Villamin Wood and Iron Works System Part 2
Having a strong project team that will manage and help structure the project is what human resource management strategies are. It is one of the most crucial parts to the project's success, as it helps to establish the appropriate and qualified people that will work on the project. This strategy includes roles and responsibilities, communication protocols, and performance management issues.
With the use of this plan, the team can successfully manage the project as it will make sure that all team members are working effectively and understand their roles and responsibilities, that communications are open, that their performance while working and on what their working on is monitored as their contribution to the success of the project.
For the project to be completed successfully, a strong human resources management strategy is essential for any project. It describes the duties and responsibilities of each project team member, stakeholders, making sure that everyone is aware of their contributions and how they fit into the overall picture.
The strategy also specifies the degree of authority and decision-making held by each team member, making sure that resources are distributed and used efficiently. Distinctly defining the strategy will ensure that the appropriate individuals are in the right positions based on their competencies and skill requirements for the appropriate roles to ensure project success.
This plan acts as the success of the project roadmap for the project team to execute and deliver.
<tr> <td><p style="text-align:center;">ROLES</p></td> <td><p style="text-align:center;">AUTHORITY</p></td> <td><p style="text-align:center;">RESPONSIBILITY</p></td> <td><p style="text-align:center;">COMPETENCY</p></td> </tr>
<tr>
<td><p style="text-align:center;">Project Sponsor</p></td>
<td><p style="text-align:center;">Approves the needed deliverables and budget of the project. Provides
feedback and comments on what can be improved. Able to allot project resources and consent to project
scope changes, schedule, and budgeting plan with significant effects. </p></td>
<td><p style="text-align:center;">Ensures that the project delivers the anticipated benefits and value and is
in line with the organization's strategic goals and objectives. Provide guidance to the project and
project manager. Communicate with the stakeholder and project manager for the progress of the project and
team. </p></td>
<td><p style="text-align:center;">Communicating effectively with the team. Strong leadership and strategic
thinking skills. Understands the team’s goal for the project. Ability to support the project. </p></td>
</tr>
<tr> <td><p style="text-align:center;">Project Owner</p></td> <td><p style="text-align:center;">Make choices about the growth and direction of a product. They have the power to establish requirements, set priorities for the product backlog, and make critical decisions on the features, functionalities, and release timelines. </p></td> <td><p style="text-align:center;">Responsible of representing the interests of the stakeholders, working with the development team, and making sure the product satisfies consumer needs and accomplishes business objectives. Throughout the course of the product's lifecycle, they are responsible for maximizing its value and making strategic decisions. </p></td> <td><p style="text-align:center;">Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability. </p></td> </tr>
<tr>
<td><p style="text-align:center;">Project Manager</p></td>
<td><p style="text-align:center;">Authority to make decisions regarding the project. Approve
project scope, schedule, and budget changes that have low change effect. </p></td>
<td><p style="text-align:center;">Control and help execute a solution to a problem in the project and monitors
the work of the team members. </p></td>
<td><p style="text-align:center;">Strong leadership, communication skills, and project management skills.
Knowledge of the company for precise information. </p></td>
</tr>
<tr> <td><p style="text-align:center;">Developer</p></td> <td><p style="text-align:center;">Designing, creating, and implementing software solutions in accordance with project needs and technical specifications are the domain of a developer. To guarantee the successful delivery of the software product, they have the authority to develop and edit code, create, and maintain software components, and work with team members. </p></td> <td><p style="text-align:center;">Responsible to convert conceptual designs and specifications into useful software programs. They must write clear, effective, and well-documented code, perform unit tests to ensure functionality, and debug and fix software bugs. Work closely with the product owner and project manager. </p></td> <td><p style="text-align:center;">Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning. </p></td>
<tr> <td><p style="text-align:center;">Quality Assurance (Internal User) </p></td> <td><p style="text-align:center;">Ensures that products and deliverables fulfill its quality standards. Develop and implement quality processes, conduct testing, and checks the quality of the system and deliverables. </p></td> <td><p style="text-align:center;">Ensures that the entire project deliverables and product are consistently meeting its quality standards. Ensure that the overall quality of the product and deliverables are met by establishing quality criteria, developing processes, and implementing corrective actions. </p></td> <td><p style="text-align:center;">Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management. </p></td> </tr> <tr> <td><p style="text-align:center;">Project/System Tester (Internal User) </p></td> <td><p style="text-align:center;">Evaluate and validates the performance and functioning of a system or software program. Authority to find and report errors or problems, work with stakeholders and developers to fix them, and make improved suggestions. </p></td> <td><p style="text-align:center;">Ensure that the system operates as intended and meets the quality standard set for it. Responsible for designing and executing test cases, identifying, and reporting defects, and verifying that the system meets the specified requirements. </p></td> <td><p style="text-align:center;">Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities. </p></td> </tr
Project organizational chart is a visual representation of the relationship between the team and the key stakeholders. At the top of the chart comes the project sponsor, followed by the project stakeholder as they are responsible for communicating between the project sponsor and the rest of the team, and then followed by the project manager who is responsible for managing the project team, send approval requests for the deliverables, and schedules. The project team members are responsible for completing the deliverables and making sure that there’s progress on the tasks at hand.
