Project Plan Uitm

PROJECT PLAN : E-ADMINISTRATION SYSTEM

2014

Which Alternative Is Being Recommended and Why

It is recommended to use the right-source system development development in order to develop the e-Administration System.

By using this alternative, there are several benefits to the organization of I-Tech World Sdn. Bhd. which may later on become the add-on value to the organization itself. Some of the benefits are:

The technical oversight of the internal development team will be more independent and they can gain a lot of knowledge which can be shared by the external party. The external party can learn something from the organization as the situation for every organization is different. As a result, the external party may provide the optimal strategy that can be used by the organization. organization. The internal development team is challenged to be able deliver the business based on the objectives objectives determined in more cost effective ways.

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2014

Which Alternative Is Being Recommended and Why

It is recommended to use the right-source system development development in order to develop the e-Administration System.

By using this alternative, there are several benefits to the organization of I-Tech World Sdn. Bhd. which may later on become the add-on value to the organization itself. Some of the benefits are:

The technical oversight of the internal development team will be more independent and they can gain a lot of knowledge which can be shared by the external party. The external party can learn something from the organization as the situation for every organization is different. As a result, the external party may provide the optimal strategy that can be used by the organization. organization. The internal development team is challenged to be able deliver the business based on the objectives objectives determined in more cost effective ways.

2

2014


B. PROJECT STAKEHOLDER Internal Stakeholder

Roles

Responsibilities

Project Manager

 

System Analyst

 

Managing and controlling the project. project. Involves throughout throughout the process of of whole project and and also interacts with stakeholders, users and members. Done research related to the problem, plan the solution and recommends suitable software. Coordinates development development to meet meet the user user requirements. requirements.

System Networking



System Programmer



Develop the information information system system using using suitable suitable programming language.

Technical Support



Work in the technical technical department department of I-Tech World Sdn. Bhd.

System Owner



Control and and monitor monitor the progress of project. project.

Sponsor



Supplies necessary amount of money according to budget in order to complete the project within the time.

Staff



Responsible Responsible to add/create, add/create, read/view, read/view, update update and delete Lirico Music School student’s student ’s information. information.



Designing and planning the network. Setting up, maintaining and expanding the network.

External Stakeholder Roles

Responsibilities

Parent



Can view their children performance grade and also current fees that is needed to pay.

Students



Can view their examination examination result.

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2014

C. PROJECT DESCRIPTION Project Purpose Currently, there is no information system in administrating the organization of Lirico Music School. The administration details that need to be organized include the type of instruments that each of the students learnt, the courses or packages they take, their current levels for each instrument, their monthly fees status and also the parents suggestions and comments.

The current administration process is being done manually only via papers and has become huge problems to the school as it involved high maintenance cost. The costs include paper cost, stationary cost, labour cost and storage cost. Besides that, there are always error occur when organizing the data about the students as it is done manually and people often made mistakes. Consequent to that, many administrative problems arise and there are many complaints and reports done either by the administrative staff or the parents of the students.

If this situation is keep maintain and there is no effort to overcome it, the school may suffer from the diseconomies of scale. Lirico Music School will also face the high cost and inefficiency in managing part. In addition, the school also needs to sacrifice and wasted their funds to something which is not supposedly being funded. Instead, the funds should be invested in something that may give benefits and profits to the school.

Therefore, an information system in organizing the administrative stuffs of the school is proposed in order to make sure that the internal process of the school can be run more effectively and efficiently.

Project Objectives 

To improve the music school’s data management.



To reduce the administrative errors.



To facilitate parents surveillance their children performance in study.



To provide mutual platform for both parents and the administration of the organizations to communicate through suggestion and comments.

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

To help the music school to have better documentation.



To offer mechanism for assisting the organization in financial

2014

management.

Project Challenges 

Getting data and information o

The process of getting data and information from stakeholders might be difficult because the administrator is busy with their schedule and therefore, need to find time when the he is available.



