Customer Care Website Project

RUNNING HEAD: Customer Care Website Implementation
1
Customer Care Website Implementation
27
Table of Contents
4Executive Summary
4Integration Management
4Project Scope Statement:
5Project Scope Justification:
5Project Success:
5Functional Area Interfaces
6Project Team Members and Roles:
6Project Team Reporting Structure:
7Project Deliverables:
7Project Closure Information
9Scope Management
9Scope Definition
9Work Breakdown Structure
9Time/Schedule Management
9Activity List
12Project Milestones:
12Project Cost Management
14Project Quality Management
14Project Deliverable Quality Requirements
14Project Deliverable Quality Monitoring
15Project Deliverable Quality Reporting
15Project Deliverable Quality Discrepancy Decisions
15Project Human Resource Management
15Resource Analysis

17Resource(s) Doing the Most Work
17Alternative Resource Assignments
17Resource Gap Analysis
17Optimization:
18Communications Management
18Project Team Communications
19Project Team Conflict Resolution
20Project Information to Monitor
20How to Collect Project Information
20Frequency for Project Information Collection
21Project Status Information and Recipients
21Plan and Take Adaptive Action
21Methods to Analyze the Impact of the Status Information
21Process/Procedures to Make Decisions that Affect the Project
Schedule and Budget
22People Who Will Be Involved in Making Project Status
Decisions
22Method to Communicate Project Status Decisions
23Project Risk Management
23Risk Management Plan:
25Procurement Management
25Conclusion
26References
Executive Summary
In this project we intend to streamline and enhance our
customer’s user experience for his or her support related needs
after or before a purchase have been made. Currently we only
support a customer over the phone. At peak hours, this causes
line congestion and long wait time for our customers resulting
in dip in customer satisfaction level. The creation of a customer
care website will allow our company to engage with the
customer at multiple points including telephone which we
already do. 90% of the calls we log are for general questions or
are mostly order related which might not require a call in case a
portal is available. This projects aims to create a customer care

portal mentioned above for better customer satisfaction.
Over the last three years, our annual sales and revenues have
almost tripled. While a phone support option was initially
sufficient, peak hour service provision has become problematic.
In case we want to go along with our existing support model, we
would require to at least double our voice support specialist
strength. This would result in additional recurring expenses for
the company towards employee salary and equipment. The
project should be able to address this issue as well and enable
the company to achieve better operational excellence.
Enhancement to the website will also be possible and will help
us to align better with our customers.
Integration Management
Project Manager:
Tyrone Labad
Project Manager’s Responsibilities
1. Create project scope and get sign off from executive sponsor
2. Ensure project is implemented within budget and schedule
with major functionality completed
3. Identify and manage project team to ensure successful project
delivery
4. Regular and relevant project communication through reports
and meetings
5. Effectively manage project risk and have proactive risk
management and response plan
6. Identify and book resources that are required for project such
as computers, hardware, projectors, meeting rooms

Project Manager:
Mr. Sponsor, Director, Customer CareProject Scope Statement:
The ‘Customer Care Website Implementation’ project is about
the analysis, design and implementation after testing of a
customer care website with the intention of maximizing
customer satisfaction. The website would have functionality
that would allow customers to check order status, communicate
with company, log complaints and suggestions and hold the
entire customer history. They would also have the ability to
track the status of complaints. The project is expected to be
completed within a period of 180 days and with a budget not
exceeding $90,000. The current estimated budget is at around
$80,000.Project Scope Justification:
This project would significantly increase customer satisfaction
and bring down the long term cost in maintaining the customer
care department.
Project Success:
1. All ‘must have’ functionality implemented and working
2. Less than 5 defects for every 1000 lines of code
3. Page refresh and response times of less than 5 seconds
4. All user acceptance test cases should be successful
5. Project should comply with corporate usability and coding
standardsFunctional Area Interfaces
Functional Area:
Interfacing Functional Area(s):

Customer Profile
Order History, Messages, User Interface, Access and
Authentication
Order History
Customer Profile, User Interface
Messages
Customer Profile, User Interface
Reporting
User Interface
Dashboard
User Interface, Customer Profile
User Interface
All Functional Areas
Access and Authorization
Customer ProfileProject Team Members and Roles:
Name
Title
Expertise
Responsibilities
Jim Jones
Senior Manager, Customer Care
· Customer Care Operations
· Company business processes
· Provide detailed requirements
· Review and approve functional requirements
· Provide people to perform user acceptance testing
Mitch Leary
Business Analyst
· Systems analysis and design
· Systems and technical documentation
· Gather requirements from business users
· Document and provide functional requirements document

· Facilitate requirements clarifications
Sandra Price
Software Architect
· Technical design and development
· Create technical design and get it approved
· Communicate design to software developers
Bob Mathew
Software Developer - Lead
· System development
· Coding of the system
· Unit testing of system
Tim Robinson
Software Tester
· Manual and Automation Testing
· Work with business analyst to create test scenarios
· End to end testing of the system
· Share testing results with project teamProject Team Reporting
Structure:
The reporting structure for the current project is given below.
The organizational level decision maker and overall
responsibility for the project lies with the Project Sponsor. The
Project Manager and Customer Care manager would report to
the executive sponsor and would also manage and assign
resources that are needed for the project. At the third level are
the project team members. This is illustrated below
Project Deliverables:

Deliverable Name
Description
Fully functional customer care website
The company customer care website must be live and fully
functional,
Requirements specification document
Requirements of the system and analysis must be captured in a
specifications document
System design document
Technical design and implementation details must be captured
in a technical design document
System testing and results
Testing results and details of the approach and design of testing
the system
User manuals
Detailed user manuals that would be used for system
maintenance and upgrades
Working code
The code developed for the project
End user training
Training for the team that would support the project and
training to business users
Project Closure Information
Project Performance
There would be different types of information captured about
the project such as

