Assignment on Project Management

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ASSIGNMENT ON

PROJECT

MANAGEMENT

BY RAHUL GUPTA

Q 1: What are the various characteristics of a project?

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Answer: Answer:

It is well known to all that the organizations continue to grow year by year. As there is a It is well known to all that the organizations continue to grow year by year. As there is a need to grow it becomes necessary for a growing organization to resort to proper growth need to grow it becomes necessary for a growing organization to resort to proper growth plan. The plan needs to be properly prepared. It is possible to prepare proper plans only if plan. The plan needs to be properly prepared. It is possible to prepare proper plans only if the manager has sufficient knowledge of the various process of the project envisage for the manager has sufficient knowledge of the various process of the project envisage for growth. The manager has to work on the various life cycle stages and apply necessary growth. The manager has to work on the various life cycle stages and apply necessary pl

plannanning tools to ing tools to comcome e out with a out with a proproper growtper growth h plaplan n of of the compathe company. The ny. The varvariouiouss techniques of identifying the project items, work break down structure of the project, task techniques of identifying the project items, work break down structure of the project, task duration, estimation etc are to be done meticulously.

duration, estimation etc are to be done meticulously.

Characteristics Characteristics

Any project may be considered to h

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a)

a) Resource requirementResource requirement - During the course of executing the project, it is seen that- During the course of executing the project, it is seen that the resource requirement increases from start to an intermediate stage of the project. the resource requirement increases from start to an intermediate stage of the project. It further increases at rapid rate and becomes constant while the project is during its It further increases at rapid rate and becomes constant while the project is during its 80 to 95% progress stage. Thereafter the resources requirement decreases to zero i.e. 80 to 95% progress stage. Thereafter the resources requirement decreases to zero i.e. when the project comes to a finish.

when the project comes to a finish.

b)

b) FundsFunds - The requirement of funds for the completes execution of the project also- The requirement of funds for the completes execution of the project also fo

follllowows s ththe e sasame me trtrenend d as as ththat at of of ththe e reresosoururceces. s. ThThe e twtwo o arare e momore re or or lelessss proportional.

proportional.

c)

c) ProbabilProbability ity of of completicompletionon - - The The proprobabibabilility ty of of comcomplepletinting g the the proprojecject t can can bebe estimated based upon the normal distribution curve. In the initial stage of the project estimated based upon the normal distribution curve. In the initial stage of the project the

the proprobabbabiliility ty of of comcomplepletinting g the projecthe project t is is low though not low though not zerzero. o. It It gragraduaduallylly increases and as the project approaches finish the probability of completing the increases and as the project approaches finish the probability of completing the project tends to become 100%.

project tends to become 100%.

d)

d) Risk Risk - The - The risks involrisks involved in ved in the project affectthe project affecting its completion time is high ing its completion time is high at theat the initial stages and low at the later stages o

initial stages and low at the later stages of the project.f the project.

e)

e) Design changes -Design changes - The project during the course of its progress may be subjected toThe project during the course of its progress may be subjected to changes because of some external factors. The influence of such external factors on changes because of some external factors. The influence of such external factors on the project may result in changes in the design f the project though not very often. It the project may result in changes in the design f the project though not very often. It is

is observed that such changes if any are normally high during the initial observed that such changes if any are normally high during the initial stages of stages of the project and decreases as the project approaches finish.

the project and decreases as the project approaches finish.

Q

Q 2:

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Answer:

Dr. Deming's teachings and philosophy can be seen through the results they produced when Dr. Deming's teachings and philosophy can be seen through the results they produced when they were adopted by the Japanese, as the following example shows: Ford Motor Company they were adopted by the Japanese, as the following example shows: Ford Motor Company was simultaneously manufacturing a car model with transmissions made in Japan and the was simultaneously manufacturing a car model with transmissions made in Japan and the United States. Soon after the car model was on the market, Ford customers were requesting United States. Soon after the car model was on the market, Ford customers were requesting the model with Japanese transmission over the USA-made transmission, and they were the model with Japanese transmission over the USA-made transmission, and they were willing to wait for the Japanese model. As both transmissions were made to the same willing to wait for the Japanese model. As both transmissions were made to the same specifications, Ford engineers could not understand the customer preference for the model specifications, Ford engineers could not understand the customer preference for the model with Japanese transmission. It delivered smoother performance with a lower defect rate. with Japanese transmission. It delivered smoother performance with a lower defect rate. Fi

