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8/10/2019 Project Management Planning Assignment
1/15
PROJECT MANAGEMENT 642Michael David PasqualeAssignment Submission 2
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PROJECT CHARTER
Sponsor: CityofWanneroo
Project Title:
ProvisionofaMobileWorkingSolution;forCommunity
SafetyandEmergencyManagement,Rangersand
HealthServiceOfficers
Prepared By: MichaelDavidPasquale Date: 1March2013
Problem/Opportunity Statement: The Mobile Working Solution (MWS) is to
provideamobilefunctionalitytoallusersofthesolutionwhileoperationalor
asrequired.Thissolutionhasahardwarecomponent,andsoftwarecomponentwhichisinstalledintoamobilesuiteinvehiclestoenableadministrationtasks,
roamingavailabilityofCityresourcesandincreasedefficiencies.
Theopportunity of thisprojectwas to ensure that thebusinessunitswere
equippedwith thecorrect toolsandmeanstoaddressachangingbusiness
world, with an ever-increasing reliance onmobile data solutions. This MWS
creates a reliable and dedicated tool to enable shift workers to reduce
administration time at the home-base, while maximising labour costs to the
dedicated stakeholders (Residents, Fire and Emergency Services Association
(FESA)localbusinessesandStateGovernmentDepartments).
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Key Deliverables:
1. ScopepreparedinconjunctionwithInformationandCommunication
Technologystaffwhichaccuratelyaddressesrequirementsoutlinedby
ProjectSponsor.2. ProcessMappingofallbusinessunitsthatwillincorporatetheMWS
intotheiroperations,toensurethatallrelevantaspectsaredocumented
3. RestrictedTenderProcesstofollowfromapreviousExpressionof
Interestwhichprovidedasuitablelistofvendorswhomareableand
willingtotenderagainsttheScope.
4.
Key Requirements
1. ScoperequiressignofffromDirectorsandCoordinatorsofContracts
andPurchasingpriortoadoptionfromProjectCommittee
2. MWSSolutionrequirementsinclude:
MobileTabletsorsolutiontoprovideformobileworkingandaccess
Softwaresuitemountedin-vehicletobycompliantwithAustralian
DesignStandards2009.
ProvisionofaServiceLevelAgreementbetweentheproviderand
theCityforsupportandmaintenance
Licenceoptions/flexibilitytoallowforadditionalunitstobeprocured
atalaterdate
3. ProjectCostsarerequiredtobewithintheallocatedbudget,orthey
willberejectedatprojectadoptionbyChiefExecutiveOfficer
4. SolutionmustbedeliveredbyDecember2013
5. SolutionmustbeabletointergratewithexistingCityFinancialand
mappingsoftware
6. SolutionmustbeabletodirectlyinterfacewithCityoperatingSystems.
Exclusions
TrainingofuseoftheSystem
ProvisionofaMWSforotherdirectorates
BENEFIT KPIs
Allusersofthesolutionareableto
conductbusinessasusualfrom
outsidetheirworkstations
Theongoingrolloutanddeliveryof
theMWS
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Greaterefficiencythroughtheuseof
aworkingsystem
Low-nilrequirementforsoftware
supportandortroubleshooting
Abilitytoutilisephotoandvideo
capabilitiestorecordevidence
Reviewofimagesandvideocollected
againstscopepriortoprojectconclusion
Abilitytoprintandissueinfringements
onthespot,inconjunctionwithlive
datatracking.
Recordedissueswithprinting,
managementinfringementsand
accessingexistingdatawhileroaming
Strategic Alignment
TheCityofWannerooensuresthattheprojectworkthatitundertakesisboth
alignedtotheallocatedbudgetssetforthbyitsExecutiveLeadership
Management,andtheStrategicandCorporateBusinessPlans2006-2021.
Projectswillalwaysberunwiththeintentionofprovidingsafercommunities,
betterefficienciesandagreaterreturnoninvestmentstoensurethattheCity
remainseconomicallyandsustainable.