Staffing Management is a crucial part of ensuring the success of the project. It shows the plans and process of the project, managing the acquired information, and it also shows the responsibilities and tasks of the human resources.
- Acquisition must be completed as soon as possible to obtain the skills and knowledge required for the project. This will involve using new employees, outside contractors, and even internal staff as needed to complete the project.
- Prior to anything else, training will be used to reduce errors in the project working environment and to further hone skills for better application in the creation and execution of deliverables appropriately.
- Regular performance evaluations will be done to evaluate the performance of team members and pinpoint potential improvement areas. These evaluations also comment on the team members' performance in achieving the project's goals, objectives, and expectations.
- A recognition and incentive program will be put in place to reward and encourage exceptional performance. This could apply to rewards, promotions, and other advantages.
Regular reviews and updates to the Staffing Management Plan will be made as necessary to Ensure that it continues to be in line with the project's requirements and objectives. It is crucial that the project manager performs a thorough analysis of the project's particular requirements and laws to ascertain whether any extra items need to be added to the management of staffing.
ROLE |
PROJECT RESPONSIBILITY |
SKILLS REQUIRED |
NUMBER OF STAFF |
PERFORMANCE REVIEW |
RECOGNITION AND REWARDS |
Project Sponsor |
Approves the needed deliverables and budget of the project. |
Strong leadership and strategic thinking skills. |
1 |
Quarterly or as needed |
Promotion or Bonus |
Product Owner |
Responsible for maximizing its value and making strategic decisions. |
Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability. |
1 |
Monthly or as needed |
Promotion or Bonus |
Project Manager |
Control and help execute a solution to a problem in the project and monitors the work of the team members. |
Strong leadership, communication skills, and project management skills. Knowledge of the company for precise information. |
1 |
Weekly or as needed |
Salary Increase |
Developer |
Responsible to convert conceptual designs and specifications into useful software programs. Work closely with product owner and project manager |
Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning. |
2 |
Weekly or as needed |
Salary Increase |
Quality Assurance |
Ensures that the entire project deliverables and product are consistently meeting its quality standards. |
Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management. |
1 |
Weekly or as needed |
Salary Increase |
Project Tester |
Ensure that the system operates as intended and meets the quality standard set for it. Responsible for program. |
Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities. |
1 |
Weekly or as needed |
Salary Increase |
The Work Breakdown Structure illustrated below represents all the tasks necessary to complete the venture.
Villamin Wood and Iron Works System
LEVEL |
WBS CODE |
ELEMENT NAME |
1 |
1 |
Villamin Wood and Ironworks System |
2 |
1.1 |
Planning |
3 |
1.1.1 |
Creation of Project |
3 |
1.1.2 |
Choose Project/Client |
3 |
1.1.3 |
Choose Adviser/Consultant |
3 |
1.1.4 |
Design Thinking 1 |
3 |
1.1.5 |
Chapter 1 |
3 |
1.1.6 |
Chapter 2 |
3 |
1.1.6 |
Chapter 2 |
3 |
1.1.7 |
Chapter 3 |
3 |
1.1.8 |
Midterm (Sprint 1) |
3 |
1.1.9 |
Comments Matrix |
3 |
1.1.10 |
Chapter 4 |
3 |
1.1.11 |
Chapter 5 |
3 |
1.1.12 |
Progression of Chapter 1, 2, and 3 |
3 |
1.1.13 |
Finals (Sprint 2) |
3 |
1.1.14 |
Updated Comments Matrix and Paper |
3 |
1.1.15 |
Submission of Updated Comments Matrix and Final Paper |
2 |
1.2 |
Analysis and Design |
3 |
1.2.1 |
Choose Adviser/Consultant |
3 |
1.2.2 |
Compilation of MNTSDEV Requirements |
3 |
1.2.3 |
Software Design |
3 |
1.2.4 |
MVC Infographic |
3 |
1.2.5 |
GitHub Repository |
3 |
1.2.6 |
Case in Point: Big Ten University |
3 |
1.2.7 |
Event Table |
3 |
1.2.8 |
Use Case Diagram |
3 |
1.2.9 |
Use Case Full Description |
3 |
1.2.10 |
Data Flow Diagram |
3 |
1.2.11 |
Context Flow Diagram |
3 |
1.2.12 |
Entity-Relationship Diagram |
3 |
1.2.13 |
Adviser/Consultant Meeting 1 |
3 |
1.2.14 |
Submission of Midterm Deliverables |
3 |
1.2.15 |
Midterm (Sprint 3) |
3 |
1.2.16 |
Comment Matrix |
3 |
1.2.16 |
Comment Matrix |
3 |
1.2.17 |
Paper Revision 1 |
3 |
1.2.18 |
Activity Diagram |
3 |
1.2.19 |
