Final Final Final

UNIVERSITY OF SUNDERLAND

ASSESSMENT COVER SHEET / FEEDBACK FORM

BA (HONS) BUSINESS MANAGEMENT

1

Student ID: 73788 Student Name: HABBIKA LOPEZ

Module Code: SIM335Module Name: MANAGING PROJECTS

Due Date: Center / College: SBCS, CHAMPS FLEURS Hand in Date: JULY 9TH 2010

Assessment Title:

Learning Outcomes Assessed:

Learning Outcomes

Feedback relating learning outcomes assessed and assessment criteria given to students:

Mark:

Areas for Commendation:

Areas for Improvement:

General Comments:

Assessors Signature: Overall Mark (subject to ratification by the assessment board)

Moderators Signature:

Students Signature: (you must sign this declaring that it is all your own work and all sources of information have been referenced)

TABLE OF CONTENTS

SECTION PAGE #TASK ONE………………………………………………………………………….4

TASK TWO……………………………………………………………………………..11

INTRODUCTION………………………………………………………………. 11BACKGROUND INFORMATION…………………………………………….. 12METHODOLOGY………………………………………………………………. 13INTODUCTION TO FEASIBILITY STUDY………………………………….. 14INTODUCTION TO PROJECT CHARTER………………………………….. 16PROJECT SCOPE………………………………………………………………. 18SCHEDULE……………………………………………………………………….. 20RISK MANAGEMENT……………………………………………………………. 21COMMUICATION MANAGEMENT…………………………………………….. 25QUALITY MANAGEMENT………………………………………………………. 25HUMAN RESOURCES…………………………………………………………… 25COSTING…………………………………………………………………………… 26PROCUREMENT……………………………………………………………………27INTORDUCTION TO PROJECT TEAM………………………………………….29CHANGE MANAGEMENT…………………………………………………………31PROJECT CLOSE…………………………………………………………………...33

APPENDICESORGANIZATIONAL STRUCTURE, JONES LTD………………………………37FEASILBILITY STUDY……………………………………………………………..38PROJECT CHARTER………………………………………………………………46NETWORK DIAGRAM

WBS……………………………………………………………………………………49

COMMUNICATION MATRIX…………………………………… 49

2

TASK ONE

3

NETWORK DIAGRAM

1)

4

2) The timing of activities is determined when conducting the forward pass which begins with the project start time, usually zero, following through to the end of the network by

adding the activity durations.

For instance, in the network diagram in Question #1, activity A has duration of 4 working

days whilst activity E has duration of 3 working days. The Early Start time for activity A

is zero (upper left corner of activity node) and the Early Finish time for activity A is 4

(upper right corner of activity node), this was calculated by adding the early start time of

the activity to the duration (Early Start + Duration = Early Finish).

Activity A has 3 successor nodes, B, C & D. These activities can commence no earlier

than when activity A is completed (4 working days). Therefor the Early start times for B,

C & D will be 4.

Activity B, C and D are all predecessors of activity E. Given that their relative Early

Finish times are 10, 6 and 5 respectively, the Early Start of activity E will be 10 since E

cannot begin until the preceding activities are all completed and given that activity B will

take the longest to complete, it is the activity that controls the Early Start date of activity

E. This is demonstrated below:

FORWARD PASS

3) The project duration is determined by conducted the entire forward pass (see #2) from the last activity on the network diagram through to the start node.

5

LEGEND

This is done by subtracting activity times to find the Late Start and Late Finish times for each activity. Before this process can start, the forward pass must be completed since the starting point for the backward pass is the Late Finish which will be the same as the Early Finish on this activity (For activity R, #1, EF =LF).

The Early Finish of the very last node of the network diagram (upper right corner of activity node) give the project duration, which is 56 as shown in answer #1.

For the backward pass, the activity times are subtracted along each path beginning with the project end activity (Late Finish – Duration = SLACK); the Late Start is carried to the preceding activity to establish its Late Finish, unless the activity is preceded by multiple activities, then the smallest Late Start of the immediate successor establishes the Late Finish. This is demonstrated below:

The critical path is comprised of all activities in the network diagram from start to finish that have zero slack /float time, which is determined when calculating the backward pass and gives the total time an activity can de delayed without affecting the project

6

BACKWARD PASS

duration.. The slack/ float of an activity is the difference between the Late Start and the Early Start of an activity (LS – ES = SLACK).

For Watchwell Ltd, the critical path is as follows:

CRITICAL PATH: START – A – B – E – F – I – J – K – N – P – R – END

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4) If the project starts on Monday 6th September, 2010, it will be completed on Monday 22nd November, 2010. This was computed using a five day work week given the project duration, 56 working days as given in the response for question #3.

