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PROJECT MANAGEMENT DOCUMENTATION
EXECUTIVE SUMMARY
Upon reviewing our requirements, we are proposing the development of a system named “Diversity
Intelligence” built on a web based platform. It will provide its users the ability to better understand
different cultures in relation to interpersonal communication and international business etiquette. The
site will utilize smart and responsive web design to ensure ease of use and will employ efficient web
tools and technology to crowd source valuable cultural data and to also automate processes when
possible. We plan to initially market our site to College professors, specifically those who teach business
communications and cultural studies, in an attempt to have their studies provide data for the system.
Upon developing a serviceable data set from our users, we aim to mine this data for valuable analytics.
Our team focused on the nine PMBOK knowledge areas when planning and developing our system
through all phases of the development lifecycle. This document examines each knowledge area and
discusses its function within our project.
When conducting business internationally, the challenges a person must handle are new and unfamiliar.
Culture is one of those challenges that can affect the entire company. Thus, before entering the foreign
country, it is important to know about the manners and customs in that new culture. Some areas that
Diversity Intelligence provides data on include:
1. Level of culture
Culture encompasses all kinds of things such as how we eat, play, dress, work, think, interact and
communicate. Each country has its own elements of culture:
- Language
- Verbal
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- Non-verbal
- Religion
- Values and attitudes
- Manners and customs
- Material elements
- Education
- Social institutions
Therefore, it is important to conduct cultural analysis before entering or doing business with new
country
2. Business culture
Foreign cultures have different ways of doing business. So, when conducting international business, it is
of great importance to consider PESTLE (politics, economics, social, technology, legal, and environment).
Especially, the socio-cultural environment is an even more important aspect. Doing business with
another culture is not an easy task and to be successful, every foreign company should be aware and
follow some rules that make their business activity more compatible. For example, in some cultures, the
persons involved in international business deals would like to build up close relationships first and
establish the fidelity and trust of their trade counterparts before doing business contracts and activities
with them.
3. Greetings
Language is one of the major issues when it comes to negotiations with trade partners from other
cultures. Foreign partners not only speak languages other than one’s own, but also have a tendency, for
cultural reasons, to think in different ways and have different priorities in the way in which they do
business. For example, some people prefer to do their business meetings with foreigners in a formal way,
and would be offended to be addressed by their first name; some might believe that the use of an
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informal style and first name would signal to the partners that they are trusted. Two partners from these
different cultural backgrounds could easily misunderstand each other if they negotiate without a
previous knowledge of one another’s assumptions and values.
The website will give some main issues to help international business person do business abroad,
especially when greeting and meeting foreign partners including handshake, eye contact, business cards
exchanged, communication style and so on.
4. Culture “fit”-the business trend that most of company now consider
Many companies leverage their culture to promote their brand. It allows potential consumers to view
who they are as an organization; and every public interaction they have will help define and reinforce the
organization and the culture that permeates it. Moreover, culture fit is becoming a major recruitment
factor. Candidates are observing the organization’s environment to get clues about the culture. They’re
checking out future employers on-line to see what others have to say about the organization’s culture.
It’s a very simple premise: happy employees make for happy, successful organizations!
5. Authentic Information
The information on the website has to be specific and authentic. One person's view cannot always fall in
line with the other, the information is majorly provided for business purposes and has to have some
reliable source. So the premium business members, the professor members and student members do
contribute to the same rather than just providing the data. They can debate over the forum, and validate
the points, the point with the maximum number of likes or in line views will be voted up than the others.
6. Government Policies
Government policies play a very important role in International Businesses. Many countries like to favor
a lot of international business as compared to some of them which depend hugely on their internal
policies. The ruling party plays a very important role in this aspect too.
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SDLC DELIVERABLES
Planning Phase
Problem Statement, Requirements, Scope
Analysis Phase
System Name and Summary, Feasibility Notes, Timeline Development
Design Phase
Site Hosting Set Up, Site Development and Design, Use Case Study/Diagram
Implementation Phase
Content Development, Manuals, Testing
Maintenance Phase
Full Content Development, Monitor and Maintain Security
REQUIREMENTS
The objective is that the website will help international business person succeed with any potential
venture in a thriving new economy, understanding the culture, the people, etiquette and the way they
do business. So the first requirement will be designing an IT solution (website) that is adaptable and
modular to accommodate the implementation of additional functional requirements and services. More
specifically, the website needs to be easy enough to navigate individuals through a complex array of
different culture, secure enough to hold sensitive private data and powerful enough to withstand peak
traffic in the hundreds of thousands of concurrent users. The website will focus on the attitudes and
values of people of each country (customs and culture) and examine business ethics, introducing the
typical cultural and ethical differences that business people may encounter when doing business or
working with people from different country.
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The website will give two main deliverables. The first thing is providing information about how
international business meeting are conducted and business gifts given in different countries. Also, the
website will provide International success tips & secrets to build international business relationships.
Another requirement is implementing a marketing plan for the website. We will focus first on two things.
First, advertising on the top three search engines such as Google, Yahoo and Bing. In addition, we will
use social media to attract more users by using:
- Facebook ads: target people from a specific location, friends of your current fans, or someone who
“like” other pages, among other options such as age and interests. Also, target updates by location,
demographics and language by creating one brand Page on Facebook.
- YouTube: creating video content introduce about the website to reach a larger audience on the
world's largest video site.
Also, there are some specific requirements for building the website:
1. Functional requirements
1.1 Technology Based System: The web portal enables the users to research and share cultural
information, which might help them during business or recreational trips, to plan and know more about
the place, people and preferences.
1.2 Membership: Defining different categories of membership to give special privileges to the people
who really need the information. Categories can be Premium, which will be used basically by business
professionals and large companies to input data, use the available data in database and comment on
some facts which they feel is not correct. Membership for Professors and students will include adding
information, and participating in forums and blogs.
2. Data requirements
2.1 Business Professionals and Companies: People who intend to use this website for business purpose
can add the information relating to their region and veracity, which will include categories such as food
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preferences, back door easy business habits, etc. Similarly big companies can contribute or the same if a
group of their professionals are going on a business tour or vice versa if they are expecting a business
from other parts of the world.
2.2 Internet: Although a lot of websites are present in the global virtual market of internet which gives a
lot of trivial data, we can analyze and collect the important information for our purpose and incorporate
in our database.
2.3 Forum: Professors, students and professionals can discuss on the website regarding any information
which they feel is very important and need attention or which may misguide some business. The
information will be filtered based on the number of favorable points in their favor. Use of research
magazine and internet will be a part of database too.
3. System requirements
3.1 Usability: the website should be easy and simple to use for the first time. The website needs to have
at least two requirement for usability: efficiency of use and low perceived workload.
3.2 Interoperability: The website should associate with the ease with which the system can be integrated
with other system (e.g., browsers, legacy applications, and required databases). For example: the
website shall interoperate with the following browsers: Internet Explorer 4.0, Facebook, and PayPal.
3.3 Timeliness: the website must ensure that its persistent information is current:
- When one user updates some data, the system shall ensure that other users shall automatically see
the update within 2 seconds.
- The website shall automatically transfer “old” information from on-line storage to off-line archives
after specific days.
3.4 Security: identify which security options needed for protecting the website and its sensitive data and
communications from accidental, malicious, or unauthorized access, use, modification, destruction, or
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disclosure. Especially, the website has to ensure the confidentiality of all information entrusted to it,
whether stored or communicated
3.5 Maintenance: the website shall ensure that authorized modifications during maintenance will not
inadvertently allow unauthorized individuals access to the system.
SYSTEM ARCHITECTURE
Our web-portal deals with the information from different countries and tradition. Considering this
system, we are keeping country selection as first step of our website.
