Expert answer:PM430 Time and Human Resource Management
Solved by verified expert:Deliverable Length: 1,200–1,500 words
Description:
Key Assignment Draft
As a continuation of the IP3 assignment, leading into the final IP in Phase 5:
Part A
Create an execution process group section of the project plan.
Write the approach for execution to include how milestones and deliverables will be determined complete. Other topics of interest are reports and meetings anticipated.
Write the approach for execution to include how milestones and deliverables will be determined complete. Other topics of interest are reports and meetings anticipated.
Part B
Create a monitoring and control process group section and include adjustments to the project schedule and budget
Write a monitoring and control plan for the project. Also consider a plan to correct the project if the project becomes 10% over budget/schedule.
Write a corrective action report to indicate how to bring the project back to schedule and budget.
• The reference list should be in APA format.
assignment_details_individual_project_4.docx
pm430_ip3_.docx
Unformatted Attachment Preview
Assignment Details Individual Project 4:
Deliverable Length: 1,200–1,500 words
Description:
Key Assignment Draft
As a continuation of the IP3 assignment, leading into the final IP in Phase 5:
Part A
Create an execution process group section of the project plan.
Write the approach for execution to include how milestones and deliverables will be determined
complete. Other topics of interest are reports and meetings anticipated.
Write the approach for execution to include how milestones and deliverables will be determined
complete. Other topics of interest are reports and meetings anticipated.
Part B
Create a monitoring and control process group section and include adjustments to the project
schedule and budget
Write a monitoring and control plan for the project. Also consider a plan to correct the project if
the project becomes 10% over budget/schedule.
Write a corrective action report to indicate how to bring the project back to schedule and budget.
•
The reference list should be in APA format.
PM430-1704A-01
Project Management Capstone
Quality Management Plan
&
Risk Management Plan
Individual Project Unit 3
Bert Arseneault
10/24/2017
Executive Summary:
This document provides a detailed project plan for the implementation of a Project
Portfolio Management software application which will be used to manage the implementation of
projects within the organization. This is achieved by providing a detailed description of the
various project activities that will be carried out which have been broken down into specific
tasks that are assigned to project resources and scheduled to determine the implementation
timelines. The document also provides a budget for the project which is determined by using the
tasks and resource requirements for the project.
Various control processes have also been documented in this document including a
description of change management plan, quality management plan, procurement management
plan, communication management plan, risk management plan, and stakeholders’ management
plan. All these help in ensuring that key project constraints are well managed throughout the
project lifecycle.
Project Schedule:
Work Breakdown Structure:
The table below shows the work breakdown structure which defines the various activities
that will be carried out for the project:
Level 1
Level 2
Level 3
1
Portfolio
Project Management
System
1.1
Requirements
Analysis
1.1.1 Collection of Requirements
1.1.2 Requirements Analysis
1.1.3 Review of Requirements
1.1.4 Approval of Requirements
1.2 Project
Planning
1.2.1 Project Stakeholders Identification
1.2.2 Project Team Development
1.2.3 Project Schedule Development
1.2.4 Project Budget
1.2.5 Communication Management Plan
1.2.6. Procurement Management Plan
1.2.7. Risk Management Plan
1.2.8 Quality Management Plan
1.2.9 Stakeholder Management Plan
1.3 System
Analysis and
Design
1.3.1 System Analysis
1.3.2 System Design
1.4
Development
1.4.1 Modules Development
1.4.2 Integration Testing
1.4.3 Documentation
1.5 Testing
1.5.1 UATs
1.5.2 Other Tests
1.5.3 Pilot
1.6. Training
1.6.1. Training Plan Development
1.6.2. User Manuals Development
1.6.3. Training Materials Preparations
1.6.4. Actual Training
1.7. Deployment
1.8. Handover
and Closure
Activity/Network Diagram:
Critical Path:
Lead and Lags:
Whereas a lead helps in accelerating a successor activity so that either activity can be
implemented in parallel or they can start earlier before the first one is completed, Solis-Carcano,
Corona-Suarez, & Garcia-Ibarra, (2015) argues that the lag ensures that a successor activity is
delayed before the next activity can start.