Organizing the student’s details in automated and organized system o

When using manual system, details that are necessary to be filled-in can be fitted to the size of the paper. But to transform it into automated system, it must be organized in proper structure to make sure it is easily viewed and filled. This is to ensure that the automated is in the form of user-friendly system. There are also many errors occurred when organizing the data of student as it is done manually.

Project Opportunities Increase customer satisfaction The administration staff will become more effective in doing their work by using the new information system and this will lead to the increasing of customer’s satisfaction because there will be no more problems associated with insufficient of student’s records.

Increase income The performance of administration of Lirico Music School will also increase and become more effective and thus, gives more advantages to the school in increasing their incomes.

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2014

D. PROJECT SCOPE 

System : Build e-Administration System.



Timeframe : Start from 31 March 2014 until 6 February 2015.



Departments: o



IT Department of I-Tech World Sdn. Bhd.

Functions o

IT Department - involves during development phase until implementation phase.



Technology : using web-based application.

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2014


E. PROJECT SCHEDULE SUMMARY Tasks

Duration

Start Date

Finish Date

306 days 40 days

Mon - 31/3/14

Fri - 6/2/15

Mon - 31/3/14

Fri - 30/1/14

Develop Business Case Define Scope o Define Requirements o Define Budget o Define Project o Objectives Define MOV o Milestone : Business Case Completed

40 days 7 days 9 days 9 days 8 days

Mon - 31/3/14 Mon - 31/3/14 Mon - 7/4/14 Wed - 16/4/14 Fri - 25/4/14

Fri - 9/5/14 Sun - 6/4/14 Tue - 15/4/14 Thu - 24/4/14 Fri - 2/5/14

Hazirah Hazirah Hazirah Hazirah

7 days 0 days

Sat - 3/7/14

Fri - 9/5/14

Hazirah

PLAN PROJECT Develop Project Plan Develop Work o Breakdown Structure (WBS) Develop Project o Schedule Develop Project Budget o Develop Project Control o Plan Finalize Project Plan and Gain Approvals Milestone : Project Plan Completed

30 days 24 days 4 days

Sat - 10/5/14 Sat - 10/5/14 Sat - 10/5/14

Sun - 8/6/14 Sun - 1/6/14 Wed - 14/5/14

7 days

Thu - 15/5/14

Wed - 21/5/14

Hazirah

8 days 4 days

Thu - 22/5/14 Fri - 30/5/14

Thu - 29/5/14 Mon - 2/6/14

Anis Anis

6 days

Tue - 3/6/14

Sun - 8/6/14

Anis, Mahirah

ANALYSE PROJECT Interviews Document Review Questionnaires and Surveys Milestone : Analysis Completed

10 days 3 days 3 days 4 days

Mon - 9/6/14 Mon - 9/6/14 Thu - 12/6/14 Sun - 15/6/14

Wed - 18/6/14 Wed - 11/6/14 Sat - 14/6/14 Wed - 18/6/14

Mahirah Mahirah Mahirah

DESIGN PROJECT Web server setup Install server hardware o Install software on o server Install network o


