Project Management Plan Example

Alpha Omega IT Project Management Plan

Prepared by: Alpha Omega IT Reviewed by: Stuart Alexander V2.0

Table of Contents 1. Document Details...............................................................................4 1.1 Document History............................................................................................. 4 1.2 Document Purpose............................................................................................ 4 1.3 Document Audience.......................................................................................... 4 1.4 Document Task Breakdown..............................................................................4 1.5 Quality Assurance............................................................................................. 4 2. Introduction.......................................................................................5 2.1 Project Overview............................................................................................... 5 2.2 Project Deliverables.......................................................................................... 5 2.3 Evolution of the Project Management Plan........................................................6 3. Project Organisation...........................................................................7 3.1 Organisational Structure...................................................................................7 3.2 Organisational Boundaries and Interfaces........................................................7 3.2.1 Internal Communication.............................................................................9 3.2.2 External Communication.............................................................................9 3.3 Project Responsibilities...................................................................................10 4. Managerial Process...........................................................................10 4.1 Management Objectives and Priorities............................................................10 4.2 Assumptions, Dependencies and Constraints.................................................12 4.2.1 Assumptions............................................................................................. 12 4.2.2 Dependencies........................................................................................... 12 4.2.3 Constraints............................................................................................... 13 4.3 Risk Management........................................................................................... 14 4.4 Monitoring & Controlling Mechanisms.............................................................15 4.4.1 Sub-Team Management ...........................................................................16 4.4.2 Weekly Work Lists and Log Books ............................................................16 4.5 Staffing plan................................................................................................... 17 4.5.1 Role Requirements...................................................................................17 5. Technical Process..............................................................................19 5.1 Methods and Tools..........................................................................................19 5.1.1 Methods.................................................................................................... 19 5.1.2 Tools......................................................................................................... 20 5.2 Project Support Functions...............................................................................21 6. Work Packages, Schedule and Budget................................................21 6.1 Work Packages............................................................................................... 21 6.2 Dependencies................................................................................................. 24 6.3 Resource Requirements..................................................................................24 6.4 Budget and Resource Allocation.....................................................................25 6.5 Schedule......................................................................................................... 25 7. Human Resources.............................................................................26 7.1 Skills Assessment............................................................................................26 7.2 Staffing Profile................................................................................................26 7.3 Organisation Chart..........................................................................................29 7.4 Other Needed Resources................................................................................29 7.4.1 Work Breakdown Structure (WBS)............................................................29 7.4.2 Training.................................................................................................... 29 7.4.3 Work Flow Chart.......................................................................................30 7.5 Communications Plan.....................................................................................30 7.5.1 Communication Details.............................................................................30

7.5.2 Meetings................................................................................................... 30 7.5.3 Minutes and Status Reports......................................................................31 8. Bibliography.....................................................................................32 Appendices Appendix A – Project Standards Appendix B – Document Standards Appendix C – Quality Assurance Guidelines Appendix D – Gantt Chart Appendix E – Weekly Work List Appendix F – Log Book

1. DOCUMENT DETAILS 1.1 DOCUMENT HISTORY Date 31 March 2008 16 April 2008 19 May 2008

Revised By Alpha Omega IT S. Alexander J. Dagher/S. Alexander

Changes Made Initial Document Collated Review Document Minor changes

Version 1.0 1.1 2.0

1.2 DOCUMENT PURPOSE The purpose of this document is to provide an overview of what the Eastcoast Wireless Network project will look like. It will help guide the team members of Alpha Omega IT to the project completion by specifying milestones, deliverables, processes and procedures. Eastcoast can also use this document to help keep Alpha Omega accountable for the projects deliverables.

1.3 DOCUMENT AUDIENCE This document will be given to the Project Manager for review. Our client, ie. Eastcoast Contracting will receive an initial and final copy for accountability purposes. All Alpha Omega team members will use this document in their respective roles as a baseline tool. Team members include the Project Leader, Lead Designer, Quality Assurance Manager, Network Administrator, Hardware and Software Managers.

1.4 DOCUMENT TASK BREAKDOWN Section 1. Document Details 2. Introduction 3. Project Organisation 4. Managerial Process 4.1 Management Objectives 4.2 Assumptions, Dependencies and Constraints 4.3 Risk Management 4.4 Monitoring and Controlling Mechanisms 4.5 Staffing Plan 5. Technical Process 6. Work Packages, Schedule and Budget 7. Human Resources Project & Document Standards Quality Assurance Gantt Chart

Name Stuart Stuart Stuart Stuart Mark Stuart Mark Stuart Jeff Christine Jeff Stuart Stuart Christine

1.5 QUALITY ASSURANCE

Project Management Plan – Ver 2.0

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2. INTRODUCTION 2.1 PROJECT OVERVIEW Alpha Omega IT is a consultancy specialising in developing, implementing and maintaining office network systems for small to medium businesses. It has been hired by Eastcoast Contracting Pty Ltd to provide an IT solution for their new office in Sydney. Eastcoast’s core business is providing short term nursing staff to hospital institutions. They are in the process of opening a new office in the St George area and require the system to be ready to be implemented by June 2009. Outlined below is a broad summary of what features they are looking for in their office IT system. • • • •

Networked computers using secure wireless technology to minimise cabling costs Electronic mail, web presence and office software Relational database that isn’t Microsoft Access Printing and fax capability

For the project to be deemed a success by the June 2009 deadline all documentation for the design and implementation process needs to be submitted to the client. In addition they have requested a working prototype to show the system is capable of fulfilling their requirements. This document outlines the processes that will be used throughout the project such as staff and time management strategies, resource allocation and standards. It also outlines deliverables and the timeline of the project.