For the project the diagram below shows the lead times and the lag times that will be
implemented in the initial stages of the project:
For the stakeholder’s identification, a lag time of one day will be implemented while the
team development will have a lead time of one day. This means that the stakeholders’
identification process will delay by one day while the team development process will start one
day earlier.
ES, EF, LS, LF:
The earliest time that the project can start is on 23rd October 2017 while the earliest it can
end is 19th February 2018. The latest that the project can start will still be on 23rd October and the
latest it can end will be 19th February 2018 due to the strict timelines that have been set for the
project and the fact that various preliminary activities were already done before.
Project Schedule (Gantt chart):
Embedded below is the project schedule for the project which defines the various tasks
that will be carried out, the timelines for the implementation of these tasks and the resources that
will implement these tasks.
Portfolio_Project_M
anagement_System.mpp
Project Budget:
The project budget which defines the amount of money that will be spent on the project,
based on the tasks to be carried out, the resources who will be involved in the project and the
materials that will be required to achieve the project objectives have been embedded below:
Project Budget
Labour Costs
Project Manager
System Analyst
UI/UX Designer
Developers
Training Staff
Risk Manager
Unit Cost Number of Units
Total Cost
1,000
500
400
500
200
800
1,000
500
400
2,500
600
800
1
1
1
5
3
1
Total Labour Cost
Materials Cost
Laptops
Desktop Computers
Stationery
Smart Phones
5,800
800
650
1,000
500
5
5
1
10
Total Materials Cost
Work
Communication
Transport
Development
Documentation
Analysis and Design
Requirements Analysis
4,000
3,250
1,000
5,000
13,250
1,000
1,000
4,300
1,000
750
1,000
1
1
1
1
1
1
1,000
1,000
4,300
1,000
750
1,000
Total Work Cost
9,050
Total Project Costs
28,100
Change Management Plan:
Change Process:
PMI Institute, (2013) argues that a change management plan helps in ensuring that the
various project changes that may arise during the implementation of the project are manageable
to ensure that they do not affect the key project constraints. This is achieved by ensuring that a
process of how system changes will be proposed, accepted, monitored and controlled is created.
Any project stakeholder will be able to request for a system change to the project
manager which will be done by filling the change request form. The project manager will then
record the change request in the change control log which is used to track the implementation of
the requested changes. The change is then taken through the approval process which involves an
analysis of the change by the project manager to determine the amount of work that needs to be
carried out and the impact that this change will have on the project resources, timelines, quality
and the scope of the project. After the analysis, the project manager uses this information to
determine whether the requested change is viable and whether it is a change that should be
considered by the change committee and the project sponsor (Basamh, Huq, & Dahlan, 2013).
The change request form will then be forwarded to the project sponsor and the change
committee which will be composed of various key stakeholders within the organization,
including the project manager. The change is reviewed from an impact and resource point of
view at this level and a decision is made on whether to approve or reject the change. This
decision will be filled in the change request form (Munassar, Ghanim, Rahman, & Dahlan,
2013). If the change request is approved, the project manager will then update the relevant
system documents to reflect the change such as the scope document and other affected
documents. An implementation plan for the change will then be developed and the necessary
resources assigned to the change tasks to be carried out. The project manager will then track the
implementation of the change and update the change control log accordingly.
If the change request is rejected, the stakeholder who raised the change request is notified
and the same is documented in the change control log to close the change request.
Change Request Form:
Project Title:
Section 1: Change Details
Requestor Name:
Date of Request:
Item to be Changed
Reason for Change Request
Detailed Description of the Requested Change
Estimated Resource Requirements to implement the change
Section 2: Change Evaluation (to be filled by the Project Manager)
Effects of the Change
What needs to be done to achieve the change
What is the impact of change to the project constraints
What are the key risks involved
Section 3: Decision (To be filled by the change committee)
Decision
Name
Date:
Additional Comments
Section 4: Change Tracking (To be filled by the Project Manager)
Completion Date
Signature
Communication Management Plan:
One of the main roles of the communication management plan is to define how
information and various project requirements will be generated and shared with key project
stakeholders in an efficient and effective way. PMI Institute, (2013) argues that this helps in
ensuring that the key goals and objectives of the project are achieved and that there is an
increased understanding of the requirements of the project. The communication plan will define
the information that will be communicated to the various stakeholders and in what format this
information will be communicated. It also defines the channels of communication that will be
applicable for each of the stakeholders together with the frequency in which such information
will be shared to each of the stakeholders.
