Project Management - Pulasthi Kotalawala - IS363 Assignment

IS363-Project Management
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PROJECT MANAGEMENT PAN !OR
INTEROPERA"IIT#
AT
COC$E%TER IN%TIT&TE
'(
%T
APRI )''(

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Table of Contents
Project Management Plan"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
Introduction""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
#$stract""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
Project #%%roach""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
Sco%e o& the %roject"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
'uman (esource Management Plan"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
)ost *ene+t #nal,sis""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
)ost Management Plan""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
Project Mind Ma%""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
-ork *reakdown Structure"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
-*S .ictionar,""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
/antt chart"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
(isk Management"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
(isk Management Plan"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
0ualit, Management""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
0ualit, Management Plan""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
)ommunication Management"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
)ommunication Management Plan"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
)onclusion""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
(e&erences""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
#%%endi1""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
#%%endi1 #"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
#%%endi1 *"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""
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Section '&
Project Management Plan
Introduction
,olchester institute offers further and higher education facilities for &',''' full D time
and part D time students through standalone Eirtual 0earning 4nvironment 8E049. Fayne
Gacon, who is information and technology manager at ,olchester Institute has appointed as a
proHect manager of Foint Information System ,ommittee 8FIS,9 to implement interoperability
in ,olchester InstituteIs learning systems. This report is about management approaches that
Fayne Gacon follows during the proHect.
Abstract
This proHect is to investigate technical and other issues with the current E04
JTekni,20K and .retwell #rowningIs 4GS, which is the student record system component in
a !anaged 0earning 4nvironment 8!049. The proHect conduct interoperability plots to
improve the interconnection between systems, while enhancing the operations in !04.
!ain obHectives of the proHect as follows
Test interoperability between E04 and !04.
#ata exchange between !04 to E04.
4asier the exchange of student course data.
Tracking the student achievements within !04.
Project Approach
FIS, set up !anaged 0earning 4nvironment Steering Lroup 8!04SL9 to assist
.urther 4ducation institutes to develop !04Is. !04SL helped ,olchester Institute to check
feasibility of interconnection between systems. roHect team consists of steering group,
students group, and small team, who are working along with their current Hobs in ,olchester.
Student group is to identify curriculum areas for the system.
Fayne used uncommon structured methodology, which have some similarities to
6I/,4 methodology to handle the proHect. 2ccording to the Fayne this structured approach
having more control and focus to the proHect, while it able to identify clear obHectives,
challengers, inputs, and outputs to the system.
roHect was managed with proactive communication strategies, which helped to
eliminate confusions and encourage stakeholders to corporate with proHect. Fayne analyMed
stakeholders with 4ST and SN-T methods before she made alliance with them. "ick off
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meeting with proHect team and regular progress meetings with vendors helped her to have a
consistent contact and exchange ideas with them.
Scope of the project
Scope of the proHect is to achieve interoperability between systems and achieve
student course data exchange between !04 to E04 within nine months time. Intention of
interoperability proHect is to establish the feasibility of interconnection between E04 and
!04 systems within the constraints of Information !anagement Systems 8I!S9 and .urther
4ducation 8.49 standards.
Scope management plan contains information relevant to the proHect approach. This
scope management plan is known as a JroHect ,harterK. It contains information on roles and
responsibilities of the proHect team and stakeholders. This shows the scope framework for the
proHect.
*Re+er appendi, A +or Pro-ect Charter.
Human Resource Management Plan
1uman 6esource !anagement lan assists proHect manager to organiMe and manage
the proHect team by assigning 6oles and 6esponsibilities to them.
Human Resource Planning
#etermine the proHect roles and responsibilities and document the roles and
responsibilities by assessing their skills.
Acquire Project Team
Fayne had obtained 2cademic 6egistry by employing Senior !anagement Team and
1ead of IT services to accomplish transparency of the data. !oreover FIS, put up !0S4L to
conduct interoperability pilots.
Develop Project Team
Team building events organiMed to improve the performances of the team members
during the proHect.
Manage Project Team
Tracking of the team members performances by the minimum bureaucracy approach
helped to resolve issues and coordinate changers to the proHect performances.
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Cost Beneft Analsis
,ost benefit analysis must perform during the proHect Cuality !anagement phase.
This analysis will give higher productivity to the proHect within less cost. This is increased
stakeholder satisfaction, while encouraged them buyB in to the proHect. So the budget of the
interoperability proHect as follows.
