Final PM Assignment

Project Management (CE00348-3) Individual Component of 145

PT1284412 Prashant Sharma 2015

INDIVIDUAL ASSIGNMENT

Group Members Topic

1. Prashant Sharma Team Building

2. Mohit Kumar Sinha Team Management

3. Aditya Prakash Risk Management

4. Anuj Kumar Change Management



TEAM BUILDING -By Prashant Sharma

1.0 Techniques of Team Building

Team as the name suggest the group of people working together on common project to achieve a

common goal. But building an effective team is not an easy task. For building and cohesive and

effective team in order to achieve success we must follows some techniques these are as follows:

1.1 Set clear goals for the results to be produced by the team

The goals should be designed to be “SMART.” This is an abbreviation for:

Specific

Measurable

Achievable

Relevant and

Time-bound.

Make the goals clear to the team members. As much as possible we should try to take the views

or inputs from each member of the team. Goal can be of any part of work of the project like “to

create a project report that includes a project plan, estimate the budget of the project, check the

performances of the employees”. All of this goals must made by consulting the each members of

the team.

1.2 Set the objectives clear for the team

The objectives of the project must be clear to every member of the team because it together help

us to achieve the overall goals. Objective might be like completing the certain work in give span

of time, develop the project in given budget.

1.3 Effective communication mechanism

For making any project successful communication plays a vital role. Without an effective

communication there could not be coordination in working of the team. And if the team members

cloud understand each other views and their objectives are not clear this will ultimately led to the

failure of the project.



So there should be a proper channel of communication. All members regularly receive and

understand similar information about the group, for example, about the group’s purpose,

membership, status and accomplishments.

1.4 Identify needs for resources (training, materials, supplies, etc.)

From the initial phase start from analysis of the purpose and goals. Identify the resources to achieve

them. For example, members might benefit from a training that provides a brief overview of the

stages of team development and includes packets of materials about the team’s goals, structure and

process to make decisions. Maintain the proper order everything.

1.5 Regularly monitor and report on status of team members toward achieving

the goal

Before starting any project there should be a proper planning done for every work. Work should

be divided into smaller modules and time for each work must be fixed. So by starting the work

with the carefully designed plan. We can keep track on the performance of the team and work.

And if the work is behind the scheduled plan then we can plan how we can overcome it.

1.6 Make sure there is room for minority or unpopular views

Every member of the team must be given opportunity to express on the views on the project. Every

member in the team has their own importance and no one can left behind. Effective team leaders

build team trust by encouraging a diversity of opinion. Ask, specifically, for other viewpoints.

Inquiring into views that may not have been spoken can allow better team performance. By asking

the team, “What else do we need to consider here?” you allow perspectives not yet considered to

be put on the table and evaluated. Those in the majority must be able to trust that those who

disagree do so honestly and with good intentions. Those in the minority must be able to trust that

they can speak up without being punished or left out.

1.7 Appraise and reward the team as a whole

For the good working environment and healthy environment. The team leader should not only

consider on working only but he should appraise and celebrate the success. As with an individual

performance review, compare the team’s performance to what was expected of it. Plan small

celebrations of the team achieving important milestones. Acknowledgments of incremental



successes can be more motivating than big end-of-project rewards. Keep in mind that the team

review can never take the place of individual performance reviews.

1.8 Regularly celebrate team members’ accomplishments

One of the best ways to avoid burnout is to regularly celebrate accomplishments. Otherwise,

members can feel as if they are on treadmill that has no end. Every small incremental work must

be praised and members should be given breaks.

2.0 References:

Forbes.com, (2015). Forbes Welcome. [online] Available at:

http://www.forbes.com/sites/glennllopis/2012/10/01/6-ways-successful-teams-are-built-

to-last/ [Accessed 24 Oct. 2015].

This link was referred to learn the concepts about how to build a successful team.

Managementhelp.org, (2015). All About Team Building. [online] Available at:

http://managementhelp.org/groups/team-building.htm [Accessed 25 Oct. 2015].

This link was referred to understand how to build a highly effective team


PT1282241 Mohit Sinha 2015

TEAM MANAGEMENT -By Mohit Kumar Sinha

1.0 What is Team?

“A team is a number of persons associated together in work or activity: as a group on one side

(as in football or debate).”

In other words, when one person cannot accomplish a job alone and several individuals must

cooperate to fulfill a mission, you need a team. The better the cooperation, communication, and

coordination among team members, the more efficient the team.

1.1. Teamwork

Teamwork is close cooperation between cross-trained employees who are familiar with a wide

range of jobs in their organization.

1.2. Team Building

Team-building is high interaction among group members to increase trust and openness.

2.0 What is Team Management?

Team management refers to techniques, processes and tools for organizing and coordinating a

group of individuals working towards a common goal i.e. a team.

The 4 C’s of top high-potential employees:

1. Competence

2. Character

3. Communication

4. Collaboration

Study of most important leadership skills

Must have superb communication skills

Lead by example to demonstrate character and competence

Establish and maintain clear and meaningful vision

Provide motivation to create ownership and accountability for results

Clarify performance expectations



Foster teamwork and collaboration

Develop clear performance goals and metrics

3.0 Why we need to be an expert at collaboration and teamwork:

We need an expert at collaboration and teamwork due to following reasons:

We cannot succeed alone

We need a team of the brightest people we can possibly find to help us

We need to help the team work extremely well together

We need the team to support us with enthusiasm, respect and trust

The “Team Development Model”, identified by “Bruce Tuckman” offers a foundation definition

of the stages teams go through during their lifecycle. Those stages are labeled

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

The Forming - Storming - Normal - Performing – Adjourning model of group development

maintained that these phases are all necessary and inevitable in order for the team to grow, to face

up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This

model has become the basis for subsequent models.



Fig: Stages of Team Development

Fig: The Five-Stage Team Development Model



4.0 Managing the team

Selection

Analyzing Team roles

Forming the Team

Establishing Team goals

Matching Team to Task

Bonding

Establishing Team Trust

Development

Balancing Skills within the Team

Ways to formulate Goals

Maximizing Team Performance

Improving Team Efficiency

Optimizing Performance

Maximum Performance

Team Dynamics

Four Stages of Team Development

Managing Tactics

Resolving Conflicts

Assessment

Project or Goal Check

Team Dynamics: Team and group dynamics are influenced by many factors, such as

The larger context in which the team operates

The organization

The team identity itself, and

The mix individuals within the team.



The Context of the Team: The country and geographical region form a larger culture in which

the organization operates. All of these contribute to the economic, political, technical, and cultural

climates in which the organization, the individual operate.

The Organization: The kind of organization, such as business, or non-profit, along with the

organizational culture will influence the team functioning just as much as the division of the

organization such as sales, research, operations, etc.

The Team Identity: Teams have an identity of their own. This identity stems from the

interrelationship of the larger culture, the organizational culture, the team configuration, the nature

of the work (purpose), and the qualities of the individuals. It is not the sum of the types, or

preferences, or temperaments of the team members.

The Individuals: Within this mix of influence are the individual team members who likely have

specific kinds of work to perform and specific roles on the team. Individual members influence

the team dynamics as well, so much so that when the composition of the team changes, the team

dynamics will change.

5.0 Team Building

Team building refers to a wide range of activities, presented to businesses, schools, and sports

teams, religious or nonprofit organizations designed for improving team performance. Team

building is pursued via a variety of practices, and can range from simple bonding exercise to

complex simulations and multi-day team building retreats designed to develop a team (including

group assessment and group dynamic games), usually falling somewhere in between.

5.1 Reason for Team Building

1. Improving Communication

2. Making the workspace more enjoyable

3. Motivating a team

4. Getting to know each other

5. Getting everyone “onto the same page”, including goal setting

6. Teaching the team self-regulation strategies

7. Helping participations to learn more about themselves (strengths and weaknesses)

8. Identifying and utilizing the strengths of team members



9. Improving team productivity

10. Practicing effective collaboration with team members

5.2 Types of team-building exercise

Communication Exercise

This type of team building exercise is exactly what it sounds like. Communication exercises are

problem solving activities that are geared towards improving communication skills. The issues

teams encounter in these exercise are solved by communicating effectively with each other.

Goal: Create an activity which highlights the importance of good communication in team

performance and/ or potential problems with communication.

Problem-solving / decision-making exercise

Problem-solving / decision-making exercise focus specifically on groups working together to solve

difficult problems or make complex decisions. Theses exercise are some of the most common as

they appear to have the most direct link to what employers want their teams to be able to do.

Goal: Give team a problem in which the solution is not easily apparent or requires the team to

come up with a creative solution.

Planning/ adaptability exercise

These exercise focus on aspects of planning and being adaptable to change. These are important

things for teams to be able to do when they are assigned complex tasks or decisions.

Goal: Show the importance of planning before implementing a solution

Trust exercise

A trust exercise involves engaging team members in a way that will induce trust between them.

They are sometimes difficult exercises to implement as there are varying degrees of trust between

individuals and varying degrees of individual comfort trusting others in general.

Goal: Create trust between team members

6.0 Barriers to Team Building

Credibility of the project leader



Unclear project objectives

Changing goals and priorities

Lack of team definition and structure

Confusion about roles and responsibilities

Performance appraisals that fail to recognize teamwork

6.1 Group Intercommunication Formula

n (n-1)/2

Example

5 developers – 5 * (5-1)/2 = 10 channels of communication

10 developers – 10 * (10-1)/2 = 45 channels of communication

50 evelopers – 50 * (50-1)/2 = 1225 channels of communication

6.2 Common Characteristics of High Performing Teams

1. Goals are clearly defined and matched with measurable outcomes

2. Accurate effective 2-way communication

3. Leadership is shared and participation encouraged

4. Effective decision making and problem solving

5. Team identity and cohesiveness

6. Diverse backgrounds and experience Cooperation and collaboration

7. They share a common identity

6.3 Steven Covey’s & habits

1. Be proactive

2. Begin with the end in mind

3. Put first things first

4. Think win/win

5. Seek first to understand, then to be understood

6. Synergize

7. Sharpen the saw

6.4 Managing Teams

Project Managers must lead their teams in performing various project activities



1. After assessing team performance and related information, the project manager must

decide:

If changes should be requested to the project

If corrective or preventive actions should be recommended

If updates are needed to the project management plan or organizational process

assets.

2. Tools and techniques available to assist in managing project teams include:

Observation and conversation

Project performance appraisals

Conflict management

Issue logs

6.5 Know the conditions favorable for development of high performing teams

1. Voluntary team membership

2. Continuous service on the team

3. Full-time assignment to the team

4. An organization culture of cooperation and trust

5. Members report only to the project manager

6. Functional areas are represented on the team

7. The project has a compelling objective

8. Members are in speaking distance of each other

6.6 Establishing a Team Identity

Effective use of meetings

Co-location of team members

Creation of project team name

Team rituals



6.7 Orchestrating the Decision-making Process

Problem Identification

Generating Alternatives

Reaching a Decision

Follow-up

Fig: Orchestrating the decision-making process

7.0 Challenges of Managing Virtual Teams

7.1 Developing trust

Exchange of social information

Set clear roles for each team member

7.2 Developing effective patterns of communication

Include face-to-face if at all possible

Keep team members informed on how the overall project is going

Don’t let team members vanish establish a code of conduct to avoid delays

Establish clear norms and protocols for surfacing

Assumptions and conflict



7.3 Project Team Pitfalls

Fig: Project Team Pitfalls

7.4 Conducting Project Meetings

Fig: Conducting Project Meeting

7.5 Common types of meeting include:

1. Investigating meeting, generally when conducting a pre-interview, exit interview or a

meeting among the investigator and representative

2. Work meeting , which produces a product or intangible result such as a decision

3. Staff meeting, typically a meeting between a manager and those that report to the manager

4. Team meeting, a meeting among colleagues working on various aspects of a team project

5. Ad-hoc meeting, a meeting called for a special purpose

6. Management meeting, a meeting among managers

7. Board meeting, a meeting of the board of directors of an organization

8. One-on-one, between two individuals



9. Off-site meeting, also called “offsite retreat” and known as an Away day meeting in UK

10. Kickoff meeting, the first meeting with the project team and the client of the project to

discuss the role of each team member

11. Pre-Bid meeting, a meeting of various competitors and or contractors to visually inspect a

jobsite for a future project.

7.6 Characteristics of Effective Meetings

1. The seating in the room is arranged so every person can see everyone else.

2. At the front of the room, equipment is proved to record ideas and decisions. An easel

holding a newsprint flip chart (with felt-tipped markers for writing) is preferable, so the

recorded data can be saved. A white board (with special felt-tipped markers) or a

chalkboard and chalk can be used, but must be erased after the meeting.

3. An agenda for the meeting is presented, amended, and agreed on.

4. Time estimates are determined for each agenda item.

5. At least once or twice during the meeting, someone asks, “How are we doing in our process

today? How can we be more productive? ”

6. During the meeting, someone records the ideas generated and the decisions made. These

data prepared in handout form afterward and distributed to all concerned.

7. The meeting notes indicate who has agreed to do what before the next meeting, and by

when.

8. Dates of future meetings (not just the next meeting) are set well in advance so people can

make arrangements to attend.

9. Those in attendance consider whether anyone else should be involved in the

decisions/future meetings and, if so, who.

10. At the end of the meeting, people review and confirm who will be doing what before the

next.


PT1282205 Aditya Prakash 2015

RISK MANAGEMENT

-By Aditya Prakash

1.0 Introduction

The art and science of identifying, analyzing and responding to risk throughout the life of a project

and in the best interest of meeting project objectives.

Project risk management is an important aspect of project management. Risk management is one

of the knowledge area in which a project manager must be competent. Project risk is defined as

'an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s

objectives'.

2.0 Techniques of Risk Management

Good Project Risk Management depends on supporting organizational factors, clear roles and

responsibilities, and technical analysis skills. Project risk management in its entirety, includes the

following process groups:

Planning risk management

Risk identification

Performing qualitative risk analysis

Performing quantitative risk analysis

Planning risk responses

Monitoring and controlling risks

Project Risk management is the identification, assessment, and prioritization of risks followed by

coordinated and economical application of resources to minimize, monitor, and control the

probability and/or impact of unfortunate events or to maximize the realization of opportunities.



2.1 Risk Management Planning:

Involves deciding how to approach and plan risk management. By reviewing the project charter,

WBS, roles and responsibilities, stakeholder risk tolerances and the organizational risk

management policies, the tam can formulate a risk management plan.

In this project there are the risks of low, high and medium category. As a project manager we are

producing here a risk plan for the development of this system as it will help us to identify the risk

involved during the development and implementation of this project. Here at first the identification

of risk type and their components will be done after identifying the risk a transitory analysis of the

identified risk will be performed. After Completion of risk analysis method of controlling risk will

be introduced and then a contingency plan will be shown in the risk plan.

To determine the risk involved in developing a robust system for financial inclusion of people

from financial exclusion that may affect this project and documenting the characteristics of risks.

Nature of Process (Iterative): New risks may occur during the project progress also. Thus in

making the UID project we will consider those risks also.

The main component of the risk that can affect most to our system are introduced as

1. Schedule Risk

2. Environmental Risk

3. Cost Estimation Risk

4. Performance Risk

5. Operational Risk

6. Competition Risk

7. Technical Risk

8. Funding Risk

9. Personal Risk

10. HR Management Risk

11. Procurement Management Risk

12. Communication Risk

13. Organizational Risk



2.2 Risk Identification

Involves determining which risks are likely to affect a project and documenting the characteristics

of each. The risk management plan, outputs for project planning, risk categories, and historical

information are key inputs to the process of identifying risks.

First we need to look at the various sources of risks. There are many sources and this list is not

meant to be inclusive, but rather, a guide for the initial brainstorming of all risks. By referencing

this list, it helps the team determine all possible sources of risk.

Various sources of risk include:

Project Management

o Top management not recognizing this activity as a project

o Too many projects going on at one time

o Impossible schedule commitments

o No functional input into the planning phase

o No one person responsible for the total project

o Poor control of design changes

o Problems with team members.

o Poor control of customer changes

o Poor understanding of the project manager’s job

o Wrong person assigned as project manager

o No integrated planning and control

o Organization’s resources are overcommitted

o Unrealistic planning and scheduling

o No project cost accounting ability

o Conflicting project priorities

o Poorly organized project office

External

o Unpredictable

Unforeseen regulatory requirements

Natural disasters

Vandalism, sabotage or unpredicted side effects



o Predictable

Market or operational risk

Social

Environmental

Inflation

Currency rate fluctuations

Media

o Technical

Technology changes

Risks stemming from design process

o Legal

Violating trademarks and licenses

Sued for breach of contract

Labor or workplace problem

Litigation due to tort law

Legislation

2.3 Risk Analysis:

Involves characterizing and analyzing risks and prioritizing their effects on project objectives.

After identifying risks, project teams can use additional tools and techniques to prioritize

quantified risks and estimate probabilities of achieving project objectives. It also involves

measuring the probability and consequences of risks and estimating their effects on project

objectives. After identifying risks, project teams can use additional tools and techniques to

prioritize quantified risks and estimate probabilities of achieving project objectives.