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American-made car parts were all within specified tolerance levels. On the other hand, the American-made car parts were all within specified tolerance levels. On the other hand, the Japane

Japanese car se car parts had much closer toleranceparts had much closer tolerances than s than the USA-mathe USA-made parts - de parts - i.e. if a i.e. if a part waspart was supposed to be one foot long, plus or minus 1/8 of an inch - then the Japanese parts were supposed to be one foot long, plus or minus 1/8 of an inch - then the Japanese parts were within 1/16 of an inch. This made the Japanese cars run more smoothly and customers within 1/16 of an inch. This made the Japanese cars run more smoothly and customers experienced fewer problems. Deming offers a theory of management based on his famous experienced fewer problems. Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future brings about loss of 14 Points for Management. Management's failure to plan for the future brings about loss of market, which brings about loss of jobs. Management must be judged not only by the market, which brings about loss of jobs. Management must be judged not only by the quart

quarterly dividend, but erly dividend, but by innovative plans to by innovative plans to stay in stay in businbusiness, protect investmeess, protect investment, ensurent, ensure future dividends, and provide more jobs through improved products and services. future dividends, and provide more jobs through improved products and services. "Long-term commitment to new learning and new philosophy is required of any management that term commitment to new learning and new philosophy is required of any management that seeks

seeks

Transformation. The timid and the fainthearted, and the people that expect quick results, are Transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."

doomed to disappointment."

Deming philosophy synopsis Deming philosophy synopsis

The philosophy of W. Edwards Deming has been summarized as follows: The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, "Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, organizations can increase quality and simultaneously reduce costs (by reducing waste, rew

reworkork, , stastaff ff attattritrition ion and and litlitigaigatition on whiwhile le incincreareasinsing g cuscustomtomer er loyloyaltalty). y). The The key key is is toto practice continual improvement and think of manufacturing as a system, not as bits and practice continual improvement and think of manufacturing as a system, not as bits and pieces."

pieces." In the 1970s, Dr. Deming's philosophy was summarized by some of his JapaneseIn the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with proponents with the following 'a'-versus-'b' comparison:

the following 'a'-versus-'b' comparison:

•

• When people and organizations focus primarily on quality, defined by the followingWhen people and organizations focus primarily on quality, defined by the following ratio, quality tends to increase and costs fall over time.

ratio, quality tends to increase and costs fall over time.

•

• However, when people and organizations focus primarily onHowever, when people and organizations focus primarily on costscosts, costs tend to rise, costs tend to rise

and quality declines over time. and quality declines over time. •

• Deming offered fourteen key principles for management for transforming businessDeming offered fourteen key principles for management for transforming business effectiveness.

effectiveness.



Deming’s 14 Points for Management:

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 Create constancy of purpose toward improvement of product and service, with theCreate constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.

aim to become competitive and stay in business, and to provide jobs.



 Adopt the new philosophy. We are in a new economic age. Western managementAdopt the new philosophy. We are in a new economic age. Western management mu

must st awawakaken en to to ththe e chchalallelengnge, e, mumust st leleararn n ththeieir r rerespspononsisibibililititieses, , anand d tatake ke onon leadership for change.

leadership for change.



 CeaCease se dedepenpendedencnce e on on ininspspecectition on to to achachieieve ve ququalalitity. y. ElElimimininatate e ththe e neneed ed fofor r inspection on a mass basis by building

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

 End the practice of awarding business on the basis of price tag. Instead, minimizeEnd the practice of awarding business on the basis of price tag. Instead, minimize to

totatal l cocostst. . MoMove ve totowawardrds s a a sisinglngle e susupppplilier er fofor r any one any one ititemem, , on on a a lolong ng tetermrm relationship of loyalty and trust.

relationship of loyalty and trust.



 Improve constantly and forever the system of production and service, to improveImprove constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.

quality and productivity, and thus constantly decrease cost.



 Institute training on the job.Institute training on the job.



 Institute leadership. The aim of supervision should be to help people and machinesInstitute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

well as supervision of production workers.