So the tangible cost of the proHect is O +)%''. redicted first year tangible benefits of
the system are O ?%'''. So the 6eturn on Investment 86I-9 from the proHect is:

6eturn on Investment 86-I9 = O?%''' D O +)%'' P&'' = )/0123
O+)%''
Therefore the 6-I ratio indicates that the proHect is profitable to the ,olchester
Institute.
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Cost Management Plan
urpose of the ,ost !anagement is to complete proHect within approved budget.
Three steps of achieve cost management plan as follows.
Cost Estimation
4stimate cost of resources that will incur during the proHect development process. The
proHect cost includes the cost for 1ardware, Software, 0icense, Infrastructure, !aintenance,
Internal and 4xternal !anpower, 6esearch on Interoperability, G, cost etc.
Cost Budgeting
,alculate the estimated costs of all the activities to prepare cost baseline. This cost
baseline was published in the progress reports.
Cost Control
,ontrol the cost difference and do changers to the proHect budget according to the cots
variation. 2ccording to the reQuested specification changers of the system by the Institute the
cost baseline had also changed.
Project Mind Map
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!or" Brea"do#n Structure
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!BS $ictionar
WB code Activit! Description
(0' Initiation
&.& Select proHect manager Select proHect manager of a Foint Information
System ,ommittee 8FIS,9.
&.$ Set up !04SL !anaged 0earning 4nvironment Steering Lroup
8!0SL9 to carry out interoperability pilots.
&.$.& ,onduct Interoperability
plots
Implement the interconnection between systems
and !anaged 0earning 4nvironments.
&.+ 6eport on current E04
and 4GS systems
repare a report about institutes current systems by
analyMing them.
&.? #etermine cultural issues #etermine how the old system and the new system
identify the cultural parameters such as gender.
&.@ Identify stakeholders 2nalyMe stakeholders by using management tools
such as 4ST and SN-T.
&.* #etermine proHect
obHectives
Identify proHect goals and outcome.
&.*.& #ata exchange between
components
4xchange data from !04 to E04 for provide
study materials relevant students.
&.*.$ Test Interoperability Test interconnection between E04 and !04
&.) #evelop proHect scope
statement
,reate NGS and NGS dictionary
)0' Planning
$.& Scope planning #efine how the scope of the proHect arrived at
$.$ #etermine the proHect
team
#evelop proHect charter to identify the proHect team
$.+ ,reate activity schedule 2llocate timeframe for relevant activity
$.? ,ost management plan lan expenditure for the proHect
$.?.& ,ost management
documentation
repare report on cost allocation for tasks
$.@ #etermine Quality
standards
4mploy methodological approach to ensure the
Quality of the final product.
$.* 1uman resource planning 2ssign team members to their relevant positions
$.*.& 1uman resource
documentation
,reate document for
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$.) ,ommunication planning #etermine methodologies to communicate the team
members, vendors and stakeholders.
$.).& ,ommunication plan
documentation
#etermine how and when the proHect progress
meetings were handled.
$.% 6isk management
planning
!itigate risks that can occur during the proHect
development.
$.%.& 6isk management
documentation
,reate list of risks that are analyMe and identify
during the 6isk management planning
$.( Test planning .orm a plan to carry out hardware and software
testing after the implementation.
$.&' lan urchase and
2cQuisition
#ecide vendors to purchase hardware, software,
and other materials.
40' I5ple5entation and
Testing
+.& 4xecute proHect
management plan
Lain approval to continue the proHect
+.$ Investigate and analyMe
current E04
4xamine JTekni,20K current standalone Eirtual
0earning 4nvironment 8E049 of the institute.
+.$.& Integrate ,urrent E04 Guild interoperability with !04.
+.+ Investigate and analyMe
current !04
4xamine J.retwell #rowningIs 4GSK current
!anaged 0earning 4nvironment 8!049 of the
institute.
+.+.& Integrate current !04 Guild interoperability with E04.
+.? Implement test plan #ivide testing into steps to easier the testing
+.?.& ,urriculum mapping with
E04
,heck divisions of student information in the
system.
+.?.$ Testing with virtual
student data
,heck interconnection with the !04
+.?.+ Ealidate the system Ealidate the system to ensure Quality standards.
+.@ 6ecommend changers >
,orrective actions
Identify the changers needed and resolution for
situation
+.* Team building Live recognition, offer rewards, and motivate team
members
60' Monitoring and
Controlling
?.& !anage proHect team lan replacements for team member during their
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absences and holidays.