Object Diagram |
3 |
1.2.20 |
Class Diagram |
3 |
1.2.21 |
Sequence Diagram |
3 |
1.2.22 |
State Machine Diagram |
3 |
1.2.23 |
Package Diagram |
3 |
1.2.24 |
Component Diagram |
3 |
1.2.25 |
Deployment Diagram |
3 |
1.2.26 |
Adviser/Consultant Meeting 2 |
3 |
1.2.27 |
Adviser/Consultant Meeting 3 |
3 |
1.2.28 |
Paper Revision 2 |
3 |
1.2.29 |
Mock Presentation |
3 |
1.2.30 |
Submission of Final Deliverables |
3 |
1.2.31 |
Finals (Sprint 4) |
3 |
1.2.32 |
Paper Revision 3 |
3 |
1.2.33 |
Updated Comments Matrix and Paper |
2 |
1.3 |
Development, Testing, and Deployment |
3 |
1.3.1 |
Choose Adviser/Consultant |
3 |
1.3.2 |
Compilation of MSYADD1 Requirements |
3 |
1.3.3 |
Project Flow |
3 |
1.3.4 |
Assigning of Parts for Statement of Work and Project Charter Plan |
3 |
1.3.5 |
Initial Project Charter Plan (Long Version) |
4 |
1.3.5.1 |
Executive Summary |
4 |
1.3.5.2 |
Risks |
4 |
1.3.5.3 |
Project Purpose/Justification |
4 |
1.3.5.4 |
Project Description |
4 |
1.3.5.5 |
Preliminary Scope Statement |
4 |
1.3.5.6 |
Summary Milestone Schedule |
4 |
1.3.5.7 |
Project Deliverables |
4 |
1.3.5.8 |
Project Approval Requirements |
4 |
1.3.5.9 |
Project Manager |
4 |
1.3.5.10 |
Authorization |
3 |
1.3.6 |
Statement of Work |
4 |
1.3.6.1 |
Introduction/Background |
4 |
1.3.6.2 |
Scope of Work |
4 |
1.3.6.3 |
Period of Performance |
4 |
1.3.6.4 |
Place of Performance |
4 |
1.3.6.5 |
Work Requirements |
4 |
1.3.6.6 |
Schedule/Milestones |
4 |
1.3.6.7 |
Acceptance Criteria |
4 |
1.3.6.8 |
Other Requirements |
4 |
1.3.6.9 |
Acceptance |
3 |
1.3.7 |
Project Vision and Scope |
4 |
1.3.7.1 |
Business Requirements |
4 |
1.3.7.2 |
Business Objectives and Success Criteria |
4 |
1.3.7.3 |
Vision of the Solution |
4 |
1.3.7.4 |
Scope and Limitations |
4 |
1.3.7.5 |
Business Context |
3 |
1.3.8 |
Activity List |
3 |
1.3.9 |
MCSPROJ Course Paper |
3 |
1.3.10 |
Team Meeting 1 |
3 |
1.3.11 |
Initial Work Breakdown Structure (WBS) |
3 |
1.3.12 |
Team Meeting 2 |
3 |
1.3.13 |
Improvement Matrix |
3 |
1.3.14 |
Midterm (Sprint 5) |
3 |
1.3.15 |
Midterm Comment Matrix |
3 |
1.3.16 |
User Project Review |
3 |
1.3.17 |
Team Meeting 3 |
3 |
1.3.18 |
Test Case |
3 |
1.3.19 |
Initial Quality Management Plan |
3 |
1.3.20 |
Software Requirement Specifications |
3 |
1.3.21 |
Adviser/Consultant Meeting 4 |
3 |
1.3.22 |
Adviser/Consultant Meeting 5 |
3 |
1.3.23 |
Finals (Sprint 6) |
2 |
1.4 |
Project Management |
3 |
1.4.1 |
Team Meeting 4 |
3 |
1.4.2 |
Business Case |
3 |
1.4.3 |
Project Charter Plan (Short Version) |
3 |
1.4.4 |
TOPCIT Project Management Quizlet |
3 |
1.4.5 |
Stakeholder Analysis |
3 |
1.4.6 |
Stakeholder Management Strategy |
3 |
1.4.7 |
Choose Project Adviser and Consultant |
3 |
1.4.8 |
Team Meeting 5 |
3 |
1.4.9 |
Team Meeting 6 |
3 |
1.4.10 |
Team Meeting 7 |
3 |
1.4.11 |
Cost Management Plan |
3 |
1.4.12 |
Schedule Management Plan |
3 |
1.4.13 |
Scope Management Plan |
3 |
1.4.14 |
Work Package Solution |
3 |
1.4.15 |
Team Meeting 8 |
3 |
1.4.16 |
Adviser/Consultant Meeting 6 |
3 |
1.4.17 |
Initial Wiki Page Encoding |
3 |
1.4.18 |
Project Management Plan |
4 |
1.4.18.1 |
Staffing Management Plan |
4 |
1.4.18.2 |
Change Management Plan |
4 |
1.4.18.3 |
Communication Management Plan |
4 |
1.4.18.4 |
Final Quality Management Plan |
4 |
1.4.18.5 |
Risk Management Plan |
4 |
1.4.18.6 |
Procurement Plan |
4 |
1.4.18.7 |
Implementation Plan |
4 |
1.4.18.8 |
Project Management Approach |
4 |
1.4.18.9 |
Company Profile |
4 |
1.4.19 |
Team Meeting 9 |
3 |
1.4.20 |
1st Individual Weekly Status Report |
3 |
1.4.21 |
PMI 7th Edition Quizlet |
3 |
1.4.22 |
Final Project Charter Plan (Long Version) |
3 |
1.4.23 |
2nd Individual Weekly Status Report |
3 |
1.4.24 |
Adviser/Consultant Meeting 7 |
3 |
1.4.25 |
PMBOK Quizlet |
3 |
1.4.26 |
Final Work Breakdown Structure (WBS) |
3 |
1.4.27 |
Final Wiki Page Encoding |
3 |
1.4.28 |
Team Meeting 10 |
3 |
1.4.29 |
Team Meeting 11 |
3 |
1.4.30 |
Team Meeting 12 |
3 |
1.4.31 |
Finals (Sprint 7) |
2 |
1.5 |
Project Closeout |
3 |
1.5.1 |
Project Turnover |
3 |
1.5.2 |
Project Documentation |
3 |
1.5.3 |
Project Demonstration |
LEVEL 1 |
LEVEL 2 |
LEVEL 3 |
LEVEL 4 |
Villamin Wood and Ironworks System |
1.1 Planning |
1.1.1 Creation of Project |
|
1.2 Analysis and Design |
1.2.1 Choose Adviser/Consultant |
||
1.3 Development, Testing, and Deployment |
1.3.1 Choose Adviser/Consultant |
1.3.5.1 Executive Summary |
|
1.4 Project Management |
1.4.1 Team Meeting 4 |
1.4.18.1 Staffing Management Plan |
|
1.5 Project Closeout |
1.5.1 Project Turnover |