1) High level project objectives, scope and summary
2) Project plan and schedule
3) Key project learning’s
4) Project issue and resolution register
5) Project retrospective.
These would be recorded in word templates created for this
purpose and stored on the company intranet that would be
searchable and hence help other projects that are doing similar
things.
Tasks to be completed as Part of the Project Closure
The different tasks that must be completed as part of the project
closure are
1) Project retrospective – All stakeholder project team meeting
on what went right, what could be improved and what can be
practices that should be applied to not repeat mistakes
2) Lessons learned – Meeting and then follow up document on
things that were learned during the course of the project
3) Settling bills and releasing resources – Ensuring that project
is closed from an administering and resourcing perspective
4) End of project report – End of project report to client and
project sponsor
5) Handover to maintenance team – Hanover the website to the
team that would be operationally maintaining the system
Archived Project Information

Of the information that is recorded above, there must be a level
of segregation as to what is project sensitive information and
hence should not be shared with other project, and on the other
hand what information would be useful to others in the company
from a best practices sharing and knowledge sharing
perspective. High level information such as project objectives
and presentations from project kick off meeting along with
project retrospective and project lessons learned documents
would be archived and stored on company intranet to be
searchable and used by other projects.
Project Acknowledgements and Celebration
There would be an end of project meeting with all stakeholders
including project sponsor to acknowledge project completion
and also appreciate all the work that has been put into. There
would also be a team dinner as a gesture of formal closing of
the project.Scope Management
Scope Definition
The ‘Customer Care Website Implementation’ project is about
the analysis, design and implementation after testing of a
customer care website with the intention of maximizing
customer satisfaction. The website would have functionality
that would allow customers to check order status, communicate
with company, log complaints and suggestions and hold the
entire customer history. They would also have the ability to
track the status of complaints. The project is expected to be
completed within a period of 180 days and with a budget not
exceeding $90,000. The current estimated budget is at around
$80,000.Work Breakdown Structure
The Work Breakdown Structure file has been embedded below.
This details the different sections and the timelines.
Customer Care

Website Implementation.mpp
Time/Schedule Management
The project will be spanned over a period of 180 days. This
project has six major milestones. The activity list given below
provides the details of the effort estimate for each task and
subtask. This schedule has been made taking into account a 5%
buffer time to compensate for any unforeseen problems during
the execution phase.
Activity List
Below is the activity list of the projects which shows all the
Tasks and subtasks including their projected timelines
WBS
Task Name
Duration
Start
Finish
1
180 days
Mon 4/30/12
Fri 1/4/13
1.1
Project Initiation and Planning
15 days
Mon 4/30/12
Fri 5/18/12
1.1.1
Initial meeting with project sponsor
1 day
Mon 4/30/12
Mon 4/30/12
1.1.2
Identify user groups
3 days

Tue 5/1/12
Thu 5/3/12
1.1.3
Plan for resources and people required
5 days
Fri 5/4/12
Thu 5/10/12
1.1.4
Create and Share project plan with team
5 days
Fri 5/11/12
Thu 5/17/12
1.1.5
Project Kickoff Meeting
1 day
Fri 5/18/12
Fri 5/18/12
1.2
Requirements Analysis
11 days
Mon 5/21/12
Mon 6/4/12
1.2.1
Requirements meeting with users
10 days
Mon 5/21/12
Fri 6/1/12
1.2.2
Requirements workshop
3 days
Mon 5/21/12
Wed 5/23/12
1.2.3
Document requirements and submit
5 days
Thu 5/24/12

Wed 5/30/12
1.2.4
Review of requirements
3 days
Thu 5/31/12
Mon 6/4/12
1.2.5
Requirements signoff
0 days
Mon 6/4/12
Mon 6/4/12
1.3
System Design
11 days
Tue 6/5/12
Tue 6/19/12
1.3.1
Logical design of system
5 days
Tue 6/5/12
Mon 6/11/12
1.3.2
Physical design of system
5 days
Tue 6/12/12
Mon 6/18/12
1.3.3
Validate and review design document
3 days
Tue 6/12/12
Thu 6/14/12
1.3.4
Discussion of design with team
1 day
Tue 6/19/12
Tue 6/19/12

1.3.5
Design approval and signoff
0 days
Tue 6/19/12
Tue 6/19/12
1.4
Coding and Development
80 days
Wed 6/20/12
Tue 10/9/12
1.4.1
Meeting for understanding and clarifying requirements
5 days
Wed 6/20/12
Tue 6/26/12
1.4.2
Coding and development
40 days
Wed 6/27/12
Tue 8/21/12
1.4.3
System testing
20 days
Wed 8/22/12
Tue 9/18/12
1.4.4
Code Integration and testing
15 days
Wed 9/19/12
Tue 10/9/12
1.4.5
Fix any errors found during testing
10 days
Wed 9/19/12
Tue 10/2/12
1.4.6

Review and inspection of fixes
5 days
Wed 10/3/12
Tue 10/9/12
1.4.7
Implementation signoff
0 days
Tue 10/9/12
Tue 10/9/12
1.5
User Acceptance Testing
39 days
Wed 10/10/12
Mon 12/3/12
1.5.1
Identify test user groups and create test plan
3 days
Wed 10/10/12
Fri 10/12/12
1.5.2
Communicate test plan to test user groups
2 days
Mon 10/15/12
Tue 10/16/12
1.5.3
System demo to test users
2 days
Wed 10/17/12
Thu 10/18/12
1.5.4
User pilot phase 1 - 5 users
5 days
Fri 10/19/12
Thu 10/25/12
1.5.5

20 days
Fri 10/26/12
Thu 11/22/12
1.5.6
Retrospective stage - for addressing user queries and fix
issues
5 days
Fri 11/23/12
Thu 11/29/12
1.5.7
Take feedback from pilot users to incorporate in user
training
2 days
Fri 11/30/12
Mon 12/3/12
1.5.8
User signoff on testing
0 days
Mon 12/3/12
Mon 12/3/12
1.6
System GoLive
10 days
Tue 12/4/12
Mon 12/17/12
1.6.1
Make system live across company
5 days
Tue 12/4/12
Mon 12/10/12
1.6.2
Review and inspection of installation
3 days
Tue 12/11/12
Thu 12/13/12
1.6.3