8

5) a) A 1 day delay during activity C translates as a 1 day increase of the activity’s Early

Start and Early Finish, but will have no effect on the project duration.

b) If activity G is delayed by 1 day, there will be a 1 day increase of the activity’s Early

Start and Early Finish, but will have no effect on the project duration.

c) A two day delay in activity R will affect the project duration as it is on the critical path.

The project will be delayed by 2 days.

6) Network diagrams are graphical presentations of a project’s activities showing their

sequence, interdependencies and relationships. They are utilized for planning &

monitoring tasks of the project and are useful in terms of determining the project

duration and date which tasks must start and end in order for the project to remain on

schedule. The diagram which is stems from the WBS is essential to determining the

allocation of resources and the assignment of tasks for the project team. It assist in

communication stakeholders while retaining project control in addition to assisting the

Project manager by being proactive with dealing with situations which may occur in the

event of a task delay or acceleration.

The network diagram is the framework that will be used by the Project manager to make

decisions concerning time, cost and performance.

9

TASK TWO

10

Intro

11

Background Info

12

Methodology

13

FEASIBILITY STUDY

The Feasibility Study is defined by Harold Kernzer (2001, p.559) as the phase that

considers the technical aspects of the conceptual alternatives and provides a firmer

basis on which to decide whether to undertake the project

The feasibility study conducted for Jones Ltd (See Appendix II, p. 38) will serve to plan

the project development implementation activities in addition to assessing the staffing

requirements and probable consequences and costs of investing in this project.

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PHASE ONE:

DEFINITIION

15

PROJECT CHARTER

As defined by Samuel J. Mantel Jnr, Jack R. Meredith, Scott M. Shafer and Margaret

Sutton (2005, p.73), the Project Charter is a contract-like document that serves as a

plan “sign off”, affirming that all major parties at interest to the project are in agreement

on the deliverables, cost and schedule.

The Project Charter of Jones Ltd functions as formal authorization of the project and

has been initiated by the Project Sponsor who happens to be the current General

Manager of Jones Ltd, (See Appendix 2, p. 46).

16

PHASE TWO:

PLANNING

17

PROJECT SCOPE

The purpose of a detailed Scope according to Harvey Maylor (2003, p.80) is to ensure

that all the parties to the project are agreement of what the project is going to do. This

project entails the physical preparation of a newly acquired building for Jones Ltd and

the opening of this building for business for trade.

The undertaking will cover the physical outfitting of the building (which will ensure that

the building is fitted with all wiring, plumbing, electrical generator, water supply back up

and atmospheric control systems in addition to the installation of all furnishings and

fittings), the establishment of information technology support systems (inclusive of the

acquisition and installation of all I.T. software and support systems), the leasing of

security services (from the start of the outfitting of the building and the completion of the

project to the end of the awarded contract that will close at the end of the company’s

financial year, renewable based on decision taken by the GM) , the procurement of

inventory for sale (awarded to the successful tendering company) , the acquisition and

training of staff for the new business and internal and limited external interface (Carried

out by a HR outsourcing company, Regency Ltd.)

PROJECT SCOPE MANAGEMENT

The Scope of this project will be under constant management since the possibility exists

that several factors may seek to influence change to the Scope stated.

In light of information on Scope Management from Harold Kerzner (2001, p. 989), such

factors which may influence change of the scope of this project are as follows:

Parties to the project may have differing project criteria, especially in their

functional project purpose.

Under/Overestimation of the feasibility study.

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In this regard, as the implementation process of the detailed activities for the project

progresses (See Work Based Structure, Appendix III, p. 49), the scope will be

monitored and managed accordingly.

For general guidance, the Project Sponsor, who is the General Manager of Jones Ltd.,

will provide direction as to the Personnel policies and guidelines of the company in

terms of sourcing the Human Resources needed for the project in addition to staff that

will operate the daily functions of the new business (It has been stated that the

organizational structure should mirror the one existing at the company’s main

operational base.)

The Project Team’s Legal consultant will provide guidance to ensure that the project

remains aligned with leading industry standards and project legalities.

It is crucial to note however that the Scope of this project will not include the following:

Marketing of product to target niche markets and other groups of interest outside

of the sector in which Jones Ltd. currently trades

Research and Development of the company’s existing product base.

Accounting services beyond the scope of the project.

The entertainment of activities on the part of the Project Team Members outside

of the existing functions as per their role played in the project implementation.