 Drive out fear, so that everyone Drive out fear, so that everyone may work effectively for the company.may work effectively for the company.



 Break down barriers between departments. People in research, design, sales, andBreak down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that production must work as a team, to foresee problems of production and in use that

may be encountered with the product or service. may be encountered with the product or service.



 EliEliminminate ate sloslogangans, s, exhoexhortartatiotions, ns, and and tartargetgets s for for the the worwork k forforce ce askasking ing for for zerzeroo defects and new levels of productivity. Such exhortations only create adversarial defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

the system and thus lie beyond the power of the work force.



 EliEliminminate ate worwork k ststandaandards rds (qu(quotaotas) s) on on the the facfactortory y flofloor. or. SubSubstistituttute e lealeaderdershiship.p. Eliminate management by objective. Eliminate management by numbers, numerical Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute workmanship.

goals. Substitute workmanship.



 Remove barriers that rob the hourly worker of his right to pride of workmanship.Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and in engineering of their right to Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means,

pride of workmanship. This means, inter aliainter alia, abolishment of the annual or merit, abolishment of the annual or merit rating and of management by objective.

rating and of management by objective.



 Institute a vigorous program of education and self-improvement.Institute a vigorous program of education and self-improvement.



 Put everyPut everyone one in in the companthe company y to to worwork k to to accoaccomplmplish ish the the trtransansforformatmationion. . TheThe transformation is everyone's work.

transformation is everyone's work.

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Technology Development?

Answer:

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Development:

As the application of technology has become critical for the survival of organization it has As the application of technology has become critical for the survival of organization it has become imperative for organizations to initiate measures for the development of high technology to become imperative for organizations to initiate measures for the development of high technology to be ahead of competition. No doubt, there are many specialized Research and Development firms be ahead of competition. No doubt, there are many specialized Research and Development firms which offer their expertise to their clients’ problems. However, their services are available to the which offer their expertise to their clients’ problems. However, their services are available to the competitors and many technologies developed by the company’s own research personnel cannot be competitors and many technologies developed by the company’s own research personnel cannot be shared with outsiders. So the strategy would be utilize the services of external resource to the extent shared with outsiders. So the strategy would be utilize the services of external resource to the extent they are suitable for our purpose, but with a strong base of R and D of our own. This will really they are suitable for our purpose, but with a strong base of R and D of our own. This will really differentiate the best companies from other ordinary ones. The following give some guidelines in differentiate the best companies from other ordinary ones. The following give some guidelines in the form of

the form of rules which would help organization to be strong in this area.rules which would help organization to be strong in this area. Building

Building concurrencyconcurrency into every activity is essential to reduce the development cycle timeinto every activity is essential to reduce the development cycle time

and to counter the technology obsolescence. Many of the tasks that are normally done in a serial and to counter the technology obsolescence. Many of the tasks that are normally done in a serial fashion can be done in parallel by synchronizing the flow of information. The practices of the fashion can be done in parallel by synchronizing the flow of information. The practices of the concurrent engineering where the design of the product and all its associated processes are carried concurrent engineering where the design of the product and all its associated processes are carried out simultaneously based on team work and participation. Would not only help in reducing the out simultaneously based on team work and participation. Would not only help in reducing the development cycle time, but also improves the product functionality with regard to requirements. development cycle time, but also improves the product functionality with regard to requirements. Con

Concurcurrenrency cy can can be be accaccompomplislished hed in in manmany y wayways s botboth h for for proproduduct ct devdeveloelopmepment nt as as welwell l asas technology transfer, user evaluation and production. Example - Tactical Aircraft: Concurrency in technology transfer, user evaluation and production. Example - Tactical Aircraft: Concurrency in Dev

Develoelopmepment nt and and ProProduductiction on of of F-2F-22 2 AirAircracraft ft ShoShould uld Be Be RedReduceuced d (Le(Lettetter r RepReportort, , 0404/19/19// 9595,, GAO/

GAO/NSIADNSIAD--9595--5959).).