?.$ 6isk review 6isk review is to manage reserve by measuring
risk, if there is a threat detected
?.+ 6eview the system 2ssess the functionality of the final system from
the vendors end.
?.? 2pprove changers 2pprove changers that determined during
implementation stage.
?.@ 1old monthly meetings Schedule monthly meeting with vendors,
stakeholders, and proHect team to ensure the proHect
acQuiring goals within the reQuired time scale.
?.* !onthly report on
performances
To ensure the tasks are within the proHect plan and
measure the progress against goals.
70' Closure
@.& 3ser training Train staff by having staff development sessions

@.$ 4valuate the new system !eeting the students, who has use the new system
and discuss their experience about the new system
@.+ 3pdate the lesson learned
in knowledge base
0esson learned, methodology used during proHect
store in the knowledge base to future references.
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%antt chart
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Section '+
Ris" Management
3ncertainty leads to a risk of the proHect. The main uncertain factor that has opportunity
to arise during the proHect was interpretability failure. 4xcept this main risk we have identified
several risk issues that have an effect on a proHect.
Risk E++ect Measures
Time 1igh 5Inform deadlines and milestones week before to the proHect
team and stakeholders via telephone and eBmails.
5roduce realistic time schedules.
5.ollow Gusiness ,ontinuity lan 8G,9 to overcome delays
due to absent of proHect member.
52mend the schedule according to earlier identified delays.
,ommunication !edium 51old regular meetings and face to face meetings.
5 Implement communication plan.
5 Schedule monthly meetings with whole proHect team and
stakeholders.
5 ,ompile monthly progress report to review and monitor
the progress.
5 Letting clear clarification about the activities by team
members.

Cuality 0ow 5 Implement test plan and adhere.
5 .ollow structured methodological approaches to have better
control and focus on the proHect obHectives and goals.
5 lace milestones for testing and implementations.
5 !anage the proHect within the time schedule.
5 .reQuently review the proHect plans.
0oosing
Stakeholders
1igh 5 2nalyMe and identify potential stakeholders.
5 3se proactive communication strategies to eliminate
confusion with stakeholder.
5 revent overselling the proHect from the beginning.
5 4ncourage stakeholders to buy B in to the proHect.
.ailure in
Interoperability
1igh 5 1aving daily backups of the work.
5 Share the risk with proHect team.
5 Implement and adhere Gusiness ,ontinuity lan 8G,9.
1uman
6esource
0ow 5 4mploy experienced, knowledgeable, and skilled
individuals for the proHect.
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5 Team building.
5 "nowledge transfer among team members to face the
situation, where the key proHect member leaves the group.
5 Train team members if necessary.
Gudget
0imitation
!edium 5 erform cost benefit analysis prior to the implementation.
5 ,ut down extra cost by omitting unnecessary features of
the system.
5 roHect manager act as a .inance !anager to control all
the budgets related to the proHect.
Ris" Management Plan
To mitigate these kinds of risk issues we have followed following risk mitigation process.
De"ine o#jectives D
In this phase we are decide how to perform risk management plan, which will be
using for manage risk activities of the proHect.
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Ris$ %denti"ication D
#etermine risks, which have impact on proHect. .ailure the interoperability is maHor risk
that we are identified prior to the implementation. -ther risk issue also identified during the
proHect.
&uanti"! Ris$ D
4valuate risk by level of impact to the proHect and then prioritiMe the risk according to the
probability proHect obHectives. So risks of the proHect have classified into three. 81igh, !edium,
0ow9
Ris$ Response D
#evelop options and alternative actions that can carry out to minimiMe the threats due to
proHect risks. Therefore we had shared the risks among the team members through the effective
communication.
Ris$ Control D
Implement and adhere the risk management plan for further enhancements of the
proHect.
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&ualit Management
Cuality of the interoperability proHect was depended upon the reQuirements of ,olchester
Institute. .ollowing are some Quality aspects that have to consider throughout the proHect.
8uality Re9uire5ent Measures
,omplete the proHect on time 5 #ivide work among small teams.
5 Set up pilot groups consists of Students and Staff of the
institute.
5 ,reate work schedules.
5 Improve Gusiness ,ontinuity lan to replace absent
proHect members.
5 !onitor activities during the proHect.