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SCHEDULE

Table 2 shows the scheduling of the major activities, their durations and sequence for

the expansion project of Jones Ltd.

Table 1: Schedule of Activities for the Expansion Project of Jones Ltd.

ACTIVITY # ACTIVITY (TASKS) DURATION

(DAYS)

ACTIVITY

PRECECESSOR

1 Lease Security Services 24 ---

2 Outfit New Building 95 1

3 Install Virtual Infrastructure 27 2

4 Internal Stakeholder

Interface

14 2

5 Acquire Inventory for Sale 32 2

6 Acquire Staff 32 3,4,5

7 Train Staff 14 6

8 External Stakeholder

Interface

35 6

9 Commence Operations 1 7,8

(Network Diagram at Appendix IV, p.48 )

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RISK MANAGEMENT

Generally, risks are computed from the probability of the event becoming an issue and

the impact it would have. The Project Team will encounter several risks in this project

implementation and will be faced with daily judgment calls that would ensure that the

project is never compromised, which must be based on solid techniques that focus on

quantitative rather than qualitative data whenever possible. The use of such techniques,

according to Michael J. Termini (1999, p. 129) are involved in Risk Management.

RISK IDENTIFICATION

The following is a list of risks that are likely to be encountered during the implementation

of the project:

Workers may incur serious injuries on the job while building is being prepares resulting in a temporary shut down that may delay the completion date of the project.

The supplier may not have the quantity of stock requested at the time of order.

There may be a critical delay when the stock is being transported owing to unforeseen factors.

Stock may be damaged during transit.

Some stock may not be in proper working condition upon receipt and may need

to be returned and replaced by the supplier

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RISK EVALUATION & ANALYSIS

The Risk Manager has assessed the main risks of the project as follows:

Table 2: Risk Assessment for Jones Ltd. Expansion Project

RISK IMPACT RISK LEVEL

Workers incur Injury on Jobsite Temporary shut down on work

site

(1 hour to 7 days delay)

HIGH

Supplier does not have stock in

quantity

Longer wait to receive stock

quantity requested

(7-14 days delay)

MODERATE

Delay in transportation of stock

from supplier

Delay of receipt

(7 -21 days delay)

MODERATE

Stock is damaged in transit Loss incurred by company

($500 to $10,000 in damaged

goods)

MODERATE

Malfunctioning stock received

from supplier

Less stock in working condition

(7 to 14 days delay –

replacement)

LOW

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RISK RESPONSE PLAN

Risk response contingency plans are prepared in the event that the perceived risk

materializes. The Table below details the risk response plan for Jones. Ltd.

Table 3: Risk Response Plan for Jones Ltd., Expansion Project

RISK RISK RESPONSE

Workers incur Injury on Jobsite Ensure that workers and worksite is in compliance

with Occupational Health & Safety Act.

Ensure Worksite is well equipped with first aid kits.

Arrange stand by transport to medical care for more

serious injuries

Supplier does not have stock in

quantity

Scout multiple suppliers carrying requested product before-

hand to counter this possibility

Delay in transportation of stock

from supplier

Stock will be ordered as soon as Storage facility is completed

to ensure that transport delays have little impact

Stock is damaged in transit Form contract agreement with Transport contractor and

supplier to deflect cost liability

Malfunctioning stock received

from supplier

Return items immediately to supplier for replacement

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RISK TRACKING & MONITORING

Project Team members will at different times be responsible for the tracking of risks as

they occur and fall within or close to the role of their job functions, as assigned by the

Risk Manager.

Table 4: Risk Tracking Log for Jones Ltd. Expansion Project

RISK DATE ASSIGNED

RESPONSIBLE PARTY

ACTION TAKEN & DATES

NOTES

Workers incur Injury on Jobsite

Supplier does not have stock in quantity

Delay in transportation of stock from supplier

Stock is damaged in transit

Malfunctioning stock received from supplier

24

COMMUNICATION MANGEMENT

A common technique for communication management centers on the use of a table to

identify the nature of communication (what will be told to whom and in what format), the

timing and who is responsible for doing it, (see Communication Matrix, Appendix V, p.

49).

QUALITY MANAGEMENT

The Quality Management Plan (QMP) is an informal or formal document that provides

input to the overall project management plan and must address quality control and

quality assurance for the project, PMBOK Guide (2004,p. 187).

The QMP defines the quality expectations the project must achieve and how they will be

met. It describes the qualities that must be possessed by the project’s outputs in order

that the desired outcomes are achieved. (See the QPM for Jones Ltd. at Appendix VI,

p.51).