Approximate Cost
$240,000ofmaximumbudgetallocatedforproject.Projectcostswillvary
dependingonfinalMWSchosentoaddressrequirements.Estimatedthatthe
averagesolutioncostwillbe$190,000-240,000fromExpressionofInterest
information.
Approximate Timeframe
1stJune2013December2013anticipatedandwilldependonfinal
proposalsgiventoCityviavendorproponents.
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Key Risks
LimitedProjectStaffforproject
Nocapitalisationofstaffcostsresultsinmid-yearbudgetreview
variances
Lackofabilityforsolutiontodeliveragainstscope
HigherthananticipatedcostsforMWScouldreturnfromRestricted
Tender
InitiationProjectbytheCity,additionalreportinginformationcouldhinder
progress
APPROVAL Yes / No
Authority: ______________________________
Date:____________
Sponsor
B.
REQUIREMENTS TRACEABILITY MATRIX
Product Requirement Deliverable component
Mobileandworkingsolutionforthe
selectedbusinessunits
Handheld or portable system with
the loaded software and
complimentinghardware
Support and on-going maintenance
for any issues arising with the
product
ServiceLevelAgreement/stoensure
thatamutualunderstandingbetween
theCityandthevendor inrelation
tosupport
Be able to provide printing
capabilities to issue on the spot
infringementswhenrequired
Hardware that supports capabilities
within the software component to
printandissueinfringements
To be able to interface and
harmonise with existing City
architecture toprovide a seamless
Dedicated frameworks to cater to
data-push and live updates which
arespecifictothedesignedsystem.
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integration
PROJECT
TITLE
ProvisionofaMobileWorkingSolution;forCommunitySafety
andEmergencyManagement,RangersandHealthServiceOfficers
WBS # WBS ELEMENTS
1.0ScopepreparedinconjunctionwithInformationand
CommunicationTechnologystaffwhichaccuratelyaddresses
requirementsoutlinedbyProjectSponsor.
1.1 ProjectSponsoragreestothescopeprovided;allowsfor
allocationofresourcesdeterminedatprojectmanagement
steeringcommittee.
1.2 Resourcesarepooledandmanagedbyprojectcoordinatorwho
allocatesplansandtasksaspectsofprojectaspre-determinedbyprojectscopedocument.
2.0 RestrictedTenderisopenedtoproponentsforaperiodof14
daysasperTenderingRegulationsoftheLocalGovernment
Act1995
2.1 RestrictedTenderisclosedandassessmentsarereviewed
againsteachotherandthemostsuccessfulproponentis
includedintherecommendationreportforsign-offbyChief
ExecutiveOfficer
2.2 Reportiswrittenbyallmembersoftheassessmentpaneland
isapproved
2.21 IfreportisrejectedbyCEO,thenamendmentsaremade
eitherbychangesorinclusionofinformation,ortheselection
ofasecondaryproponent
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2.3 Contractnegotiationscommencewiththerecommendedtenderer
viatheassessmentprocess
2.4 Specificationsareagreeduponifrequiredandproposalsare
acceptedbyrelevantdepartments.Deliverydatesarealsoset
inaroll-outmanner(dependingonproposal).SLAisalso
agreedupon
3.0 Testingofsoftwareandhardwareatcheckpoint#1
3.1 Testingofsoftwareandhardwareatcheckpoint#2inclusion
ofchangesfromcheckpoint#1
3.2 FinalCheckpointofsoftwareandhardwaredevelopmentand
inclusionofchangesfromcheckpoint2
3.4 Presentationoffinalsoftwaretoallusersandbusinessunits
forcomment
4.0 Installationofcomponentsintovehicles
4.1Wetruntestofcomponentswithstaffanddedicatedinduction
andtrainingstaff
4.12 Adjustmentsandanychangestohardwareinstallationor
softwarearemade
4.2 Commencementofserviceperiod
A. Describe a possible SCOPE CHANGE requested by the sponsor. Fully
evaluate therequestedchange.Produceandexplaintherevisedsectionsof
WBS,assumingthatthechangeisaccepted(10marks)
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Situation:TheProjectSponsorhasrequestedthatthereisaprovisionmade
for the solution to come from two separate parties. TheSoftware will be
providedbyaseparateproponenttotheproponentprovidingthehardwareto
reducetheriskoftheprojectgoingovertime.