The Risk Analysis Process is essentially a quality problem solving process. Quality and assessment

tools are used to determine and prioritize risks for assessment and resolution.

The risk analysis process is as follows:



Identify the Risk

This step is brainstorming. Reviewing the lists of possible risk sources as well as the

project team’s experiences and knowledge, all potential risks are identified.

Using an assessment instrument, risks are then categorized and prioritized. The number

of risks identified usually exceeds the time capacity of the project team to analyze and

develop contingencies. The process of prioritization helps them to manage those risks

that have both a high impact and a high probability of occurrence.

Assess the Risk

Traditional problem solving often moves from problem identification to problem

solution. However, before trying to determine how best to manage risks, the project

team must identify the root causes of the identified risks.

The project team asks questions including:

What would cause this risk?

How will this risk impact the project?

Develop Responses to the Risk

Now the project team is ready to begin the process of assessing possible remedies to

manage the risk or possibly, prevent the risk from occurring. Questions the team will

ask include:

What can be done to reduce the likelihood of this risk?

What can be done to manage the risk, should it occur?

Develop a Contingency Plan or Preventative Measures for the Risk

The project team will convert into tasks, those ideas that were identified to reduce or

eliminate risk likelihood.

Those tasks identified to manage the risk, should it occur, are developed into short

contingency plans that can be put aside. Should the risk occur, they can be brought



forward and quickly put into action, thereby reducing the need to manage the risk by

crisis.

2.4 Risk response planning:

Involves taking steps to enhance opportunities and reduce threats to meeting project objectives.

Using outputs from the preceding risk management processes, project teams can develop a risk

response plan.

Risk Response generally includes:

Avoidance…eliminating a specific threat, usually by eliminating the cause.

Mitigation…reducing the expected monetary value of a risk event by reducing the

probability of occurrence.

Acceptance…accepting the consequences of the risk. This is often accomplished by

developing a contingency plan to execute should the risk event occur.

In developing Contingency Plans, the Project Team engages in a problem solving process. The

end result will be a plan that can be put in place on a moment’s notice.

What a Project Team would want to achieve is an ability to deal with blockages and barriers to

their successful completion of the project on time and/or on budget. Contingency plans will help

to ensure that they can quickly deal with most problems as they arise. Once developed, they can

just pull out the contingency plan and put it into place.

2.5 Risk Monitoring and control:

Involves monitoring known risks, identifying new risks, reducing risks, and evaluating the

effectiveness of risk reduction throughout the life of the project. The main outputs include

corrective actions in response to risks and updates to the risk response plan.

The risks present in the UID project have been identified and according to their risk factors they

have been prioritized and to mitigate these risks we have controlled these. To control the risks a

plan has been introduced here.



S. No. Risks Identified Control Plan

1. Schedule Risk In such case board will have to hire new

Human resources for project development.

2. Environmental Risk In such case board will have to fix some other

people to go there.

3. Cost Estimation Risk New Cost Estimation will be done according

to left module

4. Operational Risk Try to replace the system immediately

5. Performance Risk Database must be checked before putting it

into the central database

6. Competency Risk He should be caught at that time and no one

should be allowed with resources by which he

can outsource the data from company to

outside world.

7. Communication Risk The people working in rural areas should form

that type of locality

8. Personal Risk There must be a replacement policy for

managers in project.

9. HR Management Risk In such case the Requirement Specification for

a particular post must be clear.

10. Procurement Plan Risk First decide how many users may be and

according to that the purchase should be done



3.0 REFERENCING:

1. F. Clifford, Larson W. Erik 2006, 3rd edition, Project Management the Managerial

Process, New York: McGraw Hill.

2. Meredith, J.R. Mantel, SJ,(1995), Project Management: A Managerial Approach, John

Wiley

3. (2015). Risk plan. Available: http://www.sasqag.org/pastmeetings/RiskPlans.pdf . Last

accessed 2nd October 2015.

4. (2015). Risk Plan and Control. Available:

http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf. Last

accessed 8th October 2015.

5. (2015).Risk Management Plan. Available: http://www.information-management-

architect.com/Risk-management-plan.html. Last accessed 14th October 20

http://www.sasqag.org/pastmeetings/RiskPlans.pdf

http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf

http://www.information-management-architect.com/Risk-management-plan.html

http://www.information-management-architect.com/Risk-management-plan.html


PT1282242 Anuj Kumar 2015

CHANGE MANAGEMENT

-By Anuj Kumar

1.0 Introduction

Change control process is established to define the identity of a fully documented, formal approval

or disapproval is introduced, and all changes that take place for the project baselines and asserting

to handle it. The change is initially proposed using a change request form. Then the practicality of

the changes is assessed followed by studying of its impact on the project. It helps the entire change

team and release management team quickly see who is involved with the change and helps

minimize delays due to miscommunication.

The Change Control Process for the project will follow the organizational standard change process

for all projects. The Project Manager has overall responsibility for executing the change

management process for each change request.

1. Identify the need for a change (Stakeholders) – Change request will submit a completed

change request form to the project manager.

2. Log change in the change request register (Project Manager) – The project manager will

keep a log of all submitted change requests throughout the project’s lifecycle.

3. Evaluate the change (Project Manager, Team, and Requestor) – The project manager will

conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and

scope and seek clarification from team members and the change requestor.

4. Submit change request to Project Manager – The Project Manager will submit the change

request, as well as the preliminary analysis, to the Project Manager for review.

5. Obtain Decision on change request – The Project Manager will discuss the proposed

change and decide whether or not it will be approved based on all submitted information.

6. Implement change (Project Manager) – If a change is approved by the Project Manager,

the project manager will update and re-baseline project documentation as necessary.



2.0. Change Request

When request came for changing the requirements then that is known as change request. In change

request one or two users are involved for modification. Tasks experts are involved practically and

impact of those changes are measured. Then final decision is taken whether to make those changes

or not. If those changes are accepted then rescheduling takes place. New versions of those changes

are distributed and finally library updated.

3.0 Change Proposal Assessment:

This form is necessary in measuring the changes required in unique identification detection. The

changes are the necessity of any system but the impact of that changes is quiet important. In

change proposal the impact of change in the development area may be cost, time and quality. There

may be impact on users as well as stakeholders that can be seen through project charter.

Consequences of not making the changes can be seen.

Change Request approval or denial form format.

After change request form is approved then form for impact of changes will be filled.

3.1 Configuration Management: Configuration management is the discipline of a continuously

evolving process of controlling changes. Configuration items are project items that are considered

as a unit for the purposes of configuration control.

Configuration management has two components:

1. Version Control:

Version Control mainly deals with recording the history of changes and its effects by

identifying the versions.

Following is Version Control plan format that can be implemented in maintaining the versions

of project.

2. Configuration Control:

Configuration Control includes recording and maintaining different versions of a project and

history from Version Control. It probably involves a ‘configuration library’ for maintenance

purpose. It includes configuration auditing which verifies compliance with configuration

control standards to ensure that change has been properly implemented.



Change Control is the management process for requesting reviewing, approving, carrying out and

controlling changes to the project's deliverables. Change Control is usually applied once the first

version of a deliverable has been completed and agreed so the following method is best suited for

change.

The main reason to change the scope of the project in respect to the time consideration & following

the latest techniques is key role for project success criteria. The main changes to be done in the

seeds consulting wave were due to the following reasons:

Considering the impact of possible corrective actions

Business response to actions of competitors

Changes in sponsor/user ideas

Changes in scope/goal

Suggestions for improvements from team

New technologies/solutions being developed

New legislation, changes of government, etc

Project Management (CE00348-3) Group Component of 145

Level-3 Asia Pacific Institute of Information Technology 2015

GROUP ASSIGNMENT

Group Members Topic

1. Prashant Sharma CHAPTER: 1 and 6

2. Mohit Kumar Sinha CHAPTER: 3 and 7

3. Aditya Prakash CHAPTER: 2 and 5

4. Anuj Kumar CHAPTER: 4 and 8



INTRODUCTION AND PROJECT CHARTER

CHAPTER: 1

-By Prashant Sharma



1.0. Introduction

Project management is the application of processes, methods, knowledge, skills and experience to

achieve the project objectives.

Advantages of using project management are as follows:

Completing projects more quickly and cheaply

Being more predictable

Saving effort and cost with proactive scope management

Better solution “fit” the first time through better planning

Resolving problems more quickly

Resolving future risk before the problems occur

Communicating and managing expectations with customers, team members and

stakeholders more effectively

Building a higher quality product the first time

Improved financial management

Stopping “bad” projects more quickly

More focus on metrics and fact-based decision making

Improved work environment

Given Scenario:

Aadhaar project, also known as UID (unique identification), is an initiative rolled out by

Government of India under which a unique number is provided to every Indian citizen for

identification. The number will serve as a proof of identity and address anywhere in India and will

help citizens to avail several benefits and services.

The need for Aadhaar project arose after the discovery of fake and duplicate records and non-

existent beneficiaries in government’s welfare schemes for the underprivileged. This was mainly

due to poor attempts at verification of demographic and biometric information.



The aim of the project is to provide a robust system to eliminate duplicate and fake identities, apart

from verification and authentication of the identity in an easy manner. The system would be

developed in such a way that whenever a partner agency sends the data of an individual for

registration, the central database would perform a search on key demographic and biometric

attributes so that there was no duplication.

For this purpose, Government of India has hired a project team for developing and implementing

the system for installation and formation of data gathering centers at various places and for

suggesting a complete project solution.

1.1. Project Charter

1. Project Title : “Aadhaar Card-The Identity of an Indian”

2. Project start date : 1st September 2015, Project end date: 27th October 2015

3. Stakeholders:

Name Role Responsibility

CEO of company Sponsor of the project The CEO will be the sponsor of

the project will be responsible

for the proving the funds and

resources of the project.

Dr. Arun Kumar

Chaudhary

Project advisor He will act as the advisor of the

project and will help in every

step of the project from the

incitation of the project to the

termination of the project and

will guide for the successful

completion of the project.

Aditya Prakash Group leader He will be responsible for the

completion of

Baseline plan

Quality and Change Plan



Mohit Kumar

Sinha

Team member

He is responsible for

completion of

Cost and Budget estimation

Communication

Management Plan

Prashant Sharma Team member He is responsible for

Introduction and project

charter

Human Resource

Management Plan

Anuj Kumar Team member He is responsible for

Risk plan

Procurement plan

Customers and Clients Act as primary

stakeholders

Primary users who will use the

system.

IT department Facilitating

stakeholder

They will be responsible for

the development and

maintenance of the system.

Table 1: Table for Stakeholders

4. Project Goal:

Project goal is define as the first step of the process means it defines the project outcome and the

steps required to receive that outcome.

The main goal of the project is that provide every people with a unique id.

To eliminate the fake identities of people.

Make the verification and authentication of the identity of the people in easy manner.

Save the data of the people in safe location and can be used to verify, modify by the

government and the concerned authority.



5. Problem Background:

As the part of project management module we understand its concepts and apply its concepts we

have been given in course assignment. As per given scenario there is huge need of such unique ID

card which can act as identity proof for citizens and can be used for other basic purposes like

beneficiaries in government’s welfare schemes for the underprivileged. Today the government

provides many id proofs for citizens like voter card, ration card, driving licenses but all of this lack

on the certain point due to poor attempts at verification of demographic and biometric information.

So there is a need of robust system to eliminate duplicate and fake identities, apart from verification

and authentication of the identity in an easy manner.

6. Scope Overview:

Defining the project scope is the most critical step in project planning. In case if you start the

project without knowing what you are supposed to be delivering at the end to the client and what

the boundaries of the project are, there is a marginal chances of success.

Defining the scope in project charter must define the all the requirements of the project in details.

For meeting the requirements of the project goals the scope of the project must be included.

Following things must be done for meeting the requirements of the project in given span of time:

The existing identity card must be replaced with such unique ID card which can eliminate

duplicate and fake identities, apart from verification and authentication of the identity in

an easy manner.

There should be proper scheduling of different task according to the project initiation,

planning, execution and controlling.

By dividing the work into milestones which can be completed in the given duration of time

by proper work break down structure and appropriate time scheduling.

By the proper availability of the project budget.

Presenting the stake holders with the consistent and effective planning for the work.



7. Project Milestones:

S. No

Deliverable

Days

Description

1.

Introduction

and project

charter

It is formal authorization

document for the description of

the project. The description the

project states the need that this

project is going to provide and

solution for the organization it

states the organization needs

what the organization has and

the solution that project is

deemed to fit.

2.

Baseline plan

A baseline plan is a set of stored

values. It contains original

scheduled start and finish dates.

3.

Cost estimation

Cost estimation defines the

planned cost and budget of the

project for the successful

completion of the project.

4.

Risk management

plan

Risk management plan identifies

the risk associated with the

project and develops a way to

encounter that risks.

5.

Quality and change

plan

A quality and change plan

defines activities and roles to

manage and control change

during the execution and control



stage of the project. Change is

measured against the project

baseline.

6.

Human resource

management plan

Human resource plan is the most

important asset of an

organization. It ensures the right

type of people, in the right

number, at the right time and

place, who are trained and

motivated to do the right kind of

work at the right time.

7.

Communication plan

It is written document that

involves planning for all the

communications with project

stakeholders. It consists of

strategies for the effective

communication required for

successful completion of project.

8.

Procurement plan

This involves planning for all

the resources like people, goods

and services required by the

project. It consists of the full

cycle of activities to undertake

to fulfill a specified need.

9.

Final project

report

It is final document which is

prepared with order the task

performed to complete a task.

Table 2: Table for Project Milestone



8. Project Assumptions:

We assume that data gathering and research work have been already completed.

As in the given scenario there is no discussion about the sponsor of the project

we consider the CEO of the company as our sponsor.

We assume that our employee will have all the required knowledge of project

management technique.

If any additional funding is required it will be available.

9. Project Constraints:

Only the authorized members will allow to work on the system.

This project have time constraints so every work must be completed on time by

the team members.

Employees in different department must have the required skills or knowledge so

that they can use the system.

This project has cost constraints means it must be completed within the given

budget.

The project will only deal with “Aadhaar Card” services and activities will take

full control on it.

10. Project Risks:

The risk involved in the system are:

India has been facing various hacking problems from the inside and abroad. Many

government sites has been hacked by hackers. This is very clear that our cyber security is

not safe.

Sine this project is totally a government controlled project and we are having lot of

corrupted people in India especially in government department. There is chances of

leaking the information.

There is a possibility of burdening the existing system of photo-identification instead of

creating a new Aadhaar project from scratch.

Given the sensitivity of data being held, contracts should have been awarded only to Indian

vendors because if the contract is given other nation companies then they can misuse it.



Backup mechanism and recovery time objectives of Aadhaar project database in case of

natural/technical failure may prove a challenge considering the scale of the project.

It may also face operational challenges. For instance, updating of the current demographic

information, change of residence or marital status, by existing Aadhaar holders, promptly

and securely may be challenging.

11. Communication Management Plan:

The communication management plan is the written document that outlines, highlights, and details

the communications needs and expectations for the entire project. This can include specific

communications technologies that are required, such as need for dedicated cell phones so that the

project team members can keep in touch, as well as specific update formats. The communication

management plan also mentions the department who are to be responsible for each format of

communication.

Communications Planning – This involves steps like determining the information and the

communication needs of the stakeholders.

Information Distribution – Avail the information needed by the project stakeholders to

them in a timely manner.

Performance Reporting – Collecting and disseminating performance information,

including status reports, progress measurements and forecasting.

Administrative closure – Generating, gathering, and disseminating information to

formalize phase or project completion.

12. Spending Approvals or Budget Estimates

Today one of the basic reasons because of which project fails is due to estimated budget is not

adequate to complete the project the project. For calculating the estimate for any project several

factors play a key role like labor cost and mitigating or controlling prompting factors that create

cost inconsistencies.

So by having a meeting with the team members and team leader we have decided to go for the

prince2 methodology and because it is having some component and the plan that is best suited for

the cost estimation. And after further discussion we have concluded to select the Bottom up

estimation method will be the best suitable method to estimate the budget of the project.



By going through the modular cost estimation of project the actual budget of the project will be

approx. Rs. 15 crores.

13. Team Operating Principles:

For the successful completion of the any project is very necessary that it must have a proper team

work. Team operating principle basically deals with team how they work as a team together and

what are basic guidelines they will follow for being effective team.

I will respect myself and each member of the team by:

Being direct, honest and open in my communication

Listening carefully and completely too each person’s point of view.

Being on time, prepared and ready to contribute.

Working to achieve positive results in a timely manner.

Sharing and explaining my point of view, as well as providing alternatives when I disagree

with a team member’s suggestion.

Acknowledging my feelings and validating the feelings of others.

Model for Group Decision-Making:

I believe I understand my team members’ point of view.

I believe that my team members understand my point of view.

I will support our group’s decision because it was arrived at in an open and fair manner,

whether or not it reflects my point of view.

Team Tools:

In today’s workplace, people are routinely called upon to work in teams. Businesses have

discovered that through cooperative efforts, employees contribute more ideas, generate better

solutions, and produce a higher quality final product. In addition to enjoying these greater levels

of productivity, many employees are grateful for the opportunity to work with other people.

Effective teamwork requires that special consideration be given to other people feelings and ideas.