Because the F-22 fighter plane is not urgently needed and the Defense Department (DOD) Because the F-22 fighter plane is not urgently needed and the Defense Department (DOD) has disco

has discoververed ed enengingine e and and sofsoftwatware re proprobleblems ms witwith h the the airaircracraft, ft, GAGAO O urgurges es thathat t the the F-2F-22 2 bebe thoro

thoroughlughly y testetested d beforbefore e large numbers of large numbers of thesthese e expenexpensive aircraft are sive aircraft are acquiacquired. Concurrenred. Concurrencycy between the development and production phases of F-22 means that independent testing of between the development and production phases of F-22 means that independent testing of

high-tec

tech h feafeaturtures es of of ththe e airaircracraft ft wilwill l not be not be comcomplepleted beforted before e the Air the Air ForForce ce makmakes es a a sigsigninificficantant commitment to producing the F-22. Among other things, the F-22 boast an advanced architecture commitment to producing the F-22. Among other things, the F-22 boast an advanced architecture for the integrated avionics system, a propulsion system that will allow cruising a supersonic speeds for the integrated avionics system, a propulsion system that will allow cruising a supersonic speeds without the afterburners that current fighters needs, and low observable technologies. The military without the afterburners that current fighters needs, and low observable technologies. The military has already disclosed engine and stealth ness problems, and the potential for avionics and software has already disclosed engine and stealth ness problems, and the potential for avionics and software prob

problems underscolems underscore re the the need to need to demondemonstratstrate e the the aircaircraft's capabiliraft's capabilities before ties before commicommittintting g toto production.

production.

Q 4: Explain in detail the project management review

process. What is the various post review activates?

Answer:

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

Project Management Review Process:

There is mutual benefit for corporate and major information systems project teams and There is mutual benefit for corporate and major information systems project teams and many of the programs as a result of the information exchange generated by the Project many of the programs as a result of the information exchange generated by the Project Management Reviews. Throughout the project lifecycle, project staff should collaborate and Management Reviews. Throughout the project lifecycle, project staff should collaborate and com

communmunicaicate te witwith h stastaff ff resresponponsibsible le for for capcapitaital l plaplanninning, ng, infinformormatiation on arcarchithitectecture,ure, sta

standarndards, ds, infinformormatiation on secsecuriurityty, , safsafetyety, , conconfigfigurauratiotion n manmanageagemenment, t, ririsk sk manmanageagemenment,t, quali

quality ty managemmanagement ent and assurance. The and assurance. The inforinformatimation on exchange may exchange may addresaddress s statstatus, us, issuissued,ed, process, requests, requirements, approvals, and assistance in the areas of project plans, process, requests, requirements, approvals, and assistance in the areas of project plans,

sch

scheduledule, e, budgbudget, et, funfunctictional onal contcontentent, , scoscope, pe, stastaffiffing, ng, infinfrasrastrutructucture re and and opeoperatrationions.s. Corporate and major information systems are reviewed from their inception to retirement, Corporate and major information systems are reviewed from their inception to retirement, i.

i.e.e., , ththrorougughohout ut ththe e CaCapipitatal l PlPlanannining ng anand d InInveveststmement nt CoContntrorol l (C(CPIPIC) C) phphasases es of of Identification, Selection, Control, and Evaluation. The Project Management Review Process Identification, Selection, Control, and Evaluation. The Project Management Review Process includes the following steps:

includes the following steps:



 Identification of projects that will participate in the Reviews.Identification of projects that will participate in the Reviews.



 Development and adherence to a quarterly reporting schedule.Development and adherence to a quarterly reporting schedule.



 Compilation of standard project management data Compilation of standard project management data into a presentation data.into a presentation data.



 Collection of detailed project files that support the information reported during theCollection of detailed project files that support the information reported during the proje

project Management Reviews and ct Management Reviews and may be may be requesrequested for ted for inspecinspection during a tion during a formaformall audit

audit



 Participation in the Review meetings with any required follow-up activities.Participation in the Review meetings with any required follow-up activities.



Post Review Activities:

Once the Project Management Review has been conducted, follow up with program/project Once the Project Management Review has been conducted, follow up with program/project managers on any issues or concerns requiring attention, the status of open items from the managers on any issues or concerns requiring attention, the status of open items from the review, and CIO reporting actions, e.g., reports to the CIO Council. The CIO may also review, and CIO reporting actions, e.g., reports to the CIO Council. The CIO may also recommend quality assurance analysis be conducted.

recommend quality assurance analysis be conducted.