HUMAN RESOURCES

Part of the Human Resource function for this project was outsourced to Regency Ltd., a

company that provides HR services such as employment recruitment. Jones lt. will

outline job descriptions in addition to drafting the require skill sets for each designation

and Regency Ltd. will provide the Assistant Manager of Jones Ltd. with a suitable

candidates who will be short listed for a review, interview and selection by the Assistant

Manager. (See Organization Chart, Appendix VII, p. 52).

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COSTING

The Costing Method utilized for this project entails processes which took into

consideration the past financial experiences of the company, invoicing for the

procurement of stock for sale as well as services, in addition to taking into estimates for

perceived direct and indirect costs that would be incurred for the project implementation.

(See Project Budget Proposal, Appendix VIII, p. 52).

26

PROCUREMENT

Services outsourced and contracts awarded during the implementation of the project and for operations

of the business are as follows:

SERVICE CONTRACT AWARDEE

CONTRACT DETAILS

CONTRACT DURATION

Compound Security Securisafe Ltd. - Installation of security cameras

- “8 party” security crew comprising of 4 armed security guards and their K-9 partners

1 year

Stock Provider I.T. Incorporated - Provision of 250 laptops and 250 desktops with software cds

6 months

Human Resources Regency Ltd. - Provision of HR services to source staff for the new business initiative

3 weeks

Telecommunications

G-Mobile - Provision cellphones under a corporate package for executives at the new location (5)

1 year

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PHASE THREE:

ORGANISE

28

PROJECT TEAM

The Project Management Team is comprised of the Functional Leads, Technical Leads,

Project Manager and chaired by the Project Sponsor. The charge of the committee is to

share information and address implementation issues that impact multiple applications

within the project. (See The Project Team, Roles & Responsibilities, Appendix IX, P.

56)

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PHASE FOUR:

EXECUTE

30

CHANGE MANAGEMENT

As the project is implemented, weekly status reports will be prepared by the Project

Team members and submitted to the Project Manager, (see Weekly Status Report,

Appendix X, p. 59).

However, it is very common during the execution phase that team members may realize

a significant occurrence that will result in change of the project’s scope, costing or

schedule. Changes during the life cycle of projects are inevitable and will occur. Some

changes can be beneficial to the project outcome; changes having a negative impact

are the ones to avoid, Clifford Gray & Erik Larson (2006, p. 434).

(See Project Change Management Plan, Appendix XI, p. 60 and Project Change

Request Form, Appendix XII, p. 61)

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PHASE FIVE:

CLOSE

32

PROJECT CLOSURE

As the project life cycle nears the end, energies tend to de directed away from the

project, thus careful management of the closure is crucial.

(See Project Closure Checklist, Appendix XII, p. 62)

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Conclusion

Project Team Sign Off Sheet

PROJECT MANAGER

NAME (IN BLOCK LETTERS):

SIGNATURE: …………………………………………… DATE…………………………

PROJECT SPONSOR


SIGNATURE: …………………………………………… DATE…………………………

FINANCE LEADER


SIGNATURE: …………………………………………… DATE…………………………

QUALITY ASSURANCE SPECIALIST


SIGNATURE: …………………………………………… DATE…………………………

TECHNICAL CONSULTANT


SIGNATURE: …………………………………………… DATE…………………………

PROCREMENT LEADER


SIGNATURE: …………………………………………… DATE…………………………

PROCESS SPECIALIST


SIGNATURE: …………………………………………… DATE…………………………

RISK MANAGER


SIGNATURE: …………………………………………… DATE…………………………

34

This project is hereby submitted to the Jones Ltd. for review and approval.

Name: …………………………………..

Designation:………………………………………..

Signature: ………………………………..

Date:………………………………………………..

Name: …………………………………..

Designation:………………………………………..

Signature: ………………………………..

Date:………………………………………………..

Name: …………………………………..

Designation:………………………………………..

Signature: ………………………………..

Date:………………………………………………..

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APPENDICES

36

APPENDIX I

ORGAINZATIONAL STRUCTURE OF JONES LTD.

37

ASSISTANT MANAGER

SALES SUPERVISOR

SALES REPRESENTATIVES (4)

GENERAL MANAGER

ADMIN. OFFICER

LEGEND

ADMIN. OFFICER

WAREHOUSE SUPERVISOR TRANSPORT CONTRACTOR

WAREHOUSE WORKERS (2)

FIXED ORGANIZATIONAL STRUCTURE

CONTRACTED SERVICES

APPENDIX IIFEASIBILITY STUDY

SWOT ANALYSIS

As part of the feasibility study, an analysis of the company’s strengths, weaknesses,

opportunities and threats was conducted in order to fully understand the nature of the

company.