(Reference: Ciaburri Associates, Inc., 1991)



14. Lessons Learned:

By developing the big projects like this we have come to learn the various concepts that must kept

in mind before starting project like this. In order to achieve success in this type of projects we must

go through the reasons for the successes and failures of the projects that were similar to the project.

Since the company which has given the project will be going to deploy this project in market so

there should not be any chances of errors.

Following points mentioned below must be followed:

There is should be proper risk planning.

Proper communication plan should be ready.

Proper division of work among the departments.

Proper research and analysis on the given scenario.

Monitoring of the timely and proper completion of the tasks.

By completing this project charter I was able to understand the following concepts about the

project charter:

The project charter defines the boundaries of the project. The project charter is not only a

tool that is used for planning projects but also a communication mechanism that acts as a

reference.

A well-planned project with an effective communication plan will definitely bring in

success for the project undertaken at hand.

Once the original project charter is prepared it cannot be changed throughout your project's

life cycle.

And after being approved by the stakeholders, a project team cannot modify or change the

original charter without agreement by all parties involved.



15. Signature and Commitment

It is to be notified that after going through the project charter the organization has approved the

charter. And further, it is stated that the organization is going to divide the working of the team

members on the basis of the project charter. The success of the project will be counted upon the

guidelines and the fulfillment of the criteria mentioned in the project charter. It is further more

stated that project charter prepared it cannot be changed throughout your project's life cycle.

And in case of unavoidable condition it must be discussed with all the parties involved in it

including the stakeholders.

Name of the Project Manager: Name of the Project Sponsor:

Signature: Signature:

Date: Date:

Critical View:

For the creation of the project certain task are involved like problem background, risk management,

communication management plan, defining the scope and objective of the system. All of this can

be achieved by proper research, assumption and finding out constraints/limitations of the system.

1.3. Reference

Project charter template, sample and examples | Casual.PM Toolkit, (2015). Project charter

template, sample and examples | Casual.PM Toolkit. [online] Available at: http://project-

charter-template.casual.pm/ [Accessed 14 Oct. 2015].

The above linked was referenced to check the project charter templates.

YourArticleLibrary.com: The Next Generation Library, (2014). HRP: Human Resource

Planning: Meaning, Definition and Features. [online] Available at:

http://www.yourarticlelibrary.com/essay/hrp-human-resource-planning-meaning-definition-

and-features/25935/ [Accessed 17 Oct. 2015].

This link was referred for understanding the meaning, definition, features of the human

resource planning.



Project Smart, (2015). 3 Main Benefits of Project Baselining. [online] Available at:

https://www.projectsmart.co.uk/3-main-benefits-of-project-baselining.php [Accessed 17 Oct.

2015].

This link was referred for understanding the features of the project baseline.

searchCIO.in, (2015). Understanding the UID Aadhaar project and IT's role in its success.

[online] Available at: http://searchcio.techtarget.in/tutorial/Aadhar-project-UID-and-the-role-

of-IT-in-its-success [Accessed 19 Oct. 2015].

This project was referred to understand the UID Aadhaar project and IT’s role in its success.

Slideshare.net, (2012). practical risks in aadhaar project and measures to overcome them.

[online] Available at: http://www.slideshare.net/saipriyadonthula/practical-risks-in-aadhaar-

project-and-measures-to-overcome-them [Accessed 19 Oct. 2015].

This link was referred for understanding the risk in the aadhaar project.

Project-management-knowledge.com, (2015). Project Management Knowledge

Communication Management Plan » Project Management Knowledge. [online] Available at:

http://project-management-knowledge.com/definitions/c/communication-management-plan/

[Accessed 20 Oct. 2015].

This link was referred for understanding the communication management plan.



BASELINE MANAGEMENT

CHAPTER: 2

-By Aditya Prakash



2.1. Introduction

Baseline is the collection and management of the project data (that includes start date and end

dates, duration, assignments and cost estimates) that the project manager have saved after

organizing and fine tuning the project plan but before the start of the project.

A baseline is essential for tracking progress. For a project to be under control it needs to be

organized as a closed system. This is done by establishing base lines.

The development of a baseline plan therefore completes the first phase of the planning and control

cycle. Following are the diagrams that indicate the path which the project is to take:

DETAILED WORK BREAKDOWN STRUCTURE

NETWORK DIAGRAM

GANTT CHART

PERT CHART

2.2. Discussion of the Methodology

One of the most important and most difficult aspects of project management is baseline plan since

this methodology will be used to define the scope of the project.

In project Management, this methodology is used to determine the time and resource estimation

for primary task. To achieve the objective of the baseline we have included:

Work Breakdown Structure

Network Diagram

Gantt chart

Pert Chart

One of the most important and most difficult parts is crating work breakdown structure, since this

is responsible for scope management. We are using Gantt chart and Network diagram for time

management.

The dependency or relationship will be used in network diagram and Gantt chart includes:

1) Finish-to-start: “from” activity must finish before the “to” activity can start.

2) Start-to-start: “from” activity cannot start until the “to” activity is started.

3) Finish-to-finish: “from” activity must be finished before the “to” activity can be finished.

4) Start-to-finish: “from” activity must start before the “to” activity can be finished.



2.2.1. Work Breakdown Structure:

A work breakdown structure is a deliverable –oriented grouping of work involved in a project that

defines a total scope of project. - (Schewable, 2008, p. 175)

A work breakdown structure is a key project deliverable that organizes the team's work into

manageable sections. The Project Management defines the work breakdown structure as a

"deliverable oriented hierarchical decomposition of the work to be executed by the project team."

The work breakdown structure visually defines the scope into manageable chunks that a project

team can understand, as each level of the work breakdown structure provides further definition

and detail.

The project team creates the project work breakdown structure by identifying the major functional

deliverables and subdividing those deliverables into smaller systems and sub-deliverables. These

sub-deliverables are further decomposed until a single person can be assigned. At this level, the

specific work packages required to produce the sub-deliverable are identified and grouped

together. The work package represents the list of tasks or "to-dos" to produce the specific unit of

work.

2.3. Work Breakdown Structure Guidelines

The following guidelines should be considered when creating a work breakdown structure:

The top level represents the final deliverable or project

Sub-deliverables contain work packages that are assigned to an organization’s department

or unit

All elements of the work breakdown structure don’t need to be defined to the same level

The work package defines the work, duration, and costs for the tasks required to produce

the sub-deliverable

Work packages should not exceed 10 days of duration

Work packages should be independent of other work packages in the work breakdown

structure

Work packages are unique and should not be duplicated across the work breakdown

structure



2.4. Importance of Work Breakdown Structure

The work breakdown structure has a number of benefits in addition to defining and organizing the

project work. A project budget can be allocated to the top levels of the work breakdown structure,

and department budgets can be quickly calculated based on the each project's work breakdown

structure. By allocating time and cost estimates to specific sections of the work breakdown

structure, a project schedule and budget can be quickly developed. As the project executes, specific

sections of the work breakdown structure can be tracked to identify project cost performance and

identify issues and problem areas in the project organization.

Project work breakdown structures can also be used to identify potential risks in a given project.

If a work breakdown structure has a branch that is not well defined then it represents a scope

definition risk. These risks should be tracked in a project log and reviewed as the project executes.

By integrating the work breakdown structure with an organizational breakdown structure, the

project manager can also identify communication points and formulate a communication plan

across the project organization.

When a project is falling behind, referring the work breakdown structure will quickly identify the

major deliverables impacted by a failing work package or late sub- deliverable. The work

breakdown structure can also be color coded to represent sub- deliverable status. Assigning colors

of red for late, yellow for at risk, green for on-target, and blue for completed deliverables is an

effective way to produce a heat-map of project progress and draw management's attention to key

areas of the work breakdown structure.



2.5 Work Breakdown Structure of Aadhar Project

Aadhaar Project

Documentation

The

Procurement

Plan

The

Communication

Plan

The Human

Resource

Management Plan

The Quality and

Change PlanThe Risk Plan

Cost and

Budget

Estimation

The Baseline

Plan

Introduction

and The Project

Charter

Prepare

Documentation

Review

Documentation

Defining the

Methodology

Designing

Templates

Procedures

Procurement

Process

Administrative

closure

Template

designing

Performance

Reporting

Analysis of

stakeholders

Organizational

Planning

Staff

Acquition

Problem

Analysis

Objective of the

system

Goal of the

system

Scope of the

Proposed

System

Milestone

Term of

reference

Identifying

project

approaches

Major

Deliverables

Logical

Assumption

Limitations

Pert Chart

Gantt Chart

Network

Diagram

Work

Breakdown

Structure

Description of

Diagram

Estimation

methods

Resource

Allocation

Budget

Planning

Description

About Best

method

Identification of

risk of project

Probability and

Impact

Analysis

Contingency/

Action Plan

Individual tasks

and paths

The Quality

Plan

The Change

Plan

Making Plan for

Quality of

Product and

Processes

Monitoring and

controling

Policy For

Milestone

Quality Control

Tasks

Reporting

Procedures

Change

Request

Version control

of Project

Configuration

Management

Configuration

Control

Staff

Acquition

Figure 1: Work Breakdown Structure



2.6. Network Diagram

A network diagram is a schematic display of logical relationships among, or sequencing of, project

activities. - (Schewable, 2008, p. 208)

Creating a network diagram, also referred to as a logic diagram, is a great way for starting to

understand and visualize how your project will proceed. It's a simple concept successfully used in

applications outside of project management planning; commonly used in manufacturing industries,

as well as service industries requiring to map and understand work flows.

In the context of project planning, a network diagram is a sequence of steps (activities), commonly

represented by blocks, that are linked together in the logical sequence they need to be carried out.

2.6.1. Importance of Network diagram

Dependencies between the activities.

Logical relationships among the various activities that take place within a project.

How resources are utilized in a project for a given time period which could help the

manager to perform better.

Determine the Critical path of a project for a given scope.

It allows the one to see how the various activities flow towards to completion of the project

in a sequential manner.

By using this, one can identify the activities that have slack time and that can lend resources

to critical path activities.

By using this, one can identify the dependencies of tasks.



2.6.2 Network Diagram of Aadhar Project

Introduction and Project

Charter

1 9 9

1 Float 12

The Baseline Plan

10 6 15

10 Float 15

Cost and Budget Estimation

16 5 21

16 Float 21

The Risk Plan

20 7 28

20 Float 28

The Quality and Change

Plan

27 7 35

27 Float 35

The Human Resource

Management Plan

34 4 39

34 Float 42

The Communication Plan

38 6 46

38 Float 45

The Procurement Plan

44 3 49

44 Float 49

Documentation

47 3 52

47 Float 52

Figure 2: Network Diagram



2.7. Gantt chart

Gantt Chart provide a standard format for displaying project schedule information by listing

project activities and their corresponding start and finish dates in a calendar format.

(Schewable, 2008, p. 215)

A Gantt chart, commonly used in project management, is one of the most popular and useful ways

of showing activities (tasks or events) displayed against time. On the left of the chart is a list of

the activities and along the top is a suitable time scale. Each activity is represented by a bar; the

position and length of the bar reflects the start date, duration and end date of the activity.

2.7.1. Importance of Gantt chart

It shows what are various activities

It shows when each activity begins and ends

It shows how long each activity is scheduled to last

The start and end date of the whole project

By using this, one can easily identify that which task has to done at which time.

One can identify where activities overlap with other activities and by how much.

Gantt charts also provide an excellent presentation tool for illustrating groups of milestones

and demonstrating individual resources scheduled to time.



2.7.2 Gantt Chart of Aadhar Project

Figure 3: Gantt chart



2.8. Pert Chart

A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within

a project. PERT stands for Program Evaluation Review Technique, a methodology developed by

the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar

methodology, the Critical Path Method (CPM) was developed for project management in the

private sector at about the same time.

A PERT chart presents a graphic illustration of a project as a network diagram consisting of

numbered nodes (either circles or rectangles) representing events, or milestones in the project

linked by labelled vectors (directional lines) representing tasks in the project. The direction of the

arrows on the lines indicates the sequence of tasks. Tasks that must be completed in sequence but

that don't require resources or completion time are considered to have event dependency. These

are represented by dotted lines with arrows and are called dummy activities.

The PERT chart is sometimes preferred over the Gantt chart another popular project management

charting method, because it clearly illustrates task dependencies. On the other hand, the PERT

chart can be much more difficult to interpret, especially on complex projects. So frequently, project

managers use both techniques.

2.8.1. Importance of Pert Chart:

Expected project completion time

Probability of completion before a specified date.

The critical path activities that directly impact the completion time

The activities that have slack time and that can lend resources to critical path activities.

Activities start dates and end date.

It allows the one to see how the various activities flow towards to completion of the project

in a sequential manner.

By using this, one can identify the dependencies of tasks.

By using this, one can easily identify critical path activities



Project manager can do effective resource utilization of completed activities for other

activities.

2.8.2 Pert Chart of Aadhar Project

Start

1 1

A

10 10

C

21 21

Critical Path

Events

A= Event Number

ET = Earliest Start

Time

LT = Latest Start Time

A

ET LT

A= Introduction and Project Charter

B= Base Line Plan

C= Cost & Budget Estimation

D = Risk Plan

E = Quality and Change Plan

F= Human Resource Management plan

G= Communication Plan

H= Procurement management Plan

I= Prepare Final Project Report

37 37

F

41 41

E9 B

16 16

6 5 D

29 29

8 8 4

G

47 47

H

50 50

I

53 53

6 3 3

Figure 4: Pert Chart



Task Predecessor

A -

B A

C B

D C

E D

F E

G F

H G

I H

Table 3: Pert Chart Task & Predecessor

2.9. References

1. (2015). Work Breakdown Structure (WBS). Available:

http://www.hyperthot.com/pm_wbs_sw1.htm Last accessed 2nd Oct 2015.

Justification: This link is giving the brief description about WBS

2. (2015). Network diagram. Available: http://www.netplaces.com/project-

management/creating-the-schedule/the-network-diagram.htm Last accessed 4th October

2015.

Justification: This link is describing how to create Network diagram of any project.

3. (2015). Gantt Chart. Available: http://creately.com/blog/diagrams/use-gantt-chart-plan-

project/ Last accessed 4th October 2015.

Justification: This link is giving the brief idea about how to make Gantt chart of a project.

4. (2015). Pert Chart. Available: http://web2.concordia.ca/Quality/tools/20pertchart.pdf Last


Justification: This link has given the briefings about how to make Pert Chart.

5. (2015). Pert Chart. Available: http://www.netmba.com/operations/project/pert/ Last


Justification: This link has given the idea about Pert Chart.

http://www.hyperthot.com/pm_wbs_sw1.htm

http://www.netplaces.com/project-management/creating-the-schedule/the-network-diagram.htm

http://www.netplaces.com/project-management/creating-the-schedule/the-network-diagram.htm

http://creately.com/blog/diagrams/use-gantt-chart-plan-project/

http://creately.com/blog/diagrams/use-gantt-chart-plan-project/

http://web2.concordia.ca/Quality/tools/20pertchart.pdf

http://www.netmba.com/operations/project/pert/



6. (2015). Activity diagram. Available:

http://www.tutorialspoint.com/uml/uml_activity_diagram.htm Last accessed 11th October

2015.

Justification: How to draw Activity diagram can be easily understood by this link.

7. (2015). Activity diagram. Available: http://www.uml-diagrams.org/activity-diagrams.html

Last accessed 12th October 2015.

Justification: This link provides the idea about the Activity diagram.

8. Schewable, K. (2008) Project Management. New Delhi: Cengage Learning India Private

Limited

Justification: By the help of this book, I got to know about the components for base line

plan in project management.

http://www.tutorialspoint.com/uml/uml_activity_diagram.htm

http://www.uml-diagrams.org/activity-diagrams.html



COST AND BUDGET ESTIMATION

CHAPTER: 3

-By Mohit Kumar Sinha



3.1. COST ESTIMATION

Project cost estimation can be described as the process that includes the involvement of planning,

estimating, budgeting and controlling costs project so that the system project could be completed

within the budget of the customer. This estimation needs care as it is one of the main pillars for

the project to be a success. The project is counted as success when it fulfills the three pillars i.e.

cost, time and user satisfaction.

The accuracy of the estimate influences the time of delivery and subsequently the budget of the

project and consequently the satisfaction level of the customer. Cost estimation will allow the

project manager to arrange his resources in such a way so that the project is completed effectively

and efficiently. It is very important for the scenario mentioned for the project manager. It

establishes a baseline for the project cost at different stages of the project development. According

to the American association of cost engineers, cost engineering is defined as that area of

engineering practice where engineering judgment and experience are utilized in the application of

scientific principles and techniques to the problem of cost estimation, cost control and profitability.

When the cost estimation is done the project manager can make up guidelines and milestones

according to which the whole project would be carried out by his team. By the PMI (Project

Management Institute) many techniques and methods came into existence that would make the

work of cost estimation easy. Few of them are listed below:

Line of code:

Line of code depends on the lines of source code written by the developer. It is considered to be

cost effective direct measurement for software size as its cost depends on the number of lines the

developer wrote to fulfill and complete the user requirements. The time and efforts involved in

implementing a software program is linearly related to software size in terms of line of code. LOC

can also be used to determine the effectiveness of the product review and inspection.