Architecture blocks are as follows:
Two tier system
1. For the general public to gain information for free.
2. For Professors, Historians and Businessman.
(People who are interested to get the info by paying)
Charges: 3 Types of payment options
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1. Monthly $10 subscription
2. Quarterly $25 subscription
3. Annually $95 subscription
INTEGRATION MANAGEMENT
1. Integration management is a collection of processes required to ensure that the various elements
of the projects are properly coordinated. It involves making trade-offs among competing objectives
and alternatives to meet or exceed stakeholder needs and expectations.
o Initiating: We have defined all the in-scope and out of scope of the project. And we have defined
project goals and the desired deliverables like all the detailed information about the country in
business perspective.
o Planning: The project management plan is the master plan that includes all planning documents for
the project, such as the budget, schedule, resources, and scope statement. It also includes how the
development of the website will go step by step and then we will integrate all the modules like login
page, registration page, Home page, different country pages etc.
o Executing: Execution of the modules which are defined in the planning phase like culture, business
modules. Direct and Manage Project Work process includes performing the work defined in the
PMP to achieve project goals.
o Monitoring and controlling: Monitor and Control project work process includes tracking and
reviewing the progress of the project. We need to update the information continuously in the
website according to customer’s requirements and we need to update the project plan and project
document if require.
o Closing: The Close Project or Phase is the process of formal completion of all project related
activities. We will generate overall report which will include all the detailed deliveries and what are
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requirements which are expected from the client. At the end of this phase of a project, we will
create a lesson learned document which includes what was done right, wrong etc. It is required to
be completed in order for the project to be completed.
1.1 Comprised of:
Project plan development: Integrating and coordinating all project plans to create a consistent,
coherent document
Project plan execution: Carrying out the project plan, according to the strategy, plan and activities as
per the plan.
Integration management: Coordinating changes across the project
1.2 Five processes in integration management
Develop project charter
Develop project management plan
Direct and manage project work
Perform integrated change control
Close project or phase
1.3 Four keys to project integration management
Get Buy-In
Create a Plan of Attack
Be Willing to Make Tradeoffs
Learn From Your Mistakes (And Successes)
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SCOPE MANAGEMENT
1. Definition: The processes required to ensure that the project includes all the work required, and
only the work required, to complete the project successfully. Scope refers to the detailed set of
deliverables or features of a project. These deliverables are derived from a project’s requirements.
Diversity Intelligence scope details:
IN SCOPE
1. Objectives- Provides initial information of each country/region
2. Phases- Scope covers each SDLC phase which includes Planning, Analysis, Design Implementation,
and Maintenance
3. Budget- Cost scope of the project is minimal for now.
4. Schedule- We will be finishing our planning phase within 2 weeks. Then we will start the
implementation phase which will be completed by the end of October. Our website will be ready by the
1st week of December.
5. Develop website
6. Provide contribute abilities for country information
OUT OF SCOPE
1. Social Networking-Facebook
2. Online buying and selling
3. We don’t provide any kind of traveling ticket or Visa for foreign countries.
OUT OF SCOPE
1. Full Content development for all countries and regions
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1.1 The term scope has two distinct uses: Project Scope and Product Scope
Project Scope- The work that needs to be accomplished to deliver a product or service
Product Scope- The features and functions that characterize a product or service
Scope control - It is the process of managing the scope of the project so that any changes to the
project scope are handled in a controlled way. This implies that we will need to set up a change
control process.
1.2 Three processes form part of Project Scope Management - planning, controlling, and closing.
Planning- The planning process is when an attempt is made to capture and define the work that
needs competition.
Controlling- The controlling and monitoring processes are concerned with documenting tracking,
scope creep, tracking, and disapproving/ approving project changes.
Closing- The final process, closing, includes an audit of the project deliverables and an assessment
of the outcomes against the original plan.
1.3 Scope management tips
Tip # 1 - Make it visual – E.g. Story maps & Burn up charts
Tip # 2 - Communicate planning methodology
Tip # 3 - Involve end users during scope definition and development
Tip # 4 - Put yourself in your client’s shoes
Tip # 5 - And finally, keep it simple
1.4 Scope Creep
Refers to uncontrolled changes or continuous growth in a project's scope. Occurs when the scope of a
project is not properly defined, documented, or controlled and is generally considered harmful
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Five steps to avoid scope creep:
Understand the Outcome
Be Critical of Your Client’s Ideas
Clearly Define the Scope of Works
Price Right
Get It in Writing
TIME MANAGEMENT
1. Definition: Project Time Management includes the required processes to ensure the timely
completion of the project. Project managers will oversee projects from start to finish and utilize
time management skills to complete their work in the most efficient, cost-effective ways
possible.
Timeline of the project:
The Project started on August 26th
2016 and will end on December 12th
2016; 8 hours working per day
not including Saturday, Sunday and Holiday.
1. Work Breakdown Structure:
Diversity Intelligence team create its WBS for its project as following. We divided the project into 4
levels: the level 1 will be the deliverable which is the Diversity Intelligence website. The 2nd
level is based
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on 5 phases of project management to be easy to monitor and control (initiation, planning, execution,
control and closeout). After finishing the WBS to packages, we coded the activities in the WBS according
to their level to easily monitor and control.
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2. Schedule:
The Diversity Intelligence project team developed a project schedule for the team’s project by utilizing
the Microsoft Project, then input the milestone, activities, durations and allocated resources for each
activity as follow. The life cycle of the project is 76.5 days (from August 26th
2016 to December 12th
2016) and the project has 59 activities which are allocated in 5 phases. In general, 5 phases of the
project will have the following timeline:
Initiation: 4.13 days. In this phase, we will evaluate the need and the potential of the market to
have project idea about what we will deliver to the customers.
Planning: 12 days. We want to make sure that everything is go through in the beginning and
plan detail tasks for each phase to better perform, monitor and control. Especially, in this phase,
we will define requirements for the project as well as for the system and conduct 9 Project
Management plans:
o Scope management plan
o Cost management
o Quality management plan
o HR management plan
o Time management plan
o Risk management plan
o Communication plan
o Stakeholders plan
o Integration plan
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Execution: 57.25 days. In this phase, we will start building and updating the website according
to requirements.
Control: 64 days. We will start controlling the project after the scope plan is approved
Closeout: 1.63 days. In this phase, we will collect and submit all documents to professor and
announce the end of the project. Moreover, in this phase, we will do lessons learned for better
performance for the next projects. Also, we will conduct project team evaluation to evaluate
each member's performance to reward as well as give feedback for their better performance in
the future.