Thu - 19/6/14 Thu - 19/6/14 Thu - 3/7/14 Mon - 7/7/14

Mon - 4/8/14 Wed - 2/7/14 Sun - 6/7/14 Thu - 10/7/14

Zariman Zariman

4 days

Fri - 11/7/14

Mon - 14/7/14

Zariman

e-Administration System INITIATION PROJECT

Resource Names

Mahirah, Anis

0 days

0 days

7

2014


Test server Design web pages Design database Milestone : Design Completed o

EXECUTION PROJECT Build Web Tool Prototype


Tue - 15/7/14 Fri - 18/7/14 Wed - 30/7/14

Thu - 17/7/14 Tue - 29/7/14 Mon - 4/8/14

90 days

Tue - 5/8/14

Sun - 2/11/14

90 days

Tue - 5/8/14

Fri - 3/10/14

Zariman Anis Zariman

o

Develop Coding

60 days

Tue - 5/8/14

Fri - 3/10/14

Zariman

o

Update Database

30 days

Sat - 4/10/14

Sun - 2/11/14

Zariman

40 days

Mon - 3/11/14

Fri - 12/12/14

Unit Testing

12 days

Mon - 3/11/14

Fri - 14/11/14

Zariman

Integration Testing

10 days

Sat - 15/11/14

Mon - 24/11/14

Zariman

Hardware and System Testing

11 days

Tue - 25/11/14

Fri - 5/12/14

Zariman

Acceptance Testing

7 days

Sat - 6/11/14

Fri - 12/12/14

Zariman

Milestone : Testing Completed

0 days 40 days

Sat - 13/12/14

Wed - 21/1/15

9 days

Sat - 13/12/14

Sun - 21/12/14

Prepare final report

16 days

Mon - 22/12/14

Tue - 6/1/15

Installation

15 days

Wed - 7/1/15

Wed - 21/1/15

16 days

Thu - 22/1/15

Fri - 6/2/15

6 days

Thu - 22/1/15

Tue - 27/1/15

Hazirah

Prepare final presentation

10 days

Wed - 28/1/15

Fri - 6/2/15

Hazirah

Milestone : Close Project Completed

0 days

Milestone : Execution Completed TESTING PROJECT

IMPLEMENTATION PROJECT Training Program

Milestone : Implementation Completed CLOSE PROJECT Conduct Post Project Review

0 days

Zariman Anis, Mahirah Zariman

0 days

8

2014


F. PROJECT BUDGET SUMMARY No.

Details

Quantity

Cost (RM)

1. 2.

Laptop Printer

3 1

9,000.00 350.00

3. 4.

CD or DVD drive Data Traveller (4GB)

1 1

50.00 40.00

5.

Server

2

80,000.00

6. 7.

Installer/Software Printing Service

20,000.00 200.00

8. 9.

Electricity Reserve (system down) Total (RM)

100.00 3,000.00 102,740.00

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2014

G. QUALITY ISSUE The personal information of students in the system must follow the form that is given by Lirico Music School. The details of students must consists of type of instruments that each of the students learnt, the courses or packages they take, their current levels for each instrument, and their monthly fees status. This system will help Lirico Music School in managing and organizing their administrating stuff. This will also ensure that all student’s information will be updated.

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H. RESOURCES REQUIRED In developing this e-Administration System, there are three resources that have been identified useful for the project. These resources are necessary in order to complete the project. The three resources that will be used in this project are : 1. People  Lirico Music School administrator o

The administrator will provide the official form that always be used in filling student detail for their training purpose. Despite that, industrial training supervisor also will explain the flow of manual industrial training process. This will help the project team in developing the system more structured and fulfil the requirement.

2. Facilities 

Personal Computer or Notebook o

This is necessary in order to develop the system. These resources can be provided by the project team itself. Having this resource can help in design, develop and evaluate the system before been implement and use by faculty.



Internet Access o

Internet access is needed for each of project team in helping them in find the information and knowledge about the programming language will be used in developing this system when there is an error regarding the coding. This resource can be retrieve from the company wireless network that provided by company.

3. Technology 

Programming software o

Licensed software are needed to ensure that the development process of the project will not face any illegal problem.

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2014


I. ASSUMPTIONS AND RISKS 1. Some of team members may not have the necessary IT skills. However, this problem can be solve by others team member that have IT skill. 2. Project in on budget and right on schedule. All the team members need to do their work according to the estimated time so that the project will continuously on-track and there will be no budget overrun. 3. All project stakeholders will abide by the guidelines identified within this plan. They should alert about the planned to produce project in time. 4. Project manager will identify and ensure that all project team members are available when needed in order to complete the project tasks and objectives. 5. The system user support can afford 300 logged-on users per 6 month. This included the parents and students that will use this system per semester. 6. The communication between Lirico Music School’s administrator with the parents and students will become more efficient.