Functional points:

Functional point is a score that counts size of the software in terms of the functionalities it has to

be implemented for the completion to the satisfactory level of the user. It counts the type of

transactions between the software program and external entities like database, users and other

hardware.



Parkinson’s Law:

"Work expands to fill (and often exceed) the time allowed." by Cyril Northolt Parkinson published

in The Economist in 1955. In this cost is of available resources and not of the objective assessment.

It can be explained as if the developer gives a weeks’ time to complete a two hour task, then

(psychologically speaking) the task will increase in complexity and become more frightening so

as to fill that week. It may not even take the extra time with more work, but just stress and tension

simultaneously about having to get it done. By assigning the right amount of time to a task, we

gain back more time and the task will reduce in complexity to its natural state.

Pricing to win:

In this method of cost estimation the cost estimation is done to whatever the user has available to

spend on the project. It totally depends on the customer’s budget and not on the software

functionalities of the line of code.

Delphi or expert judgment:

Being most commonly used, about 62% of estimators use this technique. It requires the

involvement of the local experts that have a knowledgeable experience about the development of

similar projects, have maintained the database and completed their past project effectively and

efficiently. Most of the estimators use their memories of previous projects. The Wideband Delphi

technique gathers the opinions of a group of experts with the aim of producing an accurate fair

estimate. It is a structured technique of expert judgment and is essentially a form based technique

involving a multistep procedure.

Analogous estimate:

It compares the proposed project with the previous completed projects having the project

development information id. Actual data from the previously completed projects are generalized

to estimate the proposed project. It can be stated as a systematic form of expert judgment as the

experts have undergone the analogous situation to give their opinion for the same. It includes the

characterizing the proposed project, selecting the completing project that in contrast to the

proposed project having the similar historical database, and developing the estimate considering

the same.



Top down estimation:

Also famous for Macro Model. In this model, an overall cost estimation of the project is derived

from major properties of the project and then the project is partitioned into various smaller

components. This model is effective in the early stages of the project development when only the

major things are known for the project. At that stage no detailed knowledge is available. In this

estimation, stakeholders identify and analyze the need, the possibilities to fill the gaps or generate

new ways to improve a situation. A proposal is submitted after the feasibility stage.

Bottom up:

The bottom up approach includes the involvement of proactive team input in the project executing

process. Project team members are invited for their participation in every step of the management

process. The decision of the project proceeding are taken by the agreement of all the team

members. It allows the project manager to develop the project while making small achievable

milestone. Then team members are encouraged to develop personal to-do lists with the steps

necessary to reach the milestones on their own. The advantage of this approach is that it empowers

team members to think more creatively. They feel involved into the project development and know

that their initiatives are appreciated. The team members’ motivation to work and make the project

a success is doubled. Each member has the opportunity to put in their inputs from time to time.

The to-do list is counted into the detailed group work. Schedules, budgets and results are

transparent. Issues are made clear by the project manager to avoid as many surprises as possible.

COCOMO:

One popular, open, and well-documented software cost model is the Constructive Cost Model

(COCOMO) developed by Barry Boehm. The evolution of COCOMO provides an interesting

window for observing the evolution of software engineering economics over the past 20 years.

The COCOMO estimating equations follow this simple form:

Effort = C1 EAF (size) p1

Time = C2 (Effort) p2

Where:

Effort = number of staff-months

C1 = a constant scaling coefficient for effort



EAF = an effort adjustment factor that characterizes the domain, personnel, environment, and tools

used to produce the artifacts of the process

Size = size of the end product (in human-generated source code), measured by the number of

delivered source instructions (DSI) required to develop the required functionality

P1 = an exponent that characterizes the economics of scale inherent in the process used to produce

the end product, in particular the ability of the process to avoid non-value-adding activities

(rework, bureaucratic delays, communication overhead)

Time = total number of months

C2 = a constant scaling coefficient for schedule

P2 = an exponent that characterizes the inherent inertia and parallelism in managing a software

development effort

Object points:

It is much simple and easier technique of cost estimation as it requires the output screens, reports

and the number of modules of the database codes. Object points are also called application points.

Strengths and Weaknesses of Software Cost-Estimation Methods

Methods Strengths Weaknesses

Algorithmic Model Objective, repeatable,

analyzable formula

Efficient, good for

sensitivity analysis

Subjective inputs

Assessment of exceptional

circumstances

Expert Judgement Objectively calibrated to

experience

Assessment of

representativeness,

interactions, exceptional

circumstances

Calibrated to past, not

future

No better than participants

Analogy Based on representative

experience

Biases, incomplete call

Representativeness of

experience



Parkinson Correlates with some

experience

Reinforces poor practice

Price to win Often get the contract Generally produces large

overruns

Top-down System level focus

Efficient

Less detailed basis

Less stable

Bottom-up More detailed basis

More stable

Fosters individual

commitment

May overlook system level

costs

Requires more effort

Table 4: Object Point

3.2. JUSTIFICATION FOR USING BOTTOM UP APPROACH

Bottom up cost estimation requires a study of detailed engineering analysis and calculations for

finding out the total estimate. In this the cost of individual component is found out. When all the

individual components are over then the all costs are clubbed together and thus come up the total

cost of the system. It is also known as Process Based Costing. Bottom up approach is extremely

helpful and more close to the real estimate as it takes the involvement of small components and

takes in account the larger component. It uniquely works on components one by one and hence

produces the estimate that can be more likely to be final rather than other techniques of cost

estimation method. The project manager gets an idea of the cost that is spend on the particular

component, thus he may reduce the cost of the other components so as to bring the cost of the

overall project according to the users satisfaction.

One of the major advantages of using the bottom up model is that an accurate model is developed

in each process. This involves using detailed BS and pricing out each work package making up

the project. Some of the advantages of using the bottom up are as follows:

Can be combined with other techniques

It is conceptually easily understandable

Produces result with maximum accuracy

Benefits of the project are realized at an early level



It will help to prevent the duplication of data as the same person may register from different

place, but in this system the person has to give his biometric id like fingerprint, eye-scans

etc.

In this model, the individual thoughts and work components are taken into account

The small level Person does not feel out scattered. Top to down people are involved in this

approach.

Assumptions made:

The employee would work on weekdays including weekends i.e. Saturday and Sunday and

enjoy the national holidays.

If needed the employees are made to work overtime. They will get extra pay for that.

Cost estimation on the basis of module. The module consisted of 10 persons these are

responsible for the details entry of the common people for their UID Cards.

The whole country is divided into modules which are 20 in number. There 20 module

capsule will carry out the work in 40 days.

The initial cost is calculated for the system website that will be developed.

The data miners will go from place to place to and add the information to the local database.

Then when returning to the main office, the details will be entered into the central database.

Entering the values to the central database will return the duplicate data and thus delicacy

is prevented in the proposed system.

Unique Identification System:

Serial No. Mechanism Type Price ($)

I. Website Type Non-Profit $180

II. Service Type New Website $130

III. Pages 1-10 Pages $29

IV. Flash Yes (Banner) $140

V. Central Management System Yes $300

VI. News Blog Yes $100

VII. Online Forms Yes $25

VIII. Multimedia Yes $100



IX. Photo Gallery Yes $100

X. Database Yes $950

XI. Web Hosting Yes $250

XII. Domain Name Yes $150

XIII. Bulk SMS (10,000 credits) Yes $200

Total $2654

Table 5: Unique Identification System

Human Resource Cost

Serial Number Position Number Salary

I. Project Manager 1 $2500

II. Team Member 2 2*1300=$2600

III. Human Resource Manager 1 $1000

IV. System Architect 1 $1100

V. System Programmer 1 $1100

VI. System Trainer 1 $500

VII. Database Administrator 1 $700

VIII. Network Engineer 1 $600

IX. Web Developer 1 $700

Total $10800

Table 6: Human Resource Cost

Hardware Installation Cost

Serial No. Hardware Description Price per unit Quantity Price ($)

1. Firewall $900 3 $2700

2. Figure print reader $70 5 $300

3. Eye-Iris Reader $80 15 $1200

4. Original Software $350 3 $1050

5. Computers $850 9 $7650

6. Miscellaneous $100 1 $100

Total $13050



Table 7: Hardware Installation Cost

Total Cost for UID

$(2234+10,800+13050) = $26504

In INR $26504*54 = 1431216

Module wise cost

Serial No. Hardware Description Price per unit Quantity Price ($)

1. Laptop $900 10 $9000

2. Figure print Reader $155 10 $1550

3. Eye-Iris Reader $2900 10 $29000

4. Original Software $11899 1 $11899

5. Computers $850 1 $850

6. Miscellaneous $100 1 $100

Total $52399

Table 8: Module wise cost

$52399*54=2829546

This is the INR amount for a particular module. The module consists of 10person team having the

items listed above in the table. The amount would be 700 for each person for a day. So the final

amount for a module will be 700*40*10=280000

Thus 2829546+280000 = 31, 09, 546 Rs

There are 20 such modules functional hence the amount of the total modules allover leads to

3109546*20=62190920

Total cost = Rs (62190920+1431216) = 6, 36, 22, 136

The total cost of the proposed system would be around Rs 6, 36, 23, 000 +/- 20%



3.3. RESEARCH

3.3.1. COST ESTIMATION

Project cost management basically includes the processes which involve the planning, estimation,

budgeting and controlling costs so that the project is completed within time, quality and budget.

Figure 5: Project Cost Estimation



3.4. REFERENCES

1. Cost estimation. Available: http://pmbook.ce.cmu.edu/05_Cost_Estimation.html . Last accessed

26th October 2015

Why this site has been referred: It provides with the expert explanation of the cost estimation

techniques with approximate examples.

2. Cost estimation. Available: http://www.lifehack.org/articles/productivity/how-to-use-parkinsons-

law-to-your-advantage.html . Last accessed 27th September 2015.

Why this site has been referred: It provides with the detailed explanation of Parkinson’s Law (cost

estimation techniques) can be applied in cost estimation.

3. Bottom up estimation. Available: http://www.wrike.com/projectmanagement/02/07/2008/ Top-

down-and-Bottom-up-Project-Management-Leveraging-the-Advantages-of-the-Two-Approaches.


Why this site has been referred: It provides with the proper explanation of top down and bottom up

approach can be applied in cost estimation with its advantages.

4. Bottom up estimation. Available: http://etd.ohiolink.edu/sendpdf.cgi?acc_num=ohiou1131119775

. Last accessed 2nd October 2015.

Why this site has been referred: It provides with the expert explanation of the bottom up approach

in detail with the help of a case study.

5. Bottom up estimation. Available: http://www.brighthub.com/office/project-

management/articles/54986.aspx#ixzz1cI5DAm5Q Last accessed 10th October 2015.

Why this site has been referred: It gives the brief introduction of the estimation techniques used in

the cost estimation.

http://pmbook.ce.cmu.edu/05_Cost_Estimation.html

http://www.lifehack.org/articles/productivity/how-to-use-parkinsons-law-to-your-advantage.html

http://www.lifehack.org/articles/productivity/how-to-use-parkinsons-law-to-your-advantage.html

http://www.wrike.com/projectmanagement/02/07/2008/

http://etd.ohiolink.edu/sendpdf.cgi?acc_num=ohiou1131119775

http://www.brighthub.com/office/project-management/articles/54986.aspx#ixzz1cI5DAm5Q

http://www.brighthub.com/office/project-management/articles/54986.aspx#ixzz1cI5DAm5Q



THE RISK PLAN

CHAPTER: 4

-By Anuj Kumar



4.0. Introduction

In this project there are the risks of low, high and medium category. As a project manager we are

producing here a risk plan for the development of this system as it will help us to identify the risk

involved during the development and implementation of this project.

Here at first the identification of risk type and their components will be done after

identifying the risk a transitory analysis of the identified risk will be performed.

After Completion of risk analysis method of controlling risk will be introduced and then a

contingency plan will be shown in the risk plan.

4.1. Risk Identification

Objective: To determine the risk involved in developing a robust system for financial

inclusion of people from financial exclusion that may affect this project and documenting the

characteristics of risks.

Participants:

Mohit Kumar Sinha (PT1282241)

Anuj Kumar (PT1282242)

Aditya Prakash (PT1282205)

Prashant Sharma (PT1284412)

4.1.1. Nature of Process

Iterative: New risks may occur during the project progress also. Thus in making the UID project

we will consider those risks also.

4.1.2. Method of Risk Identification

Brainstorming: Probably it is the most frequently used risk identification technique. The goal of

this technique is to compile a comprehensive list of risk in this UID management for financial

project that can be addressed later in the risk analysis process. And we have done according to this

which are the following-:

We organized a meeting to talk on the project risk.

Under the leadership of Mr. Anuj Kumar we generated and collected the ideas about the

UID project risks.

The main sources of risks were identified and discussed amongst us during the meeting.



Why we have used this method?

As the objective of this project was clear to all and thus all were prepared with some preliminary

exercise for the risks which is the requirement for a brainstorming process, thus we have chosen

this brainstorming process to identify the risks.

The main component of the risk that can affect most to our system are introduced as

14. Schedule Risk

15. Environmental Risk

16. Cost Estimation Risk

17. Performance Risk

18. Operational Risk

19. Competition Risk

20. Technical Risk

21. Funding Risk

22. Personal Risk

23. HR Management Risk

24. Procurement Management Risk

25. Communication Risk

26. Organizational Risk

4.1.3. The checklist of risks that can lead to failure of the project.

Risk Item Check List

1. Schedule Risk a. Member Absence

b. Big Project Size

c. Short Development Time

d. Data Gathering from ground level

e. Less duration can be taken for major module

2. Environmental Risk a. Heavy Rain

b. Very high or very low environmental temperature

c. Natural Hazards like earthquake or flood etc.



d. Less Number of user’s presence at some places due to their

culture.

3. Cost Estimation Risk a. Less cost estimation for whole project

4. Performance Risk a. Hardware failure at registration or server places.

b. Insertion of local database into central database time to time.

c. Slow processing of system

d. Error in micropayments

5. Operational Risk a. Restriction of access having the right information

b. Network failures

6. Competition Risk a. Other organization may take interest in project and can create

problem for us.

7. Technical Risk a. Ineffective testing

8. Communication Risk a. Communication among data gathering and govt. bodies

b. Communication problem between user and data gathering

problem

9. Funding Risk a. Delay in funding from client.

b. Delay in funding from stakeholders

10. Personal Risk a. Due to some urgent work the Project Manager may be absent.

11. HR Management Risk a. Less number of working individuals may be taken for

completing this project.

b. Unskilled people can be selected for this project.

12. Procurement

Management Risk

a. Sudden increase in cost before biometric and other material

purchase

b. Sudden decrease in cost before biometric and other material

purchase.

c. Much less number of devices according to required and cost

is estimated according to that.

Table 9: Risk item check list



4.2. Risk Analysis

4.2.1. Qualitative Risk Analysis

The probability and impact of occurrence for each identified risk will be assessed by the project

manager, with input from the project team using the following approach:

Probability

Very High –Greater than <90%> probability of occurrence

Medium- Between <70%> and <90%> probability of occurrence

Medium- Between <30%> and <70%> probability of occurrence

Low- Below <30%> probability of occurrence

Impact

Catastrophic – Risk that can cause very serious problems in the project greatly influence

the cost, project schedule and performance.

Critical – Risk that has the potential to greatly impact project cost, project schedule or

performance

Marginal – Risk that has the potential to slightly impact project cost, project schedule or

performance

Negligible – Risk that has relatively little impact on cost, schedule or performance

4.2.1.1. The Probability/Impact Matrix for Unique Identity Project

S. No. Risk Risk Description

1. Member Absence Sometime there is possibility that the team member

will be absent due to unknown reason and the work

has been finish at the scheduled time.

2. Big project size As the project is related to UID management and

basically financial inclusion of people who are in out

of reach from the government the database and

system itself is huge to provide all types of

functionality.



3. Short Development Time The project is so much time taking but we have been

provided less time thus it may happen that there are

lack of data gathering from the ground level to upper

level

4. Data gathering from ground

level

As the data will be in the form of biometric as well

demographic but govt. bodies and some private

agencies like mobile service providers and gas outlets

will be providing only demographic data so biometric

data gathering will take much time as well as create

problems.

5. Less duration can be taken for

major module.

It may possible that to make the scheduling we can

assume less time but actually some necessary tasks

will take long time to complete it.

6. Heavy Rain As this is the nature generated problems and no one

can solve this and this can cause delay in data

gathering from ground level as well as to upper level.

7. Very high or very low

environmental temperature

In very cold or very hot environment it is very

difficult to gather data from different places that will

delay the project.

8. Natural hazards like

earthquake or flood etc.

This can destroy the database station, a server station

or offices which will increase the costs.

9. Less Number of user’s

presence at some places due to

their culture

The user’s presence may be less because at some

places ladies cannot go in front of unknown persons

and this will cause delay in data gathering that will

affect our project.

10. Less cost estimation for whole

project

As per the requirement due to the project hugeness

the cost estimation can create some problem

11. Hardware Failure at

registration or server places.