•

Issues or Concerns Requiring Attention:

The project manager is responsible for raising issues or concerns that require assistance or The project manager is responsible for raising issues or concerns that require assistance or guidan

guidance ce to the to the atteattention of ntion of the CIO. These the CIO. These items should be items should be commucommunicatnicated ed whenevewhenever theyr they become known, and not held to the next Project Management Review. The CIO will assign become known, and not held to the next Project Management Review. The CIO will assign appropriate OCIO staff available to help resolve open items. The program / project manager appropriate OCIO staff available to help resolve open items. The program / project manager should communicate the status of these items in each quarterly review until the items are should communicate the status of these items in each quarterly review until the items are resolved / closed.

resolved / closed.

•

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The program/project manager is responsible for tracking the open items from the review The program/project manager is responsible for tracking the open items from the review and communicating the status in each quarterly review until the items are closed. The and communicating the status in each quarterly review until the items are closed. The supporting the scheduling of reviews will coordinate with the program/project manager supporting the scheduling of reviews will coordinate with the program/project manager after the quarterly reviews to help ensure that new items have been captured for tracking after the quarterly reviews to help ensure that new items have been captured for tracking and action by the program/project manager

and action by the program/project manager ..

•

CIO Reports:

The staff supporting the CIO Quarterly Reviews will prepare a summary report after each The staff supporting the CIO Quarterly Reviews will prepare a summary report after each Project Management Review. The summary report will include the following information: Project Management Review. The summary report will include the following information:



 Summary Status.Summary Status.



 Open Issues/Items.Open Issues/Items.



 Status Performance Objectives/Measures.Status Performance Objectives/Measures.



 Status of Schedule/CostStatus of Schedule/Cost The summary report will be

The summary report will be proviprovided ded to the to the prograprogram/prm/project manager to oject manager to gain concurrencegain concurrence on the content. The summary report will be used by the CIO when reporting status to the on the content. The summary report will be used by the CIO when reporting status to the CIO Council.

CIO Council.

Q 5: Explain the structure of the documentation systems

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Supply Chain Monitoring (SCMo):

It is possible today to establish a system aligned with an organizations supply

It is possible today to establish a system aligned with an organizations supply chain. It canchain. It can be an add-on to existing ERP-systems. The main objectives are

be an add-on to existing ERP-systems. The main objectives are



 Prevention of stock-out and over supply.Prevention of stock-out and over supply.



 Early warnings, elimination of bullwhip effect.Early warnings, elimination of bullwhip effect.



 Optimized allocation in bottleneck situations due to network-wide inventory andOptimized allocation in bottleneck situations due to network-wide inventory and demand transparency.

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The main Principles behind is the Integration of supply chain participants, Exchange of The main Principles behind is the Integration of supply chain participants, Exchange of demand

demand And

And invinvententory ory infinformormatiation, on, trtransansparparency ency & & VisVisibiibilility ty of of invinvententoriories es and and demdemands ands for for multilevel supply chains. It also eliminates time lags in the information flow and ensures multilevel supply chains. It also eliminates time lags in the information flow and ensures synchronization of demand information. SCMo set up (Initialization) the main steps for the synchronization of demand information. SCMo set up (Initialization) the main steps for the set up are:

set up are:



 Determination of the potentially critical part of the supply network Criteria:Determination of the potentially critical part of the supply network Criteria:



 Mapping of Structures.Mapping of Structures.



 High shortage risk and effect, long lead and reaction times, high total inventory cost,High shortage risk and effect, long lead and reaction times, high total inventory cost, frequent engineering changes.

frequent engineering changes.



Main Features:

The main features of such system are – The main features of such system are –



 Releases and Iterations planning – It is a Releases and Iterations planning – It is a simple way to create project plan.simple way to create project plan.



 Dashboard – It is a quick project status reporting tool.Dashboard – It is a quick project status reporting tool.



 To-Do lists – Identify and list the integrated assignments.To-Do lists – Identify and list the integrated assignments.



 Integrated QA - Bug Tracking, Test Cases management, user story-to-bugsIntegrated QA - Bug Tracking, Test Cases management, user story-to-bugs



 Trace-ability, QA stats and charts.Trace-ability, QA stats and charts.