ThefollowingchangeswilltakeplacetotheWBS:
PROJECT
TITLE
ProvisionofaMobileWorkingSolution;forCommunitySafety
andEmergencyManagement,RangersandHealthService
Officers
WBS # WBS ELEMENTS
1.0ScopepreparedinconjunctionwithInformationand
CommunicationTechnologystaffwhichaccurately
addressesrequirementsoutlinedbyProjectSponsor.
1.1 ProjectSponsoragreestotheChangedscope;allowsfor
allocationofadditionalresourcesdeterminedatproject
managementsteeringcommittee.
1.2 Resourcesarepooledandmanagedbyprojectcoordinatorwho
allocatesplansandtasksaspectsofprojectaspre-determined
byprojectscopedocument.
2.0 RestrictedTenderisopenedtoproponentsforaperiodof14
daysasperTenderingRegulationsoftheLocalGovernmentAct1995.
2.1 RestrictedTenderisclosedandassessmentsarereviewed
againsteachotherandthemostsuccessfulproponentsare
includedintherecommendationreportforsign-offbyChief
ExecutiveOfficer.Oneproponentwillprovidesoftware,onewill
providehardware.
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2.2 Reportiswrittenbyallmembersoftheassessmentpaneland
isapproved,withtwoproponentsprovidingseparatecomponents
atarevisedandearlierdate.
2.21 IfreportisrejectedbyCEO,thenamendmentsaremade
eitherbychangesorinclusionofinformation,ortheselection
ofadifferentproponent
2.3 Contractnegotiationscommencewiththerecommended
tenderersviatheassessmentprocess,andseparatemeetings
areheldtoensurethatsoftwareandhardwarecompatibilityare
ensured
2.4 Specificationsareagreeduponifrequiredandproposalsare
acceptedbyrelevantdepartments.Deliverydatesarealsoset
inaroll-outmanner(dependingonproposal).SLAisalso
agreedupon.
3.0 Testingofsoftwareatcheckpoint#1
3.1 Testingofhardwareatcheckpoint#1
3.1.2 Testingofsoftwareandhardwareatcheckpoint#2inclusion
ofchangesfromcheckpoint#1
3.1.3 Meetingwithrepresentativesofeachvendortoensurethat
compatibilityisretainedafterproposedchangesfromfirst
checkpoint
3.2 Testingofsoftwareatcheckpoint#2
3.2.1 Testingofhardwareatcheckpoint#2
3.2.2 Meetingwithrepresentativesofeachvendortoensurethat
compatibilityisretainedafterproposedchangesfromsecond
checkpoint
3.3 FinalTestingofsoftwareatcheckpoint#3
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3.3.1 FinalTestingofhardwareatcheckpoint#3
3.3.2 IntegrationofsoftwareandhardwareintoMobileWorking
Systemandwetruntestingwithallusersforfeedback
3.4 Presentationoffinalsoftwaretoallusersandbusinessunits
forcommentandsystemreview
4.0Installationofcomponentsintovehicles
4.1Reviewofsystemafter5businessdayswithbothvendors
presenttoprovidefeedbackandadjustmentsifnecessary
4.2 Commencementofserviceperiod
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ThechangesthathavebeenmadetotheWBSareindicativeofthechange
ofscope.Thechangemadetothescopehasde-centralisedtheprocurement
fromonevendortotwo,meaningthatthereisincreasedresourcesavailable
fortheproject,howeverincreasedriskandmanagementrequired.
Theincreaseinmanagementisfirstlyvisibleintheadditional8WBSsteps.
Furthermore,althoughnotlistedintheWBS,additionalstaffwouldberequired
tohandletheadditionaladministrationtosupportasecondvendor.TheCity
doesnthavededicatedteamswhichmanagecontractsandservicedeliveries,
thereforeitreliessolelyonadditionalcapacitythroughthereallocationof
businessasusualtasking.Whentheprojectwasfirstconceived,thiswas
basedonthemanagementofonevendor,nottwo.