Sometimes at the registration site the biometric or

other device may be fail and then we have to do again

and this will increase the cost as well as time.



12. Insertion of local database into

central database time to time

At the time of inserting database into central database

it may possible that data become corrupt and we have

to take the data again.

13. Slow processing of system The project is huge and sometimes it may possible

that biometric devices may work very slowly and it

will decrease the performance of the system.

14. Error in micropayments Due to some illogical implementation there may be

some problems in micropayments.

15. Restriction of access having

the right information

Due to error in image processing it may possible that

being all things right the system will not work and the

employee has to take the data again from user.

16. Network Failures At some time it may possible that due to error in

network data could not be uploaded to central

database and that will cause delay in project.

17. Other organization may take

interest in project and can

create problem for us

It may possible that simultaneously some other

organization can track our errors and problem and

present it before the client then we will have to face

some problems.

18. Communication among data

gathering and govt. bodies

As the case study says that the demographic data will

be provided by some govt. bodies also. It may happen

they will not be ready to give their data to data

gathering people within some time and our project

may be late.

19. Communication problem

between user and data

gathering problem

Sometimes language between the users and data

gathering people can cause late and this will cause

more cost.

20. Delay in funding from client

and stakeholders.

It may happen that there will be delay in payments

from the clients and due to this reason the equipment

necessary for the system couldn’t be purchased.



21. Due to some urgent work The

Project Manager may be

absent.

It may happen that project manager is absent for some

days then project will be delayed or some lacking in

terms of time

22. Less number of working

individuals may be taken for

completing this project.

The HR may not be able to recruit the required

number of employees for the complete development

of the system.

23. Unskilled people can be

selected for the project.

It may happen that unskilled people have been

selected for project and they are not able to perform

the task continuously.

24. Sudden increase in Cost before

biometric and other material

purchase

There may be loss of money only due to sudden

increase in cost and the estimation is not done

according to that.

25. Sudden decrease in cost before

biometric and other material

purchase.

It may possible that after purchasing the equipment

the price will be decreased.

26. Much less numbers of devices

according to required and cost

is estimated according to that

It may possible that there may be less number in

comparison to the requirement of the system.

27. Ineffective Testing Will embarrass the user at the time of user acceptance

Table 10: The Probability/Impact Matrix for Unique Identity Project

4.3. Project Risk Identification

Risk Categories

Probability Range

Low 0.0 – 0.3

Medium 0.3 - 0.7

High 0.7 – 0.9

Very High 0.9 – 1.0

Table 11: Risk Categories



Impact Categories

Level of consequences Range

Negligible 0.0 – 3.0

Marginal 3.0 – 7.0

Critical 7.0 – 9.0

Catastrophic 9.0 – 10.0

Table 12: Impact Categories

Here the risk exposure is calculated which will decide the impact and priority of the risk.

Note: Risk exposure = impact * probability

Sr. No. RI-1

Rank 01

Risk Member Absence

Description Sometimes there is possibility that the team member will be

absent due to unknown reason and the work has been finish at

the scheduled time.

Category Schedule Risk

Root Cause Team member may be ill or some wrong happens to him.

Triggers He may have some critical task

Potential Response In such case board will have to hire new Human Resource for

project

Risk Owners Project Manager

Probability/Impact Low/ Marginal

Status Arrange meetings to discuss the approach

Sr. No. RI-2

Rank 02

Risk Heavy Rain



Description As this is the nature generated problems and no one can solve

this and this can cause delay in data gathering from ground

level as well as to upper level.

Category Environmental Risk

Root Cause Its natural happening and no one change this

Triggers It may delay in data gathering

Potential Response In such case board will have to fix some other people to go

there


Probability/Impact Medium/ Marginal


Sr. No. RI-3

Rank 03

Risk Less cost estimation for whole project

Description As per the requirement due to the project hugeness the cost

estimation can create some problem

Category Cost Estimation Risk

Root Cause Due to price rise or forgetting some modules the cost may be

less than the expected.

Triggers It will increase the cost of Unique ID management

Potential Response New Cost Estimation will be done according to left module


Probability/Impact Low/ Marginal




Sr. No. RI-4

Rank 04

Risk Restriction of access having the right information

Description Due to error in image processing it may possible that being all

things right the system will not work and the employee has to

take the data again from user.

Category Operational Risk

Root Cause Due to some problems in image processing data

Triggers Take so much time in solving the problem and thus delays the

project

Potential Response Try to replace the system immediately


Probability/Impact Low/Critical


Sr. No. RI-5

Rank 05

Risk Insertion of local database into central database time to time

Description At the time of inserting database into central database it may

possible that data become corrupt and we have to take the data

again.

Category Performance Risk

Root Cause Database may be different or network slowdown

Triggers It takes much time to upload data into central database

Potential Response Database must be checked before putting it into the central

database


Probability/Impact Medium/ Critical




Sr. No. RI-6

Rank 06

Risk Other organization may take interest in project and can create

problem for us

Description It may possible that simultaneously some other organization

can track our errors and problem and present it before the client

then we will have to face some problems

Category Competency Risk

Root Cause Some team member it leaking the information outside of the

organization

Triggers This will lead to rejection of contract

Potential Response He should be caught at that time and no one should be allowed

with resources by which he can outsource the data from

company to outside world.


Probability/Impact High/High


Sr. No. RI-7

Rank 07

Risk Communication problem between user and data gathering

problem

Description Sometimes language between the users and data gathering

people can cause late and this will cause more cost.

Category Communication Risk

Root Cause At ground level the sometimes people don’t support the

employees

Triggers It will lead to delay in project and thus cost will be increased.

Potential Response The people working in rural areas should from that type of

locality




Probability/Impact High/Catastrophic


Sr. No. RI-8

Rank 08

Risk Due to some urgent work the Project manager may be absent

Description It may happen that Project Manager is absent for some days

then project will be delayed or some lacking in terms of

management

Category Personal Risk

Root Cause Project Manager may be irresponsible

Triggers Delay in completion of project

Potential Response There must be a replacement policy for manager in project


Probability/Impact Low/Marginal


Sr. No. RI-9

Rank 09

Risk Unskilled people can be selected for the project.

Description It may happen that unskilled people have been selected for

project and they are not able to perform the task continuously.

Category HR Management Risk

Root Cause HR people or requirement is confusing for the system

Triggers Unskilled people will not be able to complete it within given

time frame

Potential Response In such case the Requirement Specification for particular post

must be clear




Probability/Impact Medium/Marginal


Sr. No. RI-10

Rank 10

Risk Much less numbers of devices according to required and cost

is estimated according to that

Description It may possible that there may be less number in comparison to

the requirement of the system.

Category Procurement Plan Risk

Root Cause Unexpected users may increase or unavailability of devices in

the market at that time

Triggers Delay in data gathering according to schedule

Potential Response First decide how many users may be and according to that the

purchase should be done


Probability/Impact Low/Marginal


Sr. No. RI-11

Rank 11

Risk Ineffective Testing

Description When creating the test plan it may possible to forgot or some

modules may not be tested well and Will embarrass the user at

the time of user acceptance

Category Technical Risk

Root Cause Testing might not be done proper

Triggers Embarrassing of clients



Potential Response Once a new test plan will be made for the left modules


Probability/Impact Medium/ Low


4.4. Calculation of Risk Factor

S. No. Risk Risk Impact Risk Probability Risk Exposure

1. Schedule Risk 4 (marginal) 0.2 (low) 0.8

2. Environmental Risk 5 (marginal) 0.3 (medium) 1.5

3. Cost Estimation Risk 6 (marginal) 0.3 (low) 1.6

4. Operational Risk 8 (critical) 0.3 (low) 2.4

5. Performance Risk 8 (critical) 0.6 (medium) 4.8

6. Competency Risk 8 (high) 0.7 (high) 5.6

7. Communication Risk 9 (catastrophic) 0.7 (high) 6.3

8. Personal Risk 7 (marginal) 0.2 (low) 1.4

9. HR Management Risk 6 (marginal) 0.4 (medium) 2.4

10. Procurement Plan Risk 3 (marginal) 0.3 (low) 0.9

11. HR Management Risk 0.3 (low) 0.3 (medium) 0.009

Table 13: Calculation of Risk Factor

These are the main risks involved in this project including functional and nonfunctional.



4.5. Quantitative Risk Analysis

Analysis of risk events that have been prioritized using the qualitative risk analysis process and

their effect on project activities will be estimated, a numerical rating applied to each risk based on

this analysis, and then documented in this section of the risk management plan.

Risk Prioritization:

Here the risk has been prioritized according to the risk factor calculated

S. No. Risk Identified Risk Exposure

1. Communication Risk 6.3

2. Competency Risk 5.6

3. Performance Risk 4.8

4. HR Management Risk 2.4

5. Cost Estimation Risk 1.6

6. Environmental Risk 1.5

7. Personal Risk 1.4

8. Procurement Plan Risk 0.9

9. Schedule Risk 0.8

10. HR Management Risk 0.09

Table 14: Risk Prioritization

4.6. Risk Control

The risks present in the UID project have been identified and according to their risk factors they

have been prioritized and to mitigate these risks we have controlled these. To control the risks a

plan has been introduced here

S. No. Risks Identified Control Plan

11. Schedule Risk In such case board will have to hire new

Human resources for project development.

12. Environmental Risk In such case board will have to fix some other

people to go there.



13. Cost Estimation Risk New Cost Estimation will be done according

to left module

14. Operational Risk Try to replace the system immediately

15. Performance Risk Database must be checked before putting it

into the central database

16. Competency Risk He should be caught at that time and no one

should be allowed with resources by which he

can outsource the data from company to

outside world.

17. Communication Risk The people working in rural areas should form

that type of locality

18. Personal Risk There must be a replacement policy for

managers in project.

19. HR Management Risk In such case the Requirement Specification for

a particular post must be clear.

20. Procurement Plan Risk First decide how many users may be and

according to that the purchase should be done

21. HR Management Risk Once a new test plan will be made for the left

modules

Table 15: Risk Control

Figure 6: Graph of Priority vs Impact



4.6. References

Document Name Description Location

Document File This is also the document of risk

planning which is telling the process

to make a good risk plan.

http://www2.cdc.gov/cdcup/lib

rary/templates/CDC_UP_Risk

_Management_Plan_Template

.doc Last accessed on 16th

Oct., 2015

Doc File This document tells us the risk

management planning template

http://www.carnegiequality.co

m/test/RiskManagementPlanT

emplateV1.0.doc Last

accessed on 14th Oct., 2015

Webpage This page has stated the type of

project risk which are involved in an

IT project

http://www.martinbauer.com/

Articles/Risk-

Management/Types-of-Risks

Last accessed on 11th Oct.,

2015

Webpage This page has stated 12 methods of

risk identification

https://manager.clearrisk.com

/Resources/RiskTool/Risk_Ide

ntification_Methods_-

_12_Types Last accessed on

12th Oct., 2015

PDF File Sample risk management file telling

clear format of the risk management

planning.

http://www.nd.gov/itd/files/ser

vices/pm/risk-management-

plan-sample.pdf Last


Webpage This page has also stated the type of

project risks that can increase the

time and cost of the project.

http://www.pmhut.com/types-

of-risk-in-project-

management Last accessed

on 13th Oct., 2015

Webpage This page has stated the type of risks

with their ranks according to high

and low level.

http://www.usask.ca/its/servic

es/itproject_services/managing

_projects/types.php Last


http://www2.cdc.gov/cdcup/library/templates/CDC_UP_Risk_Management_Plan_Template.doc




http://www.carnegiequality.com/test/RiskManagementPlanTemplateV1.0.doc



http://www.martinbauer.com/Articles/Risk-Management/Types-of-Risks



https://manager.clearrisk.com/Resources/RiskTool/Risk_Identification_Methods_-_12_Types




http://www.nd.gov/itd/files/services/pm/risk-management-plan-sample.pdf



http://www.pmhut.com/types-of-risk-in-project-management





THE QUALITY AND CHANGE PLAN

CHAPTER: 5

-By Aditya Prakash



5.1. THE QUALITY AND CHANGE PLAN

“Quality” refers to the degree to which a product fulfills the requirements of the customers. It is

the “a characteristic of a product or service provided to a customer, and the hallmark of an

organization which has satisfied all of its stakeholders”. The quality is an important level of any

project as cost and scope for any project. Quality is closely linked with the cost and customer’s

needs. It is not absolute but it can only be judged or realized by comparing with standards.

5.2. QUALITY MANAGEMENT

A quality assurance manual is an essential document for each and every organization, which are

committed to deal with quality in each step of business. Basically, this manual describes the quality

system policies and procedures for an organization. These policies and procedures control all

activities starting from the procurement of materials from the suppliers to the shipping off the end

products to customers. The program might be different form retail organization to self-storage

organization and more, but the purpose of this manual is to streamline the total quality control

activity in a scheduled manner. The intention of this manual is to ensure customer satisfaction by

providing quality products or services. (Jaksion, 2005)

Quality Management is considered to be as the most powerful factor to retain and expand customer

base in the modern business scenario. The quality management concept represents a fundamental

change in the definition and treatment of quality in product development. Quality management

provides a clear guidance on how quality will be ensured on the project through design

reviews, documentation, and other procedure. It gives management and the customer a clear

understanding of how quality will be maintained and what documentation they can expect

(addressing quality) during the working of the project. Quality Management plan must address

how these quality standards will be implemented, inspected, controlled and reported

The factors why quality needs to be assessed in Unique ID authority of India are:-

Competition: Due to severe competition in the market the Real Time Unique ID authority

of India System has been introduced to maximize productivity, benefits &profit.

Higher level of customer expectation: Each service provided by the Real Time Unique

ID authority of India Warning System to Customer’s satisfaction as because the whole of

the system is meant for consulting.



Information revolution: The information and consulting provided by Real Time Unique

ID authority of India System on a large scale to the masses has increased the concept of

better understanding of a service & the way to deal with.

5.3. IMPORTANCE OF QUALITY MANAGEMENT

Product Quality: Quality management ensures product quality. Some primary aspects of product

quality includes: performance, reliability and durability. Though the use of a quality management

plan, the Unique ID authority of India System can produce a unique ID with the help of several

requirements such as fingerprint, Iris Scan and webcam so that the ID’s are unique.

Customer Satisfaction: Quality management ensures customer satisfaction. The quality

management program provides a methodology to use to create the type of product the customer

needs.

Meeting user requirements: If the system will be able to give the best option to provide data

encryption, proper database management and proper verification of input data from central

database then, developer can conclude that system meets the user requirements.

User-friendliness: It is needed to find whether the users are comfortable with the system interface

or not.

Quality Assurance: Quality Assurance techniques must be identified to provide the customer with

assurance that the quality standards set will be met. Apply the planned, systematic quality activities

to ensure that the project employs all processes needed to meet requirements. It provides defining

processes, training etc.

Milestone of the quality

The three basic milestone of project success are quality, time (schedule) and cost (budget). These

are the issues that project managers are held accountable for:

Quality: fitness of end deliverables for purpose or specification level

Time: target completion date and schedule of tasks

Costs: budget and resource allocation these three basic parameters are aggregated to define the

Scope of Work, the Risk factors in any project, and the way People are engaged.



Figure 7: Milestone of the quality

Scope of Work: totality of work to complete a project (quality, time, cost). Change in various

project parameters typically occurs, but these changes must be carefully managed and must not be

so great that the project is covertly redefined. Agreement on scope between sponsor and project

manager establishes a boundary within which resources and budget are allocated. Scope can be

precisely defined in terms of the work breakdown structure and task analysis. An unknown or

changing scope is a moving boundary that constantly redefines the project and the assumptions

guiding allocation of resources. When scope cannot be precisely defined, it cannot be managed,

and thereby becomes a significant project risk factor.

Risk Factors: potential harm to a project (quality, time, cost) that may arise from a process or a

future event. A "risk" is the probability that a threat that will act on a vulnerability to cause an

adverse impact. Risk management involves minimizing threats, vulnerabilities and/or impacts.

People: human resource (knowledge, skill and motivation) for implementation of tasks; a project

team assembles special and general skills as resources to get the work done (quality, time, cost).

Of all of these components, people are the fundamental key to success because they provide the

means to achieve project objectives. Staffing is the most adjustable resource in being able to

dynamically respond to quality, cost and timing issues & constraints. In this way, staffing also

represents the greatest risk factor — no matter what other budget, resource or time risks may also

exist.

The dynamic trade-offs between these values has been humorously but accurately described by a

sign at an automotive repair shop:



All project objectives (and tasks) must be SMART:

Specific: expressed clearly and singularly

Measurable: ideally in quantitative terms

Acceptable: to stakeholders

Realistic: in terms of achievement

Description of the system:

Aadhaar project, also known as UID (unique identification), is an initiative rolled out by

Government of India under which a unique number is provided to every Indian citizen for

identification. The number will serve as a proof of identity and address anywhere in India and will

help citizens to avail several benefits and services. Some important tools are used to plan the

quality of the desired system.

Quality Standards

Functionality

It’s a Database cantered system where avoiding data duplicity is the main concern

The interactive user interface.

.The user interface of the system will follow the HCI principles.

The system should properly verify the Input data with database so as to avoid duplicity.