2.2 PROJECT DELIVERABLES Initially Alpha Omega IT will deliver the following hardware and software to Eastcoast Contracting: A working prototype office network with the following characteristics: • File Server and Domain Controller • Mail Server • Database Server • 2 – 3 desktops or laptops connected wirelessly to the network • All network hardware such as routers and switches • 2 printers connected to network • Static website for Eastcoast Contracting ready for uploading to a website hosting site Software used in the prototype which will be implemented in the live system include: • Operating systems for servers and workstations • Microsoft Office/Open Office • Antivirus/spyware software • All necessary networking software


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Additional documentation that Alpha Omega will provide includes: • • • • • • • • • • • • •

Project Charter Project Management Plan Feasibility Study Requirements Specification Report Design Report Testing Plan Implementation Plan Disaster Recovery Plan Maintenance Plan User Documentation Client Support Plan Post Implementation Review New User Requirements

This system will have security features incorporated into the design, especially relating to the wireless connectivity that has been requested. Based on the prototype and documentation, Alpha Omega will then implement the system into the premises of Eastcoast Contracting after June 2009

2.3 EVOLUTION

OF THE

PROJECT MANAGEMENT PLAN

The first version of the Project Management Plan (PMP) that will be handed into Maria for review is version 1.X. This version has been produced at the start of the project and before submission to Maria it has been checked for document standard adherence and reviewed by the project leader or deputy. Some sections are intentionally broadly focussed due to lack of current information but as the project progresses, more detailed information will be added to the PMP and further reviews will occur.


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3. PROJECT ORGANISATION 3.1 ORGANISATIONAL STRUCTURE Alpha Omega IT is a consulting firm consisting of six employees. Five are technical staff who design and implement projects for clients and one is a part time administrative support officer who provides book-keeping and account skills to the company.

3.2 ORGANISATIONAL BOUNDARIES

AND INTERFACES

The Project Leader, Stuart Alexander initiated the project with Eastcoast Contracting. Throughout the project life cycle he will chair all meetings and provide the deliverables to the client. If Stuart is unavailable on Monday nights, the Deputy Leader Jeffrey Dagher will take on these duties. The organisational boundaries are clearly defined as shown in the diagram below. Lines of communication are included.


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As the main contact and Project Sponsor within Eastcoast Contracting, Maria Faraone formally meets with Alpha Omega on a monthly basis to sign off on deliverables and get updated on the status of the project. She can also be contacted informally during the Monday night work sessions to confirm details and requirements if necessary. Maria is not an employee of Alpha Omega but has the final say in what is required by Eastcoast Contracting. The organisation chart below provides a graphical representation of lines of authority within Alpha Omega IT and the link with Eastcoast Contracting.


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3.2.1 Internal Communication Communication within the team consists of the following methods: Face to face weekly meetings

On a weekly basis the team meets up to discuss the status of the project and any problems that may be occurring. Minutes are taken of the meeting and action items are allocated. There are several hours of work time carried out after the meetings. These are currently held at the St George TAFE institute but may be held at a place of residence further down the track.

Email

All team have access to email allowing information to be electronically shared when not working at the TAFE institute. Clarification of issues can also be raised with all team members, not just with one. Weekly worklists are sent every Tuesday to the team which specify the current and upcoming tasks for completion.

Mobile phones

Phone calls are made for individual communication between team members or to advise about attendance to a meeting. They are useful for clarifying a complex issue that couldn’t be described through an email.

3.2.2 External Communication When Alpha Omega communicates with Eastcoast Contracting or Tafe it uses the following methods: Weekly face to face discussion

Maria Faraone is onsite at the TAFE institute every week to provide advice or clarification on parts of the project. These discussions are considered informal.

Formal Monthly meetings

Once a month the team meets up with Maria to discuss the status of the project and provide deliverables if required. Minutes are taken of the meeting. Feedback is provided and upcoming sections of the project are discussed.

Email

Maria is contactable via email. If unable to attend the weekly meetings then it is required to inform Maria.

Presentation

At the completion of the project a presentation is given by Alpha Omega staff to a panel of Tafe teachers. The presentation outlines all parts of the project, the processes used and goals achieved. Questions are taken from the Tafe teachers.


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3.3 PROJECT RESPONSIBILITIES It is the responsibility of all team members to use their skills and knowledge towards providing a successful outcome. The input for the project is based around the employees’ role as outlined in the organisation chart. Further team responsibilities are outlined within the Quality Assurance documentation and Human resources section.