Some of the key stakeholders who will be getting project information include the
technical developers, the CEO of the company (Project Sponsor), Chief Operating Officer of the
company, end users of the system, change control committee, other project team members, and
the project manager. The matrix below defines the communication process for all the identified
stakeholders:
Type of
Communication
Kick off meeting
Description
Weekly review
Technical Design
meeting
Project Status
Report
Medium of
Communication
Face to face
meeting
Frequency
Audience
Once at the
start of the
project
Project
team,
Project
manager,
COO, CEO,
End-users
Weekly meeting to
review the progress
of the project
Face to face
meeting, Skype,
Conference call
Weekly
Meeting of the
technical team to
review technical
design
Report of the
project progress
Face to face
When
needed
Email
Monthly
Project and project
team introduction
Review of
requirements and
implementation
methodology
Format
Meeting
minutes
will be
shared with
the team
members in
a soft copy
document
Project
Soft copy
Team
of minutes
will be
developed
Project
Soft copy
technical
of system
team
design
developed
Project
Soft copy
team, Key
report of
project
the
stakeholders progress
Owner
Project
Manager
Project
Manager
Technical
Lead
Project
Manager
Type of
Communication
Change Request
Description
Form in which a
change has been
requested for the
system
Medium of
Communication
Email
Frequency
When
needed
Audience
Format
Owner
Project
Manager
shared on
email
Soft copy
Any
shared with project
the project stakeholder
manager
Risk Management Plan:
The risk management plan will help in the identification of key project risks that may
negatively affect the project constraints, analyze these risks to estimate their impact and define
various mitigation measures that should be carried out when such risks arise (Junior & Carvalho,
2013). According to Ennouri, (2013) a risk is usually an uncertain event that may occur during a
project and which may affect the project either negatively or positively. The risk management
plan will also define the risk response strategies which should be applied. PMI Institute, (2013)
argues that there are various ways in which a risk may be responded to including avoiding the
risk by coming up with ways to go around various problematic issues, mitigation of the risk
which ensures that the likelihood of the risk occurring and its impact when it occurs are reduced,
acceptance of the risk and the transfer of the risk through outsourcing.
After the risks have been identified, analyzed and scored, they will be ranked based on
their likelihood of occurring and the impact that they have on the project constraints. Those risks
that will be scored highest will be added to the project schedule and assigned to risk owners or
the risk manager who will track them throughout the project. The identified risks will then be put
in a risk register which according to Iacob, (2014) is a log of all the risks that have been
identified for a project, the impact they may have on the project, the likelihood of them
occurring, the strategy that will be used to mitigate them and at what point in the implementation
of the project the risks may occur. The table below shows the risk register which will be used for
the project.
Risk Name
Risk
Category
Probability Impact
( 1- Low
(1 – Low
5- High)
5- High)
Risk Score
Risk
Response Trigger Risk Owner
(Probability Ranking Strategy
* Impact)
Quality Management Plan:
The quality management plan will be very important as it ensures that there is proper
planning of quality throughout the project, it defines the measures that will be taken to ensure
that quality is well managed, defines the acceptable quality standards that must be observed and
the various control activities that must be carried out to ensure that high-quality standards are
observed (Stojcetovic, Misic, Sarkocevic, Lazarevic, & Zubac, 2014). To ensure that the quality
is well managed throughout the project, an integrated approach where quality standards are
defined, measured and it is continuously improved will be applied. The project manager, together
with the project team will work together to define and document the various quality standards
which must be observed and which will define the way various project activities will be carried
out (PMI Institute, 2013).
The various aspects that will be used to determine whether the quality standards have
been observed will include the schedule, resources, cost, process-performance, system
performance and end users satisfaction.
To ensure that the set quality standards are observed, the following table will be used as a
quality assurance metrics for the project.
Action
Acceptable Standards
Project Phase
System Analysis
Analysis must be carried out using the set
project management templates
Analysis should be carried out before
design
Prototypes of interfaces must first be
designed
They must be approved by key
stakeholders before going forward
The system must be coded with the
programming languages that are part of
company standards.