STRENGTHS

Jones Ltd. since commencing trade in 2001 has an established customer base

that holds the company name in high regard.

The company has very reliable transport and an established distribution channel.

WEAKNESSES

There are very limited resources for the completion of the project as well as for

the running of the new business initiative.

Products offered will be very similar to what is being offered by competitors.

There are several established competitors for this product.

OPPORTUNITIES

Dynamism of the product being offered owing to the development of new

technologies/ models.

Ever-increasing demand for product

Growing customer base

Increasing numbers of niche markets can be targeted by company

THREATS

Price Competition from already established competitors

Constant emergence of new technologies being developed giving shelf life to the

product being sold currently.

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CONCLUSION

In addressing the company’s current challenges for the establishment of this project, the

weaknesses and threats will be addressed as follows:

The Project Manager will establish a Project team who will have the skill sets

required for the effective coordination of the project.

Given that several other businesses also engage in the supply of computers,

Jones Ltd. will enter the market by offering high quality stock harbouring current

technological compatibilities which will not only attract new customers, but will

secure a favorable brand position for the company.

Having acknowledged that there are several competitors for this particular

product, Jones Ltd. can easily prepare an effective marketing strategy after a

thorough analysis if these competitors, their products, distribution channels and

after sales services which would grant them favorable access to their target

market.

Since price competition from competitors is anticipated, Jones Ltd. can focus on

providing better terms and conditions through the sale of their products such as

better warrantees, faster delivery services and lower priced/free installation and

assembly.

Jones Ltd. understands that by offering a technological product it is at the mercy

of constantly emerging, newer technologies. In light of this, the company can

offer periodic upgrades to customers in addition to informing them of new

technological developments of the products which may interest them via text

message or email.

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STAKEHOLDER ANALYSIS

Stakeholders are individuals, organizations and groups that are actively involved in the

project or whose interests may be positively or negatively affected as a result of the

project execution or completion. They may also influence over the project and its

results, Clifford F. Gray & Erik W. Larson (2006, p. 562).

The stakeholder analysis was conducted in order to identify the key people whose

support must be gained for the completion of this project. Stakeholders were identified

and categorized as illustrated in Figure 1:

Fig.1: Power Interest Grid of Jones Ltd. (Stakeholder Prioritization)

High Power, Interested People:

People who the company must fully engage with and make the greatest effort to satisfy.

Project Manager and Project Team, Top Management and current employees of

Jones Ltd.

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KEEP SATISFIED

MONITOR (MINIMUM

EFFORT)

KEEP INFORMED

MANAGE CLOSELY

HIGH

LOW

LOW HIGH

POWER

INTEREST

High Power, Interested People:

People for whom the company must put in enough work to keep them satisfied:

Administrative support, contractors, existing customer base, potential customers.

Low Power, Interested People:

People who must be kept adequately informed while the company ensures that no

major issues arise.

Suppliers, consultants, analysts, future employees of Jones Ltd.

Low Power, Less Interested People:

Parties to be monitored with minimal communication from the company:

Competitors, government agencies, press, community and general public.

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COST BENEFIT ANALYSIS

The following financial analysis is an assessment that includes budget estimates and projected figures which were utilized for the purpose of determining the financial feasibility of this project.

Table 1.0 Shows Projected Costs to be incurred during Project Implementation

COST INCURRED SUBTOTALS TOTALSInternal Labor CostsOverheads $50000

$50000Planning CostsSalary of PM Salaries of Project Team(Inclusive of Admin. Staff)Success Bonuses

$350,000$1,050,000

$210,000 $1,580,000$1,580,000

Contract LaborTransport $48,000

$48,000Internal Implementation LaborInformation TechnologyWorkmen SalariesHR services (Regency Ltd.)Staff TrainingWebsite Updating

$358,500$250,000

$50,000$2,000$1000 $661,500

$661,500Capital Costs(Materials Purchased)GeneratorFixtures and FittingsPlumbing MaterialsCommercial Central Air-conditioning unitServerTelephones & Fax Machines

$45,000$30,000$30,000$50,000

$35,000$25,000 $215,000

$215,000

Total Implementation Cost:

$2,554,500

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Table 1.1 Shows the Total Annual Projected Cost of Operating the New BasePROJECTED COST SUBTOTALS TOTALMaintenance Contract (Annually)Security servicesCleaning ServicesAir conditioning maintenanceGroundsmen