Fix any issues during installation
2 days
Fri 12/14/12
Mon 12/17/12
1.6.4
Signoff
0 days
Mon 12/17/12
Mon 12/17/12
1.7
User training and Demo
9 days
Tue 12/18/12
Fri 12/28/12
1.7.1
Draft and provide installation documentation and user
manuals
5 days
Tue 12/18/12
Mon 12/24/12
1.7.2
System demo to all users - 1
2 days
Tue 12/18/12
Wed 12/19/12
1.7.3
2 days
Thu 12/20/12
Fri 12/21/12
1.7.4
Technical training to technical users
5 days
Mon 12/24/12
Fri 12/28/12
1.7.5

Signoff from users
0 days
Fri 12/28/12
Fri 12/28/12
1.8
Project Closure and Handover
5 days
Mon 12/31/12
Fri 1/4/13
1.8.1
Prepare thank you note for all stakeholders
2 days
Mon 12/31/12
Tue 1/1/13
1.8.2
Collect feedback from all users
3 days
Mon 12/31/12
Wed 1/2/13
1.8.3
Conduct project closure meeting
1 day
Thu 1/3/13
Thu 1/3/13
1.8.4
Handover system to maintenance team
1 day
Fri 1/4/13
Fri 1/4/13Project Milestones:
Milestone Name and Description:
Completion Date
Project Kickoff
April 30th
Requirements Signoff
June 4th

Design Signoff
June 19th
Development Complete
October 9th
Testing Signoff
December 3rd
UAT Signoff and Customer Accepted
January 4thProject Cost Management
The Work Breakdown structure file attached in scope
management outlines the cost of the project under different
tasks. Please refer to that stage for more details.The below
tables shows that data.
WBS
Task Name
Cost
1
$80,720.00
1.1
Project Initiation and Planning
$7,360.00
1.1.1
Initial meeting with project sponsor
$640.00
1.1.2
Identify user groups
$1,920.00
1.1.3
Plan for resources and people required
$1,600.00
1.1.4
Create annd Share project plan with team
$1,600.00
1.1.5
Project Kickoff Meeting
$1,600.00

1.2
Requirements Analysis
$5,280.00
1.2.1
Requirements meeting with users
$2,400.00
1.2.2
Requirements workshop
$720.00
1.2.3
Document requirements and submit
$1,200.00
1.2.4
Review of requirements
$960.00
1.2.5
Requirements signoff
$0.00
1.3
System Design
$6,000.00
1.3.1
Logical design of system
$2,400.00
1.3.2
Physical design of system
$1,200.00
1.3.3
Validate and review design document
$2,160.00
1.3.4
Discussion of design with team
$240.00
1.3.5
Design approval and signoff
$0.00

1.4
Coding and Development
$34,000.00
1.4.1
Meeting for understanding and clarifying requirements
$5,200.00
1.4.2
Coding and development
$12,800.00
1.4.3
System testing
$3,200.00
1.4.4
Code Integration and testing
$7,200.00
1.4.5
Fix any errors found during testing
$3,200.00
1.4.6
Review and inspection of fixes
$2,400.00
1.4.7
Implementation sifnoff
$0.00
1.5
User Acceptance Testing
$17,920.00
1.5.1
Identidy test user groups and create test plan
$960.00
1.5.2
Communicate test plan to test user groups
$640.00
1.5.3
System demo to test users
$480.00

1.5.4
$2,800.00
1.5.5
$11,200.00
1.5.6
Retrospective stage - for addressing user queries and fix
issues
$1,200.00
1.5.7
Take feedback from pilot users to incorporate in user
training
$640.00
1.5.8
User signoff on testing
$0.00
1.6
System GoLive
$3,360.00
1.6.1
Make system live across company
$2,000.00
1.6.2
Review and inspection of installation
$720.00
1.6.3
Fix any issues during installation
$640.00
1.6.4
Signoff
$0.00
1.7
User training and Demo
$4,560.00
1.7.1

Draft and provide installation documentation and user
manuals
$1,200.00
1.7.2
$480.00
1.7.3
$480.00
1.7.4
Technical training to technical users
$2,400.00
1.7.5
Signoff from users
$0.00
1.8
Project Closure and Handover
$2,240.00
1.8.1
Prepare thank you note for all stakeholders
$640.00
1.8.2
Collect feedback from all users
$960.00
1.8.3
Conduct project closure meeting
$320.00
1.8.4
Handover system to maintenence team
$320.00
Total
$80,720.00Project Quality Management
Project Deliverable Quality Requirements
The various deliverables from the project and the required

quality from each are listed below
· Fully functional customer care website – Website implemented
and live with less than 10 high priority defects
· Requirements specification document – Documentation as per
UML standard covering functional and technical specification
· System design document – Technical documentation with
detailed description of all functional and technical modules,
with low level details present
· System testing and results – Details and report on all three
stages of testing stages with list of defects, status and plan for
addressing open defects
· User manuals – Detailed user manual signed off by customer
· Working code – Code as per company coding and web
programming standards with complete compatibility
· End user training – Training and certification of all end users
Project Deliverable Quality Monitoring
There are multiple deliverables that would be produced at
various stages of the project. To ensure that the deliverables
meet the quality requirements, they would be focus on quality
monitoring at every stage, right from project planning, to ensure
that it is given the importance that it needs. There would be a
testing and quality analyst who would be part of the project,
who will track quality of requirements and working code and
given immediate feedback that will help the development team
to rectify any defects. There would be a lot of automated tools
and trackers implemented to ensure that defects are captured,
identified and addressed before the product is developed. Using
these two approaches, information would be collected to track

and monitor and ensure that the product is of very high quality.
Project Deliverable Quality Reporting
Quality reporting would be done at two levels, the first one
would be on an ongoing basis as the project is progressing and
the second one is when the project has been implemented and
system and user testing is being done. The ongoing quality
tracking would be reported as part of the project status
reporting with the action items and resolutions also discussed
and reported in the weekly status report. The quality reporting
that would take place at the end of the project would be
reported using quality tools and trackers where the quality and
testing analyst would gather information from all stakeholders
and track and update quality information and report it for
everyone to see.Project Deliverable Quality Discrepancy
Decisions
It is understood that there could be many instances in the
project when there is discrepancy in the quality of deliverables,
and in these cases decisions have to be made on what has to be
done, to ensure that overall objectives of the project are not
compromised. The project manager and client would be the first
point of decision makers when there is a discrepancy on quality.
They would decide if the discrepancy is acceptable, if it can be
rectified at a later stage in the project and then take a call if it
has to be rectified at the same moment of if they can go ahead
with the discrepancy. In cases where the discrepancy and loss of
quality if much higher, then the project stakeholder would be
involved to get an approval and decision on what has to be
done.Project Human Resource Management
Resource Analysis
Task ID
Material Resources
Work (Human) Resources