4. MANAGERIAL PROCESS 4.1 MANAGEMENT OBJECTIVES

AND

PRIORITIES

The major objective of the solution is to provide a wirelessly networked office environment for Eastcoast Contracting allowing them to continue their business of providing contractor nursing staff. The system will include servers to run the back-end programs, network hardware including switches, routers and wireless access points and desktop machines to connect to this network infrastructure. Included in the system will be a way for nurses to communicate with Eastcoast through the internet and for Eastcoast to manage their staffing requirements through a relational database. Printing and fax capability are also part of the outlined system. These have been integrated into the network to allow all users of the network to utilise their functionality. Within the Project Charter there were objectives and deliverables that Eastcoast Contracting required out of a system. Below is a further explanation of how these are being realised in the solution provided. Wireless Connectivity The wireless router sends and receives data between the servers and the workstations. Each workstation has a wireless network card capable of sending and receiving data. Electronic Mail A dedicated server will be implemented allowing a centralised location for storage of emails. Capabilities of the email server include advanced filtering and antivirus services, mailbox size management, easier backup procedures and many other functions. Web presence/webpage This will be designed by Alpha Omega with Eastcoasts input using open source or Alpha Omega software so as to minimise cost to Eastcoast Contracting. Requirements for the website will be gathered later in the project. A hosting service has been recommended due to the small amount of expected traffic and it is one less function for the system administrator to manage. Purchase of Hardware and Software Alpha Omega IT will still arrange purchase of all hardware and software for this project and provide ongoing reports of cost management to Eastcoast Contracting. Installation of Office Software and a Relational Database Office package software will be installed on the workstations to allow the staff to produce necessary documentation. The relational database will incorporate an


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easy to use front end and capability to export data into the office package software. These will be configured for Eastcoast Contracting.

Proper Safeguards in Place to Deny Unrestricted Access Security is achieved through a multi level approach including: Hardware – Configuration of routers and wireless network devices. Software – Antivirus software, limiting folder access, password requirements Training – Proper procedures regarding security and network access Scalable System Architecture The hardware chosen will not be running at 100% capacity. If it was running at full capacity then there would be system crashes and other problems. Further growth has been designed in the system by selecting servers with extra expansion capabilities that can be easily incorporated into the current architecture. The network hardware such as the router is very capable at managing the current level of expected network traffic and also allows for increased volumes of throughput. Currently there is 2 expected VPN connections and it allows up to another 3 connections. Since it employs a Wireless Access Point it allows further workstations to easily connect to the network without the need for more laying of cabling. The switch has extra Ethernet ports for easy connection of more servers. Overall the architecture has been designed with either increased capacity available within the device itself or if further devices need to be attached to the network these can be easily installed and configured. VPN Access The router has built in VPN access allowing up to 5 concurrent VPN sessions. Technical Documentation for the System Administrator Documentation for the System Administrator includes: • Network diagrams • Server, network and workstation specifications • Server configurations such as access levels, software setups and passwords • IP address allocations • Scheduled maintenance and backup procedures • Disaster recovery plan • Other details relating to the smooth operation of the system This list will be expanded upon as the system progresses. System is User Friendly The following design features have been incorporated to increase the ease of use for the end user and System Administrator: • Utilising off the shelf office software that employees are already familiar with • Overall speed of the system is fast so as to minimise waiting times for the user • Incorporating wireless connectivity into the workstations and the printers to enable users to easily move desks • Designing a system that is easy to maintain and identify where errors are occurring • Providing basic training on the workstations • Integrating the software packages as much as possible


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4.2 ASSUMPTIONS, DEPENDENCIES

AND

CONSTRAINTS

4.2.1 Assumptions Resource Assumptions • Project staff resources will be available when and as they are needed. • Required hardware resources will be available when and as they are needed. • Required customer resources will be available when and as they are needed. • A significant percentage of the project staff will be experienced with the technical environment. • A significant percentage of the project staff will be experienced with the operating environment. • Access to industry experts and specialized skills will occur as needed. • Tafe will provide suitable hardware and software for the creation of the prototype Delivery Assumptions • Deliverables will be subject to no more than a specific number of review cycles. • Equipment order lead times are known and can be expected to be met. Environmental Assumptions • Issues will be resolved in a timely manner. • The project organization described in the project plan will be put in place. • Systems components will be capable of being integrated with minimum rework. Budgetary Assumptions • The statistics used in preparing the estimates are accurate within a given percent. • No outside consulting will be required or Outside consulting will be limited to a specified number of days at a specified rate per day. Functionality Assumptions • The scope of the project is limited to that described in the project charter.