RISK

RISK ASSESSMENT

RISK MANAGEMENT

Probability

Impact

What are

What more

Reviewed

H/M/L

H/M/L

we already

can we do

Level of

doing

about it?

Risk

Identify

Choose the

The level is

technology

relevant

high

Technology

updated

technology

because the

outdated

that can be

and use

technology

run the

latest

is very

system

technology

important

IDENTIFICATION List of Possible Risk

about it? (mitigating factors) 1. Difficult to adapt the new technology 

H

H

for the organisation .

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2.

H

M

Identify

Assigned a

The level is

which team

trusted

medium

Lack of top- level

member

leader that

because

management

that can be

have skill and

this problem

support

cooperate

can

can be



Lack of staff skill

and have

communicate

solved by



Absence of

skill to help

with each

team

Commitment

others

other’s

member

Level or Attitude

members

of Management

team

Miscommunication 

3. Budget 

Cost overrun

M

M

itself.

Identify

Find others

The level is

possible

alternative to

medium

part of the

cover the

because

project that

overrun cost

this problem

can be

can be

factor of

solved by

overrun the

just follow

cost

the schedule

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2014


J. PROJECT ADMINISTRATION COMMUNICATION PLAN Communications is by far the most important driver in project management and more often than not it is the least adequately planned part of the project and least effectively carried out. Communications planning involves planning for all the communications with project stakeholders. A useful tool is the reporting schedule. It can help you identify the frequency and types of information required by different stakeholders. Communication

Purpose

Audience

Author

Initiation Meeting

Collect the require

All

Project

information for

Stakeholders

Manager

Method

Frequency

Meeting

Before the project start

initiation plan

date

Disseminate

Deliver plan to

All

Project

Document

Before

Project Initiation

notify the

Stakeholders

Manager

and

kickoff

Plan

stakeholders of

distributed via

meeting

project scope

hardcopy

Project Kickoff

Assign the role

All

Project

Meeting

At or near

and the

Stakeholders

Manager

Update the project

All

Project

Distribute

Regularly

progress to the

Stakeholders

Manager

electronically

scheduled

project date

responsibilities of the stakeholders Status Report

Team Meeting

Sponsor Meeting

project

and post via

stakeholders

web

Review detailed

Entire project

Project

plans

team

Manager

Update sponsor

Sponsors

Project

on project status

Manager

Post Project

Review the project All

Project

Review

achievement

Manager

Stakeholders

Meeting

Regularly scheduled

Meeting

Regularly scheduled

Meeting

End of the project

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2014


and sponsor Quarterly Project

Review overall

All

Project

Meeting and

Quarterly

Review

progress of the

Stakeholders

Manager

prepare

depending

method

and

project and focus on area that need

criticality of

action

the project

Target

To gain comment

All

Project

Presentation

from special group

Stakeholders

Manager

Presentation

Once product has

and keep them

complete all

aware of the

phases

project status

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SCOPE MANAGEMENT PLAN

Project scope management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.

1. Collect Requirement Defining and documenting the customers, sponsor, all stakeholders need and expectation of the project.

Stakeholders

Requirements

Lirico Music School

Easy



to

monitor

the

students

performance

Parents



Manage the student information



Monitor and give comment about the performance of their children and Lirico Music School

Students

Updated to the latest information



2. Define Scope A detailed description of the project to be designed built and implemented. A detailed scope statement defines what work will and will not be part of the project and will serve as a basis for all future project decision.

3. Create Work Breakdown Structure (WBS) The decomposition or dividing of the major project deliverables into smaller and more manageable components.