1.1.1
Customer Care Manager, Project Manager, Project Sponsor
1.1.2
Project Manager, Customer Care Manager
1.1.3
Project Manager
1.1.4
Project Manager
1.1.5
Projector, Meeting Room
Project Manager, Customer Care Manager, Business Analyst,
Project Sponsor, Software Architect, Software Developer - 1,
Software Developer - 2, Software Tester
1.2.1
Computer with MS Office
Business Analyst
1.2.2
Business Analyst
1.2.3
Business Analyst
1.2.4
Customer Care Manager, Project Sponsor
1.2.5
Customer Care Manager, Project Sponsor
1.3.1
Business Analyst, Software Architect
1.3.2

Software Architect
1.3.3
Business Analyst, Project Manager, Software Developer - 1
1.3.4
Software Architect
1.3.5
Project Sponsor
1.4.1
Projector, Meeting Room
Business Analyst, Customer Care Manager, Software Developer
- 1, Software Developer - 2, Software Tester
1.4.2
Software Licenses, Computer with MS Office
Software Developer - 1, Software Developer - 2
1.4.3
Computer with MS Office
Software Tester
1.4.4
Software Developer - 1, Software Developer - 2, Software
Tester
1.4.5
1.4.6
Customer Care Manager, Software Tester
1.4.7
Customer Care Manager
1.5.1

Project Manager
1.5.2
Project Manager
1.5.3
Business Analyst
1.5.4
Project Manager, Business Analyst
1.5.5
Project Manager, Business Analyst
1.5.6
Business Analyst
1.5.7
Project Manager
1.5.8
Project Sponsor
1.6.1
Software Architect, Software Developer - 1
1.6.2
Software Architect
1.6.3
1.6.4
Software Architect
1.7.1

Business Analyst
1.7.2
Business Analyst
1.7.3
Business Analyst
1.7.4
Business Analyst, Software Architect
1.7.5
Project Sponsor
1.8.1
Project Manager
1.8.2
Project Manager
1.8.3
Project Manager
1.8.4
Project ManagerResource(s) Doing the Most Work
As can be seen from the above section, the project has got well
defined stages with resources of different skill sets working on
respective tasks. In terms of resources with a lot of workload,
the business analyst has a workload of 624 hours and the two
software developers have workloads of 648 hours and 584
hours. These are three critical resources who would be assigned
in a dedicated fashion and engaged throughout the project and
who would be involved in the conceptualization, design and
development of the website.
In terms of an action plan to manage risks and dependency on

the above three key resources, it is suggested that the project
have a buffer resource with analysis and development who
would be able to take up tasks should the resources be
overloaded or if they are not able to work on their tasks due to
any reason. The reason why a new resource is required and work
cannot be shared with other existing project team members is
due to the specialized nature of work and knowledge of IT that
is required to perform their tasks effectively.
Alternative Resource Assignments
The quality analyst or testing resource is one resource that can
be outsourced to an independent QA contractor who would be
able to perform these tasks effectively and efficiently. Another
area that can be considered for alternative resource assignments
is for the User Acceptance Testing stage where other employees
in the customer care division or from other departments such as
sales or servicing can be approach should these be issues in
getting the required number of resources for user acceptance
testing.
Resource Gap Analysis
In terms of resource gaps, towards the end of the project, there
is a need for a resource for release management and deployment
of the software. This resource is currently not available with the
company, and as a stop gap arrangement the software developer
and the systems architect would be taking care of this
responsibility. Should there be a need for a dedicated release
and deployment manager; the project would engage an
independent contractor who would be able to fulfill this role.
Optimization:
What if…
Potential trade-off decision
What is another business analyst was added to the project to
bring down the duration

This would increase project cost, but would help manage load
on the other BA, help increase quality of project documentation
and help stakeholders with faster clarifications that would lead
to faster project delivery
What if the project is developed in stages rather than all
together at once
The system could be live faster with basic features and other
features added at later stages. This would add about 20% to the
project cost.
What if another developer is added to help the two developers
who are working on the project
This would help in faster delivery across tasks that would take
the longest, and also reduce project risk if any one of the
developers is unavailable. This would increase project cost.
What if there are daily project updates rather than only the
weekly project review meeting
This would help in better project communication and more
response issue resolution. However, this would lead to more
management and time for non-development activities and could
lead to more time for development.Communications
Management
Project Team Communications
Effective, responsive and proactive communication would be
one of the key enablers for the success of this project. The
various types of communication methods that would be
leveraged for this project is discussed below.
Name
Description
Frequency
Method
Project Status Reports
Status report that shows work that has been done last week and
work planned for next week and overall status of project
Weekly

E-mail
Project Status Meeting
Discussion on project status report and clarification of high
priority issues
Weekly
Meeting
Executive Sponsor Review
Review of project status and seeking of project related decisions
and approvals
Monthly
Meeting
Issue Clarifications
Clarification of project related issues with project stakeholders
Ad-Hoc
Meeting or E-mail
Project Dashboard
Key project metrics and work being performed
Weekly
Online
Project Team Conflict Resolution
The project team conflict resolution escalation path is shown in
the diagram below. It is encouraged that the project team
members openly and freely communicate to resolve issues
proactively and in a responsive manner. For any reason if any
issues is not being resolved at the team level, it can be escalated
to the second level, were the project manager would be making
a decision in consultation with the customer care manager. Any
disagreements at this level would be addressed with the project
sponsor making the final decision.
Collecting and Communicating Project Status Information
Project Information to Monitor