Thefollowingmethodisusedtoevaluatethechangerequest:
Analyse the effects of the changeimpactsoncost,schedulingresources
andother
Plan the Impactwhatwillbetheendresultontheprojectplan
Control the changehowdoyou/teamplantocontrolthemethodof
inducingthechange
Reviewisthisrequired,feasibleandabletobedone
Theeffectsofthischangeofscopemeananadditionallevelofresourcesarerequiredforbothadministrationandwork(time)purposes.Afinitelevelof
bothworkandovertimewasallocatedoriginally,thereforethischangewill
requirefurtherfundingwhichhasnotbeenapprovedviathesteering
committee.Areviewisunabletobeconductedofthebudgetasthereview
periodisnotuntilDecember.
Severaltaskswillbescheduledsoonerthanoriginallyplanned,resultingin
increasedslack,oranearlierfinishdate.Howeverduetothedelicatenature
ofrunningtwoproviderssimultaneously,alargeamountofslackwillhave
tobeusedintheroll-outphaseoftheproject,andinthiscasetheslack
saved,willnotbeenoughtocoverwhatisrequired.
Thecostsofthischangeofscopewillonlybeknownviatheproposals
received.Speculationstatesthatifwereceivecompetitivetenderersintheir
ownfields,thetotalcostwillbelowerduetoeconomiesofscaleandtheir
abilitytospecialise.Therewillbeanincreaseinvariablecoststhroughmore
staffandresourcesfortheproject.
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Theimpactofthischangeisgreatinforesight,howeverlookingatthe
impactsfromacost-benefitanalysisyieldsthatfortheeffortrequired,the
payoffisfarless.Inlargerorganisationswithdedicatedandmoreexperienced
staffthismaybefeasible.Howeveranotherlargedeterrentisthefactthat
thisisalsothefirstoutcomes-basedTendertheCityisrunning.Thereforethe
appetiteforriskisminimal.
Thechangewouldbecontrolledbyarevisedscopebeingsubmittedtothe
projectsteeringcommittee.Asmallermagnitudeofchangewouldonlyrequire
consensusfromtheteam,howeverduetothetotalcostofasingleproposal
beinglessthan$250,000,thisenablestheCEOtousehisdelegated
authoritytoindividuallyacceptproposals(additionalpaperwork).Anassistant
wouldbeassignedtotheleadprojectmanagertoensurethatheisableto
efficientlyrunhisteam.
Workingontheassumptionthatthescopeisacceptedbyproject
managementcommittee,meansthatadditionalcostswouldbeincurredaspart
ofthisproject,longertimeframeswouldberequiredtoensurethattheproject
deliveryisnotlateandadditionalconsultationfromthevendorstoensurea
compatibleproductisproduced.
Thechangesrequiredtoemploythisscopechangeareillustratedabove,with
abriefreviewoneachchangeprovidedbelow.
*insertlinkstoeachstageofWBS.
Question 1:
Deliverables are:
TheCompetitiveIntelligenceSystem(CIS) Instructionmanuals
Coding(asaproduct)
MiniProjects
Reportsofcostsandstructures
Technicalsupport/interactivetutorials(fortheCIS)
Benefits are:
Greaterimprovementsinthemanagementoftacticsandstrategies
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Providingabenchmarkfortheindustryforotherprojectstobe
compared/modelledon
Allowsforanearlyidentificationorrealisationofstrengthsandor
weaknesses
Providesabasisforbeingabletocontrolandmanipulatedeadlines
andcosts/funding
Projectprovidesafeelingofownershipfromwithintheorganisation
o KPIrequirementThereductionofpaperconsumptionwithina
threeweekperiodoftheprojectcommencing.Thisisa
measurableKPIinwhichtheprojectcanbeputtothetest
throughthecontrol/manipulationofcosts(measuredabove)
Strategic Alignment
Theprojectenablesthecompanytoremaincompetitivewiththeprivate
sectorreducescostsandincreasescompetitionandcustomer
satisfactionallowsforbestbusinesspractice
Alignscurrentbestbusinesspracticemodeltobeadaptedoffproven
privatesectormethodologies/techniques
Theuseofspecialiststaffenabledemploymentandincreasedinter-
workplacestakeholderrelationships(creatingnichebusinessunit)
Byintroducingnewtechnology,allowsfortheadaptationintoachangingmarketandincreasesefficienciesforcompany-introduces
changetoallowpresenceinthechangingmarket.