WBS Task Name Duration Start Finish Predecessors
1 Diversity
Intelligence
Project
76.5
days
Fri
8/26/16
Mon
12/12/16
1.1 Initiation 4.13
days
Fri
8/26/16
Thu
9/1/16
1.1.1 Evaluation 2 days Fri
8/26/16
Mon
8/29/16
1.1.2 Create
Project Idea
2 days Tue
8/30/16
Wed
8/31/16
3
1.1.3 Present
Project Idea
1 hr Thu
9/1/16
Thu
9/1/16
4
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1.1.4 Project Idea
Approved
1 hr Thu
9/1/16
Thu
9/1/16
4
1.2 Planning 12 days Fri
9/2/16
Mon
9/19/16
1.2.1 Create Scope
Management
1 day Fri
9/2/16
Fri 9/2/16 6
1.2.2 Draft scope
management
1 day Mon
9/5/16
Mon
9/5/16
8
1.2.3 Approve
Scope statement
1 day Tue
9/6/16
Tue
9/6/16
9
1.2.4 Determine
Project Team
1 day Wed
9/7/16
Wed
9/7/16
10
1.2.5 Acquire
Project team
1 day Thu
9/8/16
Thu
9/8/16
11
1.2.6 Project Team
Kickoff Meeting
1 day Fri
9/9/16
Fri 9/9/16 12
1.2.7 Define
requirements
1.5 days Mon
9/12/16
Tue
9/13/16
1.2.7.1 Define user
requirements
4 hrs Mon
9/12/16
Mon
9/12/16
13
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1.2.7.2 Define
content
requirements
4 hrs Mon
9/12/16
Mon
9/12/16
13
1.2.7.3 Define
system
requirements
4 hrs Tue
9/13/16
Tue
9/13/16
13
1.2.8 Define
specific
functionality
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.9 Define risks
and risk
management
approach
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.10 Define cost
management
plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.11 Define HR
management
plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.12 Define
stakeholders
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
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management
plan
1.2.13 Define
Integration plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.14 Define
communication
plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.15 Define
quality
management
plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.16 Define Time
management
plan
1 day Wed
9/14/16
Wed
9/14/16
15,16,17
1.2.17 Develop
Project Plan
1 day Thu
9/15/16
Thu
9/15/16
18,19,20,21,22,23,24,25,26
1.2.18 Submit
Project Plan
1 day Fri
9/16/16
Fri
9/16/16
27
1.2.19 Milestone:
Project Plan
Approval
1 day Mon
9/19/16
Mon
9/19/16
28
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1.3 Execution 57.25
days
Tue
9/20/16
Thu
12/8/16
1.3.1 Project
Kickoff Meeting
0.5 days Tue
9/20/16
Tue
9/20/16
29
1.3.2 Verify &
Validate User
Requirements
0.5 days Tue
9/20/16
Tue
9/20/16
29
1.3.3 Website
design
5 days Tue
9/20/16
Tue
9/27/16
32
1.3.4 Website
development
1 day Tue
9/27/16
Wed
9/28/16
33
1.3.5 Testing
Phase round 1
1 day Thu
9/29/16
Thu
9/29/16
34
1.3.6 Feedback
from users 1
1 day Wed
9/28/16
Thu
9/29/16
34
1.3.7 Update
website round 1
6 days Thu
9/29/16
Fri
10/7/16
36
1.3.8 Testing
Phase round 2
3 hrs Fri
10/7/16
Fri
10/7/16
37
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The Project Calendar will show us where are we right now in the project timeline. For example,
according to the following calendar, on Thursday 17th
2016, we have to do update and test for
the round 6 then we will get feedback on the same day for our next move.
Moreover, we will use Gantt chart and Network Diagram to monitor and control each activity.
These charts will show how manage percentage of the job is completed or which activity is
behind the schedule for us to have taken necessary actions in time to make sure that the project
will be on time. For instance, according to the following Gantt chart, On November 17th
2016, we
are still in the Execution phase, especially is conducting the update and testing round 6.
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Gantt Chart
2. Processes involved in the project time management
2.1. Define Activities
Identify specific actions to be proceeded to produce the project deliverable. Creating Work Breakdown
Schedule (WBS) is the important step in time management. So, Project Managers try to identify the
deliverables at the lowest level in WBS (work packages). For example, Diversity Intelligence team create
its WBS for its project as following:
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Time management, figure 1, diversity intelligence WBS
By breakdown the scope into managerial level, Project Manager will easy to check the status of each
activities to ensure that the project will be on time. Moreover, defining activities plays an important role
in estimating, scheduling, monitoring and controlling the project later. Also, Project Manager need to
identify three basis things in this phase:
- Input:
o Scope baseline: including deliverables, constraints and assumptions documented in the project scope
baseline
o Enterprise environment factors that can influence the project
o Organizational process assets such as scheduling methodology, lessons learned knowledge base.
- Tools & Techniques:
o Decomposition (work packages- the smallest level of the project)
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o Templates which list activities from previous projects and are used for identifying schedule
milestones.
o Expert judgment: project manager or project team who has experience and skill required for
developing and managing the project.
- Outputs:
o Activity list which includes all scheduled activities required for the project
o Activity attributes which define the multiple components associated with each activity.
o Milestone list will identify all milestones and indicates whether the milestone is mandatory or
optional.
In general, the define activities data flow diagram as per below.
Time Management, figure 2, activity definition data flow diagram
2.2. Sequence Activities
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This process identifies the relationships among the project activities and activities are sequenced using
the logical relationships. Activities in the project are connected to at least one predecessor and one
successor. Project manager often uses lead or lag time between activities to make sure that the time for
completing the project is reasonable. Sequencing can be done by using manual or automated
techniques.
Time management, figure 3, sequence activities
The Precedence diagramming method (PDM) in sequence activities will include four types of
dependencies or logical relationships:
- Finish to start (FS): the initiation of the successor activity depends on the completion of the
predecessor activity.
- Finish to finish (FF): the completion of the successor activity depends on the completion of the
predecessor activity.
- Start to start (SS): the initiation of the successor activity depends on the initiation of the
predecessor activity.
- Start to finish (SF): the completion of the successor activity depends on the initiation of the
predecessor activity.
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The Project Manager can use leads and lags to ensure the requirement of timely completion of the
project. Moreover, Project Manager can standardize the schedule network by implementing the
schedule network templates to make the project schedule network diagram.
2.3. Estimate Activity Resources
This process includes the estimation of type and quantities of material, people, equipment, or supplies
required to perform each activity. This process will consist a lot of activities as follow:
Time management, figure 4, estimate activity resources
Project Manager will do resource breakdown structure by identifying resources by resource category
and resource type. The resource breakdown structure is useful for organizing and reporting project
schedule data with resource utilization information. There are two methods for estimating activity
resources. The first one is top-down estimating which will be done by Project Managers who will
estimate the cost for the whole project then allocate it to every activity in the WBS. The second method
is bottom-up estimating which will be done by person who is in charge of that activity. Furthermore,
Project Manager can take advantage from the project management software to plan, organize and
manage resource pools and develop resource estimates for better results.
2.4. Estimate Activity Durations
This process will estimate the number of work periods needed to complete individual activities with
estimated resources. Approximating the number of work periods needed to complete the activity is
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necessary because the Project Manager want everything is on the schedule. This process consists of
information from activity scope of work, required resource types, estimated resource quantities and
resource calendar. Yet, nowadays, Project Manager can use some project management software
program for scheduling and estimating resources as well as activity durations. For project management,
the Project Manager will use resource calendars to type, quantity, capability resources which can
influence the duration of schedule activities. The popular tool for estimating activity durations in project
management is three-point estimates which is called PERT (Program Evaluation and Review Technique)
to define an approximate range for an activity’s duration:
- Most likely (tm): the duration of the activity depends on other participants and interruptions.
- Optimistic (t0): the activity duration is based on analysis of the best-case scenario for the activity.
- Pessimistic (tp): the activity duration is based on analysis of the worst-case scenario for the
activity.
Expected activity duration is calculated based on the following formula:
Time management, figure 5, activity duration formula
2.5. Develop schedule
This process will analyze activity sequences, durations, resource requirements and schedule constraints
to create a schedule. Developing schedule will consist of analytical techniques such as critical path
method, critical chain method, what-if analysis and resource leveling.
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- Critical path method: calculate the early start, early finish, late start and late finish without
resources references for all activities. The difference between early and late date is called total float.
And critical path will include activities which has zero total float.
- Critical Chain Method: after the critical path is defined, resource availability is input and allocated
to all activities and this will change the critical path. And the resource constrained critical path is known
as the critical chain. This method will buffer the schedule to manage uncertainty.
- What-if analysis: this analysis will answer the question “What if the situation represented by
scenario “X” happens? This method is used to assess the feasibility of the project schedule under
adverse conditions and prepare contingency plan to mitigate the impact of unexpected situation.
- Resource leveling: schedule network analysis technique applied to a schedule that has already
been analyzed by the critical path method. This method is important in case of over-allocated resources
such as when one resource is assigned to two or more activities at the same time. Yes, resource leveling
often causes the change of critical path. A project schedule is often presented in milestone charts, bar
charts, project schedule network diagrams. For example, the Diversity Intelligence project team
developed a project schedule for the team’s project by utilizing the Microsoft Project, then input the
milestone, activities, durations and allocated resources for each activity as follow:
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Time management, figure 6, project schedule
2.6. Control Schedule
This process is for monitoring the status of the project to update project progress and manage changes
to the schedule baseline. This process consists of activities:
- Determine the current status of the project schedule.