· Tasks completed against schedule and delays if any
· Cost information and cost increases is any
· Change requests asking for extra features leading to scope
creep
· Project issue register to monitor issue resolution
· Key milestone completionHow to Collect Project Information
The various information described in the above section needs
to be collected on an ongoing basis, in a structured and formal
manner, and also in an ad-hoc manner to ensure that correct,
valid and updated information is collected. The various
techniques and process that would be used to collect project
information are listed below
· Asking people assigned to the task on task completion status
· Asking people assigned to task on tasks that are expected to
start
· Going through the issues register, and from issue resolution
meeting
· Asking for a weekly mail update on task completion from all
project stakeholders
· Keeping a record of all the change requests that come in
Frequency for Project Information Collection
Cost information –To be collected weekly as part of project
tracking
Task completion information – To be collected weekly as part

of project tracking
Project Open Issues –Ad hoc to be entered on an ongoing basis
Change Requests –Ad hoc as per customer requests
Key milestone completion – To be collected weekly as part of
project trackingProject Status Information and Recipients
The recipients of the information include the project sponsor,
project team members, business stakeholders and client. The
specific data that would be presented to these recipients is listed
below
· Project task completion and milestone completion – All
project stakeholders
· Costs and summary information – Project sponsor
· Project issues – Project team members, business stakeholders
Plan and Take Adaptive Action
Methods to Analyze the Impact of the Status Information
The various information that is collected for the tasks and costs
would be entered into MS Project to get a graphical view on
project progress, and to see if the project is on track or of there
are major issues that need attention. Earned Value Analysis
would be done for the actual and planned schedule and costs to
verify how the project is performing on these indicators.
The change requests that come in would be analyzed for their
effort, and impact on the schedules and timelines of the project,
so that an informed decision on the change request can be taken
that would ensure project goals are not affected.

In addition to this, the various open issues that are raised for
clarification would be measured against the time that is taking
to resolve them and based on them they would be marked as red
and escalated so that there is urgency to resolve the most
critical issues that can hamper project
progress.Process/Procedures to Make Decisions that Affect the
Project Schedule and Budget
Each of the decisions that would need to be taken would be
analyzed in relation to their impact on scope, quality, time and
cost. For requests that have a minimal impact or medium impact
that can be adjusted within the project buffer, the project
manager would take the call on what is to be done. However, for
decisions that would have a major impact and would require
additional funding or could need the project goals to be altered,
the project sponsor would be involved and decision taken in
consultation and after getting the necessary approvals from the
project sponsor.People Who Will Be Involved in Making Project
Status Decisions
As discussed above, two people would be making most of the
key decisions related to the project. For regular and routine
decisions, decisions that need a quick resolution and do not
involve high impact to project objectives, the project manager
would be making the decisions. This is because he is overall
responsible for effective delivery of the project, and would
know what best course of action is as he is operationally
involved in the project. For decisions that have a major budget
or schedule impact, decisions that would need approval and
decisions regarding milestones and scope would be taken by the
project sponsor, as he has the overall ownership and
responsibility for the project outcome.Method to Communicate
Project Status Decisions
Multiple modes of communication would be leveraged with
varying frequencies to communicate on project status decisions.

These are listed below
· Project status review meeting –Weekly meeting with entire
team to update about project progress and major decisions
· Executive sponsor review meeting –Monthly meeting with
sponsor to update, get approvals and make major decisions
· Project status reports – Weekly report containing information
about project progress and major decisions taken. Circulated
before the project status review meeting.
· Project issue register – Issue register circulated on a daily
basis and tracking issues, resolutions and decisions on a daily
basis.
Project Risk Management
The chart below is the Risk Management Plan. It contains the
risk analysis and the contingency plan for them based on their
impact.
Risk Management Plan:
Risk
Impact (High, Medium, or Low)
Actions to reduce the risk
Contingency plan if the risk occurs
Responsible Project Team Member
Delays in setting up the hardware infrastructure and
procurement of software licenses
Medium
Request IT support team 2 weeks before project kickoff with
follow to ensure hardware is ready when development starts
Escalate to IT manager and follow up on a daily basis to ensure
completion. Focus on completing other tasks till hardware is set
up.
Project Manager

Team members on unscheduled leave
Medium
Set expectations with team that they need to plan leaves well in
advance and get it approved.
Take no action is leave is for one or two days. Plan for new
resource if it’s a longer leave.
Project Manager
Faults in design being discovered late in the project
High
Have design approved by senior architect before development
starts
Evaluate areas that are impacted and plan to address those
defects
Technical Architect
Test cases not having complete coverage leading to incomplete
testing
High
Review of test cases by software developers and business
analyst to ensure proper coverage of requirements
defects
Business Analyst
Users not being available for User Acceptance Testing
Medium
Plan and inform users in advance, take confirmation on
participation. Include a few buffer users.
Call for a meeting with customer care manager and have users
allocated for user testing
Project Manager
Incorrect estimation of tasks leading to delays in completion
High
Estimation review meeting where every work package is
discussed and verified
Get approval from project sponsor for additional resource so
that project is completed in time
Project Manager

Team members not having technical expertise required for the
project
Low
Verify that team members have required skills for the project.
Have a orientation training before project start for all team
members.
Have team members learn from each other, or request any other
experienced personnel from the company to coach the team
members
Project Manager
Large numbers of defects after development is complete
High
Start incorporating quality early into the project, and have
various checkpoints to ensure quality deliverables are carried
forward
defects
Tester
Senior technical architect not available for detailed review of
technical requirements
Medium
Plan and inform architect in advance, take confirmation on
participation. Have two back up people who can fill in if the
technical architect is not available.
Engage back up resources identified to do the review on the
technical requirements
Project Manager
Customer not available leading to delay in sign off on
requirements
Medium
Inform customer one week in advance on what is required. Get
project sponsor to set expectations so that there are no delays.
Follow up with customer with project sponsor in loop so that
the requirements documents are signed off on priority.
Project ManagerProcurement Management