LEVEL |
WBS CODE |
ELEMENT NAME |
DEFINITION |
ESTIMATED DURATION |
1 |
1 |
Villamin Wood and Iron Works System |
Additional platform for Villamin Wood and Iron Works |
313 days |
2 |
1.1 |
Planning |
Planning the process of the project |
296 days |
3 |
1.1.1 |
Creation of Project |
Planning of the project. Finding a client and forming a team |
14 days |
3 |
1.1.2 |
Choose Project/Client |
Choosing the possible client for the project |
14 days |
3 |
1.1.3 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations |
14 days |
3 |
1.1.4 |
Design Thinking 1 |
An assignment for us to understand how the project will be made |
1 day |
3 |
1.1.5 |
Chapter 1 |
Chapter 1 of the project paper |
8 days |
3 |
1.1.6 |
Chapter 2 |
Chapter 2 of the project paper |
8 days |
3 |
1.1.7 |
Chapter 3 |
Chapter 3 of the project paper |
8 days |
3 |
1.1.8 |
Midterm (Sprint 1) |
Project presentation for defense |
8 days |
3 |
1.1.9 |
Comments Matrix |
Improvements of the first 3 chapters on the paper. |
4 days |
3 |
1.1.10 |
Chapter 4 |
Chapter 4 of the project paper |
8 days |
3 |
1.1.11 |
Chapter 5 |
Chapter 5 of the project paper |
8 days |
3 |
1.1.12 |
Progression of Chapter 1, 2, and 3 |
Progressions of the project paper |
15 days |
3 |
1.1.13 |
Finals (Sprint 2) |
Improvements on the chapters of the paper. |
1 day |
3 |
1.1.14 |
Updated Comments Matrix and Paper |
Improvements on the chapters of the paper. |
5 days |
3 |
1.1.15 |
Submission of Updated Comments Matrix and Final Paper |
Submitting the paper through uploading the files on MS Teams |
1 day |
2 |
1.2 |
Analysis and Design |
Initial production of the system |
64 days |
3 |
1.2.1 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations |
24 days |
3 |
1.2.2 |
Compilation of MNTSDEV Requirements |
Compiled the previous requirements during MNTSDEV |
1 day |
3 |
1.2.3 |
Software Design |
Problem-solving and software solution planning |
1 day |
3 |
1.2.4 |
MVC Infographic |
Infographic preparation for the project |
2 days |
3 |
1.2.5 |
GitHub Repository |
Signed up/logged in into their GitHub accounts to be added on the team’s repository. |
1 day |
3 |
1.2.6 |
Case in Point: Big Ten University |
Assigned to do the Case in Point: Big Ten University of the project. |
3 days |
3 |
1.2.7 |
Event Table |
Events happening in the system. |
8 days |
3 |
1.2.8 |
Use Case Diagram |
Events happening in the system. |
8 days |
3 |
1.2.9 |
Use Case Full Description |
Events happening in the system. |
6 days |
3 |
1.2.10 |
Data Flow Diagram |
Events happening in the system. |
6 days |
3 |
1.2.11 |
Context Flow Diagram |
Events happening in the system. |
6 days |
3 |
1.2.12 |
Entity-Relationship Diagram |
Events happening in the system. |
6 days |
3 |
1.2.13 |
Adviser/Consultant Meeting 1 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.14 |
Submission of Midterm Deliverables |
Proofread the paper and gathered the requirements for it to be emailed to the panelists. |
1 day |
3 |
1.2.15 |
Midterm (Sprint 3) |
Presnted the projected and took notes on what is needed to improve on the project paper. |
1 day |
3 |
1.2.16 |
Comment Matrix |
Added notes on what is needed to improve on the project paper. |
8 days |
3 |
1.2.17 |
Paper Revision 1 |
Revised the parts that are needed to improve. |
8 days |
3 |
1.2.18 |
Activity Diagram |
Events happening in the system. |
13 days |
3 |
1.2.19 |
Object Diagram |
Events happening in the system. |
6 days |
3 |
1.2.20 |
Class Diagram |
Events happening in the system. |
13 days |
3 |
1.2.21 |
Sequence Diagram |
Events happening in the system. |
13 days |
3 |
1.2.22 |
State Machine Diagram |
Events happening in the system. |
13 days |
3 |
1.2.23 |
Package Diagram |
Events happening in the system. |
13 days |
3 |
1.2.24 |
Component Diagram |
Events happening in the system. |
13 days |
3 |
1.2.25 |
Deployment Diagram |
Events happening in the system. |
13 days |
3 |
1.2.26 |
Adviser/Consultant Meeting 2 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.27 |
Adviser/Consultant Meeting 3 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.28 |
Paper Revision 2 |
Revised the parts that are needed to improve. |
8 days |
3 |
1.2.29 |
Mock Presentation |
Presented the project to the adviser and given us advice |
1 day |
3 |
1.2.30 |
Submission of Final Deliverables |
Presented the project to the adviser and given us advice |
1 day |
3 |
1.2.31 |
Finals (Sprint 4) |
Scanned the panelists’ comments on what is needed to improve on the project paper. |
1 day |
3 |
1.2.32 |
Paper Revision 3 |