2. Describe one specific project planning problem encountered in this project,
and how it may have been avoided or better managed.
Theprojecthadclearlybeenunderplanned
Adeficiencyofcleardirectionandownershipispresentinthiscase.Dueto
assumptionsbeingmadeabouttheproject,specificallyaboutwhatbest
practicewasandhowtherewasproventechnologythatcouldbeimported
withlittlework.
Assumptionsareproblematictomanageifnotplannedcorrectly,particularlyif
theprojectteamhavemadedeliberatefeaturesoftheproblemtoinclude
planningandimplementationstagestooccursimultaneously.Moreover,theteamhadnocleardirectionaboutbestpractice,andwereinterpretingit
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differently,simultaneously.buildingblockswereunabletobeputtogether
withoutconsensusonastructure.Thisevidentthatthisleadtounrealistic
taskachievement,demandsforhighlydetailedinstructionswerenotmet;due
tonocleardirectionandtheeventualdrifttoturfbattlesandeventuallya
lackofmotivation,internalandexternal.
Failingtoadequatelyplanandmakeprovisionsfordynamicscenariosinyour
projectiscriticaltoensuredeliveryandamanageableproject.Ensuringthat
thereisthecorrectleveloffeedbackvis--vispotentialCISclientsboth
internalandexternalallowsarichpoolofinformationwhichcanprovidea
feedbacklooptowhatbestpracticeactuallyis.
Theconclusionaspectoftheliteraturestatesthattheapproachshouldincludemoreresourcesandtimetotheplanningphase.Itcontinuesbystatingthat
thisleadstoasequentialapproachtogoaldefinitionandimplementation.
Thesetwoareasarekey,andhavebeenprovenbyareflectionbythe
systemsteam.
1. Describe one specific example of good project planning in the project.
Thisprojecthasmeritinhowinplannedtheteamsstructure.Itprovideda
pre-determined organisational structure, with clearly defined communication
channelsandmeetings,toensurethatif/whentheprojectfacedacrisisor
seriousissue,communicationwouldensureitmaybeavoided.
Inthiscase,thecommunicationplanninginvolvedmeetingeveryotherweek
toprovideanassessmentofthecurrentprogressoftheproject,andareport
totheprojectcoordinator.Byhavingestablishedanddefinedcommunication
channels,informationthatmaynotbefed-backtootherbranchesoftheteam
mayresultinfailuresoftasks.Agreatdescriptorofthisisthefeedback
loopsystem,wherebyinformationthatispassedbackdowntheloophasan
effectonthestartingpointtoreact,acauseandeffectcycle.
Theteamwereabletoavertdisasterduetothiscommunication.Theproject
coordinatorwasinformedviaoneofthesemeetingsthatwithoutserious
changetothedirectionorplannedoutcomeofthisproject,thelikelihoodthat
thisprojectwouldfailwashigh.Bestpracticecommonlyincludesthatprojects
includereportingandcommunicationguidelines,whichwasdoneintheabove
situation.
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Additionally,researchhasshownthatprojectcoordinatorsthatpossess
exceptionalleadershipqualitiesoutperformtheircounterpartsduetotheir
communicationskillsandabilitytoinducecommunicationwithintheirteams.A
ruleofthumbinprojectmanagementstatesthat80%ofyourtimeshouldbe
inleadership(communicationisalargeaspect)and20%shouldbeon
transactionalactivities.Thisshowshoweffectivetheirgoodplanningwasby
exampleintheliterature,andfromothersituationsinprojectmanagement.