4.2.2 Dependencies Resource Dependencies • Alpha Omega IT is dependent on Tafe providing both hardware and software for the creation of the prototype. • Proper tools are needed to work on the hardware. Delivery Dependencies • Before the prototype can be delivered the necessary planning documentation needs to be completed such as Project Management Plan, Feasibility Study and Implementation Plan. • The final deliverable date of June 2009 depends on having at least 3 team members working on the project. Environmental Dependencies


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•

The ability to work on the hardware depends on the hours Tafe is open and the hours available outside the team members usual work hours

Budgetary Dependencies • Eastcoast Contracting will provide the finances for the final system, Tafe will provide funding for minor expenses such as printing documentation. Functionality Dependencies • Software and hardware needs to be installed and configured before testing can begin. • The relational database, file storage and emails depend on the servers being online.

4.2.3 Constraints Resource Constraints • Key staff resources will be available only on a part-time basis. • Computer resources will be available on a limited basis. • Key customer resources will be available on a restricted basis. • A significant percentage of the project staff will not be experienced with the technical environment. • A significant percentage of the project staff will not be experienced with the operating environment. • The customer has limited staff capable of adequately describing in detail the functional requirements of the system. • The customer has limited staff capable of adequately describing in detail the operational requirements of the system. Delivery Constraints • Deliverables submitted for approval will require working days for review. • Equipment order lead times may not be specified with accuracy. Environmental Constraints • The development or operating environment is new, and no project staff members are familiar with it. • Key decision-makers are difficult to contact when issues arise due to other commitments such as full time work. • The project environment is new and the components have not yet been successfully integrated. • Tafe hours of opening limit when the prototype can be worked on. Budgetary Constraints • Statistics used in preparing the estimates are unreliable because there isn’t accurate financial data from Eastcoast Contracting. • Outside consulting requirements cannot be accurately estimated. Functionality Constraints • The project depends upon receiving data from other, external applications • Internet connectivity will not be available in the prototype to show the VPN capability.


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4.3 RISK MANAGEMENT Risk management involves identifying any possible factors that could affect the success of the project and provide a strategy to deal with these risks. It is important to develop risk management so as to reduce the level of impact risks will have if they occur. Managing the risks continuously throughout this project allows Alpha Omega IT to ensure the goals and deliverables are completed. Itemised below are some risks which might influence the success of completion. Under each risk mentioned Alpha Omega IT has discussed a way to overcome the problem. The scope of the project is not fulfilled. By setting clear objectives at the beginning of the project and at each stage throughout the project it provides a clear guideline for Alpha Omega staff to follow. At the completion of the task or section the objectives can be referred back to and changes made before submission to Eastcoast Contracting. Review by the Project Leader adds an additional level of checking to ensure the scope is being fulfilled. This process reduces the risk of not meeting the project objectives. Project is over budget. Initial cost estimates are given as a range. As the project progresses the range becomes smaller as definite pricing and purchases are set. Minimising cost is a high priority and if an option exists to reduce the cost without affecting the functionality or scope of the system then it can be implemented into the budgetary planning. As part of the review undertaken at the completion of each deliverable adherence to budget constraints will also be looked at and steps taken if found to be over budget. Team members cannot complete tasks. There are many reasons why a team member may not be able to complete an assigned task. When tasks are not completed on time it will stretch the project schedule out unless strategies are implemented to get it back on track. It can also hold up other team members who are relying on the completed task so that they can start on theirs. Some of the reasons that team members may not be able to complete a task are: Team member is sick – There are times when someone is sick and is physically unable to complete work. When this occurs the team member will inform the Project Leader or Deputy and actions can be taken. The following questions need to be considered: a) How long is the sickness expected to last? b) How much of the task has been completed? c) Do other parts of the project rely on this task? Depending on the answers, the task due date can be extended or it can be given to another team member to complete Not enough technical expertise – When it is first identified that there is not enough expertise to complete the given task, the Project Leader or Deputy should be notified about what steps the team member is taking. Usually expertise will come from a fellow team member who will provide input. Any problems or questions about task allocation can be brought up at the weekly meetings so as to brainstorm ideas. Too high a workload – Sometimes the allocated tasks may take longer than initially thought. If this happens then the sooner the task can be reallocated/shared with another team member, the more time will be available to complete the task. In addition to reallocating or sharing a task the reason for not completing it will be discussed to ensure the team member is contributing as much as other members.


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Laziness – This is an unacceptable reason for not completing tasks and further action will be taken if this is the case. Task status updates from the team member will be required on a more regular basis so as to monitor how it is going. Overall, communication between the team is the key to minimising tasks not being completed on time. By notifying the Project Leader or Deputy as quickly as possible if unforeseen circumstances occur steps can be taken to remedy the situation. Providing feedback and encouragement to team members is also a necessary action for the Project Leader so as to bolster morale. Quality is not up to standard This risk is reduced by implementation of Quality Assurance. Each team member is aware of the Quality Assurance Plan and will implement quality practises in their work. Reviews are undertaken in each phase of the project and for each deliverable. Processes have been designed that are easily understandable and will be followed to ensure a continued high standard of quality. Further information can be found in the Quality Assurance Plan. Natural disasters If there is a flood, fire, earthquake etc. that renders the Tafe unusable there are two parts of the project it will affect, data and hardware. To ensure a disaster does not destroy all our data, at the end of each weeks Tafe meeting the project files located on the Tafe server are backed up onto USB keys. This ensures the files are in more than one location. It also allows Alpha Omega staff to work on documentation outside of Tafe. They are then synchronised with the Tafe server the following week. If the hardware to be used in the prototype is destroyed then Tafe will issue other hardware suitable for the building of a prototype. Since configurations and changes to the prototype are recorded in documentation it will not take too long for the project to get back to the stage before the disaster. System configurations are changed and not recorded All team members know that any major changes to the system are recorded. Alpha Omega staff are aware of the change management policy and will implement these policies. This allows us to revert back to a previous state of the system if necessary.