$180,000$150,000

$20,000$24,000 $374,000

$374,000Operational Cost (Annually)Stock PurchasesTransport of Goods upon saleMarketing Campaign (1st quarter)Employee salariesCorporate Executive cell phonesSystem upgradesWebsite MaintenanceElectricity & WaterCorporate TelecommunicationsOther SundryMiscellaneous

$2,500,000$36,000$75,000

$679,200$25,000$87,000$20,000$84,000$57,000$42,000$60,000 $3,558,200

$3,558,200

Total Projected Cost

Table 1.2 Shows the Total Annual Projected Benefits of Operating the New Base

PROJECTED BENEFITS TOTALSTotal Annual Profit (based on sale per unit)

$3,867,500

Productivity Savings $,970,000Expense Reduction $1,357,250Increased Sales $3,945,000Decreased Cost of Goods Sold

$675,000

Total Annual Benefit $10,814,750

43

CONCLUSION

Using these estimated and projected figures, the total cost of project implementation

plus the estimated annual cost of base operations will amount to an estimated figure of

$6,112,700 ($3,558,200 + $2,554,500).

However, the projected annual benefit calculated in Table 1.2 indicates an annual

benefit to Jones Ltd. in the amount of $9,814,750 and a projected monthly benefit of

$901,229 ($10,814,750 ÷ 12).

Given this monthly figure, it is estimated that Jones Ltd. in operating the new business

initiative will be able to realize the total coverage of the cost of implementation of the

project after a period of approximately three months.

This expansion of the company will be a great investment given that Jones Ltd intends

to stay abreast with the advances of technology so that they may offer the best quality

products to their customers. One periodic upgrade of the company’s products in

addition to the company itself is maintained, as well as the products are presented to

the company’s target market in high regard, the life span of the company will persevere.

44

APPENDIX III

PROJECT CHARTER

PROJECT TITLE

Preparation and opening of newly acquired building for the expansions of Jones Ltd.

PROJECT SPONSOR

The General Manager of Jones Ltd. shall have the authority of final approval on completion of the project.

PROJECT MANAGER

Jones Ltd. has identified Ms. Habbika Lopez as the Project Manager for the planning and implementation of the project. Ms. Lopez will have full authority of the Project Team.

PROJECT TEAM

The Project Manager has indicated other members of the Project Team shall comprise of individuals in the following capacities: Project Sponsor, Risk Manager, Finance Leader, Quality Assurance Specialist, Technical Architect, Procurement Leader and a Process Specialist.

PROJECT DESCRIPTION

This project entails the expansion of the company, Jones Ltd. which apart from the physical preparations of the building and sourcing a new product line for the company, will also include the acquisition of knowledgeable staff for the day to day operation of the new base.

PROJECT SCOPE STATEMENT

This project entails the preparation of opening the newly acquired building for trade. The building will allow the company to source and supply computers to their existing target market.

PROJECT OBJECTIVES

To complete the project before the end of the company’s next financial year (June 30th

2011)

To source necessary Human resources needed for project and for the daily operations at the newly acquired base.

To prepare the new building for public opening

45

PROJECT CHARTER (Continued)

PROJECT DELIVERABLES

Complete physical outfitting of building (inclusive of activities such as plumbing, wiring and all I.T. support infrastructure).

Internal & External Stakeholder Interface

Leasing of Security Services

Acquisition of inventory

Sourcing of staff

Preparation of business for public opening

PROJECT CONSTRAINTS

Human Resources: Limited Human Resources to complete the Project and for running the new business initiative.

TIME: The client has requested that the project be completed before the end of the company’s next financial year (June 30th 2011).

PROJECT ASSUMPTIONS

During the physical outfitting of the building, there shall be no occurrences of serious accidents on the job involving workmen at the site.

The selected supplier will have the quantity of stock for sale when requested.

Inventory for sale has been sourced shall be safely transported to the new business location.

All stock sourced will be in pristine condition and will not need to be replaced by the supplier owing to physical damage or other malfunction.

PROJECT RISKS

Workers may incur serious injuries on the job while building is being prepares resulting in a temporary shut down that may delay the completion date of the project.

The supplier may not have the quantity of stock requested at the time of order.

There may be a critical delay when the stock is being transported owing to unforeseen factors.

Stock may be damaged during transit.Some stock may not be in proper working condition upon receipt and may need to be returned and replaced by the supplier.