Added notes on what is needed to improve on the project paper. |
9 days |
3 |
1.2.33 |
Updated Comments Matrix and Paper |
Proofread the paper and gathered the requirements for it to be uploaded on the Teams Channel. |
1 day |
2 |
1.3 |
Development, Testing, and Deployment |
Initial System Development |
65 days |
3 |
1.3.1 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations. |
7 days |
3 |
1.3.2 |
Compilation of MSYADD1 Requirements |
Compiled the folder consisting of the requirements of the last MSYADD1 course. |
1 day |
3 |
1.3.3 |
Project Flow |
Tracking the project's progress. |
8 days |
3 |
1.3.4 |
Assigning of Parts for Statement of Work and Project Charter Plan |
The team leader assigned the group work |
1 day |
3 |
1.3.5 |
Initial Project Charter Plan (Long Version) |
Gives project managers written permission to begin work. |
27 days |
4 |
1.3.5.1 |
Executive Summary |
The preliminary section of a Project Charter Plan |
4 days |
4 |
1.3.5.2 |
Risks |
Scenarios that will develop changing the conclusion of a project, for better or for worse. |
4 days |
4 |
1.3.5.3 |
Project Purpose/Justification |
Scenarios that will develop changing the conclusion of a project, for better or for worse. |
4 days |
4 |
1.3.5.4 |
Project Description |
Explains the project's specifics |
2 days |
4 |
1.3.5.5 |
Preliminary Scope Statement |
Statement identifying the high-level project goals |
2 days |
4 |
1.3.5.6 |
Summary Milestone Schedule |
Allows the project manager to analyze and identify all key and substantial project milestones that may exist during a project. |
3 days |
4 |
1.3.5.7 |
Project Deliverables |
Output component within the scope of a project |
3 days |
4 |
1.3.5.8 |
Project Approval Requirements |
The deliverables have reached the final draft stage. |
2 days |
4 |
1.3.5.9 |
Project Manager |
The person in charge of completing the project |
2 days |
4 |
1.3.5.10 |
Authorization |
A formal procedure that enables (or grants permission for) work on a project to commence. |
10 days |
3 |
1.3.6 |
Statement of Work |
A legally enforceable agreement that collects and describes all aspects of your project's work management. |
8 days |
4 |
1.3.6.1 |
Introduction/Background |
A one-page portion of your project proposal that describes the issue that your initiative will address. |
2 days |
4 |
1.3.6.2 |
Scope of Work |
A guide to help your team understand what a project includes and excludes. |
5 days |
4 |
1.3.6.3 |
Period of Performance |
The total period (sometimes several years) that a federal agency grants a grantee to accomplish the approved work of the project detailed in the application. |
2 days |
4 |
1.3.6.4 |
Place of Performance |
The overall assessment of whether a project has met its objectives and requirements in terms of scope, cost, and timeliness. |
2 days |
4 |
1.3.6.5 |
Work Requirements |
The features, functions, and tasks that must be performed for a project to be considered successful. |
2 days |
4 |
1.3.6.6 |
Schedule/Milestones |
A project's activities, deliverables, and milestones are listed here. |
2 days |
4 |
1.3.6.7 |
Acceptance Criteria |
Criteria that contain performance standards and fundamental conditions that should be met before the project's outcomes are granted approval |
2 days |
4 |
1.3.6.8 |
Other Requirements |
Other requirements needed for the system. |
3 days |
4 |
1.3.6.9 |
Acceptance |
A procedure for reviewing and accepting project deliverables by the customer. |
2 days |
3 |
1.3.7 |
Project Vision and Scope |
Define the project's broad parameters and lay the groundwork for all following steps in the projects or programs cycle. |
2 days |
4 |
1.3.7.1 |
Business Requirements |
Define what the company wants or needs to be able to do when the project is finished. |
2 days |
4 |
1.3.7.2 |
Business Objectives and Success Criteria |
Cost, scope, and timeliness |
2 days |
4 |
1.3.7.3 |
Vision of the Solution |
Define the end aim and any other criteria that will help the project succeed. |
2 days |
4 |
1.3.7.4 |
Scope and Limitations |
The project's anticipated completion date |
2 days |
4 |
1.3.7.5 |
Business Context |
The project's anticipated completion date |
2 days |
3 |
1.3.8 |
Activity List |
A document that lists all the activities in a project. |
31 days |
3 |
1.3.9 |
MCSPROJ Course Paper |
A research paper that is based on your original study. |
16 days |
3 |
1.3.10 |
Team Meeting 1 |
Meeting for help and other clarifications. |
1 day |
3 |
1.3.11 |
Initial Work Breakdown Structure (WBS) |