4.4 MONITORING & CONTROLLING MECHANISMS Monitoring and Controlling of the project occurs at two distinct levels. The Project Management Team is responsible for this at the team-wide level (macro level). Individual managers are responsible for the sub-team level planning (micro level). This information will be conveyed to the Project Manager for planning purposes through meetings and weekly manager’s reports. It is the team leader who is responsible for the monitoring and controlling of the whole team, and as such, is responsible for guidance both at a team level and at an individual level. Updates are carried out on the Project Management Plan at the conclusion of each major deliverable. Updated information is added and then a new version is saved. If there are minor additions required between the major deliverable reviews these will be inserted into the addendum file U:\2. Project Management Plan\Addendum.doc and then added when the major update occurs. The


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addendum file will be cleared after the major update. This ensures that version control is maintained. As part of the weekly meeting when a deliverable is ready to be handed in it will be discussed if the Project Management Plan needs to be updated. One team member as assigned by the team leader will update the Project Management Plan with the recommendations made. For minor updates any team member can add information to the addendum file.

4.4.1 Sub-Team Management Members of the team shall have weekly meetings in which the following activities may occur: • allocation of tasks to team members by the team leader • team members may raise concerns about workload, assigned tasks or other concerns with the project • assigned tasks are discussed and any problems that need to be reported to higher management noted • progress reports are provided to the Project Manager to provide information on the status of the project Minutes will be recorded by the Recording Secretary and each meeting with the Project Manager will have an agenda set. It is also expected that all members of the team will attend every meeting, unless they have specifically informed the team leader otherwise.

4.4.2 Weekly Work Lists and Log Books Each week tasks are given to team members for completion in the following week or fortnight. This ensures a continuous flow of information is submitted into the deliverable. The group leader and deputy leader assign tasks for the week and will monitor the work lists to ensure that every member completes the task assigned to them. It will also be used to ensure that task allocation is distributed evenly and provides accountability of team members. An example of the weekly work list is provided as Appendix E – Weekly Work List Log Books are completed by each team member and are used to record the hours spent on each task. These are reviewed bi-monthly by the Project Leader and Deputy to work out strategies for fair allocation of tasks and identify possible areas of strength and weakness. Included in the log book are running totals of each weeks hours spent on the project and a more detailed description of each task. An example of the log book is provided as Appendix F – Log Book


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4.5 STAFFING

PLAN

The purpose of the staffing plan is to make certain the project has sufficient staff with the right skills and experience to ensure a successful project completion.

4.5.1 Role Requirements The following is a detailed breakdown of the roles required to complete the project. It includes: the project role, the project responsibility of the role, skills required, number of staff required fulfilling the role, the estimated start date and the expected duration the staff resource will be needed on the project.

Role

Project Responsibilit y

Skills Required

Number of Staff Require d

Estimat ed Start Date

Duratio n Require d

Project Team Team Leader

Lead team, Report Status

Project Management

1

Week 1

Week 53

Deputy Leader

Review deliverables, assure quality

Project Management

1

Week 1

Week 53

Lead Designer

Ensures stability, functionality and requirements of the system Manage system, Maintenance

Design Management

1

Week 1

Week 53

Maintenance, security, administration

1

Week 1

Week 53

Network Administrator

Manage network components

Networking skills, DNS, DHCP skills, Firewall skills.

Week 1

Week 53

Technical advisor

Customer service, develop implement, people skills

Support skills. Technical Skill and Awareness, Analytical, Communicatio n

Week 1

Week 53

Hardware Manager


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1

1

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5. TECHNICAL PROCESS 5.1 METHODS

AND

TOOLS

Alpha Omega IT have various methods and tools which will be used during the development and implementation of the project. Methods can be defined as a set of guidelines to help give the project a sense of direction when developing and designing the project. This helps ensure a better project which fulfils the customers requirements to a higher standard. The main methodology that we are using in this project is the Waterfall methodology. This is a very systematic approach where requirements are gathered in the planning stage, the system is then designed and finally implemented. Tools and techniques will be used to help in a way to become more efficient and effective in accomplishing the design and implementation of the new Eastcoast Contracting network. Below is a comprehensive list of methods and tools that will take place during the project life cycle.

5.1.1 Methods Tools Interview

Description / What it is used for The project sponsor (Maria Faraone) has been interviewed by Alpha Omega staff to ascertain client requirements. This information has been used in the Project Management Plan and as a basis for the Project Feasibility Study. Further interviews with the client may be needed to clarify points within the project.