Role Project Manager

Responsibility 

Developing scope management plan

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

Developing a clear description of how scope changes will be identified and classified



Identifying and evaluating scope change request and estimating impact to scope, schedule and budget



Communicating scope change impacts and decision to stakeholders

Project Team



Developing scope management plan



Identifying and evaluating scope change request and estimating impact to scope, schedule and budget

Lirico Music School



Approving scope management plan

4. Verify Scope Confirmation and formal acceptance that the project’s scope is accurate, complete and supports the project’s Measurable Organizational Value (MOV). The project team and sponsor must agree to all deliverables. This step is the process of obtaining the stakeholders formal acceptance of the completed project scope and associated deliverables .Though quite confused with quality control, project scope verification deals with the actual formal acceptance of the finished product. Quality control usually precedes project scope verification and sometimes occurs simultaneously. The main activity under this step is inspection. Deliverables are measured, examined, and verified in order to ascertain whether they meet the product acceptance criteria. Other terms for this step are reviews, audits, and walkthroughs. The outputs are:

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(1) Accepted Deliverables-these documents contain acknowledgements and proofs that the stakeholders accept the project deliverables and if they are not accepted, the reasons must also be stated (2) Requested changes (3) Recommended Corrective Actions.

5. Control Scope Ensuring that controls are in place to manage proposed scope changes once the project’s scope is set. The Project Manager and the project team will work together to control of the scope of the project. The project team will leverage the WBS Dictionary by using it as a statement of work for each WBS element. The project team will ensure that they perform only the work described in the WBS dictionary and generate the defined deliverables for each WBS element. The Project Manager will oversee the project team and the progression of the project to ensure that this scope control process if followed.

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QUALITY MANAGEMENT PLAN

Quality management is performed throughout the project lifecycle with special attention to quality planning, quality assurance and quality control.

1. Quality Planning Quality is the degree to which the project fulfills requirements. Quality management planning determines quality policies and procedures relevant to the project for both project deliverables and project processes, defines who is responsible for what, and documents compliance.

2. Quality Assurance The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to produce quality project deliverables. It involves following and meeting standards, continuously improving project work, and correcting project defects.

Project

Process Quality

Quality Assurance

Process

Standard

Activity

Frequency

Develop or

Compliance with

Audit plan content and

Once per project

Refine

framework

updates, project priorities,

phase

Project Plan

and task estimation

Execute and

Compliance with

Audit the following project

Control

framework

activities:

Project Plan

Approve

Compliance with

Each Project

framework

i.

Quality

ii.

Communications

iii.

Project progress

Audit stage checkpoints

Weekly

Once per project phase/stage

Stage

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Close

Compliance with

Audit project reviews by

Once per project

Project With

framework

phase

phase

Post Project Review

3. Quality Control The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of acceptable quality and the customer is satisfied.

Project

Deliverable

Quality

Deliverable

Quality

Control

Standards

Activity

Frequency

Who Is Responsible

Project

Meet ease of

Establish and

Weekly during

Project

Management

use criteria

document

prototype

Manager

evaluation

design

criteria Software

End user does

Testing done

Before moves

application

not experience

by

to production

Netbeans that

errors or

developer

release

performs

crashes

none

Project Team

some desirable function Project

Completeness

Routine

Monthly

Management

and

framework

testing

correctness of

developer

Web linking

audit

Project team

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CHANGE MANAGEMENT PLAN The Change Management approach for the project will ensure that all proposed changes are defined, reviewed, and agreed upon so they can be properly implemented and communicated to all stakeholders. This approach will also ensure that only changes within the scope of this project are approved and implemented. The Change Management approach is not to be confused with the Change Management Process which will be detailed later in this plan. The Change Management approach consists of three areas:



Ensure changes are within scope and beneficial to the project



Determine how the change will be implemented



Manage the change as it is implemented

The Change Management process has been designed to make sure this approach is followed for all changes. By using this approach methodology, the project team will prevent unnecessary change from occurring and focus its resources only on beneficial changes within the project scope. Definitions of Change This section of the Change Management Plan defines the different types of changes that may be requested and considered for the project. These changes may include schedule change, budget change, scope change, or project document changes. Most changes will impact at least one of these areas and it is important to consider these impacts and how they will affect the project. There are several types of changes which may be requested and considered for the project. Depending on the extent and type of proposed changes, changes project documentation and the communication of these changes will be required to include any approved changes into the project plan and ensure all stakeholders are notified. Types of changes include: Scheduling Changes: changes which will impact the approved project schedule. These changes may require fast tracking, crashing, or re-baselining the schedule depending on the significance of the impact.