- Influence the factors that create schedule changes.
- Determine that the project schedule has changed.
- Manage the actual changes as they occur.
The input of control schedule process has the project management plan, project schedule and work
performance information as well as organizational process assets. Then Project Managers will use
Earned value (EV), schedule variance (SV) and schedule performance index (SPI) to assess the
magnitude of schedule variations. After doing schedule variance analysis, project team can propose
change requests if applicable. Then change request will reviewed through the Perform Integrated
Change Control process and if it is necessary for the completion of the project, the change request will
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be approved and project manager will take some action to ensure that the project will be completed. In
general, the control process will have 4 steps:
- Set up baseline
- Measuring the schedule (often use Earned Value to assess the status of the project)
- Compare actual project with the project plan
- And take actions.
QUALITY MANAGEMENT
1. Quality, defined as superiority in kind, doesn't just happen. Think of a company that you believe is a
good example of quality. Perhaps it is Toyota in the automobile industry, or maybe Apple and its
consumer products. Few watches are as mechanically sound as Rolexes, and Armani makes one of the
best suits money can buy.
The quality and standards of the website are maintained using the following tools
1. Flow Chart:
We have used flow chart to keep a track on the flow of process. A flow chart is a type of diagram that
represents an algorithm, workflow or process, showing the steps as boxes of various kinds and their
order by connecting them with arrows.
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2. Check Sheet:
We are using check sheet tool to keep tracks of the defects on daily basis. This helps us to fix the bugs
and maintain the standards.
3. Histogram:
We are using histogram to represent the defects and fixings in series of intervals. In the below graph,
the X- axis has the type of fixings and the Y- axis has the count of occurrence's.
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4. Pareto Chart:
We are using this tool in order to keep the track of defects. Pareto chart helps our team to focus on
problems that offer the greatest potential for improvement, by showing different problems' relative
frequency or size in a descending bar graph, which highlights the problems' cumulative impact.
5. Control Chart:
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Control chart which also known as Behavioral chart or Shewhart chart helps us to track whether the
process is in control or not.
Usability: the website should be easy and simple to use for the first time. The website needs to have at
least two requirement for usability: efficiency of use and low perceived workload.
Interoperability: The website should associate with the ease with which the system can be integrated
with other system (e.g., browsers, legacy applications, and required databases). For example: the
website shall interoperate with the following browsers: Internet Explorer 4.0, Facebook, and PayPal.
Timeliness: the website must ensure that its persistent information is current:
- When one user updates some data, the system shall ensure that other users shall automatically see
the update within 2 seconds.
- The website shall automatically transfer “old” information from on-line storage to off-line archives
after specific days.
Security: identify which security options needed for protecting the website and its sensitive data and
communications from accidental, malicious, or unauthorized access, use, modification, destruction, or
disclosure. Especially, the website has to ensure the confidentiality of all information entrusted to it
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Each of these organizations has become known for the quality of its products, but each had to work
very hard to get that reputation and has to continue to work hard to maintain it. Organizations don't
achieve quality simply by stating it as a core value; successful organizations go through a thoughtful
and meaningful process to identify and improve their quality management system. A quality
management system is the totality of organizational processes, people, internal controls, resources,
and goals focused on producing a given output that meets defined specifications.
Quality Management includes establishment of:
• Quality Policy
• Quality Objectives
• Quality Planning
• Quality Assurance
• Quality Control
Use Case
A use case study performed on our site will analysis the process and workflow of our system
Best practices would be to display a successful use case on our site to show our users how our site
works and that it works well
Our use case will follow the process of a user signing up for the site, adding their cultural information
and the process of accessing other cultural information
Use Case Diagram
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1.1 Quality Policy
The quality policy is the only true definition of quality that counts in your organization. Provided that
you take into account the few important items the standard asks for, you can define and measure
quality any way you choose.
• Make sure the policy builds on current corporate objectives and values
• It must be fully integrated with those concepts
Part of the reason why you need a well written quality policy is to make your employees understand
that their job affects product quality, and therefore the success of the company. Employees must be
made aware that their individual contribution is important to the company’s overall success.
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If the quality policy is simply written to satisfy the requirements of ISO 9001:2008 then it might be
worthless. You should keep it simple and keep it relevant to your organization. Make it meaningful to
the people in your organization.
The quality policy should act as a driver for continual improvement. You will be required to ensure that
you continually improve the degree to which the organization's products and services meet customer
requirements and to measure effectiveness of the processes responsible. To this end the continual
improvement principle implies that you should adopt the attitude that improvement is always possible
and that organizations should develop the skills and tools necessary to drive improvement.
ISO 9000 is a quality management standard that presents guidelines intended to increase business
efficiency and customer satisfaction. ISO 9001 standard requires a written, well defined quality policy
that is communicated and understood within an organization.
The ISO 9001 family of quality management systems standards is designed to:
1. Help organizations ensure that they meet the needs of customers and other stakeholders.
2. Also, meeting statutory and regulatory requirements related to a product.
1.2 Quality Objectives:
The quality objectives are the main method used by companies to focus the goal(s) from the Quality
Policy into plans for improvement. The Quality Policy is created with the Customer Requirements in
mind, then quality objectives are linked back to the Customer Requirements through the Quality Policy.
The quality objectives take the goal(s) stated in the Quality Policy and turned these into statements for
improvement against which plans can be made.
These quality objectives would then be communicated to each level of the organization with
corresponding objectives and plans at each level to help meet the overall planned goal. If your
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company uses a Balanced Scorecard, this is a good format to use for this communication of quality
objectives.
The objectives need to be set for the different levels of the organization right down to objectives for
the product (e.g. one objective for the whole QMS, then individual objectives for the product or
process that supports the overall objective). These product or process objectives are often referred to
as Key Performance Indicators (or KPIs). By utilizing the KPIs that the company has identified as the
important indicators that the processes are functioning well the overall QMS objectives for
improvement become much easier to measure.
How to Make the Quality Objectives Work for You
After deciding which things to monitor, measure and improve, the important thing is to make the
Quality Objectives effective in addressing what needs to be improved. The objectives should be
designed to be S.M.A.R.T (specific, measurable, achievable, realistic and time-based) and should have
relevance at all levels of the company, meaning that each employee should understand how their job
supports meeting the Quality Objectives. To do this, the following should be addressed:
Specific. For the best results, an objective needs to be clear and specific. Instead of saying “to improve
non-conforming product,” a specific Quality Objective would be “to reduce non-conformances on the
third widget line,” if the third widget production line is showing data as the most troublesome area for
non-conforming product.
Measurable. If an objective can’t be measured, how will you know if it has been obtained? In order to
make a Quality Objective effective, it needs to be measurable, so this means that having an objective
“to reduce non-conformances on the third widget line from 15% to 5%” is much more effective than
saying “to improve quality of the products on the third widget line.” You can measure the defects being
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made, and therefore make plans to reduce the number of defects, but a vague measure of “quality” is
more ephemeral and very hard to plan improvements for.
Agreed. For an objective to be agreed it first needs to be created and approved by top level
management. Once management agrees on the objective it needs to be communicated to each level of
the organization that will be required to implement the plans to achieve the objective, and the people
at these levels of the organization need to agree that the plan is achievable. Without this buy-in they
may not fully work towards the goal and the plan may be doomed to failure.
Realistic. Being realistic with an objective will make selling it within your organization easier. If you tell
your employees that you want to reduce defects from 50% to 2%, they will not be able to see how this
is possible, especially if the plans around the object do not support the improvement. It is better to set
realistic goals and overachieve than it is to set unrealistic goals and always fall short of the expectation.