Team Meetings and discussions

Allows all members of Alpha omega IT to be well informed and up to date with their current status with regards to the development of the project for Eastcoast Contracting.

Risk Management

Risk management identifies potential threats or risks to the project before they occur. Strategies or other methods can be developed to overcome the possible threat.

Quality Assurance

Quality assurance is a method used to constantly monitor throughout the projects life. It is used generally by the developers of the project in this case Alpha Omega IT, whereby we ensure all documentation and development meets the required standards.

Strategic planning

By planning strategically Alpha Omega can determine where it will be in the next year and a half, how we will get there and whether the goals set at the start of the project have been achieved. We have used a goals-based model in our strategic planning as this project will help fulfil the company mission, ie. providing customised IT solutions for our


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clients. Product Reviews

By reviewing products on the market it allows Alpha Omega IT to research and choose the best possible products for the current project.

5.1.1 Methods Cont… Tools Customer Interaction

Project contingency planning

Description / What it is used for Communicate and collect information from the users or participants of the new system thus allows both to benefit from it, by allowing us to fix other issues and help develop a better system for the users. This method can be best described as planning for any unforseen faults or disturbances that may occur during the project life cycle. Contingency planning is fundamental in a project when the output cannot be totally assured. At Alpha Omegas nature this method is continually watched. Contingency planning is about preparing fall-back actions if emergencies or faults occur.

5.1.2 Tools Tools Gantt Chart

Description / What it is used for A Gantt chart is a tool which allows project timelines to be displayed and based upon. It gives the team an idea of what tasks are due on a particular date. It displays all tasks required to be performed along with a start and finish date. This neatly allows project management to be baselined, monitored and documented.

Meeting Agendas and Minutes

Meeting agendas and minutes documentation is a tool used to allow all members of project staff and organisation management to be given deadlines and expectancies of when various deliverables will be submitted. It helps the team manage and organise the status of the project, organise and to coordinate tasks.

Testing and Evaluation

Tools which allow you to test the system for performance and faults. Faults can be resolved before final release of the system is handed over as well as providing a log which can be used in deciding maintenance strategies.

By implementing all these methods and tools within the project, a greater input and output to the overall project will result. Tools overall enhance communication, organisation and management abilities. Therefore the quality of the documentation and final project will be greater.


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5.2 PROJECT SUPPORT FUNCTIONS Project support functions are processes and functions used to support the product during development and finalisation. Project support functions revolve primarily around two aspects, monitoring and controlling which have been covered in a previous section. One function of the project support for Eastcoast Contracting is testing. Testing initially begins during the implementation phase and is continually being performed throughout regular maintenance. The aim of testing is to ensure short term objectives and long term strategic goals are being met, quality is being maintained and problems found and resolved. A testing plan will be created and updated through the design and implementation phases. Testing will be conducted on both hardware and software using testing methods such as beta tests, burn ins, pilot testing and benchmarking results. Another function is configuration control that is carried out throughout the project, especially during the implementation phase. Broad documentation will be created for the new system administrator of Eastcoast Contracting outlining the current configuration of the system. Once it is completed and signed off the opportunity exists for Alpha Omega staff to provide an overview of technical aspects of the new network to the System Administrator. Quality assurance is a function which takes place over the duration of the project. It involves all team members through the work they are carrying out but the final sign off on key quality deliverables is done by the Quality Assurance manager. The key components of successful testing, configuration and quality assurance are: • Proper procedures in place which are followed by staff • Documentation and evaluations on the system are recorded and filed appropriately • Efficient testers including both project staff and users of system

6. WORK PACKAGES, SCHEDULE AND BUDGET 6.1 WORK PACKAGES The project is divided into eight key Work Packages. All Work Packages are essentially interdependent. The key work packages are identified as follows Work Packages ID 1 2 3 4 5 6 7 8

Work Packages Due Date 10-Mar-2008 05-May-2008 16-Jun-2008 01-Sep-2008 24-Nov-2008 19-May-2009 02-Jun-2009 16-Jun-2009


Work Packages Description Project Start-up Project Management System Analysis System Design System Development System Implementation Project Evaluation Project End

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The diagram on the following page illustrates the detailed hierarchy of the Work Breakdown Structure for the Eastcoast Wireless Network Project


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Figure 5-1. Work Breakdown Structure diagram


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6.2 DEPENDENCIES The following diagram defines dependencies amongst the project’s work packages.