System Outputs

The system will accept biometric information such as fingerprint and retina image of the

person

Given input matched with the existing database if any match found then system should

give alert message that ID can’t be generated.

In case of unavailability of input data a new unique ID will be generated and data saved in

database of the server.

Performance

The system should be robust.

Searching for avoiding duplicity of ID should be very efficient.

There will be more departments accessing the database of the system. So, the system should

be efficient enough to handle the data traffic over the system at the same time.



Quality Milestones Checklist

S.NO Checklist YES NO

01. Introduction of Project

02. Selection of Project Manager

03. Feasibility Report

04. System Design

05. Work Breakdown Structure (WBS)

06. Project Scheduling

07. Risk Analysis

08. System Implementation Plan

09. System Testing

Table 16: Quality Milestone Checklist

Acceptance Criteria

After doing research on this current system, we the team members have decided to follow the

acceptance criteria for the successful completion of each and every module so that if the actual

results and desired results are same then the major stakeholders agree up-front on this completion

of the project.

5.4. Quality Assurance

Quality Assurance (QA) is a process-centered approach to ensuring that a company or organization

is providing the best possible products or services. Quality Assurance means to provide the

necessary confidence to the customers as well as to the top managerial levels that are concerned

for carrying out their job effectively and that the product quality is as per the stakeholder’s

satisfaction with economy. It is defined as any method or procedure for collecting, processing or

analyzing survey data that is aimed at maintaining or enhancing their reliability or validity.

Quality assurance for this organization benchmarks the following factors as part of its procedure.

Walkthroughs: The walkthroughs are an efficient method to evaluate plans and are

conducted internally and help members in getting familiar with the new technologies and

services. There records are maintained for future use.

Evaluation Process: The evaluation of this organization will be carried out at the end of

completion of each module and it will be checked whether the system output is same as the



predefined user requirement. Later on when the whole system is integrated the evaluation

process is reconstructed.

Review Procedure: Quality Assurance team holds the responsibility of reviewing the

documents as per the ITC norms and standards.

Selection of tools: It is very important to select the right tools to develop the project as it

ensures professional and standardized output.

Audit Procedure:

Clearly understand and follow the audit scope

Conduct preparation meetings before the audit.

Understand organization, products, and processes.

Review and verify findings within the team.

Improve the audit process.

Training: It is an organization; so the project team requires to be trained on various

development platforms.

Process Improvement: A corrective action plan is followed when some insufficiency is

noticed in the course. This action plan avoids the errors to occur in future.

Now the Quality assurance team will compare the results with the already documented process.

This will now help in identifying which process needs improvement and corrective actions can be

taken.

5.4.1. Milestone of Quality Policy

Responsibility for quality.

Implement Quality Assurance.

Tools used for Quality Planning.

Develop a Quality Management plan.

Change plan regarding scope and objective of the project.

Control in Version Plan



5.4.2. Responsibility for Quality

Quality always begins with the customer satisfaction and thus loyalty is achieved through:

Product features.

Defect free working

Fitness for use.

Specification confirmation.

Expected degree of uniformity.

Roles & Responsibilities:

ROLES RESPONSIBILITIES

Project Manager Assure that the product of prescribed specifications reaches

to the users

Organizing training programs on quality within the

organization

Team Manager for quality

reviewing

Plan, develop and establish quality policies

Developer Conduct studies and investigations related to the quality

problems and develop the system accordingly

System Tester Evaluate the effectiveness of the quality programs on regular

basis and keep testing the system against errors and defects

Table 17: Role & Responsibility

Roles & Responsibilities divided among Team Members:

Name Roles Responsibilities

Aditya Prakash Group Leader Baseline Plan

Quality and Change Plan

Prashant Sharma Project Member Introduction and Project Charter

Human Resource Management

Plan

Mohit Sinha Project Manager Risk Plan

Procurement Plan



Anuj Kumar Project Member Cost and Budget Estimation

Communication Plan.

Users Primary Stakeholders General Public

Management, Suppliers Secondary Stakeholders Organizations

Software Developers Facilitating Stakeholders Responsible for development

and maintenance of the system

Success Criteria

The system should efficiently able to search the input details

with existing database.

E details exist already a properly readable message should be

displayed.

In case of unavailability, it should generate an Unique ID.

Backup recovery must be essential to ensure stability and

integrity.

Table 18: Role & Responsibility divided among Team Member

Quality Assurance Plan:

Quality Assurance plan

Activities to perform Description Execution Time

Reviewing the old

documents

Reviewing the similar project.

Identify the problems.

Focus on user satisfaction.

Initial beginning

of the project

Essential

Requirements

Appointing an experienced person with

good communication skills.

Good contacts with the local people.

During the entire

project

Assigning work Person with relevant experience in

related field

Project manager

Developers to develop the project.

During the entire

project

Table 19: Quality Assurance Plan



Quality Assurance Audit

Quality Audit is an important aspect of Quality plan. Before conducting the audit meeting, the

audit scope need to be defined and it is important to understand the organization, product and

processes. The audit findings are then validated with the audit recipient and the outcome is

reviewed and verified.

Quality Assurance Audit Report

Project : Grow Consulting IT Enabled Services Audit ID:

Date:

Audit Team Head: Time:

Audit Team Members:

Audit Duration:

Process/Procedure Audited:

Audit Findings: (Select One Option)

Process/Procedure Acceptable

Process/Procedure Conditionally Acceptable

(Subject to satisfactory completion of action items listed below)

Process/Procedure Unacceptable

Action List

Assigned To: Due Date:

Corrective Actions:

Recommenndations:

Approval



QA Team Head:

Signature: Date:

Project Manager:

Signature: Date:

Table 20: Quality Assurance Audit

5.5. Quality Control

Quality Control (QC) is a system of routine technical activities, to measure and control the quality

of the inventory as it is being developed. The QC system is designed to:

(i) Provide routine and consistent checks to ensure data integrity, correctness, and completeness;

(ii) Identify and address errors and omissions;

(iii) Document and archive inventory material and record all QC activities.

Quality Control involves monitoring specific project results to determine if they meet the terms

with relevant quality standards and identifying way to eliminate causes of unsatisfactory result.

It should be performed throughout the project. This involves checking the software development

process to ensure that procedures and standards are being followed. It allows for immediate

corrective action.

In the current software being developed, there was no any test planning done which directly depicts

that there was no quality management.

The various quality control processes which come under the quality management are as follows:

1. Walkthroughs:

The walkthroughs are an efficient method to evaluate plans and are conducted internally and help

members in getting familiar with the new technologies and services. There records are maintained

for future use. In this the auditing of the quality is done means to identify the things learned that

can improve the performance. It can be seen as problem solving and decision makes function. So

a particular template for this would be as the following:

Topic to be covered Date Person Responsible Details



Table 21: Walkthroughs

2. Testing:

It means defining the processes. Effective testing will contribute to the delivery of higher quality

software products, more satisfied users, lower maintenance cost and more accurate and reliable

results. But for the full testing of the system a proper test plan is required.

Purpose of Testing

Testing is one of the most important steps considered in a project’s success. The most important

question -“Why testing is required?” is needed to be answered first. The purpose of Testing is:

To increase the efficiency, effectiveness and consistency of the developed system.

To produce an error and bug free system.

To meet all the user requirements

Reduce the cost of implementation and maintenance.

Testing includes Verification & Validation as the two key strategic approaches:

Verification & Validation

Verification refers to a set of tasks that ensure that the implementation of a specific function by

the software is done correctly. Validation refers to a different set of tasks that ensures that the

software that the development team has built is traceable keeping in view all the customer’s

requirements.

For example: If a customer places order for the product, this organization will verify that the

product that is being developed is having the correct technologies and functionalities as mentioned

in the requirement list. Its technicality is verified. This is called verification. On the other hand, it

also enforces certain tasks that ensure that all the requirements mentioned are being implemented

and the product being developed is exactly what was asked for by the customer. This is called

validation.



Testing Techniques

Techniques Description Frequency

Hardware Testing All PCs & Server are working properly or not.

Check Network setup is appropriate or not.

Everyday

Software Testing Here we check that the PC’s operating system along

with all the software installed over it is working

error free or not.

Everyday

Fault tracking The project manager is responsible to check the

system for defects and issues and finally make an

issue log.

Only when required

Table 22: Testing Techniques

Introduction The aim of the testing process is to identify all defects existing in a

software product.

Testing

Objective

Testing Objectives are

1. To find Uncovered Errors based on Requirement.

2. Ensure the Product is Bug Free before shipment/release.

3. 'Quality is Ensured’.

Testing Method Beta Testing Testing typically done by end-users or others. Final testing

before releasing application for commercial purpose.

Unit Testing Testing of individual software components or modules.

Integration

Testing

Testing of integrated modules to verify combined

functionality after integration.

Acceptance

Testing

Normally this type of testing is done to verify if system

meets the customer specified requirements. .

Test Case ID First name of ID consists of the Test Case name.



‘M’ stands for Module, ‘SM’ stands for Sub Module and ‘AP’ stands for

Application.

‘T’ stands for Test and followed by it the serial number.

Test Attribute It consists of which fields or criteria are to be tested.

Error

Description

Fatal Error Tolerable Error Cosmetic Error

Impact on software and

on testing object is

severe and needs

immediate correction.

It affects an entire

Testing Plan.

Impact on software &

testing object is limited

& localized. It does not

prevent testing by other

testing objects.

It has an impact on look &

feel. It does not have

impact on

functional/operational

quality of software.

State Error Free State Error State

It is the state where the particular

testing of any Module/Sub Module

doesn’t expose any error.

It is the state where the particular

testing of any Module/Sub Module

exposes some errors.

Action Error State When error occurred, the relevant actions are taken.

Error Free State Team Leader will approve the system if it’s error-free.

3. Inspection:

The processes are checked and inspected thoroughly over here so a particular template would be

required for the modules of the project to be clearly inspected and be error free.

Process to be Inspected Date Person Responsible Details

Table 23: Inspection



4. Check Points:

In this basically the training would be provided to the members in order to do the regular checking

of the software so a particular type of training would be required for development team. So a

particular template would be provided for this also:

Date Trainee Name Training to be

done under the

supervision of

Training

Period

Training Cost Details

Table 24: Check Points

5.6. Change Control Plan

Change control process is established to define the identity of a fully documented, formal approval

or disapproval is introduced, and all changes that take place for the project baselines and asserting

to handle it. The change is initially proposed using a change request form. Then the practicality of

the changes is assessed followed by studying of its impact on the project. It helps the entire change

team and release management team quickly see who is involved with the change and helps

minimize delays due to miscommunication.

The Change Control Process for the project will follow the organizational standard change process

for all projects. The Project Manager has overall responsibility for executing the change

management process for each change request.

7. Identify the need for a change (Stakeholders) – Change request will submit a completed

change request form to the project manager.

8. Log change in the change request register (Project Manager) – The project manager will

keep a log of all submitted change requests throughout the project’s lifecycle.

9. Evaluate the change (Project Manager, Team, and Requestor) – The project manager will

conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and

scope and seek clarification from team members and the change requestor.



10. Submit change request to Project Manager – The Project Manager will submit the change

request, as well as the preliminary analysis, to the Project Manager for review.

11. Obtain Decision on change request – The Project Manager will discuss the proposed

change and decide whether or not it will be approved based on all submitted information.

12. Implement change (Project Manager) – If a change is approved by the Project Manager,

the project manager will update and re-baseline project documentation as necessary.

Change Request: When request came for changing the requirements then that is known as

change request. In change request one or two users are involved for modification. Tasks experts

are involved practically and impact of those changes are measured. Then final decision is taken

whether to make those changes or not. If those changes are accepted then rescheduling takes

place. New versions of those changes are distributed and finally library updated.

Change Request Form Format

Change Proposal Assessment: This form is necessary in measuring the changes required in

unique identification detection. The changes are the necessity of any system but the impact of

that changes is quiet important. In change proposal the impact of change in the development

area may be cost, time and quality. There may be impact on users as well as stakeholders that

can be seen through project charter. Consequences of not making the changes can be seen.

Change Request Form

Change No. Date-

Details of Changes-

Reasons for Changes-

Approach sought from

Approval

Name Position Approved Date



Impact Assessment Form

Change Request ID: Project ID:

Impact Assessment ID:

Change Proposed Title: Originator: Date :

PROJECT PLAN AREA- IMPACT OF PROPOSED CHANGE(S)

Impact on Project Scope:

Impact on Project Risks:

Impact on Project Schedules:

Impact on Project Cost/Budget:

Impact on Technical Specifications:

Impact on Business and Marketing:

APPROVAL

Name Position Approval Date

Change Request approval or denial form format.

Change Request Approval/Denial Form

Change Request ID: Project ID: Change

Request Approval/Denial ID:

Impact Assessment ID:


Impact Analysis :



(breakdown analysis)

Approval/Denial

Summary of findings

Remarks

SIGNATURE OF REVIEWING BODY

Name Position Signature

After change request form is approved then form for impact of changes will be filled.

Change Impact Statement Form

Project ID: Impact Assessment ID : Change Impact Statement ID:

Change Request Approval/Denial ID:


Impact After Implementation:

Success Level of the

Implementation

High Medium Low

Details of Success Achieved:

Originator Position Signature

Name Position Signature

Configuration Management: Configuration management is the discipline of a continuously

evolving process of controlling changes. Configuration items are project items that are

considered as a unit for the purposes of configuration control.



Configuration management has two components:

3. Version Control:

Version Control mainly deals with recording the history of changes and its effects by

identifying the versions.

Following is Version Control plan format that can be implemented in maintaining the versions

of project.

VERSION CONTROL FORM

Name of deliverables: Initial Release:

Project ID: Version Control Number:

Date Initials Descriptions of Change:

Instructions :

When a deliverable is being modified, initial the next available line, and leave the date

blank.

When revisions are finished, version number, date and a description are entered.

4. Configuration Control:

Configuration Control includes recording and maintaining different versions of a project and

history from Version Control. It probably involves a ‘configuration library’ for maintenance

purpose. It includes configuration auditing which verifies compliance with configuration

control standards to ensure that change has been properly implemented.

CONFIGURATION STATUS REPORT

Changes Performed By Date Occurred on Effects



References 6. F. Clifford, Larson W. Erik 2006, 3rd edition, Project Management the Managerial Process,

New York: McGraw Hill.

Justification: “What is project management” is described in this particular book.

7. Meredith, J.R. Mantel, SJ,(1995), Project Management: A Managerial Approach, John Wiley

Justification: I have taken roles and responsibilities which have to be there for IT industry people

including project manager from this particular book.

8. (2015). Quality plan. Available:

http://www.tutorialspoint.com/management_concepts/project_quality_plan.htm. Last

accessed 28th September 2015.

Justification: This link is giving the brief description of how Quality plan is used by the IT people

as a single plan.

9. (2015). Quality plan. Available: http://www.sasqag.org/pastmeetings/QualityPlans.pdf . Last

accessed 2nd October 2015.

Justification: In the above link, Quality plan is briefly explained.

10. (2015). Quality assurance roles. Available: http://pmtips.net/quality-assurance-roles-project/.


Justification: In the above link, we came to know about the activities performed by each

team members and the execution time taken.

11. (2015). Quality change and assurance. Available:

http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf. Last


Justification: In this link, it is showing the Quality products and services provided.

12. (2015).Control Management Plan. Available: http://www.information-management-

architect.com/change-management-plan.html. Last accessed 14th October 2015.

Justification: In this, control management plan is briefly explained.

13. (2015). Configuration Management. Available:

http://en.wikipedia.org/wiki/Configuration_management. Last Accessed 14th October, 2015.

Justification: In this, complains made by the team members are recorded.

http://www.tutorialspoint.com/management_concepts/project_quality_plan.htm

http://www.sasqag.org/pastmeetings/QualityPlans.pdf

http://pmtips.net/quality-assurance-roles-project/

http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf

http://www.information-management-architect.com/change-management-plan.html

http://www.information-management-architect.com/change-management-plan.html

http://en.wikipedia.org/wiki/Configuration_management



HUMAN RESOURCES AND

MANAGEMENT PLAN

CHAPTER: 6

-By Prashant Sharma



6.1. INTRODUCTION Human resource planning is one of the crucial aspects of human resource management because it

helps to ensure the needed manpower for organizational goal. Due to the globalization movement,

the competition to provide quality and low cost products has been increasing day by day. In this

situation, the HR department has to plan in order to provide the quality manpower to compete in

the market. The supply of manpower must be sufficient to ensure the healthy operation of the

organization. Otherwise, the stated goals and objectives cannot be accomplished on time.

It ensures that organization has right number and kind of people, at right place, and at right time

capable of performing well in the organization. Human resource planning is a continuous process

rather than a one shot affair. It tries to keep the organization supplied with required and capable

people when they are demanded.

Thus, human resource planning is a complex and continuous process which helps determine the

manpower requirement of the organization. It helps to translate the organization's objectives and

plans into the number of workers needed to meet the objectives.

The key objective of this plan is to describe:

Which resources are required;

What core skills and experience they need to have;

How resources will be acquired;

How long resources will be needed;

When resources will be needed;

How resources will be developed;

How day-to-day management will be formed;

How resources will be transitioned into and out of the project during the completion of

their project assignments.