The project will be built by our in-house IT team. They will use
existing infrastructure that they have. All project cost related to
license procurement will be billed to us by the IT support group
which manages the installations. Currently there is no extra
software purchases foreseen in the resource analysis table
described earlier.Conclusion
This project will enable our customers to be able to reach us
through either mail or telephone easily. It will increase our
telephone support service availability for critical issues and
enable customers to quickly find solutions to common issues.
The ability to provide customers to provide us with suggestions
will also help us to further streamline our solution. This project
will cost us an estimated $80,000. The team size has been
determined as 6 which include 2 software developers, 1
software tester, 1 software architect, a project manager and a
business analyst. The project will take around 180 days to
execute.
The customer care department’s future human resource
requirement should be greatly diminished and will result in
significant cost saving over the long run for the company. This
site can also be enhanced with minimal cost impact in the future
for our business needs.References
Chinni, A. (n.d.). Integration Management Knowledge Area.
Retrieved April 19, 2012, from Aditya Chinni, PMP:
http://aditya369.com/integration.aspx
Expert, M. P. (n.d.). How to Write a Project Charter? Retrieved
Apil 19, 2012, from My PM Expert: http://www.my-project-
management-expert.com/how-to-write-a-project-charter.html
ProjectConnections. (n.d.). Templates by PMBOK® Guide
Knowledge Areas. Retrieved April 19, 2012, from
ProjectConnections:
http://www.projectconnections.com/templates/pmbok/knowledg

e-area/project-integration-management.html
projectmanagementdocs.com. (n.d.). Scope Management Plan.
Retrieved April 19, 2012, from projectmanagementdocs.com:
http://www.projectmanagementdocs.com/templates/Scope%20M
anagement%20Plan.pdf
_1421265752.unknown
Project Quality and Closure
Project Title:
Project Manager:
Executive Sponsor:
Project Quality
A Project Quality Plan is defined in the initiation stage of the
project and is used throughout all phases of the project
lifecycle. For this part of the project documentation, you will
describe how you will be tracking, monitoring, and reporting
how well the project deliverables are meeting the quality
standards defined for your project.
Project Deliverable Quality Requirements
List the deliverables and the required quality for each. You
should include this information for all of the sub-deliverables
you listed in your Week 2 Course Project document.

Project Deliverable Quality Monitoring
Describe how you will monitor the meeting of the quality
requirements for your project’s deliverables.
Project Deliverable Quality Reporting
Describe how you will report the meeting of the quality
requirements for your project’s deliverables.
Project Deliverable Quality Discrepancy Decisions
Describe how you will make decisions for when the quality
requirements would not be met. Include project stakeholders
whom you would approach to help with the decisions.
Project Closure Information
As the project draws to a close, there is still much work to be
completed. To gain the most valuable information possible from
the experience, you need to document and collect information
that can be reviewed and used for historical comparison with

similar projects. It is also important to protect against any
future liability by making sure that all the important project
documents are stored together and archived properly.
Project Performance
Describe the types of information and how you would record it.
The information will reflect project performance through the
entire lifecycle. You will want to include high-level as well as
pertinent information to ‘paint the picture’ of how things went.
Tasks to be Completed as Part of the Project Closure
What tasks or activities do you want to make sure are completed
as part of the project closure?
Archived Project Information
What information should be recorded and how will it be
archived for use as historical data for similar projects?
Project Acknowledgements and Celebration

How will you acknowledge the project’s completion and
celebrate the accomplishments?
How to use this form:
· Complete the information inside the ‘form fields’ – the form
fields should appear as grey areas inside the cells requiring
information
· You are the project manager for your Course Project
· Remove all words/instructions that are in maroon/purple type
before submitting to the Dropbox
· Save your completed Project Selection document using the
course file naming convention,
LastName_Course_Project_Week_7.
Version 1, 07/01/11 Page 1 of 3
Track and Manage Projects
Project Title:
Project Manager:
Executive Sponsor:
Collecting Project Status Information
Part of managing projects is to define the information that is
used to understand the status and progress of the project. The
types of information that would be needed must be specifically

defined along with how and when to collect it, how to analyze
it, how to present it and to whom, along with being prepared to
involve principal project stakeholders to make decisions about
the project.
Project Information to Monitor
List and describe the project information that you will use to
monitor the project.
How to Collect Project Information
List and describe how you will collect the project information
that you will use to monitor the project.
Frequency for Project Information Collection
List and describe how often you will collect the project
information that you will use to monitor the project. There may
be different periods for different sets of information.
Project Status Information and Recipients

Describe the to whom you will present project status
information and specific data you will use to keep the recipients
aware and up to date about the project.
Plan and Take Adaptive Action
As you collect and disseminate information, you will need to
make difficult decisions based on what happens during your
project. You may need to adjust the project scope eliminate
deliverables, find other ways to complete the work, alter
task/resource dependencies, change how your project resources
are allocated, or accept the new situation and keep moving
forward.
Methods to Analyze the Impact of the Status Information
It is one thing to collect information about how the project is
progressing. The project manager and team need to understand
that information and determine any alternatives. Describe how
you will perform such an analysis.
Process/Procedures to Make Decisions that Affect the Project
Schedule and Budget
After analyzing the information, you will need to suggest
alternatives that could impact the project going forward.
Describe how you will proceed to make or request such
decisions.

People Who Will Be Involved in Making Project Status
Decisions
Provide the name(s) and title(s) of the people to be involved in
making the decisions. Explain why these people are involved
and what is expected from them.
Method to Communicate Project Status Decisions
After the decisions are made, you will need to communicate to
all project stakeholders. Describe how you will communicate
this.
information
LastName_Course_Project_Week_6.