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Budget Changes: changes which will impact the approved project budget. These changes may require requesting additional funding, releasing funding which would no longer be required, or adding to project or management reserves. May require changes to the cost baseline. Scope Changes: changes which are necessary and impa ct the project’s scope which may be the result of unforeseen requirements which were not initially planned for. These changes may also impact budget and schedule. These changes may require revision to WBS, project scope statement, and other project documentation as necessary. The project manager must ensure that any approved changes are communicated to the project stakeholders. Additionally, as changes are approved, the project manager must ensure that the changes are captured in the project documentation where necessary. These document updates must then be communicated to the project team and stakeholders as well. Change Control Board Here the Change Management Plan describes the Change Control Board, the purpose of the board, and the members and their roles on the board. The change control board is the approval authority for all proposed project changes. If a change is not approved by the control board then it will not be implemented with the project. The size and function of change control boards may vary depending on the organization but their purpose and the roles and responsibilities are consistent. The Change Control Board (CCB) is the approval authority for all proposed change requests pertaining to the project. The purpose of the CCB is to review all change requests, determine their impacts on the project risk, scope, cost, and schedule, and to approve or deny each change request. The following chart provides a list of the CCB members. Position

CCB Role

Project Sponsor

CCB Chair

Project Manager

CCB Member

Technical Support

CCB Co-Chair

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As change requests are submitted to the Project Manager by the project team/stakeholders, the Project Manager will log the requests in the change log and the CCB will gather every other Friday to review all change requests. For a change request to be approved, all CCB members must vote in favor. In the event more information is needed for a particular change request, the request will be postponed and sent back to the requestor for more information or clarification. If a change is believed critical, an ad hoc CCB meeting can be called in order to review the change prior to the next scheduled bi-weekly CCB meeting. Roles and Responsibilities This section of the Change Management Plan describes the roles and responsibilities of project team members in regards to the change management process. It is important that everyone understands these roles and responsibilities as they work through the change management process. These roles and responsibilities must be communicated as part of the change management plan to all project stakeholders. The following are the roles and responsibilities for all change management efforts related to the project: Project Sponsor:



Approve all changes to budget/funding allocations



Approve all changes to schedule baseline



Approve any changes in project scope



Chair the CCB

Project Manager:



Receive and log all change requests from project stakeholders



Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB



Seek clarification from change requestors on any open issues or concerns



Make documentation revisions/edits as necessary for all approved changes

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

2014

Participate on CCB

Project Team / Stakeholders



Submit all change requests on standard organizational change request forms



Provide all applicable information and detail on change request forms



Be prepared to address questions regarding any submitted change requests



Provide feedback as necessary on impact of proposed changes

Change Control Process This part of the Change Management Plan should describe the change control process from beginning to end. Typically, a change control process should be an organizational standard and repeatable. This process is the tool which is used to ensure adherence to the organization’s change management approach which was discussed in an earlier section. By following all of the steps, the project team can successfully incorporate approved changes, communicate the changes, and update project documentation. The Change Control Process for the project will follow the organizational standard change process for all projects. The project manager has overall responsibility for executing the change management process for each change request. 1. Identify the need for a change (Stakeholders) – Change requestor will submit a completed change request form to the project manager. 2. Log change in the change request register (Project Manager) – The project manager will keep a log of all submitted change requests throughout the project’s lifecycle. 3. Evaluate the change (Project Manager, Team, Requestor) – The project manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and scope and seek clarification from team members and the change requestor. 4. Submit change request to CCB (Project Manager) – The project manager will submit the change request, as well as the preliminary analysis, to the CCB for review.