6.2. IMPORTANCE OF HRM Balancing demand and supply of workers.

Controlling cost of human labor.

Formulating policies on transfer, succession, relocation of manpower.

Ensuring right kind of people at the right time and right place.



The Human Resource knowledge area consists of following phases:

1. Human Resource planning

2. Acquiring project team

3. Developing project team

4. Managing project team

1. HUMAN RESOURCE PLANNING

In this phase, the requirement is to produce a detailed Human Resource Management Plan that

covers the project lifecycle from planning to project close-out. In addition, the plan will include a

detailed estimate of the HR requirements for the in-service support organization which will provide

operational support and maintenance services.

It can be done by:

Roles and Responsibilities: skills, roles, responsibilities, key activities and competencies

of the team members are discussed.

Organizational chart: overview of the structure of the team.

Staff Management Plan: when and how the human resource requirements will be met.

2. ACQUIRING PROJECT TEAM

A staffing plan is normally finalized at this point. The staffing plan is an output document of

the HR Management Plan. It captures details of the project's resource requirements. Staff may be

acquired from two sources: from employee organizations or by contracting with an external service

provider.

It can be done by:

Project Organization Charts: Project organization charts provide an overview that how

many people are needed for the project

Updating of the company resources: The resources of the company, whether outsourced or

in house are to be considered and updated.

Recruitment of the staff: the personnel required for the project are recruited.



Updates to Staff Management Plan: the updates, if necessary, will be done to the previous

staff management plan.

3. DEVELOP PROJECT TEAM

Develop Project Team improves the project performance. The main Objectives of developing

project team are to improve the skills of team member to increase the productivity. To build and

develop the project team we need to consider following skills because there must be some qualities

or skill present of people who is involved in the development team.

It can be done by:

Interpersonal Skills: By understanding the team members, anticipating their actions,

acknowledging their concerns and following up on their issues, the project management

team can greatly reduce problems and increase cooperation.

Training: If project team members lack necessary management or technical skills, such

skills can be developed as part of the project work. Training includes all activities designed

to enhance the competencies of the project team members.

Team performance assessment: the regular assessment of the team and its members will

help discover the productivity of the team as well as issues that might be affecting their

performance.

4. MANAGING PROJECT TEAM

Managing project team means putting right effort at the right place so that optimum performance

can be achieved.

It can be done by:

The requests for the changes, if any: the requests will be formally made to the higher

authorities and the project sponsors.

The recommendations for corrective measures: if some issues are discovered in this stage,

the measures that need to be taken are discussed and finalized.

The recommendation for preventive actions: if some factors of the potential issues are

discovered in this stage, then the team will be notified of the preventive actions that need

to be taken in order to avoid the issues which might hinder the performance of team.



PROJECT ORGANIZATION CHART

Organizational chart is the pictorial representation of the structure of any organization. It includes

the officials, relationships or ranks of their positions or jobs. Organizational chart for the given

scenario is given below.

Figure 8: Project Organization Chart

STAFF MANAGEMENT PLAN

The staff management plan deals with the human resource requirement fulfilment. It keeps records

of the staff and must be updated from time to time.

Performance of the employees.

Promotions of the employees.

Leaves of the employees.

Changing workloads of employees.

Project Manager

Designing team Development

team Testing team Analysis team

Team leader

Interface designer

Ability designer

Team leader

Web developer

Network

Administrator

Team leader

Internal designer

Database

Administrator

Unit tester

Design tester

System analyst

Business Analyst



All of this can be achieved by the by keeping the record of the type of work done by employees,

no of employees, total hours of working of each employees.

For Project Manager:

Job Title: Project Manager

Reports to: Senior H.R. Manager

Based at: Electronics City, Hosur Road, Bangalore 560100

No. of vacancies: 1

Salary: 9-10 Lac per annum

Job Purpose:

Project manager is responsible for the overall direction, coordination, implementation,

execution, financial control and completion of specific projects within the given time.

Job Duties and Responsibilities:

Organize, manage and control all human, financial and technological resources

essential for project delivery; propose all needed deliverables to satisfy business

objectives, priorities and agreed agreements.

Facilitate the definition of project scope, goals and deliverables

Assembling and coordinating project staff including on site resources and outsourced

resources.

Define project tasks and resource requirements

Plan and schedule project timelines, Manages the project budget, provide direction and

support to project team and maintain the quality of the project.

Constantly monitor and report on progress of the project to all stakeholders

Implement and manage project changes to achieve project outputs.

Evaluate the projects and document the results.



For Network Administrator:

Job Title: Network Administrator

Reports to: Team leader


No. of vacancies: 1


Job Purpose:

The Network Administrator analyses computer and network related problems reported by end-

users, diagnose the most effective method to resolve the problem and implement the solution


Report to and assist the Team Leader with assigned tasks.

Support and provide maintenance to the network in day to day activities.

Plans, recommends and assists in the design of telecommunications systems.

Researches and recommends telecommunications equipment.

Troubleshoots and resolves telecommunications related problems.

Assists in providing network and remote connectivity hardware/software support.

Monitoring network servers, and providing internet and intranet user support, and

specialized training.

Installs and troubleshoots campus and remote-campus network cabling infrastructure,

including a wide variety of local area network equipment and software.



For Web Developer:

Job Title: Web Developer

Reports to: Team leader


No. of vacancies: 1


Job Purpose:

To be responsible for developing the website and maintenance. To be responsible to create new

Web portal according to the needs of clients properly.


Evaluate and identify new technologies for implementation.

To efficiently manage the workload and accurately record time according to the

company time schedule.

To keep up to date with the latest Web development technologies and methodologies.

To be responsible for planning and analysis of whole project.

To be responsible to test the designed Web portal properly and check the performance

to get the feedback.

To keep aware of latest data protection and security threats and to make sure that

company must tackle these.

Responsible for upgrading the existing Web regularly and provide Web support to

client.

Website testing and quality assurance.



6.3. HUMAN RESOURCES TEMPLATES

6.3.1. RECRUITMENT TEMPLATE

INTERVIEW ASSEMENT SHEET

ASSESMENT SHEET

Candidate Name …………………………………………………..

Email Id…………………………………………………………………

Date of Interview ………………………….

Interviewer Name………………………………………….

RATING SCALE

Job Title Report to

Department/Divisio

n

Position Type

Salary range Date posted

Location of job Offer date:

Training

requirement

Closing date:

Name of

interviewer

Job Purpose

Qualifications

Contact Details

Duties and Responsibilities



RATING DESCRIPTION RATING DESCRIPTION

0 No answer given or

answer completely

irrelevant.

3 Some points covered.

Relevant information given.

1 A few good points but

main issues missing.

4 Good answer. Relevant

information. All or most

points covered.

2 Some points covered,

not all relevant.

5 Perfect answer. All points

addressed. All points

relevant.

Criteria 1 2 3 4 5 Comments

Rapport-building questions

Open-ended questions

Probing questions

Non-question questions

SCORECARD 0 - 10

(Unacceptable)

11 – 25

(Below Average)

26 - 35 (Average)

36 - 45

(Good)

46 - 50

(Outstanding)

Activities Maximum

marks

Marks

Obtained

Remarks

1)Interpersonal

skill

Team working 10

Leadership



Managerial

2)Communication

skill

Verbal 10

Writing

Presentational

3)Professionalism

skill

Ethical

15

Appearance

Timeliness

Punctuality

Client focus

4)Personal skill

Analytical 15

Critical thinking

Problem solving

Independent work

SUMMARY

Does the Candidate fulfil the criteria for

joining the position in company

Yes NO



6.4. ANALYSIS PROCESS

For completing the human resource management a very detailed research work was carried out.

We have gone through the different organization websites so that we can get a clear idea about

how to come with solution of our scenario. Human resource management is very important for any

company it help to hire right people for company as well as for the effective management of the

company.

6.4.1. Selection of proper tools and techniques:

For effective implementation of management plan many tool and techniques were used, like for

organization chart Microsoft word was used.

For the preparations of the job descriptions we have gone through different company standards

and the job descriptions which has already been posted to the company. We are using tools and

techniques of Prince 2 methodology which we have selected.

6.4.2. Critical view

Importance of human resource management plan has been already discussed in this document. The

success rate of any project without human resources management is very minor so it cannot be

skipped.

6.5. References

Planning, H. (2015). Human Resource Planning Process Or Steps Of HR Planning |

Accounting-Management. [online] Accountlearning.blogspot.in. Available at:

http://accountlearning.blogspot.in/2013/01/human-resource-planning-process-or.html


This link was referenced for understanding the importance human resource planning.

Tpsgc-pwgsc.gc.ca, (2014). Human Resources Management - Knowledge Areas - Introduction

- IT-Enabled Projects - NPMS - Real Property - PWGSC. [online] Available at:

http://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/ti-it/conn-know/rh-hr-eng.html


This link was referenced to understand the steps how to create human resource planning.



Support.office.com, (2015). Create an organization chart - Office Support. [online] Available

at: https://support.office.com/en-us/article/Create-an-organization-chart-21ada00d-82e6-

4340-9033-439ac2843c37 [Accessed 23 Oct. 2015].

This link was referred to understand how to create the organization chart.

Slezak, P. (2012). 5 Simple Steps To Writing A Concise Job Description. [online] RecruitLoop

Blog. Available at: http://recruitloop.com/blog/how-to-write-a-job-description/ [Accessed 24

Oct. 2015].

This link was referred learn how to write concise job description.



COMMUNICATION

MANAGEMENT PLAN

CHAPTER: 7

-By Mohit Kumar Sinha



7.1. THE COMMUNICATIONS MANAGEMENT PLAN

Project Communication Management includes the processes required to make sure timely and

appropriate collection, distribution, storage, and ultimate disposition of project information. The

communication planning process determines the information and communication needs of the

stakeholders; for example, who needs what information, when they will need it, how it will be

given to them, and by whom. Clearly the failed project is due to lack of adequate and timelessly

communication. It is therefore essential that our project manager develops a detail communication

plan.

Importance of Communication Plan:

Help to convey accurate and timely information to the system.

Forward necessary development details to the higher management.

Help to access and understand the project.

Help to improve the efficiency of the many more such implementations.

Plan:

This Communication Process helps you to undertake Communications Management for your team.

It does this by taking you through the Communication Process, step-by-step. If you want to keep

the right people informed with the right information, at the right time, then this process will help

you.

The Communication Process will help you to:

Identify the messages that need to be sent.

Determine your target audience for communication.

Decide on your message format and timing.

Draft your message and gain approval where required.

Communicate your message, through communications events.

Gather feedback and improve your communication processes.

By using this Communication Process, you can:

Clearly identify your project stakeholders.

Identify your stakeholder’s communications needs.

Run any type of communications event to send out your message.

Ensure the right people receive the right information at the right time.



Informing all the stake holders about the project on-going regularly is a critical job for any team.

Whether it's through status reports, regular meetings or informal email, you can ensure that the

right messages are distributed about the progress of your project. This will help your project team

and external stakeholders to remain focused on delivery and to provide you with all of the support

you need to deliver your project successfully.

Communication requirements based on roles

What information will be communicated?

How the information will be communicated?

When will information be distributed?

Who does the communication takes place?

Who receives the communication?

The plan will serve as a guide for communications throughout the life of the project and will be

updated as communication needs change. This plan identifies and defines the roles of persons

involved in this project. It also includes a communications matrix which maps the communication

requirements of this project. An in-depth guide for conducting meetings details of the

communications rules and how the meetings will be conducted, ensuring successful meetings.

Process of Plan:

Communic

ation

Audience Objectives Originator Freque

ncy

Deliverabl

es

Starting

Meeting

Project

Sponsor

Project Team

Stakeholders

Introduce the project

team and the project.

Review objectives

and management

approach.

Project

Manager

Once Agenda

Meetin

g

Minute

s

Project

Team

Meetings

Project Team Review status of the

project with the team

Project

Manager

Weekly Agenda

Meetin

g

Minute

s



Weekly

Project

Status

Meetings

Project

Management

Office

Report on the status

of the project to

management

Project

Manager

Weekly Weekly

status

reports

Project

Status

Reports

Project

Sponsor

Project Team

Stakeholders

PMO

Report the status of

the project including

activities, progress,

costs and issues

Project

Manager

Monthl

y

Project

Status

Report

Table 25: Process of Plan

7.2. STAKEHOLDER ANALYSIS

Here the stakeholders involved in the project who need to be communicated have been identified.

Project Sponsor – Unique Id Authority of India (UID) who is responsible for funding of

the project.

Project Manager – hired by the Unique Id Authority of India (UID) who is responsible for

execution of the project.

Change control board – responsible for reviewing technical specifications.

End Users – end user who receives the final product.

Project Team – who will be developing and implementing the website who completes the

work for the project.

Steering Committee – provides strategic oversight for changes that impact the overall

organization.

Technical Lead – responsible for ensuring that all technical aspects of the project are

addressed and that the project is implemented in a technically sound manner.



Stakeholder

Name

Document

Name

Document

Format

Contact Person Due Comments

Mr. XYZ

(Board

member)

Milestone

completion

report

Email 9345678901

[email protected]

After

completion of

major milestone

Supportive

Mr. ABC Issue

logs/Weekly

reports

Hard copy 7896543210

[email protected]

Every Friday Perfection

Mr. XYZ

(System

Analyst)

Weekly

Report/Status

Hard Copy 8970654321

[email protected]

Every Saturday Perfection

Mr. ABC

(Coder)

Alternate day Email 9087615423

[email protected]

First of month Innovative

Mr. XYZ

(sponsor)

Weekly Email 8905762431

[email protected]

Biweekly Quite Good

7.3. PERFORMANCE REPORTING

The performance reporting process involves the collection of all baseline data, and distribution of

performance information to stakeholders.

Performance reporting keeps stakeholders informed about how resources are being used to

achieve project objectives.

It includes performance reporting, progress reporting and other forecast reporting.

mailto:[email protected]







Project Description Templates

PROJECT DESCRIPTION

Objective

(Describe the objective of the project in one or two sentences. Focus on the business benefits of

doing the project.)

Scope:

(Briefly describe the scope of the project. What business functions are involved, and what are

the main products the project will produce?)

Assumptions:

(Summarize the most critical assumptions of the project.)

Cost:

(Provide the total estimated cost of the project.)

Schedule:

(Provide summary information from the project’s Gantt chart. Focus on summary tasks and

milestones)

Signature:

Progress Report Templates

PROGRESS REPORT

Prepared By: ____________ Date: _____________

Report Period:

Project Period:

Principal Investigator/Project Director:

Progress Achieve in Accomplishing Project Goals & objectives

Goal/Objectives #:

Planned:

Actual:

Unit Cost:



Goal/Objectives #:

Planned:

Actual:

Unit Cost:

Difficulties Encountered

Goal/Objectives #:

Problem(s):

Resolution/Corrective Action Plan and Schedule:

Activity Anticipated Next Reporting Period

Goal/Objective #:

Goal/Objective #:

Approved by:

Project Manager ______________________

Date: ________________

Change Control Templates

CHANGE REQUEST FORM

Project Name: Request No. :

Request Date: Request Title:

Originator’s Name: Priority:

Sponsor’s Name:

Request Description:

…………………………………………………………….

…………………………………………………………….

Reason for change:

…………………………………………………………….

…………………………………………………………….

Alternative Solutions:

1. ……………………………………………………………



2. ……………………………………………………………

3. ……………………………………………………………

Impact on Scope:

1. ……………………………………………………………

2. ……………………………………………………………

3. ……………………………………………………………

Impact on Schedule:

1. ……………………………………………………………

2. ……………………………………………………………

3. ……………………………………………………………

Impact on Effort:

1. ……………………………………………………………

2. ……………………………………………………………

3. ……………………………………………………………

Impact on Cost:

1. ……………………………………………………………

2. ……………………………………………………………

3. ……………………………………………………………

Recommendation:

………………………………………………………………..

Approved by:

Project Manager ______________________

Date: ________________

Change Approval Form

CHANGE APPROVAL FORM

Request No. : Request Date:

Request Title: Status:

Originator’s Name: Phone/ Email:

Sponsor’s Name: Priority:



Assigned To: Response Date:

TECHNICAL EVALUATION:

Received By: _____________ Date Received: __/__/__ Assigned To: ____________Date Assigned: __/__/__

Type of Software/Hardware/etc. affected _______________________________________________________

Modules/Screens/Tables/Files affected: _________________________________________________________

Documentation Affected:

TIME ESTIMATES to make the change:

Project Impact Analysis Needed: Yes/No (if yes, include impact on budget resources, schedule, risk etc.)

_________________________________________

APPROVES: Change Approved: _________ Change Not Approved: __________ Hold (future Enhancement)

___________

1. Signature _____________________ Date: ___/___/___

2. Signature _____________________ Date: ___/___/___

3. Signature _____________________ Date: ___/___/___

Closure Templates

PROJECT CLOSEOUT CHECKLIST

Project Name: Date:

Sponsor’s Name: Project Manager:

Prepare By:

S. No. Item Status Comments/Plan to

resolve

1. Was system completed in time?

2. Was system built within budget

limits?



3. Are quality standards met?

4. Were original requirements

reviewed to check for success

of meeting them?