Project Title:
Project Organization:
Project Manager:
Executive Sponsor:
information
LastName_Course_Project_Week_5
This portion of the planning process includes analyzing
potential risks that could impact the project, and determining
who is responsible to manage the risk and what actions should
be taken to minimize the risk. Begin by brainstorming the top 7-
10 risks that might impact the project. Select the top 5 risks and
develop a plan to manage if the risk occurs.
Project Risk Management
Develop a Risk Management Plan:
Risk
Impact (High, Medium, or Low)

Actions to reduce the risk
Contingency plan if the risk occurs
Responsible Project Team Member

Project Resource Analysis and Optimization
Project Title:
Project Manager:
Executive Sponsor:

Analyze Resources
After identifying the WBS and schedule are created, list the task
id numbers and identify all the material and human resources
that are needed to complete the task successfully.
Task ID
Material Resources
Work (Human) Resources

Resource(s) Doing the Most Work
Describe the project team members who have the greatest
workloads. Describe action plans you have for considering
requesting additional resources or moving workloads to other
team members whose workloads are less.
Alternative Resource Assignments

Describe the resources that may have been overlooked earlier in
your planning. For example, could any of the tasks be
outsourced to another division or even consultants?
Resource Gap Analysis
Describe any resource gaps. If the project is in need of expertise
that you may not have or need to acquire, describe your plan for
acquiring the necessary additional expertise.
Optimization:
Inevitably once the WBS, schedule, and resources are
determined, you will need to look at the options that exist and
verify that all the proposed work fits within the project’s scope
and access if there is a better way to perform the work while
achieving the same result. Examples might include completing
tasks more efficiently, with few resources, or even faster.
Identify potential trade off decisions that might occur as you
analyze the project plan. Brainstorm 3-5 what if scenarios and
potential trade off decisions to match those scenarios.
What if…
Potential trade-off decision
(Example 1 - What if we added additional resources to
task #1)
(Example 1 - It would cost more, but we would save 25
days.)
(Example 2 - What if we re-organized the resources for
tasks 5-7, so the work could be done in parallel rather than
sequentially)
(Example 2 - There would be less buffer with our
resources, but the work would be completed 10 days earlier.)

information
LastName_Course_Project_Week 4.
Project Organization, Deliverables, and Milestones
Project Title:
Project Manager:
Executive Sponsor:
Project Team Members:
List the project team members. Include at least five team
members. For each team member: include title/position,
expertise, and project responsibilities. Use names of the team
members.

Name
Title
Expertise
Responsibilities
Project Team Reporting Structure:
Describe the project team organizational structure, starting with
the first (organizational) level and proceeding to each
subsequent level. There should be at least three levels of the
organizational structure.

Project Team Communications
Describe how the project team will communicate.
Project Team Conflict Resolution
Briefly describe how the project team will resolve
disagreements and conflicts including the appropriate escalation
path you would like the team to use.
Project Deliverables:
List and describe the major sub-deliverables that the project
will produce. (Note that you have included the final deliverable
in the name of your project and it should be included here as
well.) These sub-deliverables represent the major WBS elements
that will be expanded in next week’s assignment. Include at
least six deliverables.
Deliverable Name
Description

Project Milestones:
List and describe the major project milestones. For each
milestone: include the estimated completion date
(month/day/year). Include at least six milestones.
Milestone Name and Description:
Completion Date

information
Project Definition
Date:
Date submitted
Project Title:
Provide the name of your project. Be sure the final deliverable
is part of the name and that the project is business or
community related.
Project Manager:
Student’s name
Project Manager’s Responsibilities
Specifically list the project manager’s responsibilities for this
project. State at least five detailed project manager

responsibilities.
Executive Sponsor:
Provide the name and position/title of the executive manager
who will sponsor the project. The position of the project
sponsor should be at a level whereby the authority granted by
the project sponsor to the project manager is recognized and
honored by the functional managers and project team members.
Project Scope Statement:
Describe the Project Scope Statement. Make sure your scope
statement is SMART - Specific, Measurable, Action-Oriented,
Realistic, Time-based.
Project Success:
Define how the success of the project will be measured. What
will assure customer acceptance of the results of the project?
Functional Area Interfaces
Describe at least five functional area interfaces. List the
functional areas and the interfaces with one another.
Functional Area:
Interfacing Functional Area(s):

information
Objectives
Back to Top
Each student in Advanced Project Management (PROJ430) will
choose a project that will be used to develop various documents
that are developed and used throughout the project lifecycle.
The project documents will be completed and submitted in eight
parts due in each week throughout the course.

Your Professor might choose to assign the Course Project as a
Team Assignment
Guidelines
Back to Top
The topic you select should be a project that will take between
six months to two years to complete. Choose a business- or
community-related project topic in which you are interested and
have knowledge to make it easier for you to complete these
assignments.
The intent of the Course Project is that the project will be
sufficiently complex to require consideration of a number of
project management issues. In completing the sample project
documents for this course, consider the full breadth of the
project work required, but remember that you will develop the
details to a lesser depth than would be required in reality.
As a reminder, your project topic must be a business- or
community-related project topic. This will allow you to
complete all sections of the project. Try to find a project at your
workplace or community organization that you can use as a
basis for completing these assignments.
You should keep in mind that your project must meet all of the
following characteristics of a project.
1. A specific and defined objective
2. A defined life span with a definitive start and a definitive end
3. Involving multiple departmental organizations and
professional staff members
4. Doing something unique, not having been done before
5. Defined and specific schedule, budget, and quality and
performance requirements
Deliverable Schedule
Week
Project Lifecycle Areas
Information and Activities
Deliverable Directions
1

Initiate, Define, and Organize Your Project
Establish the project organization, define project parameters,
and plan the project office and framework.
This week, you are defining and organizing your project. This is
the first step in analyzing your concept by gathering
information needed for all the project documents that are
created during the project management process. Often, an
organization will require months to complete this work. For this
Course Project, you will be creating sample documents that give
you an idea or example of the type of information needed to
create similar types of project deliverables.
Download the Course_Project_Week_1.docx from Doc Sharing
to start this assignment. The Course_Project_Week_1.docx
template contains all the sections that you will need to
complete, including instructions to help you work through this
part of the Course Project. You will submit this deliverable to
the Week 1 Course Project Dropbox.
2
Continue to Define and Organize Your Project, and Start the
Planning
Define how the project team will work together, and define the
major deliverables and milestones.
This week, you are continuing to define and organize your
project. Your focus will be on the project team (members and
team organizational structure), and how the team will function.
You will also define and describe the major project deliverables
(and subdeliverables) and milestones.
3
Define WBS and Work Packages
Develop the WBS with schedule, resources, and costs using