Methodical way of completing huge tasks with multiple moving parts |
20 days |
3 |
1.3.12 |
Team Meeting 2 |
Meeting for help and other clarifications. |
1 day |
3 |
1.3.13 |
Improvement Matrix |
Collecting the past comments of the panelists during each defense. |
15 days |
3 |
1.3.14 |
Midterm (Sprint 5) |
Project presentation for defense |
1 day |
3 |
1.3.15 |
Midterm Comment Matrix |
Improvements of the paper. |
2 days |
3 |
1.3.16 |
User Project Review |
Detailed understanding of the project's present situation |
7 days |
3 |
1.3.17 |
Team Meeting 3 |
Meeting for help and other clarifications. |
7 days |
3 |
1.3.18 |
Test Case |
Beginning stage of the testing process |
6 days |
3 |
1.3.19 |
Initial Quality Management Plan |
Maintaining the program's overall quality smoothly and effectively |
7 days |
3 |
1.3.20 |
Software Requirement Specifications |
A set of instructions that specifies what the software will accomplish and how it should behave. |
9 days |
3 |
1.3.21 |
Adviser/Consultant Meeting 4 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.3.22 |
Adviser/Consultant Meeting 5 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.3.23 |
Finals (Sprint 6) |
Scanned the panelists’ comments on what is needed to improve on the project paper. |
1 day |
2 |
1.4 |
Project Management |
Planning and organizing a company's resources to complete a given task, event, or duty |
51 days |
3 |
1.4.1 |
Team Meeting 4 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.2 |
Business Case |
Rationale for carrying out a project, program, or repertoire |
12 days |
3 |
1.4.3 |
Project Charter Plan (Short Version) |
Venture's goals, scope, and duties to key project stakeholders to gain permission. |
9 days |
3 |
1.4.4 |
TOPCIT Project Management Quizlet |
Competence of projects, handling projects, project tools, and assessment of projects. |
1 day |
3 |
1.4.5 |
Stakeholder Analysis |
Identifying these individuals prior to the start of the project |
9 days |
3 |
1.4.6 |
Stakeholder Management Strategy |
Managing the expectations and needs of all internal and external stakeholders |
9 days |
3 |
1.4.7 |
Choose Project Adviser and Consultant |
Finding professors that are in line with our course for future meetings and consultations. |
1 day |
3 |
1.4.8 |
Team Meeting 5 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.9 |
Team Meeting 6 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.10 |
Team Meeting 7 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.11 |
Cost Management Plan |
Mapping and controlling a budget |
13 days |
3 |
1.4.12 |
Schedule Management Plan |
How the project schedule is handled over the course of the project's lifecycle |
13 days |
3 |
1.4.13 |
Scope Management Plan |
Drafting the procedures associated with executing a project |
13 days |
3 |
1.4.14 |
Work Package Solution |
Tasks inside a project that are related |
39 days |
3 |
1.4.15 |
Team Meeting 8 |
Meeting for help and other clarifications |
1 day |
3 |
1.4.16 |
Adviser/Consultant Meeting 6 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.4.17 |
Initial Wiki Page Encoding |
Encoding the contents about the project |
16 days |
3 |
1.4.18 |
Project Management Plan |
A collection of documentation outlining the how, when, and possibilities of the completion of a project. |
20 days |
4 |
1.4.18.1 |
Staffing Management Plan |
Employment specifications for the venture and how assets are going to be handled |
6 days |
4 |
1.4.18.2 |
Change Management Plan |
Putting modifications or adjustments into action in a project or throughout a company |
6 days |
4 |
1.4.18.3 |
Communication Management Plan |
Communication between the project teams and stakeholders |
13days |
4 |
1.4.18.4 |
Final Quality Management Plan |
Guaranteeing that quality measures are put in place for a project |
13 days |
4 |
1.4.18.5 |
Risk Management Plan |
Risk management for the project |
13 days |
4 |
1.4.18.6 |
Procurement Plan |
Covers the items the project will purchase, classified as products, services, or technology. |
10 days |
4 |
1.4.18.7 |
Implementation Plan |
Drafting the processes used by a team to achieve an objective or complete a project |
13 days |
4 |
1.4.18.8 |
Project Management Approach |
Drafting the processes used by a team to achieve an objective or complete a project |
9 days |
4 |
1.4.18.9 |
Company Profile |
An introductory section to a corporation in writing that informs the audience regarding its operations, mission, ambitions, and capabilities. |
2 days |
4 |
1.4.19 |
Team Meeting 9 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.20 |