Time-Based. To be truly effective, an objective needs to have a time associated with it. To say “reduce
non-conformances on the third widget line from 15% to 5% in the next year” allows for better planning,
since a plan needs to have dates in order to be properly tracked. Again, having the time associated will
allow you to monitor how close you expect to be in achieving your goals.
1.3 Quality Planning:
Quality Planning is the process for "identifying which quality standards are relevant to the project and
determining how to satisfy them": Quality planning means planning how to fulfill process and product
(deliverable) quality requirements
By planning the quality one has to respect some principles:
• Customer satisfaction comes first: Quality is defined by the requirements of the customer.
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• Prevention over inspection: It's better to avoid mistakes than to inspect the result and repair
the defects.
• Management responsibility: Costs of quality must be approved by the management.
• Continuous improvement: Becoming better is an iteratively structured process.
1.4 Quality Assurance:
In developing products and services, quality assurance is any systematic process of checking to see
whether a product or service being developed is meeting specified requirements. Many companies
have a separate department devoted to quality assurance. A quality assurance system is said to
increase customer confidence and a company's credibility, to improve work processes and efficiency,
and to enable a company to better compete with others. Quality assurance was initially introduced in
World War II when munitions were inspected and tested for defects after they were made. Today's
quality assurance systems emphasize catching defects before they get into the final product.
Two principles included in quality assurance are:
• "Fit for purpose" (the product should be suitable for the intended purpose)
• "right first time" (mistakes should be eliminated).
1.5 Quality Control:
Goal: improve quality and involves monitoring project inputs, project performance and project
outputs.
The Project control process:
- Setting a baseline plan: elements for measuring performance
- Measuring progress and performance: Earned value (EV)
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-Pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called
Earned Value (EV)
- Comparing plan against actual
- Taking action
Quality Control tool
- Cause and effect diagram
Cause and Effect Analysis was devised by Professor Kaoru Ishikawa, a pioneer of quality management,
in the 1960s. The technique was then published in his 1990 book, "Introduction to Quality Control."
The diagrams that you create with are known as Ishikawa Diagrams or Fishbone Diagrams (because a
completed diagram can look like the skeleton of a fish).
Although it was originally developed as a quality control tool, you can use the technique just as well in
other ways. For instance, you can use it to:
• Discover the root cause of a problem.
• Uncover bottlenecks in your processes.
• Identify where and why a process isn't working.
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Quality management, figure 1, sample cause and effect diagram
- Pareto chart
A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or money), and
are arranged with longest bars on the left and the shortest to the right. In this way the chart visually
depicts which situations are more significant.
Quality management, figure 2, sample pareto chart
- Control chart
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Control charts, also known as Shewhart charts (after Walter A. Shewhart) or process-behavior charts,
are a statistical process control tool used to determine if a manufacturing or business process is in a
state of control.
Quality management, figure 3, sample control chart
- Six sigma
Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving
toward six standard deviations between the mean and the nearest specification limit) in any process –
from manufacturing to transactional and from product to service.
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Quality management, figure 4, sample six sigma diagram
COST MANAGEMENT
1. Project cost management is one of the most vital aspect of project management. It includes
activities and tools that helps us to complete a project within the approved budget. To manage our
project costs effectively and efficiently, there are three key processes we need to be able to perform.
• Project Cost Estimating
• Project Cost Budgeting
• Project Cost Control
Cost of the Project:
Domain registration: Cost: $10 to $35 per year per domain.
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Hosting: Fees vary considerably based on the complexity of website, estimated traffic and security
requirements. The estimated hosting cost of our website will be 100 to 125 dollars a year.
Cost of promoting our Website: We will be promoting our website with the help of social media
channels like Facebook, LinkedIn. For getting 30 clicks, one need to pay average 4 to 5 dollars. We will
spend around 500-600 dollars for our marketing campaign to promote our website. We aim at getting
10000 clicks on our website in launching week.
Support Staff: As of now, we will not need any support staff. But in near future, we may need some
work force. So, for now we do not have any human resource requirement.
Total initial start-up cost that we are expecting will be close to 800 dollars.
Profit Planning:
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Advertisements: Attracting advertisers will be our primary revenue criteria, as that is what will make
our financial aspirations a success. This will mainly be via Cost per click advertising. Snapshot of
revenue from 5 million page views in a year will give us revenue of 73000 dollars per annum.
Annual Page
Views
CTR % Actual Clicks Cost per Click ($) Estimated
Earnings
(Dollars)
300000 2 6000 0.75 4500
600000 2 12000 0.75 9000
800000 2 16000 0.75 12000
1000000 2 20000 0.75 15000
2000000 2 40000 0.75 30000
5000000 2 100000 0.75 75000
Affiliate links: We will share direct link of the seller’s website. When a sale will be made to our
customer, we will get the commission. E.g. Selling: Dresses, Cultural dance tutorials, God’s Idols, Crafts
etc.
We estimate a sale of 100000 dollars from our website in an entire year. The average payout in the
sales would be 20 percent. Our share of profit will be approximately 20000 dollars.
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[Two percent of 100000 visitors (i.e. 2000 visitors spending at least 50 dollars in a year)].
Sell E-books: Promote related E-Books is a very efficient way to generate revenue. We will be selling
the e-books via our website, this is perhaps one of the oldest money making strategy on the web.
Average price of an E-Book is 10 to 12 dollars. We plan to sell 10000 E books in initial year, average pay
out is 1$ per book. We are hoping a revenue of 10000 dollars in E-books business.
Premium Content: Premium content will be chargeable. We can give discounts to our premium
customer when they will buy the product or service from the affiliated links. The premium customer will
have access to more videos, pictures, content. We expect that the business professional would want
premium access to our website which will be chargeable to the tune of 50 dollars a year. If we have
1000 premium content members. We expect a revenue of 50000 dollars from this vertical.
Overall Profitability of the Project:
Revenue Models In Dollars
Advertisements 75000
Affiliate Links 20000
Sell E-Books 10000
Premium Content 50000
Total Revenue 155,000
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Estimating the Costs
The first step in cost management is to estimate the costs of each activity in the project. Costs include
both physical and human resource costs. Because this step often occurs in the planning phase, it is
important to understand that the estimated costs are best guesses at the actual costs of each activity.
When developing a cost estimate, we need to consider all of the resources that will be used by the
project. For example: labor, materials, and equipment, services and facilities costs.
1.1 To make sure that the guesses are close to actual costs we can use one of the following
techniques:
• Analogous Estimating: The estimates are based on past projects. It uses actual costs from a
similar type of completed project to estimate the costs of the new project. The accuracy of these
estimates will depend on the similarities between the old project and the new one.
• Parametric Modeling: In Parametric approach, estimates are based on mathematical formulas,
typically following Learning Curve model. The accuracy of these estimates depends on the assumptions
made.
• Bottom-up Estimating: The estimates are based on individual work item cost and duration
estimates. This involves estimating the smallest activities and then adding them up to create an
estimate for the entire project.
1.2 Project Cost Budgeting
After we estimate the costs for all of the project activities, we will have the necessary information to
create the project's cost baseline. The cost baseline which is approved, helps in forming the budget for
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the project. The cost baseline for the project is made by combining the cost estimates of the individual
activities over the life of the project. The project's expenditures will be measured against this baseline.
Cost management, figure 1, project cost estimating and the cost baseline
To help us determine the project budget, the several techniques are:
• Cost Aggregation: It requires us to aggregate or combine costs from an activity level to a work
package level. The final sum of the cost estimates is applied to the cost baseline.
• Buffer Analysis: We need to create a buffer or a reserve to protect against cost overruns. The
buffer should be equivalent to the risk foreseen in the project. The buffer is part of the project budget,
but it is not included in the project baseline.