6.3 RESOURCE REQUIREMENTS The diagram below specifies the staff required to complete the project in the time frame allocated. Project Members Stuart Alexander Jeffrey Dagher Laxmi (Lax) Joshi

Christine Zhou

Mark Odrljin


Members Roles Project Leader, Quality Assurance Co-ordinator, Standards Co-ordinator Lead Designer, Deputy Leader Implementation Co-ordinator, Presentation Co-ordinator Security Co-ordinator, Hardware Manager Recording Secretary, Software Manager, Testing Co-ordinator, Network Administrator Advisor for: Recording Secretary, Lead Designer, Standards Co-ordinator, Hardware Manager

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6.4 BUDGET

AND

RESOURCE ALLOCATION

The budget breakdown is summarized as follows. This figure does not include ongoing costs. Item Personnel Hardware Software Network devices

Notes $30/hour*600 hours

Total

Costs $18,000 - $20,000 $15,000 - $25,000 $10,000 - $20,000 $1,000 – $2,000 $44,000 - $67,000

6.5 SCHEDULE The list below summarizes the critical path of the project Schedule. Major Phase

Starting Date

Ending Date

Project Start-up

11-Feb-2008

10-Mar-2008

Project Management

10-Mar-2008

12-May-2008

Milestones Approve Project Chart Approve Project Management plan Approve Feasibility Report

System Analysis System Design System Development

12-May-2008

23-Jun-2008

Approve Requirement Specification Report

21-Jul-2008

01-Sep-2008

Approve Design Report

01-Sep-2008

24-Nov-2008

Develop and complete Prototype Approve Testing Plan

System Implementation

09-Feb-2009

01-Jun-2009

Project Evaluation

01-Jun-2009

05-Jun-2009

Project End

08-Jun-2009

19-Jun-2009

Implementation Complete Project Evaluation Complete Project Complete Signoff

The detailed project schedule is provided in the Gantt chart at Appendix C


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Alpha Omega IT

7. HUMAN RESOURCES Human Resources is a fundamental aspect for Alpha Omega IT without it there will be no project, it provides both staffing and brings skill to the development of the project. In the project Alpha Omega IT is developing for East Coast contracting the team consist of five highly qualified members. Reasons why Human Resources are essential are to maximize the return on investment from the organization's human capital and minimize financial risk.

7.1 SKILLS ASSESSMENT Objective Research & Planning

Designing

Implementati on

Testing

Needed KSA

Source

(knowledge, skill, ability) Implementation Co-ordinator Recording Secretary Standards Co-ordinator Lead Designer Network Administrator Implementation Co-ordinator Security Co-ordinator Lead Designer Network Administrator Hardware Manager Software Manager Implementation Co-ordinator Recording Secretary Security Co-ordinator Standards Co-ordinator Lead Designer Network Administrator Quality Assurance Co-ordinator Implementation Co-ordinator Network Administrator Security Co-ordinator Quality Assurance Co-ordinator Testing Co-ordinator

Quantit y

Laxmi (Lax) Joshi Christine Zhou Stuart Alexander Jeffrey Dagher Christine Zhou Laxmi (Lax) Joshi Laxmi (Lax) Joshi Jeffrey Dagher Christine Zhou Laxmi (Lax) Joshi Christine Zhou Laxmi (Lax) Joshi Christine Zhou Laxmi (Lax) Joshi Stuart Alexander Jeffrey Dagher Christine Zhou Stuart Alexander Laxmi (Lax) Joshi Christine Zhou Laxmi (Lax) Joshi Stuart Alexander Christine Zhou

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

7.2 STAFFING PROFILE Each member of the team has been assigned their specific role due to their expertise and qualifications that they have. This allows all areas of the project to be as detailed as possible and have the most qualified person resolving potential problems. Alpha Omega IT consists of five technical members, outlined below is an overview of previous work experience and qualifications of each member: Mr Stuart Alexander Qualification



Job

Bachelor of IT


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Project Leader,

Alpha Omega IT

s:



System Administrator Diploma

Title:

Quality Assurance Coordinator, Standards Co-ordinator

Work Experience: National Team leader (Telstra) Key Responsibilities • • • • • •

Manage a team of over 70 staff Manage high severity cases Assist all staff with all management problems Being able to communicate and consult with clients Meeting high demands from customers and meeting service level agreements Receive calls on coverage 24 hours if any employees are having difficulties.

Mr Jeffrey Dagher Qualification s:

  

IT (General) Cert 4 IT (Technical Support) Cert 5 IT (Network Admin) Diploma

Job Title:

Lead Designer, Deputy Leader

Work Experience: Lead Technical Analysis (Telstra) Key Responsibilities • • • • • •

Have extremely good knowledge of how the system works Provide support and training to all staff Being able to think out of the box and resolve difficult issues Being able to work well in a team ensuring issues are resolved quicker Manage WAN/LAN of supported areas Ensure stability of systems and IT infrastructure


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Alpha Omega IT

Mr Laxmi Joshi Qualification s:

• •

Bachelor of Science (Honors) in Information Technology IT (Network Admin) Diploma

Job Title:

Implementation Coordinator, Presentation Coordinator Security Co-ordinator, Hardware Manager

Work Experience: Network Engineer Key Responsibilities • • • •

Manage network components, maintenance and security Admins active directory and all accounts Being the first point of contact for any and all network issues Callout services to third parties as required.