 Time Tracking - Create more accurate Time Tracking - Create more accurate estimates of time.estimates of time.



Significance of Documentation:

It might sometimes be difficult for an organization to straightaway launch into a Project It might sometimes be difficult for an organization to straightaway launch into a Project Management exercise, even if they are well equipped, particularly if the project is too large Management exercise, even if they are well equipped, particularly if the project is too large – for e.g., development of a new product, expansion of capacity, modernization of facilities, – for e.g., development of a new product, expansion of capacity, modernization of facilities, diversification into a totally new business area, getting into a Joint venture etc. In this case, diversification into a totally new business area, getting into a Joint venture etc. In this case, the core project team itself might feel the need to have some major inputs before even a the core project team itself might feel the need to have some major inputs before even a tentative plan could be drawn up. A well-drafted Business Plan would ideally serve this tentative plan could be drawn up. A well-drafted Business Plan would ideally serve this purpose, provided it is handled systematically & professionally. The documentation system purpose, provided it is handled systematically & professionally. The documentation system is intranet based to provide immediate access to current, up-to-date process documentation. is intranet based to provide immediate access to current, up-to-date process documentation. The system allows

The system allows

Users to navigate through graphical structures to relevant documentation and processes Users to navigate through graphical structures to relevant documentation and processes which were created with the ARIS-Toolset. The content of the process Documentation which were created with the ARIS-Toolset. The content of the process Documentation Sy

Syststem em ininclcludeudes s ththe e ararea ea susupplpply y chachain in mamananagegemement nt frfrom om ththe e OdeOdetttte e susupplpply y chchaiainn Management Group. The system includes graphical process documentation, in the form of Management Group. The system includes graphical process documentation, in the form of process chains, as well as the entire range of documentation related to the processes. The process chains, as well as the entire range of documentation related to the processes. The

Pro

Procescess s DocuDocumenmentattation ion SySystestem m givgives, es, accaccordording ing to to its objectits objectiveives, s, as as oveovervirview ew and and aa detailed view of the relevant processes for SCMo. The entry point in the documentation detailed view of the relevant processes for SCMo. The entry point in the documentation system is the model. “Process Overview SCMo”. This model is the starting point for the system is the model. “Process Overview SCMo”. This model is the starting point for the

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horizizontontal al navnavigigatatioion n is is ththe e navnavigigatatioion n on on one one lelevevel. l. MiMicrcrososofoft t hahas s a a teteam am prprojojectect man

manageagement ment solsolutiution on thathat t enaenablebles s proprojecject t manmanageagers rs and and thetheir ir teateams ms to to colcollablaboraorate te onon projects.

projects.

The Microsoft Project 2002 products in this solution are Microsoft Project Standard 2002, The Microsoft Project 2002 products in this solution are Microsoft Project Standard 2002, Microsoft Project Server 2002, and Microsoft Project Server Client Access License (CAL) Microsoft Project Server 2002, and Microsoft Project Server Client Access License (CAL) 2002.

2002.

Q 6: Write down a brief outline on any assumed project

management plan?

Answer:

Various sections and subsections of this unit would cover as part of Project Management Various sections and subsections of this unit would cover as part of Project Management Plan, the following key aspects:

Plan, the following key aspects:

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Project:

a)

Project Summary-

Project

Summary-Project Overview – Consider a firm XYZ as a Stock Broker/ Dealer firm. Any re Project Overview – Consider a firm XYZ as a Stock Broker/ Dealer firm. Any re will have

will have appliapplicatiocations ns supporsupporting the ting the follofollowing components: Firstwing components: First, , a a BrokerBrokerageage Account Opening application on XYZ’s Web site that will allow any internet user to Account Opening application on XYZ’s Web site that will allow any internet user to open a brokerage account with XYZ. Second, an account opening and maintenance open a brokerage account with XYZ. Second, an account opening and maintenance applic

application, which ation, which is primarilis primarily y for XYZ’s for XYZ’s reprerepresentasentatives to tives to open accounts for open accounts for thethe applications received in paper format.

applications received in paper format.

b)

Project Scope-

Project

Scope-•

• To provide an effective, efficient means of To provide an effective, efficient means of amount maintenance activities.amount maintenance activities. •

• To allow representatives to provide information.To allow representatives to provide information. •

• To provide a complete picture to the client representatives for account status,To provide a complete picture to the client representatives for account status,

valuation, order status, and trade activity. valuation, order status, and trade activity.