• Historical Analysis: It requires us to take into consideration the estimates from closed projects
to determine the budget of the new project.
• Funding Limit Reconciliation: It requires us to adhere to the constraints imposed by the funding
limit. The funding limit is based on the limited amount of cash dedicated to our project.
1.3 Controlling the Costs
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As a project manager we should carefully monitor the cost of the projects. This includes keeping a
check to see where actual cost has varied from estimated cost. Cost control also involves keeping the
stakeholders informed about the cost discrepancies that vary too much from the cost that was
budgeted.
Once we have an approved budget and a cost baseline, the project is then ready to move into the
execution phase. During the execution phase of the project, we will need to monitor the status of the
activities. Any deviation in quality, schedule or scope for an activity will have an impact on the cost. For
this reason, project cost control requires us to check the overall status of each activity.
We can evaluate the current status against the baseline to determine any cost variance for the project.
For example: Is it progressing as planned? Is it meeting quality targets? Are its costs as planned?
Cost management, figure 2, project cost estimating management and cost variance
To effectively control the costs of the project, we need to regularly monitor and measure the
performance of the budget and revise the forecasts. There are many tools and methods to help control
the costs:
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• Earned Value Management: It uses a set of formulas to help measure the progress of a project
against the plan. It is a standard method of measuring progress of the project at any given point in
time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget
as the project proceeds.
• Forecasting: It uses the current financial situation to project future costs. The forecast is based
on budgeted cost, total estimated cost, cost commitments, cost to date, and any over or under
budgeted costs.
• Complete Performance Index (CPI): It represents the level of project performance that future
work needs to be implemented to meet the budget. The cost performance index is a ratio that
measures the financial effectiveness of a project by dividing the budgeted cost of work performed by
the actual cost of work performed. If the result turned out to be more than 1, for e.g. it is 1.25, then
the project is under budget, which is the best result.
• Variance Analysis: It involves analyzing the difference or variance between the budgeted costs
and the actual costs to indicate whether the project is on budget.
COMMUNICATION MANAGEMENT
1. Definition- The purpose of the communication plan is to ensure the Project Management
Improvement Project provides relevant, accurate, and consistent project information to project
stakeholders and other appropriate audiences. By effectively communicating the project can
accomplish its work with the support and cooperation of each stakeholder group.
A complete list of the participants in each audience can be found in the following:
Audience Communication Purpose
Project Sponsor Project plans, project progress, project issues
Project Core Team Project direction, project deliverables, clear
direction and delegation of tasks
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Project Review Team Project direction, project deliverables, changes in
work processes
4. Communication Message and Delivery
The following outlines the targeted audiences, the key communication messages to be delivered, and
the method for delivering the information, the communicator, and the frequency of the delivery.
Audience Message Delivery Method Delivery
Frequency
Communicator
Project Sponsor Project Plans
Status Reports
Meeting and
discussion about
requirement and
budget
Report published in
Share drive, discussed
with the professor
Weekly
Weekly
Project Manager
Project Manager
Project Core
Team
Project Plans
Status Reports
Meeting
Report published in
Share drive
Weekly
Biweekly
Project Manager
Project Manager
Project Review
Team
Project Briefing
Status Reports
Meeting: Oral briefing
and presentation
slides
Report published in
Share drive
Weekly
Biweekly
Project Manager
Project Manager
The communication plan provides a framework to manage and coordinate the wide variety of
communications that take place during the project. The communication plan covers who will receive
the communications, how the communications will be delivered, what information will be
communicated, who communicates, and the frequency of the communications.
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Communications management, figure 1, benefits of communications plan
2. Communication Objectives
Effective and open communications is critical to the success of the project.
The key communication objectives for the project are:
• Promote and gain support for the Project Management Improvement Project
• Encourage use of project management best practices
• Give accurate and timely information about the project
• Ensure a consistent message
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Communications management, figure 2, questions answered by communications plan
5. Communication Message Contents
The section outlines the contents of the key communications.
Communications management, figure 3, communications content
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Project Plans
- Current and Future Plans
- Project Issues and Problems
- Planned Project Deliverables for Next Period
Status Report
- Status Summary
- Status of Schedule
- Status of Budget
- Status of Scope
- Accomplishments Achieved
- Concerns/Issues
- Next Steps
- Project Team Members
Project Briefing
- Goals of Project Management Improvement
- Project Status
- Project Problems and Issues
- Project Checklist
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HR MANAGEMENT
1. Definition: Human resource management (HRM or simply HR) the management of human resources.
It is a function in organizations designed to maximize employee performance in service of an employer's
strategic objectives. HR is primarily concerned with the management of people within organizations,
focusing on policies and on systems. HR departments and units in organizations typically undertake
several activities, including employee benefits design, employee recruitment, “training and
development", performance appraisal, and rewarding (e.g., managing pay and benefit systems).HR also
concerns itself with organizational change and industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from governmental
laws.
HR Strategies
1. We try to recruit people of different cultures which will help us to know more about their
business etiquettes, culture, food etc.
2. Online Collaboration with people from around the world for this we conduct interviews through
skype.
3. If our project will be successful, then we will try to expand our business by booking hotels also
for Business people who travels around the world.
4. For this we also approach hotels for the tie ups.
5. We will also give training about business etiquettes such as how to behave, greet, gifts etc. To
employees of companies for which we do tie ups with different companies so that employees sent from
their company for projects or for other official work to other countries will be successful in their
meetings.
6. Business and requirements will change, so build in flexibility and negotiability.
7. Detailing work, service levels and price are less important than setting out partnership,
relationship and problem resolution terms.
8. Multi-thread our Hiring Campaigns-Use as many different channels as we can to source
potential hires. Using a single source for hiring means that we’ll spend way more money and way more
time. Referrals, LinkedIn, job websites, and Craigslist are only some of the channels we can use. The
broader the net we cast, the quicker we will hire and the more qualified applicants we will find who
wants to explore more about the world in relation to Business.
9. Build Elasticity and Consistency into Your Hiring Model -Our departments need to be able to
easily adapt to changing circumstances and workloads. We will make sure that we know how to handle
excess demand – have contract recruiters, RPOs, recruiting agencies, or hiring consultants in place that
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we can go to if our team is overwhelmed. However, we will make sure the quality of the outsourced
support is consistent.
Diversity Intelligence Staffing Plan
1. Ken (Project Manager) - Manages team and project to develop, test and deploy diversity
intelligence system. Takes professor input and assigns weekly tasks to team members.
2. Nishant Shristiraj (Assistant Project Manager) - As the Assistant Project Manager, He oversee
the work done by all the members and assist the Project Manager. He basically works with the Qualify
Manager and Data Analysts to keep up the scope on time.
3. Narendra (Marketing Manager) - Marketing is a varied discipline that can also include
marketplace analysis, brand development, advertising, promotions, social media, public relations and
sales. The first task of marketing manager is research, analysis and planning, with advertising, PR,
promotions and sales coming afterward.
4. Spriha (Quality Assurance Analyst) - The role is to ensure quality procedures are followed at
every step of project management. It involves detailed analysis of user requirements and ensuring that
these requirements are met, Additional task is to make sure that proper documentation is followed at
every step.
5. Karan Kaura (Finance Manager) - Review and provide financial reports, monitor accounts, and
interpret financial information to the management alongside recommend improvement activities.
Manage the preparation of company's budget and analyses company's sales, pricing, expenses, costs
and the actual performance of the company compared to the projected business plan. Perform
continuous cost reduction analyses to maintain the financial health of the company. Review operational
performance and suggest changes to improve profitability.
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6. Nishant Gupta (Data Analyst)- His job description frequently includes importing, cleaning,
transforming, validating or modeling data with the purpose of understanding or making conclusions
from the data for decision making purposes.
7. Pallavi (Software and Web Developer) - Her role is to design, code a user-friendly website and
modify it based on requirements and to cover the specifications which are in scope and to make it
visually appealing.