Ms Christine Zhou Qualification s:

•

Electrical Engineering (Computer Systems) Advanced Diploma (AQF)

Job Title:

Recording Secretary, Software Manager, Testing Co-ordinator, Network Administrator

Work Experience: Senior IT Engineer Key Responsibilities • • •

Lead technical developer and engineer for major projects Functions as the highest level of technical resource by providing resolution and consultation on the most complex issues. Assists with tool selection and strategic direction of software packages.

Mr Mark Odrljin (Contractor) Qualification s:

•

Bachelor of Science (Honours) in Information Technology

Job Title:

Advisor for: Recording Secretary, Lead Designer, Standards Coordinator, Hardware Manager

Work Experience: Network Administrator Key Responsibilities • • •

WAN/LAN, implementation, support and problem determination. High awareness of customer service levels when dealing with problems. Develop, implement and maintain processes and procedures


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Alpha Omega IT

•

Callout services to third parties as required - hardware, vendors etc.

7.3 ORGANISATION CHART Our organisation chart is displayed above in the section 2.2 Organisational Boundaries and Interfaces. The diagram displays hierarchal chart in which the project flows, followed by members of Alpha Omega IT along with assigned roles.

7.4 OTHER NEEDED RESOURCES 7.4.1 Work Breakdown Structure (WBS) Work break down structure is one of many tools used within human resources to allow you to define and organise the total scope of a project. It consist of various layers starting from the project itself to the more detailed specifications in varies areas. This allows Alpha Omega IT to break down the structure enough so it can be more comprehensive and allow all members of the project to look at its aspects greater in depth.

7.4.2 Training Alpha Omega IT is developing a new office Network for East Coast Contracting in their new branch in Sydney. During the implementation phase documentation will be created regarding manuals and further support. All documentation will be provided to the system administrator of the new location for reference purposes. Initially Alpha Omega will only provide limited face to face training of the System Administrator allowing them to understand the key components of the system, management of users, maintenance procedures and database functions. Further training can be negotiated when an SLA is established after completion of this project. Users of the system will be given an overview of the client pc’s showing login procedures, which applications are installed, security procedures and simple


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Alpha Omega IT

maintenance. Further user training can be conducted by the System Administrator, Alpha Omega IT or a third party.

7.4.3 Work Flow Chart Work flow chart is another tool used by Alpha Omega IT to aid in completion of the project. It provides a detailed overview of the activities associated with managing the lifecycle and is generally used with most processes conducted. It manages a problem through to the point of solution, gives you alternatives and a sense of direction in finding an answer.

7.5 COMMUNICATIONS PLAN 7.5.1 Communication Details The following Figure contains the contact information for each of the personal or project members in which are involved within the project, including both email and phone numbers: Contact Person Stuart Alexander Jeffrey Dagher Lax Joshi Christine Zhou Mark Odrljin Maria (Teacher)

Contact Details

The main purpose of the contact list is to provide all contact details of Alpha Omega staff in one place. This easy reference list is utilised when sharing information between team members or notifying the team leader of non-attendance to a meeting. It is important that this list is updated when changes are made.

7.5.2 Meetings Alpha Omega IT aim at having their general team meetings every Monday night at St George College, which include all members unless they have notified the team leader or deputy about their absence. The weekly meeting’s main focus is to look at where the team is currently at in regards to project status, talk about any problems that have occurred and to reassign new tasks to individual project members. Other Meetings include monthly meetings with the project manager in this instance Maria (Teacher) which allows Alpha Omega IT to gain information or present their current status and development to the project manager. Other meetings may include various members of the project meeting at other locations including St George College, to help and discuss various tasks. All meetings and interviews are documented using the templates created, the recording secretary Mark Odrljin or Christine Zhou depending who is available will document details such as time, agenda, attendance and assigned tasks discussed during the meeting.

7.5.3 Minutes and Status Reports


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Alpha Omega IT

Minutes and status reports are reviewed and discussed on a weekly basis by the project leader of Alpha Omega IT in the weekly meeting held on Monday at the St George College of Tafe. Team members provide status updates on how tasks are proceeding and any issues raised. The next weeks worklist is then adjusted based on this information. Minutes are taken by the recording secretary and stored in the project network drive. Monthly status reports are provided to Maria to keep her abreast of the progress of the project.


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Alpha Omega IT

8. BIBLIOGRAPHY 1. http://office.microsoft.com/templates - PMP template ideas. 2. http://www.managementhelp.org/ - PMP definition 3. http://www.gcio.nsw.gov.au/documents/Quality_Man.pdf - Quality Assurance Ideas 4. http://www.apt-systems.com/products/mgmtguid/qualitycontrol.htm - Quality Assurance Ideas 5. http://www.mcdonnell-phillips.com.au/profile/qa.html - Quality Assurance Ideas 6. http://dijest.editthispage.com/tools/pm - Project Management Tools 7. http://www.mindtools.com/pages/main/newMN_PPM.html - Technical, tools 8. http://en.wikipedia.org/wiki - definitions on terms 9. http://www.comptechdoc.org/man/begin/manprojintro.html - Project Management Methodologies and Tools 10. http://www.systems2win.com/solutions/project_management.html - Project Management Tools


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Alpha Omega IT

Project Management Plan Example

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