4ffective ,ommunication 5 2dhere to proactive communication strategies and plan.
5 ,onsistent contact with vendors by having regular
meetings.
5 Letting clear explanation about activities from proHect
team members.
.unctionality of the System 5 2dhering test plans end of the implementation.
5 Trial testing of data exchange and interoperability took
place at the end.
5 4valuate the system outcome with users.
otential Stakeholders 5 Identify potential stakeholders with use of 4ST and
SN-T analysis tools.
6eliability > usability of
system
5 3ser training and staff development sessions were took
place at the end.

&ualit Management Plan
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Cuality of the product will determine the success of the proHect. So it is essential to plan to
achieve better Quality for the proHect. roHect Cuality !anagement process includes following steps.
&ualit! Planning D
This phase is to identify which Quality standard that the proHect needs to comply with. Ne
used structured methodology that has similarities to the 6I/,4 methodology. This Quality plan is
carry out during the proHect planning stage.
&ualit! Assurance
Cuality assurance determines proHect is conforming to rules and processors of the proHect. This
was took place during the proHect execution. Cuality assurance assist interoperability proHect to keep
reQuired conditions.
&ualit! Control -
In this phase has monitored whether it reached the expected Quality standards and conditions.
This was performed during the monitoring and controlling phase of the proHect development. #uring
the trial and testing phases we are identified several Quality improvements, that the system should
consists of.
!oreover the above Quality measures we are followed Fust in Time 8FIT9 and Total Cuality
!anagement 8TC!9 techniQues to improve the proHect Quality.
*Re+er Appendi, " +or JIT : T8M.
Section '?
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Communication Management
4ffective communication with proHect team and stakeholders ensure that the proHect complete
on time within the budget. .ollowing are some measures that we follow to achieve successful
communication throughout the proHect.
5 It is necessary to define roles and responsibilities for each stakeholder in the proHect.
5 Nork flow of the proHect members had defined.
5 "ickoff meeting with proHect team took place in the morning.
5 !onthly meetings took place with all the stakeholders involved to proHect.
5 #eliver meeting reQuest forms to the stakeholders to post meeting minutes.
5 2genda, and meeting minutes were delivered prior to the meeting.
5 -nly passed relevant information to the relevant stakeholders by using group eBmailing.
5 Store proHect data in a central place, where everyone can access the data. Then it is easy to recover
data after any disaster situations.
5 The data has protected with correct access controls with a relevant user authentication.
5 !eetings were arranged in a separate conference room.
5 1old proHect status meetings with a client through regular conference calls.
5 1ave separate conference codes to attend relevant conference calls. .or example 2ccount Status
calls consider only the growth of the proHect, while #elivery 6eview ,alls Hust for discuss
technical issues of the system.
5 Store 0esson 0earned, Gest ractices, Issues and 6isks of the proHect in the "nowledge Gase for
further references and pass the knowledge to other users.
5 1eld a knowledge talk to pass proHect knowledge among others.
5 ,onduct Seminars and Norkshops about the proHect knowledge to common sharing of the
knowledge.
Communication Management Plan
,ommunication management refers to stakeholders information and communication
reQuirements. ,ommunication plan consists of following aspects.
Communication Planning
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,ommunication lanning is to identify the reQuired information of the stakeholders. The
proactive communication strategies by the proHect manager Fayne encouraged stakeholders to buyBin to
the proHect.
%n"ormation Distri#ution -
#eliver the relevant information, which is needed by stakeholders in no time. This helped to
keep stakeholders to be on board with the proHect.
Per"ormance Reporting -
6eport performance information of the proHect is to stakeholders. 6eports like Status report,
rogress report, .orecasting report, and Eariance report are delivered to the stakeholders. This would
satisfy the stakeholders and encouraged them to buyBin for the proHect.
Manage ta$e'olders B
6esolve the issues with stakeholders and satisfy their reQuirements by managing
communication. So it avoids stakeholders to raise their expectations about the proHect outcomes too
high.
Conclusion
!ost of the proHects are ends with many lesson learned, since it not a high technology or
concept. It only gives planning for proHect manager to be productive during the proHect. So the proHect
management planning is a not very hard methodology to follow. It is flexible planning methodology,
which can use to manage small domestic proHect like moving house to huge professional proHect like
test interoperability in ,olchester institute.
Page | !