•

• To increase the intelligence of the update process.To increase the intelligence of the update process.

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Project’s Value-add to the Customer:

a)

Objectives-

Objectives-Strengthen relationship with XYZ by delivered high quality software on time. Become Strengthen relationship with XYZ by delivered high quality software on time. Become preferred vendor by developing expensive on XYZ product and systems.

(10)

··

b)

Commitment made to customers.

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Assumptions made While Planning

Intelligent update to business partners will be incorporated in only the maintenance part of Intelligent update to business partners will be incorporated in only the maintenance part of the application and not in the Account opening engine. Qualified people will approve the application and not in the Account opening engine. Qualified people will approve Rational Unified Process methodology for implementing this project. XYZ reviewers will Rational Unified Process methodology for implementing this project. XYZ reviewers will take seven days to approve a milestone documents. If no comments are received within this take seven days to approve a milestone documents. If no comments are received within this time period, it will be considered as approved.

time period, it will be considered as approved.

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Deviation from standard process:

a.

Tailoring Notes-

Tailoring

Notes-Requirement trace ability will be done through the requisite pro-tool. Physical data base Requirement trace ability will be done through the requisite pro-tool. Physical data base design may be refined | later iterations.

design may be refined | later iterations.

··

b.

Change request tracking-

Change request

tracking-Changes requested by customer will be logged in change request and analyzed for impact of Changes requested by customer will be logged in change request and analyzed for impact of project Major change usually has an effort/delivery-on-time impact on the project. The project Major change usually has an effort/delivery-on-time impact on the project. The

customer needs to formally approve these changes customer needs to formally approve these changes..

c.

Requirement Trace Ability-

Requirement Trace

Ability-Requisite tool will be used along with estimated size and effort. This is the estimation Requisite tool will be used along with estimated size and effort. This is the estimation criteria to check everything is in place.

criteria to check everything is in place.

d.

Automated Estimation Process-

Automated Estimation

Process-Estimate the total effort with respect to each

Estimate the total effort with respect to each activity and effort for each phase of activity and effort for each phase of a project expresseda project expressed as of percentage of man days.

as of percentage of man days.

e.

(11)

Resources-· People · People

· Hardware, software and Tools · Hardware, software and Tools · Training Plan

· Training Plan

f.

Quality Plan – Quality Goals-

Quality Plan – Quality

Goals-

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Project Goals:

Prepare a strategy for

Prepare a strategy for meeting quality goals indicating the expected benefits.meeting quality goals indicating the expected benefits. ··

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Estimation of Defects to be

Estimation of Defects to be defected

defected

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Reviews.

g.

Project Tracking-

Project

Tracking-Prepare the reports to be given

Prepare the reports to be given to the customer which indicates – to the customer which indicates –

•

• Milestone reports & weekly status Milestone reports & weekly status reports.reports. •

• Issue requiring clarification.Issue requiring clarification. •

• Plus other reports which needs to be Plus other reports which needs to be given to Business Managersgiven to Business Managers

h.

Defect Control System Performance Summary-

Defect Control System Performance

Summary-Prepare a list probable defects & defect distribution table to find out deviation for the same. Prepare a list probable defects & defect distribution table to find out deviation for the same. There were very few large deviations in the process performance; the actual performance There were very few large deviations in the process performance; the actual performance was close to what is expected. This will give a chance to improve the poor performance. was close to what is expected. This will give a chance to improve the poor performance.

i.

System Driver Risk Management-

System Driver Risk

Management-Pre

Preparpare e a a tabtable le on on ririsk sk manmanagemagement ent indindicaicatinting g the the typtype e of of risrisk, k, actactual ual elaelapsepsed d timtime,e, estimated time, percentage slippage and reasons for slippage.

estimated time, percentage slippage and reasons for slippage.

j.

Global Delivery Model the Latest Trend in Pr

Global Delivery Model the Latest Trend in Project Management-

oject

Management-··Standardization.Standardization. · Modularization. · Modularization.

· Minimum Cutomerization. · Minimum Cutomerization. · Maximum Micro Structure. · Maximum Micro Structure.