5. Have all the assets been

transferred or disposed?

6. Did the customer verify the

deliverables?

7. Was the customer satisfied?

8. Were the team members

appraised?

Project Closeout Report Template

PROJECT CLOSEOUT REPORT

Project Name: Date:

Sponsor’s Name: Project Manager:

Prepare By:

Project Description: Project is a web based unique ID Authority of India to prevent the

duplicacy and fake identities. The project was proposed to control and ease the way of one

form of access.

TEAM STRUCTURE

Aditya Prakash Team Member

Mohit Kumar Sinha Team Member

Anuj Kumar Team Member

Prashant Sharma Team Member



Mr. ABC Sponsor, Higher Authority, Customer

COMPLETION CRITERIA

Performance Criteria Satisfaction

Level

Comments

Objective:

All the project objectives (expected

outcomes) accomplished?

Exceeded

Met

Did not meet

Deliverables:

All Deliverables submitted and

accepted?

Exceeded

Met

Did not meet

All Deliverables have been

completed?

Exceeded

Met

Did not meet

Did the vendor verify that all

deliverable met the requirements?

Yes No

Have all contracts been closed? Yes No

Have all final payments been made

(i.e. invoices paid)

Yes No

Has sufficient knowledge transfer

been completed?

Yes No

SCHEDULE

Baseline Schedule Revised

Schedule



Closeout Date Closeout Date

Planned Start Date Actual Start

Date

Planned End Date Actual End

Date

BUDGET

Line Item Budget Actual Over/Under budget

Professional

Services

Hardware

Software

Network

Other

Total

PERFORMANCE CRITERIA

PROJECT COST AND SCHEDULE Exceeded Met Did not met

APPROPRIATION HISTORY

Fiscal Year Amount Funding Source (s)

VERSION CONTROL FORM

Released Date Version Revised By Section Amendment



PROJECT CLOSURE TRANSITION

DELIVERABLES CURRENT NEW HAND OVER PLAN

Type Owner Owner Location Activities Date Owner

HR/General/System

Module

--system

maintenance

-operational

support

--system

documentation

LESSONED LEARNED:

IT ANALYSIS:

SUMMARY:



PROJECT SIGN OFF

STAKEHOLDERS NAME: SIGNATURE DATE

Executive Sponsor

Lead Agency Head

Project Manager

7.4. REFERENCES

1. Haughey D. 2001, ‘Progress Reporting’. Retrieved October 8th, 2015, from

http://www.projectsmart.co.uk/progress-reporting.html

JUSTIFICATION: I have chosen this link to make the Progress Report of this project. This

link above provided me the best option for making the Project Progress report as required for

my project.

2. PAI October 2008, ‘Project Administration Instructions’, app.2 pp.1-8.Retrieved October 9,

2015, from http://www.adb.org/documents/manuals/PAI/PAI-6.05.pdf

JUSTIFICATION: I have chosen this link above to make the project Performance Report of

this project. This link above provided me the best option for making the project Performance

Report as required for my project.

3. Project Agency ‘Project Management Templates’, pp.14-15. Retrieved October 14, 2015, from

http://www.businessballs.com/project%20management%20templates.pdf

JUSTIFICATION: I have chosen this link above to make the project Change Control Form

of this project. This link above provided me the best option for making the project Change

Control Form as required for my project.

http://www.projectsmart.co.uk/progress-reporting.html

http://www.adb.org/documents/manuals/PAI/PAI-6.05.pdf

http://www.businessballs.com/project%20management%20templates.pdf



4. Roman K. 2006, ‘Developing your project communication plan,’pp.1-2. Retrieved October 19,

2015,fromhttp://www.collegiateproject.com/articles/Developing%20Your%20Project%20Co

mmunication%20Plan.pdf

JUSTIFICATION: I have chosen this link above to make the project Communication Plan of

this project. This link above provided me the best option for making the project

Communication Plan as required for my project.

5. Subramaniam A. 2009, ‘Project Closure Checklist’. Retrieved October 14, 2015, from

http://www.slideshare.net/anandsubramaniam/project-closure-checklist

JUSTIFICATION: I have chosen this link above to make the project Check List Report of

this project. This link above provided me the best option for making the project Check List

Report as required for my project.

http://www.collegiateproject.com/articles/Developing%20Your%20Project%20Communication%20Plan.pdf

http://www.collegiateproject.com/articles/Developing%20Your%20Project%20Communication%20Plan.pdf

http://www.slideshare.net/anandsubramaniam/project-closure-checklist



PROCUREMENT PLAN

CHAPTER: 8

-By Anuj Kumar



8.1. PROCUREMENT METHODS

It is the process of identifying what and how the project needs can be met by procuring products

or services outside of the project organization. It takes in the consideration of whether to procure,

how and when and what to procure. As for the proposed system, the information of the particular

area keeps changes as a new user gets himself register for this UID CARD. For this, the project

manager has to outsource some goods and services.

Planning Purchase

& Acquisition

Planning

Contracting

Requesting Seller

Response Selecting Sellers

Closing the

ContractAdministering

Project Procurement Management

Figure 9: Project Procurement Methods

Planning, purchase and acquisition

For this we have the following steps:

Whether to procure

As the UID is in developing phase therefore it is necessary for them to outsource to be on

safer side.

It reduces the overall cost of project by installing other devices.

It will allow organization to focus on its core services.

How to procure

The UID authority will send the templates regarding the development of the system to all respected

IT companies for the contract. The organization will advertise this contract on website,

newspapers, etc. to those service providers which have core competence in the development field.

What to procure

The UID needs to outsource the website integrated with data gathering information centers with

the help of sensors for monitoring and recording the data automatically at various places and

broadcasting to the website.



How much to procure

The organization will outsource all the hardware and software from outside the organization.

When to procure

Organization needs this solution before 27th October, 2015. This event should be treated as a big

facelift to the organization and thus organization will require before the required date that is 29th

October, 2012 decided by the board of members.

Tools & Technique for Planning Purchases and Acquisition

There are several techniques that will help for the best judgment.

Make or Buy Analysis

Expert Judgment

Make or Buy Analysis: This is a general management technique which can be used to determine

whether a particular product can be produced cost-effectively by the performing organization or it

needs some help from the outsider who is core competence in this field.

As the organization is primary concerned with the entering and registering the details of users at a

time. So it does not have any working experience in the central database phase. Internal making of

project involve high risk factor so it is better to go for the outsourcing.

Expert Judgment: Expert judgment will often be required to assess the inputs to this process.

Such expertise may be provided by any group or individual with specialized knowledge or training

and is available from many sources including:

Other units within the performing organization.

Consultants.

Professional and technical associations.

Industry groups.

At meetings of the project, the need for experts to decide whether companies need sufficient

resources or outsourcing organization has this project.

Organization experts in all aspects of business, such as resources, risk factor, including

establishing, re-allocation of work, etc. Finally, the internal development is of high risk so it is

better to go for outsourcing.



The Statement of Work (SOW) describes the procurement item in sufficient detail to allow

prospective sellers to determine if they are able to oppose the organization.

Contract Statement of Work

Scope of work

Location of work

Service provider team has to install COMPUTER SETUPS at

various locations and various equipment’s along the states so

that maximum people get enrolled in the system.

Period of performance Service provider has 40 days

Deliverables Schedules

Service provider has to deliver all the requested solution within

40 days and organization will launch these services to the

website at the work will start simultaneously

Weekly Report: - This weekly report includes the status of

the project, and the upcoming activity.

Screen Shots: - Service provider has to show the screen

shots of the solution to the organization so that if

organization needs any change in the design that can be

easily changed.

Database structure: -Service provider has to design and

show the data structure back to the organization.

Prototype Presentation: - Service provider has to present

the solution in front of Board of members.

Documentation: - This documentation include all the arise

problem in the project and their solutions. This file will

include the result of all type of testing and their results. This

document will include the methodology that applied to the

project.

Applicable Standards

Service provider has to consider all the prospective of the

different level like

W3C standards

HCIU Standards



Languages

Symbols

Privacy

Updated information on time

Acceptance Criteria

Solution that is provided by the service provider has to pass the

checklist of the entire requirement. This solution will be

according to the organization standards.

Special Requirements

Service provider should has minimum 5 year experience in

this filed.

Offsite service provider has to travel for the presentation and

meetings.

Work must be done on time.

Figure 10: Contract Statement of Work

Planning Contracting

This phase includes preparation of document that is needed for the potential seller who will do the

company’s work. Preparation of documents include following phase.

Request for Proposal

Request for Proposal

Purpose of RFP

Unique Identification Authority of India is looking for a

company to develop a system that provides a unique id no. to

each individual of this country, so that he is uniquely identified.

Also it aims to provide a single card rather than different driving

license, ration card and others.

Organization’s

Background

UID is constituted by government of India to control and

maintain a central database.

Basic Requirement UID is in view of developing a real time system to maintain a

centralized for the citizens of India. It will capture all the details

of the people by registering them into the system. The system is

also enabled with biometric devices like finger-print and retina



scanner. By this the government wants that the user has only 1

card with him that is the UID card and he is freed from cards

like ration, driving etc.

Hardware and Software

Environment

Services provider need to have own hardware and software for

making this project. As this is an IT related project in which

service provider need to have basic configured Laptops and

PC’s. It also needs biometric readers like finger-print scanner

and retina scanner.

Description of RFP process

UID will select the company which has core competence in the

development field as well as the on the services being promised

offered by the outsourcing company

Statement of work and

schedule information

UID by Gov. of India

Table 26: Request for Proposal

Requesting seller response:

UID will send these templates regarding the development of system to all respected IT companies

for the contract. The organization will advertise this proposal on website, newspapers, etc. to those

service providers which have core competence in the development field.

Selecting Sellers:

Once organization receive proposal from seller, they will filter the seller on the basis of following

criteria.

Proposal form Infosys Proposal form Capgemini

Criteria Weight (%) Rating Score Rating Score

Technical

approach

30

Management

approach

30

Past

performance

20



Price 20

Total Score 100

8.2. CONTRACT MANAGEMENT

Contract management is the process of ensuring that the seller meets the performance requirements

of their contracts. For larger projects with multiple products and services, an important aspect of

contract management is the management of interfaces between the different suppliers. The legal

nature of the contract, it is imperative that the project team is very well accepted as part of the

legal implications of actions during the administration of the contract.

After the selection of the service, the organization will sign a legally binding contract with the

service provider so that the service provider for the required guidelines in line for the organization

within budget and time. As the needs of the organization are clear enough. No change in

requirements.

Closing

Contract close-out is similar to administrative closure both product verification (Was all work

properly and satisfactorily and administrative close out and closed the updating of records to reflect

final results and archiving such information for future use) included. The terms and conditions of

the contract may require certain procedures for handling contract close-out. This is the final step

of the procurement management. This phase includes the successful completion of the project

within time and budget.

Methodology

I have used PMBOK (Project Management Body of Knowledge) method is a collection of

processes and knowledge areas generally considered best practice in project management

discipline accepted.

As an internationally recognized standard (IEEE Std. 1490-2003) that provides the fundamentals

of project management, irrespective of the nature of the project involved construction, software,

engineering, automotive, etc.



PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects.

The basic concepts apply to projects, programs and operations. The five basic groups of the process

are:

Introduction

Planning

Execution

Monitoring and Control

Closure

The nine knowledge areas are:

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Finger print scanner applied to the system with order copy

Figure 11: Eikon Touch Fingerprint Scanner



Retina scanner applied to the system

Figure 12: Retina Scanner

Original Software Cost

With 1-year MSDN

Subscription*

Product Buy Upgrade Buy Renew

Visual Studio 2010 Ultimate - - $11,899 $3,799

Visual Studio 2010 Premium - - $5,469 $2,299

Visual Studio 2010

professional

$799 $549 $1,199 $799

Visual Studio Team

Foundation Server 2010

$499 $399 - -

Visual Studio Team

Foundation Server

$499 - - -

Visual Studio Load Test

Virtual User Pack 2010 (1000

Virtual users)

$4,499 - - -

Table 27: Original Software Cost



Windows 8 Original Price

Available Versions

Microsoft windows 8 will be available in different versions and prices, initially with discounts:

Windows 8 32-bit or 64-bit version OEM -$99.99

Windows 8 Pro 32-bit or 64-bit version OEM-$139.99

Windows 8 Pro Pack (product key only, upgrade windows 8 to windows 8 pro) - $69.99

(original price-$99.99)

Windows 8 professional Upgrade (upgrades any windows XP/vista/7 PC to windows 8 pro)

- $59.99 (original price-$199.99)

Microsoft has dropped full retail versions of its operating systems and therefore end-users will

have to get OEM versions for personal use. The good news is that they are less expensive, the bad

news is that they do not offer tech support.

Laptop used for data gathering

Figure 13: Lenovo IdeaPad G470



Pay Slip of the System

UID Pay Slip for the period 2015

Employee ID : Name :

Department : Designation :

Date of Joining : PF Account Number :

Days worked : ESI Account Number :

Bank Acct/Cheque Number : Father’s/ Husband’s Name :

Earned : Casual leave :

Earnings Amount Deductions Amount

Basic Pay 15,238.65

Dearness Allowances 7,619.93

Medical Allowances 2,285.80

Overtime 1,364.17

House Rent Allowance 6,095.45

Conveyance Allowance 3,809.65

Employee state Insurance 0.00

Provident Fund 780.00

Professional Tax 200.00

Total Earnings 36,413.97 Total Deductions 980.00

Previous Balance 0.00 Net Pay (Rounded) 35,430.00

Carry Over Round-off 3.07

Figure 14: Slip Pay of the System



8.3. RESEARCH

Procurement Management PMBOK is described as "the process includes the processes to purchase

or acquire the necessary products, services, or results outside the project team to do the work."

defined

Procurement Management includes processes, which are as follows:

Plan Purchases and Acquisitions - determining what to purchase or acquire, and

determine when and how.

Plan Contracting - documentation products, services, and results requirements and

identifying potential sellers.

Request Seller Responses - obtaining information, quotations, bids, offers, or any

appropriate proposal.

Vendor Selection - Review of offers, the choice among potential sellers, and negotiating

a written contract with each manufacturer.

Contract Administration - managing the contract and the relationship between buyer and

seller, reviewing and documenting how a seller is performing or running has to establish

corrective action when needed and a basis for its future relationship with the seller, the

changes related to contract management where appropriate, the management of the

contractual relationship with the outside buyer of the project.

Contract - Completion and each agreement, including resolution of any open items, and

closing each contract for the project or a project phase.

The detail description of the Procurement Management Processes is as follows which include the

input, tools & techniques, and the output for each process.

The project management processes involved public contracts, which are legal documents between

a buyer and a seller. A contract is necessary that both sides agreed that the strength of the seller to

deliver the agreed services, or results, and require the buyer to provide monetary consideration or

other. A flowchart of sound procurement management processes would lead to systematic

procurement management.



Figure 15: Methodology



Alternate methodologies for idea generation

Made as the case study and intensive research various alternatives have been developed.

Alternatives include the recruitment and time management are different

Purchasing Management

Plan Purchases and Acquisitions

Procurement Plan

Request Seller Responses

Select Sellers

Administration Agreement

Contract

After analysis of the alternatives, it was decided to hire the plan and acquisitions, take over the

procurement and contract administration plan to solve these problems. (Explanation below)

The Plan Purchases and Acquisitions process includes consideration of potential sellers,

especially if the buyer wants a certain amount of exercise. The influence or control over

the hiring decision resolves the following issue.

The recruitment process for the plan prepares the necessary documentation to support the

Replies Sale Application process and Select Sellers process and time management of the

contract itself includes the use of appropriate project management processes to the

contractual relationship (s) and the integration of these processes results in the overall

management project, namely the solution of following set of tasks.

The hardware and software is delivered still under negotiation, as it was completed 40 days

only to the project.

Personal Journal / Experience Record

Entrepreneurship seems to be a very lucrative career for many aspiring engineers and the same for

me. Acquisition Management has definitely improved my skills and knowledge added to help me

with my business competently and effectively in the future.



8.4. REFERENCES

1. Planning contracting. Available: http://www.projectsmart.co.uk/pmbok.html . Last accessed 9th

October 2015.

Why this site has been referred:-It provides with expert explanation of the project management

methodology with its components.

2. Methodology used. Available: http://projectmanagement.blogspot.com . Last accessed 17th

October 2015

Why this site has been referred: It gives with the proper explanation of project planning and

controlling with appropriate examples.

3. (1996). A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE. 12th ed.

USA: PMI. 1-12.

Why this site has been referred: This book provides with the detailed explanation of each and every

step involved in the procurement management with the examples.

4. Make or buy analysis. Available: http://project-management-

knowledge.com/definitions/p/project-procurement-management/ . Last accessed 16th October

2015.

Why this site has been referred: This site provides an expert judgment on the make and buys

analysis with suitable examples.

http://www.projectsmart.co.uk/pmbok.html

http://projectmanagement.blogspot.com/

http://project-management-knowledge.com/definitions/p/project-procurement-management/

http://project-management-knowledge.com/definitions/p/project-procurement-management/

Final PM Assignment

Documents

Transcript of Final PM Assignment