46

PROJECT CHARTER (Continued)

PROJECT TEAM SIGN OFF SHEET

PROJECT MANAGER


SIGNATURE: …………………………………………… DATE…………………………

PROJECT SPONSOR


SIGNATURE: …………………………………………… DATE…………………………

FINANCE LEADER


SIGNATURE: …………………………………………… DATE…………………………



SIGNATURE: …………………………………………… DATE…………………………



SIGNATURE: …………………………………………… DATE…………………………

PROCREMENT LEADER


SIGNATURE: …………………………………………… DATE…………………………

PROCESS SPECIALIST


SIGNATURE: …………………………………………… DATE…………………………

RISK MANAGER


SIGNATURE: …………………………………………… DATE…………………………

47

APPENDIX VI

COMMUNICATION MATRIX OF JONES LTD FOR EXANSION PROJECT

Type of

CommunicationMethod / Tool Frequency/Schedule Information Participants /

Responsible

Recurring Communication Activities Project:

Project Meetings Teleconference Weekly and on event Project status,

problems, risks,

changed

requirements

Project Mgr.,

Project Team,

Contractors

Sharing of

Project data

Shared Project

Data Base

When available All Project

documentation and

reports

Project Mgr.,

Project Team

Members

Sub-contract

Reports

Word document Bi-weekly Sub- Project

status

- progress

- forecast

- risks

Contractors

Milestone

Meetings

Teleconference Before milestones Project status

(progress)

Project Mgr.,

Contractors

Status Meetings Teleconference Monthly Project

Manager,

Project Team

Members

Final Project

Meeting

Teleconference MS6 Wrap-up

Experiences

Project Mgr.,

Project Team

Contractors

50

APPENDIX VII

QUALITY MANAGEMENT PLAN FOR JONES LTD.

PROJECT DELIVERABLESComplete physical outfitting of building (inclusive of activities such as plumbing, wiring and all I.T. support infrastructure).

QUALITY EXPECTATIONSThe high level of quality expected to be achieved by the project as defined by the Project Sponsor will be constantly kept in check by the Quality Manager by updates and that shall be provided on a weekly basis, ensuring that all aspects of the project are aligned with satisfaction of the client in addition to local and international quality standards where applicable.

ACCEPTANCE CRITERIA The project is completed on time Within budget The client is satisfied that deliverables have all been met

STANDARDS THAT APPLY TO DELIVERABLES & PROCESSES Local site standards. Corporate standards National standards International standards Documentation standards Web site standards IT standards Testing and acceptance standards Project management standards Procurement standards Building construction standards Financial management standards Governance standards

QUALITY CONTROL PROCESSES APPLIED TO DELIVERABLESConstruction & I.T.: Design techniques, development methodologies, interim quality reviewsProducts: Acceptance testing, inspections, quality reviews)Documents: Obtain sign-offs from all relevant parties, proof reading

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APPENDIX VIII

ORGAINZATIONAL STRUCTURE OF JONES LTD.’s

NEW BUSINESS INITIATIVE

52

ASSISTANT MANAGER

PROCUREMENT SUPERVISOR

PROCUREMENT OFFICERS (2)

GENERAL MANAGER

ADMIN. OFFICER

LEGEND

ADMIN. OFFICER

SALES SUPERVISOR TECHNICAL SERPERVISOR

SALES REPRESENTATIVES (4)

FIXED ORGANIZATIONAL STRUCTURE

CONTRACTED SERVICES

TRANSPORT CONTRACTOR

TECHNICAL OFFICERS (2)

COST SUBTOTALS TOTALSInternal Labor CostsOverheads $50000

$50000Planning CostsSalary of PM Salaries of Project Team(Inclusive of Admin. Staff)Success Bonuses

$350,000$1,050,000

$210,000 $1,580,000$1,580,000

Contract LaborTransport $48,000

$48,000Internal Implementation LaborInformation TechnologyWorkmen SalariesHR services (Regency Ltd.)Staff TrainingWebsite Updating

$358,500$250,000

$50,000$2,000$1000 $661,500

$661,500Capital Costs(Materials Purchased)GeneratorFixtures and FittingsPlumbing MaterialsCommercial Central Air-conditioning unitServerTelephones & Fax Machines