Microsoft Project.
This week, you will be using Microsoft Project to develop the
work breakdown structure (WBS) and work packages for your
Course Project. You will also be developing the project
schedule and project budget. You can access Microsoft Project
from the iLabunder Course Home.
You will submit your Microsoft Project file to the Week 3
Course Project Dropbox.
4
Plan your Project by Analyzing Resources
Analyze resources, and optimize trade-offs.
This week, your focus is on resource planning. This includes
work resources (people) and material resources. Being thorough
and complete is very important, and you need to analyze if you
identified all the resources you need and the workloads for
each. You will use your Microsoft Project file to perform the
analysis and complete this week's assignment. You can access
Microsoft Project from the iLab under Course Home.
5
Plan your Project by Analyzing Project Risks
Develop a risk management plan.
This week, you will develop a risk management plan for your
course project. This portion of the planning process includes
analyzing potential risks that could impact the project,
determining who is responsible to manage the risk, and what
actions should be taken to minimize the risk.

6
Plan your Project by Defining how to Track, Manage, and
Report Project Status
Collect status information and plan how to take corrective
actions.
This week's focus is on project information. As a project
manager, you will need to keep your finger on the pulse of the
project. You need to identify the information that you are
monitoring, collecting, analyzing, and reporting. Based on the
information, you and others will need to make decisions
regarding the project.
7
Close the Project
Close out the project, and archive project documents.
This week's focus is project closure, with the assumption that
your project will go through execution as planned and will be
formally closed. While the project has been the project
manager's focus since project initialization, it is also very
important for the project manager to help transition team
members back to their functional organizations as well as assure
that all project documentation is archived. A significant final
deliverable of the project is a lessons learned document and
meeting.

8
Course Project Report
This is a formal report that is a compilation of all planning
documents from Weeks 1–7 plus change management.
The final report for your Course Project will be a formal report
that you will present to the Project Sponsor (your professor).
You will be using the information that you have been preparing
each week of the course. You will prepare the report using
excellent report writing skills and with content that would be
read by an executive of an enterprise. Now is the time to
organize and present the information in a way that is
understandable and meaningful to your Project Sponsor.
Write the report as though the Project Sponsor is reading the
planning details for the first time. You have prepared
information each week during the course, and that information
will form the foundation for this report. For the final report,
you should augment that information with further explanations
to facilitate the comprehension of what you are presenting. You
will need to demonstrate in your report that you have thought
through all that is required to manage your project successfully.
Continued funding and resource assignments will depend on
how well you have planned, estimated, and communicated all
aspects of your project. You will submit your final report to the
Week 8 Course Project Dropbox. See the course Syllabus for
due date requirements.
Submit your Assignments to the Dropbox located on the silver
tab at the top of this page. For instructions on how to use the
Dropbox, read these step-by-step instructions or watch
this Dropbox Tutorial.
Grading Rubrics
Back to Top
Section/Category
Points
Description

Executive Summary
10
Concise, no more than a half to three quarters of a page
Integration Management
10
The information for each of these sections comes from what has
been developed in Weeks 1–7 plus change management. It needs
to be organized according to the course textbooks and
the PMBOK® Guide Knowledge Areas.
Report contains more content than the Weeks 1–7 submissions.
It reflects further explanation to demonstrate your
communication skills.
Scope Management
10
Time and Schedule Management
10
Cost Management
10
Quality Management
10
Human Resource Management
10
Communications Management
10
Risk Management
10
Procurement Management
10

Conclusion and Recommendations
10
Concise, no more than a half to three quarters of a page
Format and writing quality: title page, page numbers, headers,
font type and size, length, and APA compliance
15
The report is formatted using this rubric as a guide for content
and sections. The tone addresses the Project Sponsor directly
and professionally.
The table of contents shows each section with at least two
outline levels. Each section is clearly labeled in the body of the
report.
The core report length is 1,500–2,000 words (no limits on
appendices, charts, graphs, or supporting documentation). the
report is APA-compliant with accurate in-text citations
supporting full citations on the reference page.
The report contains no spelling, grammar, typographical, or
formatting errors; all links are functional; and graphics and
charts are clear and legible. Writing quality is excellent, clear,
organized, and professional.
Total
125
A quality paper will meet or exceed all of the above
requirements.
Best Practices
Back to Top
The following are best practices in preparing this paper.
· Cover Page: Include who you prepared the paper for, who
prepared it, and the date.
· Table of Contents: List the main ideas and sections of the
paper and the pages where they are located. Illustrations should
be included separately.
· Executive Summary: Use a header on your paper. This will
indicate that you are introducing the paper.
1. Introduce the subject and why the subject is important.
2. Preview the main ideas and the order in which they will be

covered.
3. Establish the tone of the document.
Include a reason for the audience to read the paper in the
executive summary. Also, include an overview of what you will
cover and the importance of the material. (This should include
or introduce the questions you are asked to answer in each
assignment.)
· Body of the Report: Use a header with the name of the project.
An example is, "The Development of Hotel X: A World Class
Resort." Proceed to break out the main ideas: state the main
ideas, the major points of each idea, and provide evidence.
Show some type of division, such as separate, labeled sections,
separate groups of paragraphs, or headers. Include the
information you found during your research and investigation.
· Summary and Conclusion: Summarizing is similar to
paraphrasing but presents the gist of the material in fewer words
than the original. An effective summary identifies the main
ideas and the major support points from the body of the report;
minor details are left out. Summarize the benefits of the ideas
and how they effect the subject.
· Work Cited: Use the citation format specified in the Syllabus.
Additional hints on preparing the best possible project follow.
1. Apply a three-step process to writing: plan, write, and
complete.
2. Prepare an outline of the research paper before going
forward.
3. Complete a first draft, and then go back to edit, evaluate, and
make any changes required.
4. Use visual communication to further clarify and support the
written part of the report. Examples include graphs, diagrams,
photographs, flowcharts, maps, drawings, animation, video
clips, pictograms, tables, and Gantt charts.

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