1st Individual Weekly Status Report |
Project progress over a certain time span |
3 days |
3 |
1.4.21 |
PMI 7th Edition Quizlet |
An assignment for us to understand how the project will be made |
11 days |
3 |
1.4.22 |
Final Project Charter Plan (Long Version) |
Venture's goals, scope, and duties to key project stakeholders to gain permission. |
13 days |
3 |
1.4.23 |
2nd Individual Weekly Status Report |
Project progress over a certain time span |
1 day |
3 |
1.4.24 |
Adviser/Consultant Meeting 7 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.4.25 |
PMBOK Quizlet |
An assignment for us to understand how the project will be made |
1 day |
3 |
1.4.26 |
Final Work Breakdown Structure (WBS) |
A sequentially strategy to completing huge tasks with multiple variables |
1 day |
3 |
1.4.27 |
Final Wiki Page Encoding |
Final encoding the contents about the project |
14 days |
3 |
1.4.28 |
Team Meeting 10 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.29 |
Team Meeting 11 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.30 |
Team Meeting 12 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.31 |
Finals (Sprint 7) |
Project presentation for defense |
1 day |
2 |
1.5 |
Project Closeout |
Completes every task assigned across all phases of the project. |
1 day |
3 |
1.5.1 |
Project Turnover |
Transfer from construction or renovation to use and occupancy |
1 day |
3 |
1.5.2 |
Project Documentation |
Documentation created by the project manager throughout its developmental phase. |
1 day |
3 |
1.5.3 |
Project Demonstration |
Evaluation of the system |
1 day |
TERMINOLOGIES |
DEFINITION |
Work Breakdown Structure (WBS) |
Technique used in one of the most essential project management manuals. |
Work Package |
A precise list of tasks that must be completed to meet a given deliverable or project milestone. |
WBS Code |
Listed values that you can put to projects and modify to meet your company's specific needs. |
This is a vital component of the project as the communications management plan outlines how the team will operate to fulfill the system, it outlines the strategy of the communication for the team and stakeholders.
The plan will discuss the type of information which will be communicated throughout the development which includes project updates, discussing progress reports, risks, and issues with the project. The plan also specifies the communication needs of all parties involved and what the approach will be for the communication process to go accordingly.
The project manager is the one responsible for holding regular meetings with the project team and discussing the updates being made. These meetings will be held to ensure that everyone is aware of the progress of the project. The team should also establish a way to address any conflicts or issues that arise by communicating clearly.
The Communications Management Constraints for the project are crucial to the overall project management plan because these constraints help in defining the limitations which may impact the communication processes and strategies created for the project. The team will look to develop solutions with the help of identifying the constraints to mitigate potential challenges. This section will provide an overview of the constraints that may impact the project’s communication strategies and processes. These constraints are the following:
- Availability of team members- Some team members may have other work or responsibilities now making them unavailable to communicate.
- Limited budget for resources and tools used for communication - The budget may not be sufficient to fund communication tools that can be used to improve the communication management plan.
- Time conflicts - The deadlines provided may provide challenges in completing requirements and could result in conflicts with conducting regular meetings.
- Technical difficulties - This may include internet problems and other technicalities that may be a constraint to communication processes.
The Stakeholder Communication Requirements is vital for the project as it defines the communication needs of both the stakeholders and the project team. This also ensures that the information regarding the project will be delivered properly and efficiently.
The Stakeholder Communication Requirements include the following:
- Consistent updates - It is important that all stakeholders are informed of the updates regarding the project regularly to keep them in the loop of what is happening during the development.