So in the conclusion of this proHect management planning report I would like to summariMe the
research that I have done on the proHect with aid of simple domestic proHect of Going on $oliday0
The main obHective of the plan is to spend holiday away from home. Similar to the
Interoperability proHect planning the holiday out is also consists of same planning features. .irst and
foremost I have to decide the place to travel. So I would like to select location by checking feasibility
of the place to stay two days.
2ll the actions that I have to performed during the proHect are elaborate more in the Nork
Greakdown Structure

Cost
Then I think of cost of the 1oliday out and check whether the cost is within my planned
budget. So I have to speak with hotel staff to know their cost for holiday out.

Ris$
If the place is not vacant when I reach the place is a main risk. So I have to pay and reserve the
place few days early.
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&ualit!
I have to choose place with Quality foods and accommodation to ensure the Quality of the
holiday out.
Communication
I have to execute better communication with hotel staff to ensure the Quality of the 1oliday
out.
Conclusion
2t the end of this little proHect I will pay the relevant amount to the hotel to and reserve the
place.
References
6ory Gurke, 8$''+9 roHect !anagement, lanning and ,ontrolling TechniQues, ?
th
edition,
Giddles 0td, Luildford, Lreat Gritain.
Page | 6
Luide to roHect !anagement Gody of "nowledge 8#.9, 8$'&'9
*htt%677www"uni%i"gr7akad8tmhm7$iom8dioik8tech7+les7%m$ok"%d& 9#ate accessed
&%.&&.$'&'
,E67T ,onsulting, ! 4xam rep,8#.9 8$'&'9,
*htt%677www"c:r-it"com7;raining70328PMP8<1amPre%"%d& 9, #ate accessed $'.&&.$'&'
6oberta S. 6ussell and Gernard N. Taylor III., 8$''?9
-perations !anagement +
rd
4dition, rentice 1all India, /ew #elhi
Appendi'
Appendi' A
Pro-ect Charter
Pro-ect Title; Interoperability roHect in ,olchester Institute.
Pro-ect %tart <ate ; '&.'?.$''& Pro-ect End <ate ; +&.&$.$'&'
Pro-ect Manager ; Fayne Gacon
Pro-ect O=-ecti>es ;
Improve Interoperability between Eirtual 0earning 4nvironment 8E049 and !anaged
0earning 4nvironment 8!049, while achieving student and course data exchange between
Page | 7
systems easily.
Approach;
5 Set up a !anaged 0earning 4nvironment Steering Lroup 8!04SL9 to conduct
interoperability pilots.
5 6eview existing systems to indentify shortcomings.
5 2cQuire support of small teams including students and staff of the institute.
5 2nalyMe and identify stakeholders.
Roles and Responsi=ilities
Na5e Role Responsi=ilities %ign o++
Fayne bacon roHect !anager lanning, ,ontrolling,
-rganiMing, !anaging ,onflicts
and 2pproving aspects of the
roHect
=a,ne
$acon
!yles "ennedy Team 0ead B
1uman 6esource
!anager
0eading, motivating and guiding
the team to achieve its goal and
staffing the roHect for Testing
and Implementation
M,les
Kenned,
,hris ,ornell Team !ember B IT
!anager
2dministrate interoperability
pilots.
)hris
)ornell
Grent Smith Team !ember B
Cuality
,ontrol !anager
4nsure Quality of the product.
*rent
Smith
,orry Taylor Team !ember D
Gusiness 2nalysis
2nalyMe stakeholders. )orr,
;a,lor
Lavin 6ossdale Team !ember ,onduct interoperability pilots,
4xpress concerns and suggestions
/a:in
(ossdale
Fack Fonson Team !ember ,onduct interoperability pilots,
=ack
=onson
Foseph #uplantier Team !ember ,onduct interoperability pilots,
=ose%h
.u%lantier
2dam Lontier Team !ember ,onduct interoperability pilots,
#dam
/ontier
Co55ents ;
Appendi' B
Just In Ti5e *JIT.
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!any companies are finding that holding goods in inventory is too expensive and unnecessary.
Instead, they have their suppliers deliver materials Hust when they are needed or Hust before they are
needed, thus decreasing inventory to close to Mero. 2 company using FIT must have high QualityR
otherwise they will not be enough suppliers or raw material to meet production reQuirements. 2 FIT
system forces attention on Quality.
Total 8uality Manage5ent *T8M.
TC! is a philosophy that encourages companies and employees to focus on finding ways to
continuously improve the Quality of their business practices and products.
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