8. Mittal (Data Analyst and web developer)- Her role is to write Data Definition Language or Data
Manipulation Language SQL commands, be responsible for improving data quality and for designing or
presenting conclusions gained from analyzing data using statistical tools and helps pallavi to design the
website.
9. Uyen (Quality Analyst) - Her duties is to Participate in requirement and design reviews to
ensure test plans are traceable to requirements. Review and approve test plans of testing. Work with
team to coordinate, monitor, execute and document all test activities. Work with Project Manager to
plan test schedules or strategies in accordance with project scope or delivery dates.
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HR management, figure 1, functions of HR management
HR Management Core Functions:
• Staffing
• Human resource development
• Compensation and benefits
• Safety and health
• Employee and labor relations
HR Management Activities:
• Determine needs of the staff.
• Determine to use temporary staff or hire employees to fill these needs.
• Recruit and train the best employees.
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• Supervise the work.
• Harmonize relationship between company and workers.
• Manage employee relations, unions and collective bargaining.
• Prepare employee records and personal policies.
• Ensure high performance.
• Manage employee payroll, benefits and compensation.
• Ensure equal opportunities.
• Deal with discrimination.
• Deal with performance issues.
• Ensure that human resources practices conform to various regulations.
• Push the employee's motivation.
• Focus on individual who possess energy and capabilities to ensure the job done through people
to achieve results.
• Managers need to develop their interpersonal skills to be effective. Organizations behavior
focuses on how to improve factors that make organizations more effective.
• Focus on individual who possess energy and capabilities to ensure the job done through people
to achieve results.
1.1 PROJECT ORIENTATION
When new resources join the project, the Project Manager provides an orientation to the project. The
orientation involves discussing the following topics:
• Background of the project;
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• Status of the project;
• Specific job duties and expectations;
• Introduction to the existing staff; and
• Overview of the project processes, including time reporting, attendance, and status meetings.
1.3 HR Considerations for Project Managers
• Team Building
• Cultural Differences
• Leadership and Decision-making Environment
• Leveraging Strengths
• Ground Rules
• Conflict Management and Resolution
Human Resource Management is closely linked to the cost and time management planning processes
and consists of the following four activities:
• Develop HR Plan
• Acquire project team
• Develop project team
• Manage/Lead project team
RISK MANAGEMENT
1. Definition: Risk management is the identification, assessment, and prioritization of risks followed by
coordinated and economical application of resources to minimize, monitor, and control the probability
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and/or impact of unfortunate events or to maximize the realization of opportunities. Risk
management’s objective is to assure uncertainty does not deflect the endeavor from the business
goals.
Diversity Intelligence potential risks and mitigations:
Type of Risk Relation to our project Measures to resolve
Disaster Natural calamities relating to
breakdown of our work-center
which may lead to loss of lives and
data
Backup of important/ all the
databases
Working in disaster
resistance buildings
Legal Copyright contents being published
on our website
Analysts to take proper
precautions and reading of
the data as a whole
Verify the source of the data
and mention the courtesy
Theft and
Fraud
Online hacking of website to access
all the data
End-to-end Stealth
protection(hardware
firewall)
Compliance Defining the goals of the
organization along with meeting
the government policies
Workshops and training
members on the company
policies and important
procedures to follow
System Complex IT structure with more
than several severe flaws
Design a user friendly system
Tracking and reporting
capability
Human
Resource
Discriminating between two
candidates based on personal
preferences
Release of personal information
Accessibility to personal
information through
different hierarchical levels
Having more than 2 persons
in the recruiting panel
Liquidity Temporary halt to cash flow Plans to sell of the portal as
soon as possible
Strategic Inadequacy of business strategy
Deficiencies in implementation of
strategies
Proper division of working
model and scope definition
Reputational Adverse media report
Negative publicity or reviews
Proper definition about
rights to edit the content or
contribute to it
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Ranking of comments
through ratings
Employee Imbalance between the number of
technical and non-technical
employees
HR should be clear in his/her
vision about the kind of
people, required
Emergency People taking more leaves
Many people suffering from bad
health at the same time
Road accidents or unavoidable
circumstances preventing the
people from reaching office
Work from home options
Medical insurance covering
most of the features so that
employees can have access
to better medical facilities
Migration Better performers moving to
different companies for better pay
Establishing a better person
to person relationship
Justified pay and grants to
deserving employees
Regulatory Internet authorities changing the
policies or ISP changing the
subscription charges
Update the system in
accordance to the authorities
Avoid junk usage of internet
Operating
System
New version of Windows or MaC
taking over the market
Adoptable individuals with
quick learning capabilities
Training and orientations
from the professionals
Market
share
Decrease in number of users
Less renewals of memberships
Promotional offers
Publicity campaigns online
and offline
Privilege memberships
Risk management, figure 1, risk management model
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Out of many available risk models, The Caisse's Risk Model defines risk into three major categories:
• Operational
• Financial
• Business
2.1 Operational Risks: The sub-categories under this risk management area, with regards to our project
Diversity Intelligence will be further classified as:
• Legal: Any content published on our website maybe a copy write content from some other
publisher or any information represented on the website may require permissions, which we might
miss to notice.
• Compliance: Every companies have a set of predefined rules and regulations which are in
accord with the present government policies. The set of these rules are referred to as Compliance
benchmark. Compliance can even be Regulatory, which refers to the goals of a particular organization,
in our case it will be meeting the information and providing it for free or charge it depending upon the
type of information.
• Disaster: It refers to the damage caused by natural hazards, like earthquakes, floods, droughts,
cyclones, etc. In the businesses online, one of the possible disaster could be failure of internet or
crashing of the website as a whole.
• Theft and Fraud: Online theft of data is the most important issue for any businesses online. Any
website should be very particular and must implement end to end protection or the stealth model.
• System Management: A risk management information system (RMIS) is an information system
that assists in consolidating property values, claims, policy, and exposure information and providing the
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tracking and management reporting capabilities to enable the user to monitor and control the overall
cost of risk management.
• Process Management: The systematic application of management policies, procedures, and
practices to the tasks of establishing the context, identifying, analyzing, assessing, treating, monitoring
and communicating.
• Human Resource: The potential risk in HR could be discrimination on hiring a favorable or
personal candidate over an able one; abuse reputation of community or release of personal
information; no focus to environmental or personal injury.
Risk management, figure 2, simplified operational risk model
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2.2 Financial Risks: Financial risk is an umbrella term for multiple types of risk associated with
financing, including financial transactions that include company loans in risk of default. The different
categories of financial risks are:
• Liquidity: A liquidity issue (crisis) occurs when a firm (or country) has a temporary cash flow
problem. Its assets are greater than its debts, but some assets are illiquid (e.g. it takes a long time to
sell a house). In an online web portal, maybe when we want to sell it, it might take a larger amount of
time or not sold at all.
• Credit, Concentration and Counterparty: Credit risk is the possibility of a loss of market value in
the event that a borrower, an endorser, a guarantor or a counterparty does not honor its obligation to
repay a loan or fulfill any other financial obligation, or experiences a deterioration of its financial
position. Concentration risk analysis measures the fair value of all the financial products related to a
single issuer or group of issuers with similar characteristics (region, industry, credit rating).
Counterparty risk is the credit risk from current or potential exposure related to operations involving
over-the-counter financial instruments.
• Market: Market risk is the risk of financial loss arising from changes in the value of financial
instruments. The value of a financial instrument may be affected by changes in market variables,
particularly interest rates, foreign exchange rates, share prices and commodity prices. The risk arises
from the volatility of prices of financial instruments, which, in turn, result from the volatility of such
market variables.
2.3 Business Risks: These risks are broadly classified into two major categories:
• Strategic: Strategic risk is also related to the inadequacy of business strategies and deficiencies
in the implementation of strategic orientations. In building of an online web portal, proper definition of
scope strategy, the working model, work division is necessary to progress smoothly.