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5. Obtain Decision on change request (CCB) – The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information. 6. Implement change (Project Manager) – If a change is approved by the CCB, the project manager will update and re-baseline project documentation as necessary.

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HUMAN RESOURCE PLAN Human resources management is an important part of the project. The human resources management plan is a tool which will aid in the management of this project’s human resource activities throughout the project until closure. The human resources management plan includes: 

Roles and Responsibilities of Team Members Throughout the Project



Project Organization Charts



Staffing Management Plan to Include: 

How resources will be acquired



How performance reviews will be conducted

The purpose of the human resources management plan is to achieve project success by ensuring the appropriate human resources are acquired with the necessary skills, resources are trained if any gaps in skills are identified, team building strategies are clearly defines, and team activities are effectively managed. Roles and Responsibilities Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:



Role - description of the portion of the project for which the member is accountable



Authority - the level at which the member may make decisions, apply project resources, or make approvals



Responsibility - the work a team member must perform to complete assigned work activities



Competency - the skill(s) required to complete assigned project activities

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The roles and responsibilities for the project are essential to project success. All team members must clearly understand their roles and responsibilities in order to successfully perform their portion of the project. Project Organizational Charts In this section the Human Resource Plan provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity. Staffing Management This part of the Human Resource Plan contains information on several areas including: when and how human resource requirements will be acquired, the timeline for when resources are needed and may be released, training for any resources with identified gaps in skills required, how performance reviews will be performed, and the rewards and recognition system to be used. It is important to note that depending on the scope of the project there may be other items included in staffing management (government and/or regulatory compliance, organizational health and safety, etc). 1. Staff Acquisition: For the project the project staff will consist entirely of internal resources. There will be no outsourcing/contracting performed within the scope of this project. The Project Manager will negotiate with System Owner in order to identify and assign resources in accordance with the project organizational structure. All resources must be approved by the appropriate functional/department manager before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace.

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2. Performance Reviews The project manager will review each team member’s assigned work activities at the onset of the project and communicate all expectations of work to be performed. The project manager will then evaluate each team member throughout the project to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project resources, the project manager will meet with the appropriate functional manager and provide feedback on employee project performance.

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IMPLEMENTATION AND PROJECT CLOSURE PLAN Project close-out process means finalization for the e-Administration project and any related sub-projects. Project close-out is the series of activities that are carried out to bring an orderly closure to the project and ensuring that any metrics and lessons learned are captured for future reference. For close-out plan, we will do the project post-mortem meeting and project personnel reviews to close-out the project. Finally, we will make preparation of a final report or project plan to include lessons learned and archived all project related documents. 1. Lessons Learned Even the most successful projects have lessons from which we can learn. An effective Project Manager will documents and analyzes the lessons learned from his project and applies them to future projects throughout the organization. 2. Post Project Review It's good practice to review all projects at their completion. A Post Project Review should be performed in addition to a Lessons Learned. Reviewing your project to see how actual it is accomplished compared to planned gives you a good view of the project's performance. The post project review along with Lessons Learned provides meaningful input to future projects. 3. Project Acceptance Formal Project Acceptance requires a signature by the Project Sponsor or customer. Before a project can be closed out, Project Manager needs formal acceptance of the project by the Project Sponsor or customer. Formal acceptance is one step of the close out process and doesn't release the Project Manager or resources from the Project. It is the Project Manager's responsibility to release resources during the closing process and ensure that all closing tasks are completed.

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K. ACCEPTANCE AND APPROVAL Project Name: E-Administration System

Project Manager

_______________________________________ (Signature)

__________________ (Date)

Name - Nurhazirah Husna binti Hamidan I-Tech World Sdn. Bhd.

Project Sponsor

_______________________________________ (Signature)

__________________ (Date)

Name - Mrs Shirley Sam Administration Department Lirico Music School

Executive Sponsor

_______________________________________ (Signature)

__________________ (Date)

Name - Mr Richard Lee Lirico Music School Organization

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