$45,000$30,000$30,000$50,000

$35,000$25,000 $215,000

$215,000

Total Implementation $2,554,500

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Cost:APPENDIX IX

BUDGET PROPOSAL FOR JONES LTD. EXPANSION PROJECT

54

PROJECT TEAM BUDGET APPROVAL SIGN OFF SHEET

PROJECT SPONSOR


SIGNATURE: …………………………………………… DATE…………………………

PROJECT MANAGER


SIGNATURE: …………………………………………… DATE…………………………

FINANCE LEADER


SIGNATURE: …………………………………………… DATE…………………………



SIGNATURE: …………………………………………… DATE…………………………



SIGNATURE: …………………………………………… DATE…………………………

PROCREMENT LEADER


SIGNATURE: …………………………………………… DATE…………………………

PROCESS SPECIALIST


SIGNATURE: …………………………………………… DATE…………………………

RISK MANAGER


SIGNATURE: …………………………………………… DATE…………………………

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APPENDIX X

THE PROJEECT TEAM, ROLES & RESPONSIBILITIES

DESIGNATION ROLE RESPONSIBILITYPROJECT MANAGER

The person with day-to-day responsibility for the conduct and success of the project.

Management of project

Has authority over the project team as defined in the project charter (including tasks assignment and performance review

Reports to the Project Sponsor

Has autonomy within project boundaries (the Sponsor can replace the PM altogether but cannot take or overturn PM’s decisions within the project)

Can negotiate scope, resources and schedule changes with stakeholders

PROJECT SPONSOR

The person who saw a need for change and had the authority to make something happen.

Secure funding Project review Project approvals

RISK MANAGER

The person who assesses the Project risks

Risk analysis Calculation of risk probability Risk response planning

FINANCIAL LEADER

The project Accountant Sub-contractor expenditure Joint venture accounting Progress tracking Financial reporting etc.


The person responsible for processes and procedures that ensure required levels of quality are achieved.

THE PROJEECT TEAM, ROLES & RESPONSIBILITIES

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(Continued)

DESIGNATION ROLE RESPONSIBILITYTECHNICAL ARCITECT A specialist in defining

technical components of a I.T. solution with responsibility for the technical architecture of the solution.

Project planning System development

and testing Migration and

conversion activities Documentation

development Status reporting Technical

coordination with local technical staff and third party vendors

Monitor consultants’ activity

PROCUREMENT LEADER The person responsible for sourcing the services needed for project implementation

General Liaison with contractors

PROCESS SPECIALIST An expert in best practice solutions for a given business process.

Overseeing of all processes ensuring that they are aligned with the relative procedures

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APPENDIX XI

58

Project Name: Week Ending:

Project No. or ID Code: Project Manager:

Description of Project:

Project Start Date: Project End Date: % Complete:

Circle Project Status:

Green (OK) Yellow (in trouble) Red (in danger)

Current Life Cycle Phase (check one):

Define Planning Organize Execute CloseProject Documentation Resources Materials & Equipment

Not started In development Revision update Sent for approval Other (specify)_______

Available Need to assess Need to hire Release resource(s) Other (specify)_______

Sent for approval On order Delivered Supplier paid Other (specify)_______

Project Issues:

Additional Notes

WEEKLY STATUS REPORT

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APPENDIX XII

JONES LTD., PROJECT CHANGE MANAGEMENT PLAN

1. Submit written Change Request form (CR)

2. Review CRs and approve or reject as seen fit

3. If approved, perform analysis and develop a recommendation

4. Accept or reject the recommendation

5. If accepted, update all relevant project documents and re-plan

6. Notify all stakeholders of change made

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APPENDIX XIII

PROJECT CHANGE REQUEST FORM

PROJECT NAMEEXPANSION OF JONES LTD..PROJECT REQUEST NUMBER1324INITIATED BY: (DESIGNATION)

DATE:

DESCRIPTION OF CHANGE REQUEST

REASONS & PERCIEVED BENEFITS

PRIORITY: (Check One) ESSENTIAL FOR SUCCESS OF PROJECT

REQUIRED FOR TASK IMPLEMENTATION

CAN WAITAFFECTED DELIVERABLES/TASKS

ESTIMATE OF COST & TIME

APPROVED

YES NO

DATE: ………………………………………………

PROJECT TEAM REVIEWED

YES NO

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APPENDIX XIV

PROJECT CLOSURE CHECKLIST FOR JONES LTD. EXPANSION PROJECT

TASK COMPLETED COMPLETION DUE DATE

PERSON RESPONSIBLE

NOTES

YES NO

LEASING SECURITY SERVICES

OUTFITTING BUILDING

VIRTUAL INFRASTRUCTURE

INTERNAL STAKEHOLDER INTERFACE

STOCK ACQUISITION

STAFF ACQUISITION

STAFF TRAINING

EXTERNAL STAKEHOLDER INTERFACE

PUBLIC OPENING OF BUSINESS

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Final Final Final

Documents

Transcript of Final Final Final