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• Reputational: Reputational risk is the possibility that an event related to the business practices
or relationships, its subsidiaries or its employees will adversely affect its image or cause the public to
lose confidence in it. This risk could detract from its ability to achieve its objectives.
STAKEHOLDER MANAGEMENT
1. Stakeholder management is a critical component to the successful delivery of any project, program
or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or
perceive itself to be affected by a program.
Marketing and Finance
Name Role
David Gadish Business Sponsor
Kenneth Fisher IT Project Manager
Narendra Mali Marketing Manager
Karan Kaura Finance Manager
Nishant S. IT Business Analyst
Development
Name Role
David Gadish Business Sponsor
Narendra Mali Product/Marketing Manager
Karan Kaura Operations Analyst
Kenneth Fisher IT Project Manager
Nishant S. IT Business Analyst
Kenneth Fisher IT Technical Lead
Pallavi Attimakula Development Lead
Mittal Vaghela Web Developer
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Uyen Lam QA
Testing
Name Role
David Gadish Business Sponsor
Narendra Mali Product Analyst
Mittal Vaghela Data/Operations Analyst
Kenneth Fisher IT Project Manager
Nishant S. IT Business Analyst
Nishant Gupta IT Technical Lead
Spriha Batar QA Lead
Uyen Lam QA
Effective Stakeholder Management creates positive relationships with stakeholders through the
appropriate management of their expectations and agreed objectives. Stakeholder management is a
process and control that must be planned and guided by underlying principles. Stakeholder
management within businesses, organizations, or projects prepares a strategy utilizing information (or
intelligence) gathered during the following common processes.
Stakeholder management for a project is the responsibility of the project manager. On larger projects
or where the project is part of a program, there may be assistance from a support function.
Stakeholder management is a vital activity, even on the smallest of projects. Project managers, using
simple procedures and investing a modest effort, can make a big difference to the eventual success of
the project simply by understanding the stakeholders and what they want.
Stakeholders are individuals or groups with an interest in the project, program or portfolio because
they are involved in the work or affected by the outcomes.
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Most projects, programs and portfolios will have a variety of stakeholders with different, and
sometimes competing, interests. These individuals and groups can have significant influence over the
eventual success or failure of the work.
Stakeholder management is a set of techniques that harnesses the positive influences and minimizes
the effect of the negative influences. It comprises four main steps:
• identify stakeholders;
• assess their interest and influence;
• develop communication management plans;
• engage and influence stakeholders.
Identifying stakeholders will be done using research, interviews, brainstorming, checklists, lessons
learned and so on. The stakeholders and their areas of interest are usually shown in a table known as a
stakeholder map. Typical types of stakeholders will include:
• Individuals and groups performing the work;
• Individuals and groups affected by the work;
• Owners, shareholders and customers;
• Statutory and regulatory bodies.
Each stakeholder will then be classified according to potential impact. This is usually shown in a matrix
that estimates interest and influence on a simple scale such as low/medium/high. Those with an ability
to directly affect the outputs or benefits are sometimes referred to as key stakeholders.
Questions to consider when assessing stakeholders are:
1. How will they be affected by the work?
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2. Will they be openly supportive, negative or ambivalent?
3. What are their expectations and how can these be managed?
4. Who and/or what influences the stakeholder’s view of the project?
5. Who would be the best person to engage with the stakeholder?
This analysis is used to develop a communication management plan. Appropriate strategies and actions
are then defined to engage with stakeholders in different parts of the matrix.
Communications with stakeholders who have high levels of interest and influence will be managed
differently from those with stakeholders of low interest and influence. Similarly, communications with
stakeholders who are inherently positive about the work will be different from those with stakeholders
who are negative.
Managers must identify who should engage with each stakeholder. In many cases the Manager will
take on the task, but it is also useful to call upon peers, senior managers or others who may be better
placed.
As a dynamic document, the communication management plan must link to other plans such as the
risk management plan and key milestones within the schedule.
Stakeholder management becomes more complex when stakeholders’ views, roles or allegiances, etc.
change throughout the life cycle. For that reason, the stakeholder management steps must be
repeated throughout the life cycle.
Figure shows a sample of the project environment featuring the different kinds of stakeholders
involved on a typical project. A study of this diagram confronts us with a couple of interesting facts.
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First, the number of stakeholders that project managers must deal with ensures that they will have a
complex job guiding their project through the lifecycle. Problems with any of these members can derail
the project.
Second, the diagram shows that project managers have to deal with people external to the
organization as well as the internal environment, certainly more complex than what a manager in an
internal environment faces. For example, suppliers who are late in delivering crucial parts may blow the
project schedule. To compound the problem, project managers generally have little or no direct control
over any of these individuals.
Stakeholder management, figure 1, project stakeholders
2. Type of Project Stakeholders
Project stakeholders can be grouped into two categories:
• Internal Stakeholders
• External Stakeholders
2.1 Internal Stakeholders
Internal stakeholders are internal to the organization. For example:
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• A sponsor
• An internal customer or client (if the project arose due to an internal need of an organization)
• A project team
• A program manager
• A portfolio manager
• Management
Another group’s manager internal to the organization (e.g. functional manager, operational manager,
admin manager, etc.).
2.2 External Stakeholders
These stakeholders are external to the organization. For example:
• An external customer or client (if project arose due to a contract)
• An end user of project’s outcome
• A supplier
• Subcontractors
• The government
• Local communities
• The media
For any project’s success it is very important for you to identify all stakeholders at the beginning of the
project and create a strategy to manage them. It will help you run the project with minimum
obstruction because the sooner you identify them, the sooner you can start communication and
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involve them with your project. In this way they will feel connected to the project, can understand the
benefit of your project and will support you whenever you need it.
3. Stakeholder influence, positive and negative
A positive stakeholder sees the project’s positive side and is benefitted by its success. These
stakeholders help the project management team to successfully complete the project.
On the other hand, a negative stakeholder sees the negative outcome of the project and may be
negatively impacted by the project or its outcome. This type of stakeholder is less likely to help your
project be completed successfully.
Competitors are negative stakeholders? Keep in mind that competitors are not negative stakeholders
because to complete your project successfully you have to manage your stakeholders proactively, but
you don’t manage your competitors or fulfil their requirements. The objective of your project is not to
fulfil your competitors’ requirements.
In some cases, general public can be a stakeholder. In this case it would be impractical to manage the
whole population so you will consult their public figures or leaders to better understand their
requirements and expectations. Some examples of this type of project are related to mining, the
environment, road, rail, dam building, etc.
It is important for manager to identify his/her project stakeholders at a very early stage of the project.
You should also note down their details, requirements, expectations, power and influence on the
project in the stakeholder register.
Some of these stakeholders will have a minimum interest or influence on the project; however, you
have to take care of them as well, because no one knows when they will become dominant
stakeholders and if the dominant stakeholders will become less influential.
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TABLE OF DIAGRAMS
Time management, figure 1, diversity intelligence WBS
Time Management, figure 2, activity definition data flow diagram
Time management, figure 3, sequence activities
Time management, figure 4, estimate activity resources
Time management, figure 5, activity duration formula
Time management, figure 6, project schedule
Quality management, figure 1, sample cause and effect diagram
Quality management, figure 2, sample pareto chart
Quality management, figure 3, sample control chart
Quality management, figure 4, sample six sigma diagram
Cost management, figure 1, project cost estimating and the cost baseline
Cost management, figure 2, project cost estimating management and cost variance
Communications management, figure 1, benefits of communications plan
Communications management, figure 2, questions answered by communications plan
HR management, figure 1, functions of HR management
Risk management, figure 1, risk management model
Risk management, figure 2, simplified operational risk model
Stakeholder management, figure 1, project stakeholders