All codes must be bug-free
System Analysis
and Design Phase
All project activities must be documented
The documentation must follow the
organization’s templates
UI/UX Design
Development
Documentation
Assessment
Intervals
After the end of the
phase
System analysis
and design
Per run
Development
Per test
Documentation
Per test
Procurement Management Plan:
Given that various resources will need to be purchased from suppliers when
implementing the project, the procurement management plan will help in setting the standards
that must be followed when selecting the suppliers and making the decisions to buy (PMI
Institute, 2013). The plan will help in the identification of the materials that will be procured,
contracts which will support the procurement process and the decision criteria which will guide
the procurement process.
Source Selection Criteria:
To ensure that the right supplier is selected to supply the products, a source selection
criteria will be carried out. According to Jainendrakumar, (2015) this will help in ensuring that
there is timely delivery of high-quality products which will help the project to achieve its set
goals and objectives. This will be achieved by ensuring that the project manager, the
procurement department, and the vendor are well coordinated. After the items that are needed for
the project have been determined through a cost analysis of these items, requests for proposals
will be sent out by the procurement department to potential vendors. The RFQs are then
reviewed and those that meet the set criteria for the project are selected.
When selecting the vendor who will supply the materials required various aspects will be
considered including their ability to supply the required materials on time, the quality of
materials, the cost they are charging to supply the materials and their past performances. The
best vendors will then be selected and they will be expected to supply the materials as requested
during the specific timelines defined.
After the vendors have been selected, the project manager will ensure continued
management of the vendors throughout the project to ensure that their activities do not negatively
impact the project. Necessary meetings between the project manager, the vendor, and the
supplies department will be set to clear out various issues and to ensure that all materials are
supplied on time. At the end of the project, the performance of the vendor will be rated to
determine whether they can be used again in future based on whether their services are
satisfactory or not. The table below will be used for this purpose:
Name of the Quality of
Were they
Vendor
the Supplied supplied on
Materials
time
Vendor X
Documentation
Quality
Costs per
unit
Efficiency of
delivery
Vendor Y
Key:
1 – Unsatisfactory
2- Within Acceptable Standards
3- Excellent
Make or Buy Decision:
To determine whether the required materials are developed in-house or they are
outsourced from external sources a make-or-buy analysis will be carried out. This process will be
carried out before the supplier’s selection process starts. A make-or-buy decision will be based
on a cost analysis which will compare the cost of producing the materials internally or
outsourcing the materials from external sources (PMI Institute, 2013).
After the analysis of the costs for the two options have been made, the option with the
best results is selected and used as a source of project materials.
Stakeholders Management Plan:
According to Eskerod, Huemann, & Savage, (2015) a stakeholder management plan is
very important in a project as it helps in the identification of key project stakeholders,
determining their impact on the project, their interests and how much influence they have and
come up with the best strategies on how to communicate with them. This is achieved by first
identifying the key project stakeholders by determining whether a person or an organization will
be directly affected by the system being developed and whether the person holds a position
within the organization in which they can influence the project. Stakeholders will also be people
who have an influence on key project resources and those with skills that are necessary for
carrying out the activities of the project (Junior, Porto, Pacifio, & Junior, 2015).
Stakeholders Register:
The stakeholder register below will be used to record all the key stakeholders of the
project, their roles, power, and support and the influence that they have on the project:
Name
Role
Power Support Function
Expectations
Influence
James
Project
Manager
H
H
Project
Management
H
H
John
Supporter
H
H
CEO
H
H
Project
Team
Implementation M
H
Project
Management
M
H
Jackson Supporter
H
H
COO
H
H
Janet
M
L
Implementation H
L
End user
Stakeholder Engagement Matrix:
To ensure that all key stakeholders concerns are captured, their levels of involvement
together with the strategies that should be used to manage them, a stakeholders’ engagement
matrix will be developed for this purpose.
Stakeholder
Concerns
Quadrant
Strategy
Project Manager
Ensuring that the project is
developed within the set
project constraints
Key Player
Manage day to day project
activities
CEO/COO
Ensure that the project is
properly operationalized
Minimal Effort
Maintain proper
communication …
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