- Effective Communication - This is crucial for conveying project-related information to stakeholders in a matter that is clear and shows that they can comprehend the messages and vice versa.
- Transparency - It is important to establish transparency to gain the trust of the stakeholders. This involves openly discussing everything with the stakeholders including issues and risks.
Project Sponsor
- The project sponsor is responsible for guiding the project manager and project team in ensuring that the goals and objectives are met. The project sponsor also communicates with the entire team in checking the progresses being made.
Product Owner
- The product owner is responsible for ensuring that the project accomplishes the objectives and represent the interests of the stakeholders. The product owner needs to be assertive and communicate clearly with the team on what is needed for the project in order to maximize the project’s value.
Project Manager
- Project Manager has the responsibility of overseeing the entire project which requires coordinating with all parties involved to assure clear communication is being done for the benefit of the project.
Developer
- The developer is in charge of converting the ideas for the project into useful software programs which requires the developer to have a clear understanding of what will be developed. The developer will also need to communicate clearly and quickly regarding issues which may occur during the development process in order to resolve it immediately.
Quality Assurance
- The quality assurance is in charge of ensuring that the entire project deliverables and product are consistently meeting its quality standards. Therefore, he/she needs to communicate with the team and check regularly on their tasks to ensure that the quality of their work and deliverables meet the criteria.
Product Tester
- The product tester is responsible for testing the system and ensuring that it operates as intended and meets the quality standard set for it. The tester is in charge of reporting issues and adjustments to be made to the system.
The Villamin Wood and Ironworks System requires understanding from the team of the communication methods and technologies to effectively communicate with the stakeholders. It is essential to consider varied factors and limitations in ensuring that the stakeholders will receive the information they need at the right time and in an efficient manner. This includes delivering project updates, progress reports, and other relevant information. Some factors to consider are the location of the stakeholders, the level of technical expertise of the stakeholders which should be considered to factor in how the team should communicate. Also, the budget and resources available.
Based on the stated factors, it is important for the team to utilize the use of technologies such as project management software, email, telephone, and video conferencing for meetings.
| Risk ID | Risk Rank | Risk | Description | Category | Destination/Owner | Probability | Impact | Status |
|---|---|---|---|---|---|---|---|---|
| RID 001 | 1 | Technical Risks | There is a risk that delays in development which leads to the risk of not finishing the project on time and other errors caused by the conflict. | Technology | Project Manager | High | High | In Progress |
| RID 002 | 2 | Resource Risks | There is a risk of having insufficient resources which may be needed to accomplish the project on time. Thus, resulting to delays and a budget overrun. | Organizational | Project Manager | High | High | In Progress |
| RID 003 | 3 | Security Risks | There is a risk of being hacked and compromising the data of the client. | Security | System Developer | Low | High | In Progress |
| RID 004 | 4 | Changes in Technology | There is a risk that a change in the industry of technology occurs which may require additional work or resources to adapt. | Technology | Project Manager | Medium | Medium | In Progress |
| RID 005 | 5 | Unforeseen Circumstances | There is a risk that circumstances such as natural disasters could cause disturbance and impact the project in an unexpected way. | Natural | Project Manager | Low | High | In Progress |
Meetings play an important role in facilitating effective communication. To guarantee productive, efficient and successful meetings, it is essential to set up meeting guidelines. These guidelines should elaborate on the details of the meeting’s purpose and the procedures to be followed in the meetings.
Below are the meeting guidelines to help in conducting effective meetings:
- Purpose of the Meeting - All meetings should define their purpose so that everyone understands what it is for and how important it is.
- Goal of the Meeting - The goal should be defined clearly for everyone to know what should be accomplished during the meeting.
- Minutes - Minutes of the meeting are essential and should be taken during the meeting and provided to all involved parties as it entails the summary of everything that occurred in the meeting.
- Attendance - The people to attend the meeting should only include those who should be there, meaning only the people who can contribute in the discussions and the stakeholders who need to be informed. </p>
Communication standards for the Villamin Wood and Ironworks System are the following:
- Timely Response - Respond to messages and emails efficiently to ensure that delays can be avoided.
- Clear and Concise Messages - Communicate information in this manner to ensure that the recipient of the message understands clearly without any confusion to avoid issues.
- Use of Appropriate Communication Channels - Select the appropriate communication channel or platform for each situation may it be an email, online meeting, or face-to-face meeting.
- Regular Updates - Keep the stakeholders informed about the project progress and other information which may require their attention.
The ideal Communication Escalation Process includes the following:
- Identify the Problem - This is the first step as the problem should be broken down and identified before we proceed to any escalation or resolution.
- Look for a Resolution - This can be done with the team to understand what caused the issues and look for the right ways to resolve them.
- Escalate to Higher Management - This only occurs when the issue cannot be resolved and requires further review from higher management.
- Documentation - It is important to document the entire escalation process from identifying the problem to its resolution.
- Review Escalation Process - This can be reviewed to learn from the previous issues and find ways to further improve and avoid those circumstances.