNE(2) - 24 / T1 Yes Other
SC - CS - JUNE(2) - 24 / T4
SC - CS - JUNE(2) - 24 / T2
SC - CS - JUNE(2) - 24 / T2
SC - CS - JUNE(2) - 24 / T1
SC - CS - JUNE(2) - 24 / T2
Yes Low Attendance
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T2
SC - CS - JUNE(2) - 24 / T6
SC - CS - JUNE(2) - 24 / T1
SC - CS - JUNE(2) - 24 / T5
SC - CS - JUNE(2) - 24 / T2
SC - CS - JUNE(2) - 24 / T1
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T6
SC - CS - JUNE(2) - 24 / T3
SC - CS - JUNE(2) - 24 / T6
SC - CS - JUNE(2) - 24 / T3
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T4
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T3
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T5
SC - CS - JUNE(2) - 24 / T5
Yes Low Attendance
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T4
SC - CS - JUNE(2) - 24 / T4
SC - CS - JUNE(2) - 24 / T3
SC - CS - JUNE(2) - 24 / T1
Yes Low Attendance
SC - CS - JUNE(2) - 24 / T3
Added to Discord? Added to Sharepoint?

Yes
No
No

Yes
Yes

Yes

Yes

Yes
Yes

No

Yes
 Other Comments

No attendance at all

Joined but not responding to instructor's calls, cam off

Trying to understand basic concepts, Joined in W2

Inconsistent
Zero attendance

Joined only for the 1st week

Zero attendance

Joined only for the 1st week

Zero attendance

Joined only for the 1st week.

Zero attendance

Joined only W1 sessions. Not W2

Company Name Bootcamp Name Month Year Code Team Number Team size
Cloud Security June (2) - 24 1 7
Cloud Security June (2) - 24 2 7
Cloud Security June (2) - 24 3 7
Cloud Security June (2) - 24 4 7
Cloud Security June (2) - 24 5 7
Cloud Security June (2) - 24 6 7
(AUTO) Output Code (AUTO)Actual Team Amount (AUTO) Remaining Capacity
SC - CS - JUNE(2) - 24 / T1 6 1
SC - CS - JUNE(2) - 24 / T2 6 1
SC - CS - JUNE(2) - 24 / T3 6 1
SC - CS - JUNE(2) - 24 / T4 5 2
SC - CS - JUNE(2) - 24 / T5 5 2
SC - CS - JUNE(2) - 24 / T6 5 2
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T 0 0
SC - 0 - / T
(AUTO) Capacity reached?
No
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes