Page 1
Project Management (CE00348-3) Individual Component Page 1 of 145
PT1284412 Prashant Sharma 2015
INDIVIDUAL ASSIGNMENT
Group Members Topic
1. Prashant Sharma Team Building
2. Mohit Kumar Sinha Team Management
3. Aditya Prakash Risk Management
4. Anuj Kumar Change Management
Page 2
Project Management (CE00348-3) Individual Component Page 2 of 145
PT1284412 Prashant Sharma 2015
TEAM BUILDING -By Prashant Sharma
1.0 Techniques of Team Building
Team as the name suggest the group of people working together on common project to achieve a
common goal. But building an effective team is not an easy task. For building and cohesive and
effective team in order to achieve success we must follows some techniques these are as follows:
1.1 Set clear goals for the results to be produced by the team
The goals should be designed to be “SMART.” This is an abbreviation for:
Specific
Measurable
Achievable
Relevant and
Time-bound.
Make the goals clear to the team members. As much as possible we should try to take the views
or inputs from each member of the team. Goal can be of any part of work of the project like “to
create a project report that includes a project plan, estimate the budget of the project, check the
performances of the employees”. All of this goals must made by consulting the each members of
the team.
1.2 Set the objectives clear for the team
The objectives of the project must be clear to every member of the team because it together help
us to achieve the overall goals. Objective might be like completing the certain work in give span
of time, develop the project in given budget.
1.3 Effective communication mechanism
For making any project successful communication plays a vital role. Without an effective
communication there could not be coordination in working of the team. And if the team members
cloud understand each other views and their objectives are not clear this will ultimately led to the
failure of the project.
Page 3
Project Management (CE00348-3) Individual Component Page 3 of 145
PT1284412 Prashant Sharma 2015
So there should be a proper channel of communication. All members regularly receive and
understand similar information about the group, for example, about the group’s purpose,
membership, status and accomplishments.
1.4 Identify needs for resources (training, materials, supplies, etc.)
From the initial phase start from analysis of the purpose and goals. Identify the resources to achieve
them. For example, members might benefit from a training that provides a brief overview of the
stages of team development and includes packets of materials about the team’s goals, structure and
process to make decisions. Maintain the proper order everything.
1.5 Regularly monitor and report on status of team members toward achieving
the goal
Before starting any project there should be a proper planning done for every work. Work should
be divided into smaller modules and time for each work must be fixed. So by starting the work
with the carefully designed plan. We can keep track on the performance of the team and work.
And if the work is behind the scheduled plan then we can plan how we can overcome it.
1.6 Make sure there is room for minority or unpopular views
Every member of the team must be given opportunity to express on the views on the project. Every
member in the team has their own importance and no one can left behind. Effective team leaders
build team trust by encouraging a diversity of opinion. Ask, specifically, for other viewpoints.
Inquiring into views that may not have been spoken can allow better team performance. By asking
the team, “What else do we need to consider here?” you allow perspectives not yet considered to
be put on the table and evaluated. Those in the majority must be able to trust that those who
disagree do so honestly and with good intentions. Those in the minority must be able to trust that
they can speak up without being punished or left out.
1.7 Appraise and reward the team as a whole
For the good working environment and healthy environment. The team leader should not only
consider on working only but he should appraise and celebrate the success. As with an individual
performance review, compare the team’s performance to what was expected of it. Plan small
celebrations of the team achieving important milestones. Acknowledgments of incremental
Page 4
Project Management (CE00348-3) Individual Component Page 4 of 145
PT1284412 Prashant Sharma 2015
successes can be more motivating than big end-of-project rewards. Keep in mind that the team
review can never take the place of individual performance reviews.
1.8 Regularly celebrate team members’ accomplishments
One of the best ways to avoid burnout is to regularly celebrate accomplishments. Otherwise,
members can feel as if they are on treadmill that has no end. Every small incremental work must
be praised and members should be given breaks.
2.0 References:
Forbes.com, (2015). Forbes Welcome. [online] Available at:
http://www.forbes.com/sites/glennllopis/2012/10/01/6-ways-successful-teams-are-built-
to-last/ [Accessed 24 Oct. 2015].
This link was referred to learn the concepts about how to build a successful team.
Managementhelp.org, (2015). All About Team Building. [online] Available at:
http://managementhelp.org/groups/team-building.htm [Accessed 25 Oct. 2015].
This link was referred to understand how to build a highly effective team
Page 5
Project Management (CE00348-3) Individual Component Page 5 of 145
PT1282241 Mohit Sinha 2015
TEAM MANAGEMENT -By Mohit Kumar Sinha
1.0 What is Team?
“A team is a number of persons associated together in work or activity: as a group on one side
(as in football or debate).”
In other words, when one person cannot accomplish a job alone and several individuals must
cooperate to fulfill a mission, you need a team. The better the cooperation, communication, and
coordination among team members, the more efficient the team.
1.1. Teamwork
Teamwork is close cooperation between cross-trained employees who are familiar with a wide
range of jobs in their organization.
1.2. Team Building
Team-building is high interaction among group members to increase trust and openness.
2.0 What is Team Management?
Team management refers to techniques, processes and tools for organizing and coordinating a
group of individuals working towards a common goal i.e. a team.
The 4 C’s of top high-potential employees:
1. Competence
2. Character
3. Communication
4. Collaboration
Study of most important leadership skills
Must have superb communication skills
Lead by example to demonstrate character and competence
Establish and maintain clear and meaningful vision
Provide motivation to create ownership and accountability for results
Clarify performance expectations
Page 6
Project Management (CE00348-3) Individual Component Page 6 of 145
PT1282241 Mohit Sinha 2015
Foster teamwork and collaboration
Develop clear performance goals and metrics
3.0 Why we need to be an expert at collaboration and teamwork:
We need an expert at collaboration and teamwork due to following reasons:
We cannot succeed alone
We need a team of the brightest people we can possibly find to help us
We need to help the team work extremely well together
We need the team to support us with enthusiasm, respect and trust
The “Team Development Model”, identified by “Bruce Tuckman” offers a foundation definition
of the stages teams go through during their lifecycle. Those stages are labeled
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
The Forming - Storming - Normal - Performing – Adjourning model of group development
maintained that these phases are all necessary and inevitable in order for the team to grow, to face
up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This
model has become the basis for subsequent models.
Page 7
Project Management (CE00348-3) Individual Component Page 7 of 145
PT1282241 Mohit Sinha 2015
Fig: Stages of Team Development
Fig: The Five-Stage Team Development Model
Page 8
Project Management (CE00348-3) Individual Component Page 8 of 145
PT1282241 Mohit Sinha 2015
4.0 Managing the team
Selection
Analyzing Team roles
Forming the Team
Establishing Team goals
Matching Team to Task
Bonding
Establishing Team Trust
Development
Balancing Skills within the Team
Ways to formulate Goals
Maximizing Team Performance
Improving Team Efficiency
Optimizing Performance
Maximum Performance
Team Dynamics
Four Stages of Team Development
Managing Tactics
Resolving Conflicts
Assessment
Project or Goal Check
Team Dynamics: Team and group dynamics are influenced by many factors, such as
The larger context in which the team operates
The organization
The team identity itself, and
The mix individuals within the team.
Page 9
Project Management (CE00348-3) Individual Component Page 9 of 145
PT1282241 Mohit Sinha 2015
The Context of the Team: The country and geographical region form a larger culture in which
the organization operates. All of these contribute to the economic, political, technical, and cultural
climates in which the organization, the individual operate.
The Organization: The kind of organization, such as business, or non-profit, along with the
organizational culture will influence the team functioning just as much as the division of the
organization such as sales, research, operations, etc.
The Team Identity: Teams have an identity of their own. This identity stems from the
interrelationship of the larger culture, the organizational culture, the team configuration, the nature
of the work (purpose), and the qualities of the individuals. It is not the sum of the types, or
preferences, or temperaments of the team members.
The Individuals: Within this mix of influence are the individual team members who likely have
specific kinds of work to perform and specific roles on the team. Individual members influence
the team dynamics as well, so much so that when the composition of the team changes, the team
dynamics will change.
5.0 Team Building
Team building refers to a wide range of activities, presented to businesses, schools, and sports
teams, religious or nonprofit organizations designed for improving team performance. Team
building is pursued via a variety of practices, and can range from simple bonding exercise to
complex simulations and multi-day team building retreats designed to develop a team (including
group assessment and group dynamic games), usually falling somewhere in between.
5.1 Reason for Team Building
1. Improving Communication
2. Making the workspace more enjoyable
3. Motivating a team
4. Getting to know each other
5. Getting everyone “onto the same page”, including goal setting
6. Teaching the team self-regulation strategies
7. Helping participations to learn more about themselves (strengths and weaknesses)
8. Identifying and utilizing the strengths of team members
Page 10
Project Management (CE00348-3) Individual Component Page 10 of 145
PT1282241 Mohit Sinha 2015
9. Improving team productivity
10. Practicing effective collaboration with team members
5.2 Types of team-building exercise
Communication Exercise
This type of team building exercise is exactly what it sounds like. Communication exercises are
problem solving activities that are geared towards improving communication skills. The issues
teams encounter in these exercise are solved by communicating effectively with each other.
Goal: Create an activity which highlights the importance of good communication in team
performance and/ or potential problems with communication.
Problem-solving / decision-making exercise
Problem-solving / decision-making exercise focus specifically on groups working together to solve
difficult problems or make complex decisions. Theses exercise are some of the most common as
they appear to have the most direct link to what employers want their teams to be able to do.
Goal: Give team a problem in which the solution is not easily apparent or requires the team to
come up with a creative solution.
Planning/ adaptability exercise
These exercise focus on aspects of planning and being adaptable to change. These are important
things for teams to be able to do when they are assigned complex tasks or decisions.
Goal: Show the importance of planning before implementing a solution
Trust exercise
A trust exercise involves engaging team members in a way that will induce trust between them.
They are sometimes difficult exercises to implement as there are varying degrees of trust between
individuals and varying degrees of individual comfort trusting others in general.
Goal: Create trust between team members
6.0 Barriers to Team Building
Credibility of the project leader
Page 11
Project Management (CE00348-3) Individual Component Page 11 of 145
PT1282241 Mohit Sinha 2015
Unclear project objectives
Changing goals and priorities
Lack of team definition and structure
Confusion about roles and responsibilities
Performance appraisals that fail to recognize teamwork
6.1 Group Intercommunication Formula
n (n-1)/2
Example
5 developers – 5 * (5-1)/2 = 10 channels of communication
10 developers – 10 * (10-1)/2 = 45 channels of communication
50 evelopers – 50 * (50-1)/2 = 1225 channels of communication
6.2 Common Characteristics of High Performing Teams
1. Goals are clearly defined and matched with measurable outcomes
2. Accurate effective 2-way communication
3. Leadership is shared and participation encouraged
4. Effective decision making and problem solving
5. Team identity and cohesiveness
6. Diverse backgrounds and experience Cooperation and collaboration
7. They share a common identity
6.3 Steven Covey’s & habits
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win/win
5. Seek first to understand, then to be understood
6. Synergize
7. Sharpen the saw
6.4 Managing Teams
Project Managers must lead their teams in performing various project activities
Page 12
Project Management (CE00348-3) Individual Component Page 12 of 145
PT1282241 Mohit Sinha 2015
1. After assessing team performance and related information, the project manager must
decide:
If changes should be requested to the project
If corrective or preventive actions should be recommended
If updates are needed to the project management plan or organizational process
assets.
2. Tools and techniques available to assist in managing project teams include:
Observation and conversation
Project performance appraisals
Conflict management
Issue logs
6.5 Know the conditions favorable for development of high performing teams
1. Voluntary team membership
2. Continuous service on the team
3. Full-time assignment to the team
4. An organization culture of cooperation and trust
5. Members report only to the project manager
6. Functional areas are represented on the team
7. The project has a compelling objective
8. Members are in speaking distance of each other
6.6 Establishing a Team Identity
Effective use of meetings
Co-location of team members
Creation of project team name
Team rituals
Page 13
Project Management (CE00348-3) Individual Component Page 13 of 145
PT1282241 Mohit Sinha 2015
6.7 Orchestrating the Decision-making Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
Fig: Orchestrating the decision-making process
7.0 Challenges of Managing Virtual Teams
7.1 Developing trust
Exchange of social information
Set clear roles for each team member
7.2 Developing effective patterns of communication
Include face-to-face if at all possible
Keep team members informed on how the overall project is going
Don’t let team members vanish establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing
Assumptions and conflict
Page 14
Project Management (CE00348-3) Individual Component Page 14 of 145
PT1282241 Mohit Sinha 2015
7.3 Project Team Pitfalls
Fig: Project Team Pitfalls
7.4 Conducting Project Meetings
Fig: Conducting Project Meeting
7.5 Common types of meeting include:
1. Investigating meeting, generally when conducting a pre-interview, exit interview or a
meeting among the investigator and representative
2. Work meeting , which produces a product or intangible result such as a decision
3. Staff meeting, typically a meeting between a manager and those that report to the manager
4. Team meeting, a meeting among colleagues working on various aspects of a team project
5. Ad-hoc meeting, a meeting called for a special purpose
6. Management meeting, a meeting among managers
7. Board meeting, a meeting of the board of directors of an organization
8. One-on-one, between two individuals
Page 15
Project Management (CE00348-3) Individual Component Page 15 of 145
PT1282241 Mohit Sinha 2015
9. Off-site meeting, also called “offsite retreat” and known as an Away day meeting in UK
10. Kickoff meeting, the first meeting with the project team and the client of the project to
discuss the role of each team member
11. Pre-Bid meeting, a meeting of various competitors and or contractors to visually inspect a
jobsite for a future project.
7.6 Characteristics of Effective Meetings
1. The seating in the room is arranged so every person can see everyone else.
2. At the front of the room, equipment is proved to record ideas and decisions. An easel
holding a newsprint flip chart (with felt-tipped markers for writing) is preferable, so the
recorded data can be saved. A white board (with special felt-tipped markers) or a
chalkboard and chalk can be used, but must be erased after the meeting.
3. An agenda for the meeting is presented, amended, and agreed on.
4. Time estimates are determined for each agenda item.
5. At least once or twice during the meeting, someone asks, “How are we doing in our process
today? How can we be more productive? ”
6. During the meeting, someone records the ideas generated and the decisions made. These
data prepared in handout form afterward and distributed to all concerned.
7. The meeting notes indicate who has agreed to do what before the next meeting, and by
when.
8. Dates of future meetings (not just the next meeting) are set well in advance so people can
make arrangements to attend.
9. Those in attendance consider whether anyone else should be involved in the
decisions/future meetings and, if so, who.
10. At the end of the meeting, people review and confirm who will be doing what before the
next.
Page 16
Project Management (CE00348-3) Individual Component Page 16 of 145
PT1282205 Aditya Prakash 2015
RISK MANAGEMENT
-By Aditya Prakash
1.0 Introduction
The art and science of identifying, analyzing and responding to risk throughout the life of a project
and in the best interest of meeting project objectives.
Project risk management is an important aspect of project management. Risk management is one
of the knowledge area in which a project manager must be competent. Project risk is defined as
'an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s
objectives'.
2.0 Techniques of Risk Management
Good Project Risk Management depends on supporting organizational factors, clear roles and
responsibilities, and technical analysis skills. Project risk management in its entirety, includes the
following process groups:
Planning risk management
Risk identification
Performing qualitative risk analysis
Performing quantitative risk analysis
Planning risk responses
Monitoring and controlling risks
Project Risk management is the identification, assessment, and prioritization of risks followed by
coordinated and economical application of resources to minimize, monitor, and control the
probability and/or impact of unfortunate events or to maximize the realization of opportunities.
Page 17
Project Management (CE00348-3) Individual Component Page 17 of 145
PT1282205 Aditya Prakash 2015
2.1 Risk Management Planning:
Involves deciding how to approach and plan risk management. By reviewing the project charter,
WBS, roles and responsibilities, stakeholder risk tolerances and the organizational risk
management policies, the tam can formulate a risk management plan.
In this project there are the risks of low, high and medium category. As a project manager we are
producing here a risk plan for the development of this system as it will help us to identify the risk
involved during the development and implementation of this project. Here at first the identification
of risk type and their components will be done after identifying the risk a transitory analysis of the
identified risk will be performed. After Completion of risk analysis method of controlling risk will
be introduced and then a contingency plan will be shown in the risk plan.
To determine the risk involved in developing a robust system for financial inclusion of people
from financial exclusion that may affect this project and documenting the characteristics of risks.
Nature of Process (Iterative): New risks may occur during the project progress also. Thus in
making the UID project we will consider those risks also.
The main component of the risk that can affect most to our system are introduced as
1. Schedule Risk
2. Environmental Risk
3. Cost Estimation Risk
4. Performance Risk
5. Operational Risk
6. Competition Risk
7. Technical Risk
8. Funding Risk
9. Personal Risk
10. HR Management Risk
11. Procurement Management Risk
12. Communication Risk
13. Organizational Risk
Page 18
Project Management (CE00348-3) Individual Component Page 18 of 145
PT1282205 Aditya Prakash 2015
2.2 Risk Identification
Involves determining which risks are likely to affect a project and documenting the characteristics
of each. The risk management plan, outputs for project planning, risk categories, and historical
information are key inputs to the process of identifying risks.
First we need to look at the various sources of risks. There are many sources and this list is not
meant to be inclusive, but rather, a guide for the initial brainstorming of all risks. By referencing
this list, it helps the team determine all possible sources of risk.
Various sources of risk include:
Project Management
o Top management not recognizing this activity as a project
o Too many projects going on at one time
o Impossible schedule commitments
o No functional input into the planning phase
o No one person responsible for the total project
o Poor control of design changes
o Problems with team members.
o Poor control of customer changes
o Poor understanding of the project manager’s job
o Wrong person assigned as project manager
o No integrated planning and control
o Organization’s resources are overcommitted
o Unrealistic planning and scheduling
o No project cost accounting ability
o Conflicting project priorities
o Poorly organized project office
External
o Unpredictable
Unforeseen regulatory requirements
Natural disasters
Vandalism, sabotage or unpredicted side effects
Page 19
Project Management (CE00348-3) Individual Component Page 19 of 145
PT1282205 Aditya Prakash 2015
o Predictable
Market or operational risk
Social
Environmental
Inflation
Currency rate fluctuations
Media
o Technical
Technology changes
Risks stemming from design process
o Legal
Violating trademarks and licenses
Sued for breach of contract
Labor or workplace problem
Litigation due to tort law
Legislation
2.3 Risk Analysis:
Involves characterizing and analyzing risks and prioritizing their effects on project objectives.
After identifying risks, project teams can use additional tools and techniques to prioritize
quantified risks and estimate probabilities of achieving project objectives. It also involves
measuring the probability and consequences of risks and estimating their effects on project
objectives. After identifying risks, project teams can use additional tools and techniques to
prioritize quantified risks and estimate probabilities of achieving project objectives.
The Risk Analysis Process is essentially a quality problem solving process. Quality and assessment
tools are used to determine and prioritize risks for assessment and resolution.
The risk analysis process is as follows:
Page 20
Project Management (CE00348-3) Individual Component Page 20 of 145
PT1282205 Aditya Prakash 2015
Identify the Risk
This step is brainstorming. Reviewing the lists of possible risk sources as well as the
project team’s experiences and knowledge, all potential risks are identified.
Using an assessment instrument, risks are then categorized and prioritized. The number
of risks identified usually exceeds the time capacity of the project team to analyze and
develop contingencies. The process of prioritization helps them to manage those risks
that have both a high impact and a high probability of occurrence.
Assess the Risk
Traditional problem solving often moves from problem identification to problem
solution. However, before trying to determine how best to manage risks, the project
team must identify the root causes of the identified risks.
The project team asks questions including:
What would cause this risk?
How will this risk impact the project?
Develop Responses to the Risk
Now the project team is ready to begin the process of assessing possible remedies to
manage the risk or possibly, prevent the risk from occurring. Questions the team will
ask include:
What can be done to reduce the likelihood of this risk?
What can be done to manage the risk, should it occur?
Develop a Contingency Plan or Preventative Measures for the Risk
The project team will convert into tasks, those ideas that were identified to reduce or
eliminate risk likelihood.
Those tasks identified to manage the risk, should it occur, are developed into short
contingency plans that can be put aside. Should the risk occur, they can be brought
Page 21
Project Management (CE00348-3) Individual Component Page 21 of 145
PT1282205 Aditya Prakash 2015
forward and quickly put into action, thereby reducing the need to manage the risk by
crisis.
2.4 Risk response planning:
Involves taking steps to enhance opportunities and reduce threats to meeting project objectives.
Using outputs from the preceding risk management processes, project teams can develop a risk
response plan.
Risk Response generally includes:
Avoidance…eliminating a specific threat, usually by eliminating the cause.
Mitigation…reducing the expected monetary value of a risk event by reducing the
probability of occurrence.
Acceptance…accepting the consequences of the risk. This is often accomplished by
developing a contingency plan to execute should the risk event occur.
In developing Contingency Plans, the Project Team engages in a problem solving process. The
end result will be a plan that can be put in place on a moment’s notice.
What a Project Team would want to achieve is an ability to deal with blockages and barriers to
their successful completion of the project on time and/or on budget. Contingency plans will help
to ensure that they can quickly deal with most problems as they arise. Once developed, they can
just pull out the contingency plan and put it into place.
2.5 Risk Monitoring and control:
Involves monitoring known risks, identifying new risks, reducing risks, and evaluating the
effectiveness of risk reduction throughout the life of the project. The main outputs include
corrective actions in response to risks and updates to the risk response plan.
The risks present in the UID project have been identified and according to their risk factors they
have been prioritized and to mitigate these risks we have controlled these. To control the risks a
plan has been introduced here.
Page 22
Project Management (CE00348-3) Individual Component Page 22 of 145
PT1282205 Aditya Prakash 2015
S. No. Risks Identified Control Plan
1. Schedule Risk In such case board will have to hire new
Human resources for project development.
2. Environmental Risk In such case board will have to fix some other
people to go there.
3. Cost Estimation Risk New Cost Estimation will be done according
to left module
4. Operational Risk Try to replace the system immediately
5. Performance Risk Database must be checked before putting it
into the central database
6. Competency Risk He should be caught at that time and no one
should be allowed with resources by which he
can outsource the data from company to
outside world.
7. Communication Risk The people working in rural areas should form
that type of locality
8. Personal Risk There must be a replacement policy for
managers in project.
9. HR Management Risk In such case the Requirement Specification for
a particular post must be clear.
10. Procurement Plan Risk First decide how many users may be and
according to that the purchase should be done
Page 23
Project Management (CE00348-3) Individual Component Page 23 of 145
PT1282205 Aditya Prakash 2015
3.0 REFERENCING:
1. F. Clifford, Larson W. Erik 2006, 3rd edition, Project Management the Managerial
Process, New York: McGraw Hill.
2. Meredith, J.R. Mantel, SJ,(1995), Project Management: A Managerial Approach, John
Wiley
3. (2015). Risk plan. Available: http://www.sasqag.org/pastmeetings/RiskPlans.pdf . Last
accessed 2nd October 2015.
4. (2015). Risk Plan and Control. Available:
http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf. Last
accessed 8th October 2015.
5. (2015).Risk Management Plan. Available: http://www.information-management-
architect.com/Risk-management-plan.html. Last accessed 14th October 20
Page 24
Project Management (CE00348-3) Individual Component Page 24 of 145
PT1282242 Anuj Kumar 2015
CHANGE MANAGEMENT
-By Anuj Kumar
1.0 Introduction
Change control process is established to define the identity of a fully documented, formal approval
or disapproval is introduced, and all changes that take place for the project baselines and asserting
to handle it. The change is initially proposed using a change request form. Then the practicality of
the changes is assessed followed by studying of its impact on the project. It helps the entire change
team and release management team quickly see who is involved with the change and helps
minimize delays due to miscommunication.
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 request 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, and 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 Project Manager – The Project Manager will submit the change
request, as well as the preliminary analysis, to the Project Manager for review.
5. Obtain Decision on change request – The Project Manager 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 Project Manager,
the project manager will update and re-baseline project documentation as necessary.
Page 25
Project Management (CE00348-3) Individual Component Page 25 of 145
PT1282242 Anuj Kumar 2015
2.0. Change Request
When request came for changing the requirements then that is known as change request. In change
request one or two users are involved for modification. Tasks experts are involved practically and
impact of those changes are measured. Then final decision is taken whether to make those changes
or not. If those changes are accepted then rescheduling takes place. New versions of those changes
are distributed and finally library updated.
3.0 Change Proposal Assessment:
This form is necessary in measuring the changes required in unique identification detection. The
changes are the necessity of any system but the impact of that changes is quiet important. In
change proposal the impact of change in the development area may be cost, time and quality. There
may be impact on users as well as stakeholders that can be seen through project charter.
Consequences of not making the changes can be seen.
Change Request approval or denial form format.
After change request form is approved then form for impact of changes will be filled.
3.1 Configuration Management: Configuration management is the discipline of a continuously
evolving process of controlling changes. Configuration items are project items that are considered
as a unit for the purposes of configuration control.
Configuration management has two components:
1. Version Control:
Version Control mainly deals with recording the history of changes and its effects by
identifying the versions.
Following is Version Control plan format that can be implemented in maintaining the versions
of project.
2. Configuration Control:
Configuration Control includes recording and maintaining different versions of a project and
history from Version Control. It probably involves a ‘configuration library’ for maintenance
purpose. It includes configuration auditing which verifies compliance with configuration
control standards to ensure that change has been properly implemented.
Page 26
Project Management (CE00348-3) Individual Component Page 26 of 145
PT1282242 Anuj Kumar 2015
Change Control is the management process for requesting reviewing, approving, carrying out and
controlling changes to the project's deliverables. Change Control is usually applied once the first
version of a deliverable has been completed and agreed so the following method is best suited for
change.
The main reason to change the scope of the project in respect to the time consideration & following
the latest techniques is key role for project success criteria. The main changes to be done in the
seeds consulting wave were due to the following reasons:
Considering the impact of possible corrective actions
Business response to actions of competitors
Changes in sponsor/user ideas
Changes in scope/goal
Suggestions for improvements from team
New technologies/solutions being developed
New legislation, changes of government, etc
Page 27
Project Management (CE00348-3) Group Component Page 27 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
GROUP ASSIGNMENT
Group Members Topic
1. Prashant Sharma CHAPTER: 1 and 6
2. Mohit Kumar Sinha CHAPTER: 3 and 7
3. Aditya Prakash CHAPTER: 2 and 5
4. Anuj Kumar CHAPTER: 4 and 8
Page 28
Project Management (CE00348-3) Group Component Page 28 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
INTRODUCTION AND PROJECT CHARTER
CHAPTER: 1
-By Prashant Sharma
Page 29
Project Management (CE00348-3) Group Component Page 29 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
1.0. Introduction
Project management is the application of processes, methods, knowledge, skills and experience to
achieve the project objectives.
Advantages of using project management are as follows:
Completing projects more quickly and cheaply
Being more predictable
Saving effort and cost with proactive scope management
Better solution “fit” the first time through better planning
Resolving problems more quickly
Resolving future risk before the problems occur
Communicating and managing expectations with customers, team members and
stakeholders more effectively
Building a higher quality product the first time
Improved financial management
Stopping “bad” projects more quickly
More focus on metrics and fact-based decision making
Improved work environment
Given Scenario:
Aadhaar project, also known as UID (unique identification), is an initiative rolled out by
Government of India under which a unique number is provided to every Indian citizen for
identification. The number will serve as a proof of identity and address anywhere in India and will
help citizens to avail several benefits and services.
The need for Aadhaar project arose after the discovery of fake and duplicate records and non-
existent beneficiaries in government’s welfare schemes for the underprivileged. This was mainly
due to poor attempts at verification of demographic and biometric information.
Page 30
Project Management (CE00348-3) Group Component Page 30 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
The aim of the project is to provide a robust system to eliminate duplicate and fake identities, apart
from verification and authentication of the identity in an easy manner. The system would be
developed in such a way that whenever a partner agency sends the data of an individual for
registration, the central database would perform a search on key demographic and biometric
attributes so that there was no duplication.
For this purpose, Government of India has hired a project team for developing and implementing
the system for installation and formation of data gathering centers at various places and for
suggesting a complete project solution.
1.1. Project Charter
1. Project Title : “Aadhaar Card-The Identity of an Indian”
2. Project start date : 1st September 2015, Project end date: 27th October 2015
3. Stakeholders:
Name Role Responsibility
CEO of company Sponsor of the project The CEO will be the sponsor of
the project will be responsible
for the proving the funds and
resources of the project.
Dr. Arun Kumar
Chaudhary
Project advisor He will act as the advisor of the
project and will help in every
step of the project from the
incitation of the project to the
termination of the project and
will guide for the successful
completion of the project.
Aditya Prakash Group leader He will be responsible for the
completion of
Baseline plan
Quality and Change Plan
Page 31
Project Management (CE00348-3) Group Component Page 31 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Mohit Kumar
Sinha
Team member
He is responsible for
completion of
Cost and Budget estimation
Communication
Management Plan
Prashant Sharma Team member He is responsible for
Introduction and project
charter
Human Resource
Management Plan
Anuj Kumar Team member He is responsible for
Risk plan
Procurement plan
Customers and Clients Act as primary
stakeholders
Primary users who will use the
system.
IT department Facilitating
stakeholder
They will be responsible for
the development and
maintenance of the system.
Table 1: Table for Stakeholders
4. Project Goal:
Project goal is define as the first step of the process means it defines the project outcome and the
steps required to receive that outcome.
The main goal of the project is that provide every people with a unique id.
To eliminate the fake identities of people.
Make the verification and authentication of the identity of the people in easy manner.
Save the data of the people in safe location and can be used to verify, modify by the
government and the concerned authority.
Page 32
Project Management (CE00348-3) Group Component Page 32 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
5. Problem Background:
As the part of project management module we understand its concepts and apply its concepts we
have been given in course assignment. As per given scenario there is huge need of such unique ID
card which can act as identity proof for citizens and can be used for other basic purposes like
beneficiaries in government’s welfare schemes for the underprivileged. Today the government
provides many id proofs for citizens like voter card, ration card, driving licenses but all of this lack
on the certain point due to poor attempts at verification of demographic and biometric information.
So there is a need of robust system to eliminate duplicate and fake identities, apart from verification
and authentication of the identity in an easy manner.
6. Scope Overview:
Defining the project scope is the most critical step in project planning. In case if you start the
project without knowing what you are supposed to be delivering at the end to the client and what
the boundaries of the project are, there is a marginal chances of success.
Defining the scope in project charter must define the all the requirements of the project in details.
For meeting the requirements of the project goals the scope of the project must be included.
Following things must be done for meeting the requirements of the project in given span of time:
The existing identity card must be replaced with such unique ID card which can eliminate
duplicate and fake identities, apart from verification and authentication of the identity in
an easy manner.
There should be proper scheduling of different task according to the project initiation,
planning, execution and controlling.
By dividing the work into milestones which can be completed in the given duration of time
by proper work break down structure and appropriate time scheduling.
By the proper availability of the project budget.
Presenting the stake holders with the consistent and effective planning for the work.
Page 33
Project Management (CE00348-3) Group Component Page 33 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
7. Project Milestones:
S. No
Deliverable
Days
Description
1.
Introduction
and project
charter
It is formal authorization
document for the description of
the project. The description the
project states the need that this
project is going to provide and
solution for the organization it
states the organization needs
what the organization has and
the solution that project is
deemed to fit.
2.
Baseline plan
A baseline plan is a set of stored
values. It contains original
scheduled start and finish dates.
3.
Cost estimation
Cost estimation defines the
planned cost and budget of the
project for the successful
completion of the project.
4.
Risk management
plan
Risk management plan identifies
the risk associated with the
project and develops a way to
encounter that risks.
5.
Quality and change
plan
A quality and change plan
defines activities and roles to
manage and control change
during the execution and control
Page 34
Project Management (CE00348-3) Group Component Page 34 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
stage of the project. Change is
measured against the project
baseline.
6.
Human resource
management plan
Human resource plan is the most
important asset of an
organization. It ensures the right
type of people, in the right
number, at the right time and
place, who are trained and
motivated to do the right kind of
work at the right time.
7.
Communication plan
It is written document that
involves planning for all the
communications with project
stakeholders. It consists of
strategies for the effective
communication required for
successful completion of project.
8.
Procurement plan
This involves planning for all
the resources like people, goods
and services required by the
project. It consists of the full
cycle of activities to undertake
to fulfill a specified need.
9.
Final project
report
It is final document which is
prepared with order the task
performed to complete a task.
Table 2: Table for Project Milestone
Page 35
Project Management (CE00348-3) Group Component Page 35 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
8. Project Assumptions:
We assume that data gathering and research work have been already completed.
As in the given scenario there is no discussion about the sponsor of the project
we consider the CEO of the company as our sponsor.
We assume that our employee will have all the required knowledge of project
management technique.
If any additional funding is required it will be available.
9. Project Constraints:
Only the authorized members will allow to work on the system.
This project have time constraints so every work must be completed on time by
the team members.
Employees in different department must have the required skills or knowledge so
that they can use the system.
This project has cost constraints means it must be completed within the given
budget.
The project will only deal with “Aadhaar Card” services and activities will take
full control on it.
10. Project Risks:
The risk involved in the system are:
India has been facing various hacking problems from the inside and abroad. Many
government sites has been hacked by hackers. This is very clear that our cyber security is
not safe.
Sine this project is totally a government controlled project and we are having lot of
corrupted people in India especially in government department. There is chances of
leaking the information.
There is a possibility of burdening the existing system of photo-identification instead of
creating a new Aadhaar project from scratch.
Given the sensitivity of data being held, contracts should have been awarded only to Indian
vendors because if the contract is given other nation companies then they can misuse it.
Page 36
Project Management (CE00348-3) Group Component Page 36 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Backup mechanism and recovery time objectives of Aadhaar project database in case of
natural/technical failure may prove a challenge considering the scale of the project.
It may also face operational challenges. For instance, updating of the current demographic
information, change of residence or marital status, by existing Aadhaar holders, promptly
and securely may be challenging.
11. Communication Management Plan:
The communication management plan is the written document that outlines, highlights, and details
the communications needs and expectations for the entire project. This can include specific
communications technologies that are required, such as need for dedicated cell phones so that the
project team members can keep in touch, as well as specific update formats. The communication
management plan also mentions the department who are to be responsible for each format of
communication.
Communications Planning – This involves steps like determining the information and the
communication needs of the stakeholders.
Information Distribution – Avail the information needed by the project stakeholders to
them in a timely manner.
Performance Reporting – Collecting and disseminating performance information,
including status reports, progress measurements and forecasting.
Administrative closure – Generating, gathering, and disseminating information to
formalize phase or project completion.
12. Spending Approvals or Budget Estimates
Today one of the basic reasons because of which project fails is due to estimated budget is not
adequate to complete the project the project. For calculating the estimate for any project several
factors play a key role like labor cost and mitigating or controlling prompting factors that create
cost inconsistencies.
So by having a meeting with the team members and team leader we have decided to go for the
prince2 methodology and because it is having some component and the plan that is best suited for
the cost estimation. And after further discussion we have concluded to select the Bottom up
estimation method will be the best suitable method to estimate the budget of the project.
Page 37
Project Management (CE00348-3) Group Component Page 37 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
By going through the modular cost estimation of project the actual budget of the project will be
approx. Rs. 15 crores.
13. Team Operating Principles:
For the successful completion of the any project is very necessary that it must have a proper team
work. Team operating principle basically deals with team how they work as a team together and
what are basic guidelines they will follow for being effective team.
I will respect myself and each member of the team by:
Being direct, honest and open in my communication
Listening carefully and completely too each person’s point of view.
Being on time, prepared and ready to contribute.
Working to achieve positive results in a timely manner.
Sharing and explaining my point of view, as well as providing alternatives when I disagree
with a team member’s suggestion.
Acknowledging my feelings and validating the feelings of others.
Model for Group Decision-Making:
I believe I understand my team members’ point of view.
I believe that my team members understand my point of view.
I will support our group’s decision because it was arrived at in an open and fair manner,
whether or not it reflects my point of view.
Team Tools:
In today’s workplace, people are routinely called upon to work in teams. Businesses have
discovered that through cooperative efforts, employees contribute more ideas, generate better
solutions, and produce a higher quality final product. In addition to enjoying these greater levels
of productivity, many employees are grateful for the opportunity to work with other people.
Effective teamwork requires that special consideration be given to other people feelings and ideas.
(Reference: Ciaburri Associates, Inc., 1991)
Page 38
Project Management (CE00348-3) Group Component Page 38 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
14. Lessons Learned:
By developing the big projects like this we have come to learn the various concepts that must kept
in mind before starting project like this. In order to achieve success in this type of projects we must
go through the reasons for the successes and failures of the projects that were similar to the project.
Since the company which has given the project will be going to deploy this project in market so
there should not be any chances of errors.
Following points mentioned below must be followed:
There is should be proper risk planning.
Proper communication plan should be ready.
Proper division of work among the departments.
Proper research and analysis on the given scenario.
Monitoring of the timely and proper completion of the tasks.
By completing this project charter I was able to understand the following concepts about the
project charter:
The project charter defines the boundaries of the project. The project charter is not only a
tool that is used for planning projects but also a communication mechanism that acts as a
reference.
A well-planned project with an effective communication plan will definitely bring in
success for the project undertaken at hand.
Once the original project charter is prepared it cannot be changed throughout your project's
life cycle.
And after being approved by the stakeholders, a project team cannot modify or change the
original charter without agreement by all parties involved.
Page 39
Project Management (CE00348-3) Group Component Page 39 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
15. Signature and Commitment
It is to be notified that after going through the project charter the organization has approved the
charter. And further, it is stated that the organization is going to divide the working of the team
members on the basis of the project charter. The success of the project will be counted upon the
guidelines and the fulfillment of the criteria mentioned in the project charter. It is further more
stated that project charter prepared it cannot be changed throughout your project's life cycle.
And in case of unavoidable condition it must be discussed with all the parties involved in it
including the stakeholders.
Name of the Project Manager: Name of the Project Sponsor:
Signature: Signature:
Date: Date:
Critical View:
For the creation of the project certain task are involved like problem background, risk management,
communication management plan, defining the scope and objective of the system. All of this can
be achieved by proper research, assumption and finding out constraints/limitations of the system.
1.3. Reference
Project charter template, sample and examples | Casual.PM Toolkit, (2015). Project charter
template, sample and examples | Casual.PM Toolkit. [online] Available at: http://project-
charter-template.casual.pm/ [Accessed 14 Oct. 2015].
The above linked was referenced to check the project charter templates.
YourArticleLibrary.com: The Next Generation Library, (2014). HRP: Human Resource
Planning: Meaning, Definition and Features. [online] Available at:
http://www.yourarticlelibrary.com/essay/hrp-human-resource-planning-meaning-definition-
and-features/25935/ [Accessed 17 Oct. 2015].
This link was referred for understanding the meaning, definition, features of the human
resource planning.
Page 40
Project Management (CE00348-3) Group Component Page 40 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Project Smart, (2015). 3 Main Benefits of Project Baselining. [online] Available at:
https://www.projectsmart.co.uk/3-main-benefits-of-project-baselining.php [Accessed 17 Oct.
2015].
This link was referred for understanding the features of the project baseline.
searchCIO.in, (2015). Understanding the UID Aadhaar project and IT's role in its success.
[online] Available at: http://searchcio.techtarget.in/tutorial/Aadhar-project-UID-and-the-role-
of-IT-in-its-success [Accessed 19 Oct. 2015].
This project was referred to understand the UID Aadhaar project and IT’s role in its success.
Slideshare.net, (2012). practical risks in aadhaar project and measures to overcome them.
[online] Available at: http://www.slideshare.net/saipriyadonthula/practical-risks-in-aadhaar-
project-and-measures-to-overcome-them [Accessed 19 Oct. 2015].
This link was referred for understanding the risk in the aadhaar project.
Project-management-knowledge.com, (2015). Project Management Knowledge
Communication Management Plan » Project Management Knowledge. [online] Available at:
http://project-management-knowledge.com/definitions/c/communication-management-plan/
[Accessed 20 Oct. 2015].
This link was referred for understanding the communication management plan.
Page 41
Project Management (CE00348-3) Group Component Page 41 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
BASELINE MANAGEMENT
CHAPTER: 2
-By Aditya Prakash
Page 42
Project Management (CE00348-3) Group Component Page 42 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.1. Introduction
Baseline is the collection and management of the project data (that includes start date and end
dates, duration, assignments and cost estimates) that the project manager have saved after
organizing and fine tuning the project plan but before the start of the project.
A baseline is essential for tracking progress. For a project to be under control it needs to be
organized as a closed system. This is done by establishing base lines.
The development of a baseline plan therefore completes the first phase of the planning and control
cycle. Following are the diagrams that indicate the path which the project is to take:
DETAILED WORK BREAKDOWN STRUCTURE
NETWORK DIAGRAM
GANTT CHART
PERT CHART
2.2. Discussion of the Methodology
One of the most important and most difficult aspects of project management is baseline plan since
this methodology will be used to define the scope of the project.
In project Management, this methodology is used to determine the time and resource estimation
for primary task. To achieve the objective of the baseline we have included:
Work Breakdown Structure
Network Diagram
Gantt chart
Pert Chart
One of the most important and most difficult parts is crating work breakdown structure, since this
is responsible for scope management. We are using Gantt chart and Network diagram for time
management.
The dependency or relationship will be used in network diagram and Gantt chart includes:
1) Finish-to-start: “from” activity must finish before the “to” activity can start.
2) Start-to-start: “from” activity cannot start until the “to” activity is started.
3) Finish-to-finish: “from” activity must be finished before the “to” activity can be finished.
4) Start-to-finish: “from” activity must start before the “to” activity can be finished.
Page 43
Project Management (CE00348-3) Group Component Page 43 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.2.1. Work Breakdown Structure:
A work breakdown structure is a deliverable –oriented grouping of work involved in a project that
defines a total scope of project. - (Schewable, 2008, p. 175)
A work breakdown structure is a key project deliverable that organizes the team's work into
manageable sections. The Project Management defines the work breakdown structure as a
"deliverable oriented hierarchical decomposition of the work to be executed by the project team."
The work breakdown structure visually defines the scope into manageable chunks that a project
team can understand, as each level of the work breakdown structure provides further definition
and detail.
The project team creates the project work breakdown structure by identifying the major functional
deliverables and subdividing those deliverables into smaller systems and sub-deliverables. These
sub-deliverables are further decomposed until a single person can be assigned. At this level, the
specific work packages required to produce the sub-deliverable are identified and grouped
together. The work package represents the list of tasks or "to-dos" to produce the specific unit of
work.
2.3. Work Breakdown Structure Guidelines
The following guidelines should be considered when creating a work breakdown structure:
The top level represents the final deliverable or project
Sub-deliverables contain work packages that are assigned to an organization’s department
or unit
All elements of the work breakdown structure don’t need to be defined to the same level
The work package defines the work, duration, and costs for the tasks required to produce
the sub-deliverable
Work packages should not exceed 10 days of duration
Work packages should be independent of other work packages in the work breakdown
structure
Work packages are unique and should not be duplicated across the work breakdown
structure
Page 44
Project Management (CE00348-3) Group Component Page 44 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.4. Importance of Work Breakdown Structure
The work breakdown structure has a number of benefits in addition to defining and organizing the
project work. A project budget can be allocated to the top levels of the work breakdown structure,
and department budgets can be quickly calculated based on the each project's work breakdown
structure. By allocating time and cost estimates to specific sections of the work breakdown
structure, a project schedule and budget can be quickly developed. As the project executes, specific
sections of the work breakdown structure can be tracked to identify project cost performance and
identify issues and problem areas in the project organization.
Project work breakdown structures can also be used to identify potential risks in a given project.
If a work breakdown structure has a branch that is not well defined then it represents a scope
definition risk. These risks should be tracked in a project log and reviewed as the project executes.
By integrating the work breakdown structure with an organizational breakdown structure, the
project manager can also identify communication points and formulate a communication plan
across the project organization.
When a project is falling behind, referring the work breakdown structure will quickly identify the
major deliverables impacted by a failing work package or late sub- deliverable. The work
breakdown structure can also be color coded to represent sub- deliverable status. Assigning colors
of red for late, yellow for at risk, green for on-target, and blue for completed deliverables is an
effective way to produce a heat-map of project progress and draw management's attention to key
areas of the work breakdown structure.
Page 45
Project Management (CE00348-3) Group Component Page 45 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.5 Work Breakdown Structure of Aadhar Project
Aadhaar Project
Documentation
The
Procurement
Plan
The
Communication
Plan
The Human
Resource
Management Plan
The Quality and
Change PlanThe Risk Plan
Cost and
Budget
Estimation
The Baseline
Plan
Introduction
and The Project
Charter
Prepare
Documentation
Review
Documentation
Defining the
Methodology
Designing
Templates
Procedures
Procurement
Process
Administrative
closure
Template
designing
Performance
Reporting
Analysis of
stakeholders
Organizational
Planning
Staff
Acquition
Problem
Analysis
Objective of the
system
Goal of the
system
Scope of the
Proposed
System
Milestone
Term of
reference
Identifying
project
approaches
Major
Deliverables
Logical
Assumption
Limitations
Pert Chart
Gantt Chart
Network
Diagram
Work
Breakdown
Structure
Description of
Diagram
Estimation
methods
Resource
Allocation
Budget
Planning
Description
About Best
method
Identification of
risk of project
Probability and
Impact
Analysis
Contingency/
Action Plan
Individual tasks
and paths
The Quality
Plan
The Change
Plan
Making Plan for
Quality of
Product and
Processes
Monitoring and
controling
Policy For
Milestone
Quality Control
Tasks
Reporting
Procedures
Change
Request
Version control
of Project
Configuration
Management
Configuration
Control
Staff
Acquition
Figure 1: Work Breakdown Structure
Page 46
Project Management (CE00348-3) Group Component Page 46 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.6. Network Diagram
A network diagram is a schematic display of logical relationships among, or sequencing of, project
activities. - (Schewable, 2008, p. 208)
Creating a network diagram, also referred to as a logic diagram, is a great way for starting to
understand and visualize how your project will proceed. It's a simple concept successfully used in
applications outside of project management planning; commonly used in manufacturing industries,
as well as service industries requiring to map and understand work flows.
In the context of project planning, a network diagram is a sequence of steps (activities), commonly
represented by blocks, that are linked together in the logical sequence they need to be carried out.
2.6.1. Importance of Network diagram
Dependencies between the activities.
Logical relationships among the various activities that take place within a project.
How resources are utilized in a project for a given time period which could help the
manager to perform better.
Determine the Critical path of a project for a given scope.
It allows the one to see how the various activities flow towards to completion of the project
in a sequential manner.
By using this, one can identify the activities that have slack time and that can lend resources
to critical path activities.
By using this, one can identify the dependencies of tasks.
Page 47
Project Management (CE00348-3) Group Component Page 47 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.6.2 Network Diagram of Aadhar Project
Introduction and Project
Charter
1 9 9
1 Float 12
The Baseline Plan
10 6 15
10 Float 15
Cost and Budget Estimation
16 5 21
16 Float 21
The Risk Plan
20 7 28
20 Float 28
The Quality and Change
Plan
27 7 35
27 Float 35
The Human Resource
Management Plan
34 4 39
34 Float 42
The Communication Plan
38 6 46
38 Float 45
The Procurement Plan
44 3 49
44 Float 49
Documentation
47 3 52
47 Float 52
Figure 2: Network Diagram
Page 48
Project Management (CE00348-3) Group Component Page 48 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.7. Gantt chart
Gantt Chart provide a standard format for displaying project schedule information by listing
project activities and their corresponding start and finish dates in a calendar format.
(Schewable, 2008, p. 215)
A Gantt chart, commonly used in project management, is one of the most popular and useful ways
of showing activities (tasks or events) displayed against time. On the left of the chart is a list of
the activities and along the top is a suitable time scale. Each activity is represented by a bar; the
position and length of the bar reflects the start date, duration and end date of the activity.
2.7.1. Importance of Gantt chart
It shows what are various activities
It shows when each activity begins and ends
It shows how long each activity is scheduled to last
The start and end date of the whole project
By using this, one can easily identify that which task has to done at which time.
One can identify where activities overlap with other activities and by how much.
Gantt charts also provide an excellent presentation tool for illustrating groups of milestones
and demonstrating individual resources scheduled to time.
Page 49
Project Management (CE00348-3) Group Component Page 49 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.7.2 Gantt Chart of Aadhar Project
Figure 3: Gantt chart
Page 50
Project Management (CE00348-3) Group Component Page 50 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2.8. Pert Chart
A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within
a project. PERT stands for Program Evaluation Review Technique, a methodology developed by
the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar
methodology, the Critical Path Method (CPM) was developed for project management in the
private sector at about the same time.
A PERT chart presents a graphic illustration of a project as a network diagram consisting of
numbered nodes (either circles or rectangles) representing events, or milestones in the project
linked by labelled vectors (directional lines) representing tasks in the project. The direction of the
arrows on the lines indicates the sequence of tasks. Tasks that must be completed in sequence but
that don't require resources or completion time are considered to have event dependency. These
are represented by dotted lines with arrows and are called dummy activities.
The PERT chart is sometimes preferred over the Gantt chart another popular project management
charting method, because it clearly illustrates task dependencies. On the other hand, the PERT
chart can be much more difficult to interpret, especially on complex projects. So frequently, project
managers use both techniques.
2.8.1. Importance of Pert Chart:
Expected project completion time
Probability of completion before a specified date.
The critical path activities that directly impact the completion time
The activities that have slack time and that can lend resources to critical path activities.
Activities start dates and end date.
It allows the one to see how the various activities flow towards to completion of the project
in a sequential manner.
By using this, one can identify the dependencies of tasks.
By using this, one can easily identify critical path activities
Page 51
Project Management (CE00348-3) Group Component Page 51 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Project manager can do effective resource utilization of completed activities for other
activities.
2.8.2 Pert Chart of Aadhar Project
Start
1 1
A
10 10
C
21 21
Critical Path
Events
A= Event Number
ET = Earliest Start
Time
LT = Latest Start Time
A
ET LT
A= Introduction and Project Charter
B= Base Line Plan
C= Cost & Budget Estimation
D = Risk Plan
E = Quality and Change Plan
F= Human Resource Management plan
G= Communication Plan
H= Procurement management Plan
I= Prepare Final Project Report
37 37
F
41 41
E9 B
16 16
6 5 D
29 29
8 8 4
G
47 47
H
50 50
I
53 53
6 3 3
Figure 4: Pert Chart
Page 52
Project Management (CE00348-3) Group Component Page 52 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Task Predecessor
A -
B A
C B
D C
E D
F E
G F
H G
I H
Table 3: Pert Chart Task & Predecessor
2.9. References
1. (2015). Work Breakdown Structure (WBS). Available:
http://www.hyperthot.com/pm_wbs_sw1.htm Last accessed 2nd Oct 2015.
Justification: This link is giving the brief description about WBS
2. (2015). Network diagram. Available: http://www.netplaces.com/project-
management/creating-the-schedule/the-network-diagram.htm Last accessed 4th October
2015.
Justification: This link is describing how to create Network diagram of any project.
3. (2015). Gantt Chart. Available: http://creately.com/blog/diagrams/use-gantt-chart-plan-
project/ Last accessed 4th October 2015.
Justification: This link is giving the brief idea about how to make Gantt chart of a project.
4. (2015). Pert Chart. Available: http://web2.concordia.ca/Quality/tools/20pertchart.pdf Last
accessed 5th October 2015.
Justification: This link has given the briefings about how to make Pert Chart.
5. (2015). Pert Chart. Available: http://www.netmba.com/operations/project/pert/ Last
accessed 10th October 2015.
Justification: This link has given the idea about Pert Chart.
Page 53
Project Management (CE00348-3) Group Component Page 53 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
6. (2015). Activity diagram. Available:
http://www.tutorialspoint.com/uml/uml_activity_diagram.htm Last accessed 11th October
2015.
Justification: How to draw Activity diagram can be easily understood by this link.
7. (2015). Activity diagram. Available: http://www.uml-diagrams.org/activity-diagrams.html
Last accessed 12th October 2015.
Justification: This link provides the idea about the Activity diagram.
8. Schewable, K. (2008) Project Management. New Delhi: Cengage Learning India Private
Limited
Justification: By the help of this book, I got to know about the components for base line
plan in project management.
Page 54
Project Management (CE00348-3) Group Component Page 54 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
COST AND BUDGET ESTIMATION
CHAPTER: 3
-By Mohit Kumar Sinha
Page 55
Project Management (CE00348-3) Group Component Page 55 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
3.1. COST ESTIMATION
Project cost estimation can be described as the process that includes the involvement of planning,
estimating, budgeting and controlling costs project so that the system project could be completed
within the budget of the customer. This estimation needs care as it is one of the main pillars for
the project to be a success. The project is counted as success when it fulfills the three pillars i.e.
cost, time and user satisfaction.
The accuracy of the estimate influences the time of delivery and subsequently the budget of the
project and consequently the satisfaction level of the customer. Cost estimation will allow the
project manager to arrange his resources in such a way so that the project is completed effectively
and efficiently. It is very important for the scenario mentioned for the project manager. It
establishes a baseline for the project cost at different stages of the project development. According
to the American association of cost engineers, cost engineering is defined as that area of
engineering practice where engineering judgment and experience are utilized in the application of
scientific principles and techniques to the problem of cost estimation, cost control and profitability.
When the cost estimation is done the project manager can make up guidelines and milestones
according to which the whole project would be carried out by his team. By the PMI (Project
Management Institute) many techniques and methods came into existence that would make the
work of cost estimation easy. Few of them are listed below:
Line of code:
Line of code depends on the lines of source code written by the developer. It is considered to be
cost effective direct measurement for software size as its cost depends on the number of lines the
developer wrote to fulfill and complete the user requirements. The time and efforts involved in
implementing a software program is linearly related to software size in terms of line of code. LOC
can also be used to determine the effectiveness of the product review and inspection.
Functional points:
Functional point is a score that counts size of the software in terms of the functionalities it has to
be implemented for the completion to the satisfactory level of the user. It counts the type of
transactions between the software program and external entities like database, users and other
hardware.
Page 56
Project Management (CE00348-3) Group Component Page 56 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Parkinson’s Law:
"Work expands to fill (and often exceed) the time allowed." by Cyril Northolt Parkinson published
in The Economist in 1955. In this cost is of available resources and not of the objective assessment.
It can be explained as if the developer gives a weeks’ time to complete a two hour task, then
(psychologically speaking) the task will increase in complexity and become more frightening so
as to fill that week. It may not even take the extra time with more work, but just stress and tension
simultaneously about having to get it done. By assigning the right amount of time to a task, we
gain back more time and the task will reduce in complexity to its natural state.
Pricing to win:
In this method of cost estimation the cost estimation is done to whatever the user has available to
spend on the project. It totally depends on the customer’s budget and not on the software
functionalities of the line of code.
Delphi or expert judgment:
Being most commonly used, about 62% of estimators use this technique. It requires the
involvement of the local experts that have a knowledgeable experience about the development of
similar projects, have maintained the database and completed their past project effectively and
efficiently. Most of the estimators use their memories of previous projects. The Wideband Delphi
technique gathers the opinions of a group of experts with the aim of producing an accurate fair
estimate. It is a structured technique of expert judgment and is essentially a form based technique
involving a multistep procedure.
Analogous estimate:
It compares the proposed project with the previous completed projects having the project
development information id. Actual data from the previously completed projects are generalized
to estimate the proposed project. It can be stated as a systematic form of expert judgment as the
experts have undergone the analogous situation to give their opinion for the same. It includes the
characterizing the proposed project, selecting the completing project that in contrast to the
proposed project having the similar historical database, and developing the estimate considering
the same.
Page 57
Project Management (CE00348-3) Group Component Page 57 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Top down estimation:
Also famous for Macro Model. In this model, an overall cost estimation of the project is derived
from major properties of the project and then the project is partitioned into various smaller
components. This model is effective in the early stages of the project development when only the
major things are known for the project. At that stage no detailed knowledge is available. In this
estimation, stakeholders identify and analyze the need, the possibilities to fill the gaps or generate
new ways to improve a situation. A proposal is submitted after the feasibility stage.
Bottom up:
The bottom up approach includes the involvement of proactive team input in the project executing
process. Project team members are invited for their participation in every step of the management
process. The decision of the project proceeding are taken by the agreement of all the team
members. It allows the project manager to develop the project while making small achievable
milestone. Then team members are encouraged to develop personal to-do lists with the steps
necessary to reach the milestones on their own. The advantage of this approach is that it empowers
team members to think more creatively. They feel involved into the project development and know
that their initiatives are appreciated. The team members’ motivation to work and make the project
a success is doubled. Each member has the opportunity to put in their inputs from time to time.
The to-do list is counted into the detailed group work. Schedules, budgets and results are
transparent. Issues are made clear by the project manager to avoid as many surprises as possible.
COCOMO:
One popular, open, and well-documented software cost model is the Constructive Cost Model
(COCOMO) developed by Barry Boehm. The evolution of COCOMO provides an interesting
window for observing the evolution of software engineering economics over the past 20 years.
The COCOMO estimating equations follow this simple form:
Effort = C1 EAF (size) p1
Time = C2 (Effort) p2
Where:
Effort = number of staff-months
C1 = a constant scaling coefficient for effort
Page 58
Project Management (CE00348-3) Group Component Page 58 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
EAF = an effort adjustment factor that characterizes the domain, personnel, environment, and tools
used to produce the artifacts of the process
Size = size of the end product (in human-generated source code), measured by the number of
delivered source instructions (DSI) required to develop the required functionality
P1 = an exponent that characterizes the economics of scale inherent in the process used to produce
the end product, in particular the ability of the process to avoid non-value-adding activities
(rework, bureaucratic delays, communication overhead)
Time = total number of months
C2 = a constant scaling coefficient for schedule
P2 = an exponent that characterizes the inherent inertia and parallelism in managing a software
development effort
Object points:
It is much simple and easier technique of cost estimation as it requires the output screens, reports
and the number of modules of the database codes. Object points are also called application points.
Strengths and Weaknesses of Software Cost-Estimation Methods
Methods Strengths Weaknesses
Algorithmic Model Objective, repeatable,
analyzable formula
Efficient, good for
sensitivity analysis
Subjective inputs
Assessment of exceptional
circumstances
Expert Judgement Objectively calibrated to
experience
Assessment of
representativeness,
interactions, exceptional
circumstances
Calibrated to past, not
future
No better than participants
Analogy Based on representative
experience
Biases, incomplete call
Representativeness of
experience
Page 59
Project Management (CE00348-3) Group Component Page 59 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Parkinson Correlates with some
experience
Reinforces poor practice
Price to win Often get the contract Generally produces large
overruns
Top-down System level focus
Efficient
Less detailed basis
Less stable
Bottom-up More detailed basis
More stable
Fosters individual
commitment
May overlook system level
costs
Requires more effort
Table 4: Object Point
3.2. JUSTIFICATION FOR USING BOTTOM UP APPROACH
Bottom up cost estimation requires a study of detailed engineering analysis and calculations for
finding out the total estimate. In this the cost of individual component is found out. When all the
individual components are over then the all costs are clubbed together and thus come up the total
cost of the system. It is also known as Process Based Costing. Bottom up approach is extremely
helpful and more close to the real estimate as it takes the involvement of small components and
takes in account the larger component. It uniquely works on components one by one and hence
produces the estimate that can be more likely to be final rather than other techniques of cost
estimation method. The project manager gets an idea of the cost that is spend on the particular
component, thus he may reduce the cost of the other components so as to bring the cost of the
overall project according to the users satisfaction.
One of the major advantages of using the bottom up model is that an accurate model is developed
in each process. This involves using detailed BS and pricing out each work package making up
the project. Some of the advantages of using the bottom up are as follows:
Can be combined with other techniques
It is conceptually easily understandable
Produces result with maximum accuracy
Benefits of the project are realized at an early level
Page 60
Project Management (CE00348-3) Group Component Page 60 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
It will help to prevent the duplication of data as the same person may register from different
place, but in this system the person has to give his biometric id like fingerprint, eye-scans
etc.
In this model, the individual thoughts and work components are taken into account
The small level Person does not feel out scattered. Top to down people are involved in this
approach.
Assumptions made:
The employee would work on weekdays including weekends i.e. Saturday and Sunday and
enjoy the national holidays.
If needed the employees are made to work overtime. They will get extra pay for that.
Cost estimation on the basis of module. The module consisted of 10 persons these are
responsible for the details entry of the common people for their UID Cards.
The whole country is divided into modules which are 20 in number. There 20 module
capsule will carry out the work in 40 days.
The initial cost is calculated for the system website that will be developed.
The data miners will go from place to place to and add the information to the local database.
Then when returning to the main office, the details will be entered into the central database.
Entering the values to the central database will return the duplicate data and thus delicacy
is prevented in the proposed system.
Unique Identification System:
Serial No. Mechanism Type Price ($)
I. Website Type Non-Profit $180
II. Service Type New Website $130
III. Pages 1-10 Pages $29
IV. Flash Yes (Banner) $140
V. Central Management System Yes $300
VI. News Blog Yes $100
VII. Online Forms Yes $25
VIII. Multimedia Yes $100
Page 61
Project Management (CE00348-3) Group Component Page 61 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
IX. Photo Gallery Yes $100
X. Database Yes $950
XI. Web Hosting Yes $250
XII. Domain Name Yes $150
XIII. Bulk SMS (10,000 credits) Yes $200
Total $2654
Table 5: Unique Identification System
Human Resource Cost
Serial Number Position Number Salary
I. Project Manager 1 $2500
II. Team Member 2 2*1300=$2600
III. Human Resource Manager 1 $1000
IV. System Architect 1 $1100
V. System Programmer 1 $1100
VI. System Trainer 1 $500
VII. Database Administrator 1 $700
VIII. Network Engineer 1 $600
IX. Web Developer 1 $700
Total $10800
Table 6: Human Resource Cost
Hardware Installation Cost
Serial No. Hardware Description Price per unit Quantity Price ($)
1. Firewall $900 3 $2700
2. Figure print reader $70 5 $300
3. Eye-Iris Reader $80 15 $1200
4. Original Software $350 3 $1050
5. Computers $850 9 $7650
6. Miscellaneous $100 1 $100
Total $13050
Page 62
Project Management (CE00348-3) Group Component Page 62 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Table 7: Hardware Installation Cost
Total Cost for UID
$(2234+10,800+13050) = $26504
In INR $26504*54 = 1431216
Module wise cost
Serial No. Hardware Description Price per unit Quantity Price ($)
1. Laptop $900 10 $9000
2. Figure print Reader $155 10 $1550
3. Eye-Iris Reader $2900 10 $29000
4. Original Software $11899 1 $11899
5. Computers $850 1 $850
6. Miscellaneous $100 1 $100
Total $52399
Table 8: Module wise cost
$52399*54=2829546
This is the INR amount for a particular module. The module consists of 10person team having the
items listed above in the table. The amount would be 700 for each person for a day. So the final
amount for a module will be 700*40*10=280000
Thus 2829546+280000 = 31, 09, 546 Rs
There are 20 such modules functional hence the amount of the total modules allover leads to
3109546*20=62190920
Total cost = Rs (62190920+1431216) = 6, 36, 22, 136
The total cost of the proposed system would be around Rs 6, 36, 23, 000 +/- 20%
Page 63
Project Management (CE00348-3) Group Component Page 63 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
3.3. RESEARCH
3.3.1. COST ESTIMATION
Project cost management basically includes the processes which involve the planning, estimation,
budgeting and controlling costs so that the project is completed within time, quality and budget.
Figure 5: Project Cost Estimation
Page 64
Project Management (CE00348-3) Group Component Page 64 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
3.4. REFERENCES
1. Cost estimation. Available: http://pmbook.ce.cmu.edu/05_Cost_Estimation.html . Last accessed
26th October 2015
Why this site has been referred: It provides with the expert explanation of the cost estimation
techniques with approximate examples.
2. Cost estimation. Available: http://www.lifehack.org/articles/productivity/how-to-use-parkinsons-
law-to-your-advantage.html . Last accessed 27th September 2015.
Why this site has been referred: It provides with the detailed explanation of Parkinson’s Law (cost
estimation techniques) can be applied in cost estimation.
3. Bottom up estimation. Available: http://www.wrike.com/projectmanagement/02/07/2008/ Top-
down-and-Bottom-up-Project-Management-Leveraging-the-Advantages-of-the-Two-Approaches.
Last accessed 8th October 2015.
Why this site has been referred: It provides with the proper explanation of top down and bottom up
approach can be applied in cost estimation with its advantages.
4. Bottom up estimation. Available: http://etd.ohiolink.edu/sendpdf.cgi?acc_num=ohiou1131119775
. Last accessed 2nd October 2015.
Why this site has been referred: It provides with the expert explanation of the bottom up approach
in detail with the help of a case study.
5. Bottom up estimation. Available: http://www.brighthub.com/office/project-
management/articles/54986.aspx#ixzz1cI5DAm5Q Last accessed 10th October 2015.
Why this site has been referred: It gives the brief introduction of the estimation techniques used in
the cost estimation.
Page 65
Project Management (CE00348-3) Group Component Page 65 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
THE RISK PLAN
CHAPTER: 4
-By Anuj Kumar
Page 66
Project Management (CE00348-3) Group Component Page 66 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4.0. Introduction
In this project there are the risks of low, high and medium category. As a project manager we are
producing here a risk plan for the development of this system as it will help us to identify the risk
involved during the development and implementation of this project.
Here at first the identification of risk type and their components will be done after
identifying the risk a transitory analysis of the identified risk will be performed.
After Completion of risk analysis method of controlling risk will be introduced and then a
contingency plan will be shown in the risk plan.
4.1. Risk Identification
Objective: To determine the risk involved in developing a robust system for financial
inclusion of people from financial exclusion that may affect this project and documenting the
characteristics of risks.
Participants:
Mohit Kumar Sinha (PT1282241)
Anuj Kumar (PT1282242)
Aditya Prakash (PT1282205)
Prashant Sharma (PT1284412)
4.1.1. Nature of Process
Iterative: New risks may occur during the project progress also. Thus in making the UID project
we will consider those risks also.
4.1.2. Method of Risk Identification
Brainstorming: Probably it is the most frequently used risk identification technique. The goal of
this technique is to compile a comprehensive list of risk in this UID management for financial
project that can be addressed later in the risk analysis process. And we have done according to this
which are the following-:
We organized a meeting to talk on the project risk.
Under the leadership of Mr. Anuj Kumar we generated and collected the ideas about the
UID project risks.
The main sources of risks were identified and discussed amongst us during the meeting.
Page 67
Project Management (CE00348-3) Group Component Page 67 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Why we have used this method?
As the objective of this project was clear to all and thus all were prepared with some preliminary
exercise for the risks which is the requirement for a brainstorming process, thus we have chosen
this brainstorming process to identify the risks.
The main component of the risk that can affect most to our system are introduced as
14. Schedule Risk
15. Environmental Risk
16. Cost Estimation Risk
17. Performance Risk
18. Operational Risk
19. Competition Risk
20. Technical Risk
21. Funding Risk
22. Personal Risk
23. HR Management Risk
24. Procurement Management Risk
25. Communication Risk
26. Organizational Risk
4.1.3. The checklist of risks that can lead to failure of the project.
Risk Item Check List
1. Schedule Risk a. Member Absence
b. Big Project Size
c. Short Development Time
d. Data Gathering from ground level
e. Less duration can be taken for major module
2. Environmental Risk a. Heavy Rain
b. Very high or very low environmental temperature
c. Natural Hazards like earthquake or flood etc.
Page 68
Project Management (CE00348-3) Group Component Page 68 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
d. Less Number of user’s presence at some places due to their
culture.
3. Cost Estimation Risk a. Less cost estimation for whole project
4. Performance Risk a. Hardware failure at registration or server places.
b. Insertion of local database into central database time to time.
c. Slow processing of system
d. Error in micropayments
5. Operational Risk a. Restriction of access having the right information
b. Network failures
6. Competition Risk a. Other organization may take interest in project and can create
problem for us.
7. Technical Risk a. Ineffective testing
8. Communication Risk a. Communication among data gathering and govt. bodies
b. Communication problem between user and data gathering
problem
9. Funding Risk a. Delay in funding from client.
b. Delay in funding from stakeholders
10. Personal Risk a. Due to some urgent work the Project Manager may be absent.
11. HR Management Risk a. Less number of working individuals may be taken for
completing this project.
b. Unskilled people can be selected for this project.
12. Procurement
Management Risk
a. Sudden increase in cost before biometric and other material
purchase
b. Sudden decrease in cost before biometric and other material
purchase.
c. Much less number of devices according to required and cost
is estimated according to that.
Table 9: Risk item check list
Page 69
Project Management (CE00348-3) Group Component Page 69 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4.2. Risk Analysis
4.2.1. Qualitative Risk Analysis
The probability and impact of occurrence for each identified risk will be assessed by the project
manager, with input from the project team using the following approach:
Probability
Very High –Greater than <90%> probability of occurrence
Medium- Between <70%> and <90%> probability of occurrence
Medium- Between <30%> and <70%> probability of occurrence
Low- Below <30%> probability of occurrence
Impact
Catastrophic – Risk that can cause very serious problems in the project greatly influence
the cost, project schedule and performance.
Critical – Risk that has the potential to greatly impact project cost, project schedule or
performance
Marginal – Risk that has the potential to slightly impact project cost, project schedule or
performance
Negligible – Risk that has relatively little impact on cost, schedule or performance
4.2.1.1. The Probability/Impact Matrix for Unique Identity Project
S. No. Risk Risk Description
1. Member Absence Sometime there is possibility that the team member
will be absent due to unknown reason and the work
has been finish at the scheduled time.
2. Big project size As the project is related to UID management and
basically financial inclusion of people who are in out
of reach from the government the database and
system itself is huge to provide all types of
functionality.
Page 70
Project Management (CE00348-3) Group Component Page 70 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
3. Short Development Time The project is so much time taking but we have been
provided less time thus it may happen that there are
lack of data gathering from the ground level to upper
level
4. Data gathering from ground
level
As the data will be in the form of biometric as well
demographic but govt. bodies and some private
agencies like mobile service providers and gas outlets
will be providing only demographic data so biometric
data gathering will take much time as well as create
problems.
5. Less duration can be taken for
major module.
It may possible that to make the scheduling we can
assume less time but actually some necessary tasks
will take long time to complete it.
6. Heavy Rain As this is the nature generated problems and no one
can solve this and this can cause delay in data
gathering from ground level as well as to upper level.
7. Very high or very low
environmental temperature
In very cold or very hot environment it is very
difficult to gather data from different places that will
delay the project.
8. Natural hazards like
earthquake or flood etc.
This can destroy the database station, a server station
or offices which will increase the costs.
9. Less Number of user’s
presence at some places due to
their culture
The user’s presence may be less because at some
places ladies cannot go in front of unknown persons
and this will cause delay in data gathering that will
affect our project.
10. Less cost estimation for whole
project
As per the requirement due to the project hugeness
the cost estimation can create some problem
11. Hardware Failure at
registration or server places.
Sometimes at the registration site the biometric or
other device may be fail and then we have to do again
and this will increase the cost as well as time.
Page 71
Project Management (CE00348-3) Group Component Page 71 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
12. Insertion of local database into
central database time to time
At the time of inserting database into central database
it may possible that data become corrupt and we have
to take the data again.
13. Slow processing of system The project is huge and sometimes it may possible
that biometric devices may work very slowly and it
will decrease the performance of the system.
14. Error in micropayments Due to some illogical implementation there may be
some problems in micropayments.
15. Restriction of access having
the right information
Due to error in image processing it may possible that
being all things right the system will not work and the
employee has to take the data again from user.
16. Network Failures At some time it may possible that due to error in
network data could not be uploaded to central
database and that will cause delay in project.
17. Other organization may take
interest in project and can
create problem for us
It may possible that simultaneously some other
organization can track our errors and problem and
present it before the client then we will have to face
some problems.
18. Communication among data
gathering and govt. bodies
As the case study says that the demographic data will
be provided by some govt. bodies also. It may happen
they will not be ready to give their data to data
gathering people within some time and our project
may be late.
19. Communication problem
between user and data
gathering problem
Sometimes language between the users and data
gathering people can cause late and this will cause
more cost.
20. Delay in funding from client
and stakeholders.
It may happen that there will be delay in payments
from the clients and due to this reason the equipment
necessary for the system couldn’t be purchased.
Page 72
Project Management (CE00348-3) Group Component Page 72 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
21. Due to some urgent work The
Project Manager may be
absent.
It may happen that project manager is absent for some
days then project will be delayed or some lacking in
terms of time
22. Less number of working
individuals may be taken for
completing this project.
The HR may not be able to recruit the required
number of employees for the complete development
of the system.
23. Unskilled people can be
selected for the project.
It may happen that unskilled people have been
selected for project and they are not able to perform
the task continuously.
24. Sudden increase in Cost before
biometric and other material
purchase
There may be loss of money only due to sudden
increase in cost and the estimation is not done
according to that.
25. Sudden decrease in cost before
biometric and other material
purchase.
It may possible that after purchasing the equipment
the price will be decreased.
26. Much less numbers of devices
according to required and cost
is estimated according to that
It may possible that there may be less number in
comparison to the requirement of the system.
27. Ineffective Testing Will embarrass the user at the time of user acceptance
Table 10: The Probability/Impact Matrix for Unique Identity Project
4.3. Project Risk Identification
Risk Categories
Probability Range
Low 0.0 – 0.3
Medium 0.3 - 0.7
High 0.7 – 0.9
Very High 0.9 – 1.0
Table 11: Risk Categories
Page 73
Project Management (CE00348-3) Group Component Page 73 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Impact Categories
Level of consequences Range
Negligible 0.0 – 3.0
Marginal 3.0 – 7.0
Critical 7.0 – 9.0
Catastrophic 9.0 – 10.0
Table 12: Impact Categories
Here the risk exposure is calculated which will decide the impact and priority of the risk.
Note: Risk exposure = impact * probability
Sr. No. RI-1
Rank 01
Risk Member Absence
Description Sometimes there is possibility that the team member will be
absent due to unknown reason and the work has been finish at
the scheduled time.
Category Schedule Risk
Root Cause Team member may be ill or some wrong happens to him.
Triggers He may have some critical task
Potential Response In such case board will have to hire new Human Resource for
project
Risk Owners Project Manager
Probability/Impact Low/ Marginal
Status Arrange meetings to discuss the approach
Sr. No. RI-2
Rank 02
Risk Heavy Rain
Page 74
Project Management (CE00348-3) Group Component Page 74 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Description As this is the nature generated problems and no one can solve
this and this can cause delay in data gathering from ground
level as well as to upper level.
Category Environmental Risk
Root Cause Its natural happening and no one change this
Triggers It may delay in data gathering
Potential Response In such case board will have to fix some other people to go
there
Risk Owners Project Manager
Probability/Impact Medium/ Marginal
Status Arrange meetings to discuss the approach
Sr. No. RI-3
Rank 03
Risk Less cost estimation for whole project
Description As per the requirement due to the project hugeness the cost
estimation can create some problem
Category Cost Estimation Risk
Root Cause Due to price rise or forgetting some modules the cost may be
less than the expected.
Triggers It will increase the cost of Unique ID management
Potential Response New Cost Estimation will be done according to left module
Risk Owners Project Manager
Probability/Impact Low/ Marginal
Status Arrange meetings to discuss the approach
Page 75
Project Management (CE00348-3) Group Component Page 75 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Sr. No. RI-4
Rank 04
Risk Restriction of access having the right information
Description Due to error in image processing it may possible that being all
things right the system will not work and the employee has to
take the data again from user.
Category Operational Risk
Root Cause Due to some problems in image processing data
Triggers Take so much time in solving the problem and thus delays the
project
Potential Response Try to replace the system immediately
Risk Owners Project Manager
Probability/Impact Low/Critical
Status Arrange meetings to discuss the approach
Sr. No. RI-5
Rank 05
Risk Insertion of local database into central database time to time
Description At the time of inserting database into central database it may
possible that data become corrupt and we have to take the data
again.
Category Performance Risk
Root Cause Database may be different or network slowdown
Triggers It takes much time to upload data into central database
Potential Response Database must be checked before putting it into the central
database
Risk Owners Project Manager
Probability/Impact Medium/ Critical
Status Arrange meetings to discuss the approach
Page 76
Project Management (CE00348-3) Group Component Page 76 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Sr. No. RI-6
Rank 06
Risk Other organization may take interest in project and can create
problem for us
Description It may possible that simultaneously some other organization
can track our errors and problem and present it before the client
then we will have to face some problems
Category Competency Risk
Root Cause Some team member it leaking the information outside of the
organization
Triggers This will lead to rejection of contract
Potential Response He should be caught at that time and no one should be allowed
with resources by which he can outsource the data from
company to outside world.
Risk Owners Project Manager
Probability/Impact High/High
Status Arrange meetings to discuss the approach
Sr. No. RI-7
Rank 07
Risk Communication problem between user and data gathering
problem
Description Sometimes language between the users and data gathering
people can cause late and this will cause more cost.
Category Communication Risk
Root Cause At ground level the sometimes people don’t support the
employees
Triggers It will lead to delay in project and thus cost will be increased.
Potential Response The people working in rural areas should from that type of
locality
Page 77
Project Management (CE00348-3) Group Component Page 77 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Risk Owners Project Manager
Probability/Impact High/Catastrophic
Status Arrange meetings to discuss the approach
Sr. No. RI-8
Rank 08
Risk Due to some urgent work the Project manager may be absent
Description It may happen that Project Manager is absent for some days
then project will be delayed or some lacking in terms of
management
Category Personal Risk
Root Cause Project Manager may be irresponsible
Triggers Delay in completion of project
Potential Response There must be a replacement policy for manager in project
Risk Owners Project Manager
Probability/Impact Low/Marginal
Status Arrange meetings to discuss the approach
Sr. No. RI-9
Rank 09
Risk Unskilled people can be selected for the project.
Description It may happen that unskilled people have been selected for
project and they are not able to perform the task continuously.
Category HR Management Risk
Root Cause HR people or requirement is confusing for the system
Triggers Unskilled people will not be able to complete it within given
time frame
Potential Response In such case the Requirement Specification for particular post
must be clear
Page 78
Project Management (CE00348-3) Group Component Page 78 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Risk Owners Project Manager
Probability/Impact Medium/Marginal
Status Arrange meetings to discuss the approach
Sr. No. RI-10
Rank 10
Risk Much less numbers of devices according to required and cost
is estimated according to that
Description It may possible that there may be less number in comparison to
the requirement of the system.
Category Procurement Plan Risk
Root Cause Unexpected users may increase or unavailability of devices in
the market at that time
Triggers Delay in data gathering according to schedule
Potential Response First decide how many users may be and according to that the
purchase should be done
Risk Owners Project Manager
Probability/Impact Low/Marginal
Status Arrange meetings to discuss the approach
Sr. No. RI-11
Rank 11
Risk Ineffective Testing
Description When creating the test plan it may possible to forgot or some
modules may not be tested well and Will embarrass the user at
the time of user acceptance
Category Technical Risk
Root Cause Testing might not be done proper
Triggers Embarrassing of clients
Page 79
Project Management (CE00348-3) Group Component Page 79 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Potential Response Once a new test plan will be made for the left modules
Risk Owners Project Manager
Probability/Impact Medium/ Low
Status Arrange meetings to discuss the approach
4.4. Calculation of Risk Factor
S. No. Risk Risk Impact Risk Probability Risk Exposure
1. Schedule Risk 4 (marginal) 0.2 (low) 0.8
2. Environmental Risk 5 (marginal) 0.3 (medium) 1.5
3. Cost Estimation Risk 6 (marginal) 0.3 (low) 1.6
4. Operational Risk 8 (critical) 0.3 (low) 2.4
5. Performance Risk 8 (critical) 0.6 (medium) 4.8
6. Competency Risk 8 (high) 0.7 (high) 5.6
7. Communication Risk 9 (catastrophic) 0.7 (high) 6.3
8. Personal Risk 7 (marginal) 0.2 (low) 1.4
9. HR Management Risk 6 (marginal) 0.4 (medium) 2.4
10. Procurement Plan Risk 3 (marginal) 0.3 (low) 0.9
11. HR Management Risk 0.3 (low) 0.3 (medium) 0.009
Table 13: Calculation of Risk Factor
These are the main risks involved in this project including functional and nonfunctional.
Page 80
Project Management (CE00348-3) Group Component Page 80 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4.5. Quantitative Risk Analysis
Analysis of risk events that have been prioritized using the qualitative risk analysis process and
their effect on project activities will be estimated, a numerical rating applied to each risk based on
this analysis, and then documented in this section of the risk management plan.
Risk Prioritization:
Here the risk has been prioritized according to the risk factor calculated
S. No. Risk Identified Risk Exposure
1. Communication Risk 6.3
2. Competency Risk 5.6
3. Performance Risk 4.8
4. HR Management Risk 2.4
5. Cost Estimation Risk 1.6
6. Environmental Risk 1.5
7. Personal Risk 1.4
8. Procurement Plan Risk 0.9
9. Schedule Risk 0.8
10. HR Management Risk 0.09
Table 14: Risk Prioritization
4.6. Risk Control
The risks present in the UID project have been identified and according to their risk factors they
have been prioritized and to mitigate these risks we have controlled these. To control the risks a
plan has been introduced here
S. No. Risks Identified Control Plan
11. Schedule Risk In such case board will have to hire new
Human resources for project development.
12. Environmental Risk In such case board will have to fix some other
people to go there.
Page 81
Project Management (CE00348-3) Group Component Page 81 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
13. Cost Estimation Risk New Cost Estimation will be done according
to left module
14. Operational Risk Try to replace the system immediately
15. Performance Risk Database must be checked before putting it
into the central database
16. Competency Risk He should be caught at that time and no one
should be allowed with resources by which he
can outsource the data from company to
outside world.
17. Communication Risk The people working in rural areas should form
that type of locality
18. Personal Risk There must be a replacement policy for
managers in project.
19. HR Management Risk In such case the Requirement Specification for
a particular post must be clear.
20. Procurement Plan Risk First decide how many users may be and
according to that the purchase should be done
21. HR Management Risk Once a new test plan will be made for the left
modules
Table 15: Risk Control
Figure 6: Graph of Priority vs Impact
Page 82
Project Management (CE00348-3) Group Component Page 82 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4.6. References
Document Name Description Location
Document File This is also the document of risk
planning which is telling the process
to make a good risk plan.
http://www2.cdc.gov/cdcup/lib
rary/templates/CDC_UP_Risk
_Management_Plan_Template
.doc Last accessed on 16th
Oct., 2015
Doc File This document tells us the risk
management planning template
http://www.carnegiequality.co
m/test/RiskManagementPlanT
emplateV1.0.doc Last
accessed on 14th Oct., 2015
Webpage This page has stated the type of
project risk which are involved in an
IT project
http://www.martinbauer.com/
Articles/Risk-
Management/Types-of-Risks
Last accessed on 11th Oct.,
2015
Webpage This page has stated 12 methods of
risk identification
https://manager.clearrisk.com
/Resources/RiskTool/Risk_Ide
ntification_Methods_-
_12_Types Last accessed on
12th Oct., 2015
PDF File Sample risk management file telling
clear format of the risk management
planning.
http://www.nd.gov/itd/files/ser
vices/pm/risk-management-
plan-sample.pdf Last
accessed on 18th Oct., 2015
Webpage This page has also stated the type of
project risks that can increase the
time and cost of the project.
http://www.pmhut.com/types-
of-risk-in-project-
management Last accessed
on 13th Oct., 2015
Webpage This page has stated the type of risks
with their ranks according to high
and low level.
http://www.usask.ca/its/servic
es/itproject_services/managing
_projects/types.php Last
accessed on 19th Oct., 2015
Page 83
Project Management (CE00348-3) Group Component Page 83 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
THE QUALITY AND CHANGE PLAN
CHAPTER: 5
-By Aditya Prakash
Page 84
Project Management (CE00348-3) Group Component Page 84 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
5.1. THE QUALITY AND CHANGE PLAN
“Quality” refers to the degree to which a product fulfills the requirements of the customers. It is
the “a characteristic of a product or service provided to a customer, and the hallmark of an
organization which has satisfied all of its stakeholders”. The quality is an important level of any
project as cost and scope for any project. Quality is closely linked with the cost and customer’s
needs. It is not absolute but it can only be judged or realized by comparing with standards.
5.2. QUALITY MANAGEMENT
A quality assurance manual is an essential document for each and every organization, which are
committed to deal with quality in each step of business. Basically, this manual describes the quality
system policies and procedures for an organization. These policies and procedures control all
activities starting from the procurement of materials from the suppliers to the shipping off the end
products to customers. The program might be different form retail organization to self-storage
organization and more, but the purpose of this manual is to streamline the total quality control
activity in a scheduled manner. The intention of this manual is to ensure customer satisfaction by
providing quality products or services. (Jaksion, 2005)
Quality Management is considered to be as the most powerful factor to retain and expand customer
base in the modern business scenario. The quality management concept represents a fundamental
change in the definition and treatment of quality in product development. Quality management
provides a clear guidance on how quality will be ensured on the project through design
reviews, documentation, and other procedure. It gives management and the customer a clear
understanding of how quality will be maintained and what documentation they can expect
(addressing quality) during the working of the project. Quality Management plan must address
how these quality standards will be implemented, inspected, controlled and reported
The factors why quality needs to be assessed in Unique ID authority of India are:-
Competition: Due to severe competition in the market the Real Time Unique ID authority
of India System has been introduced to maximize productivity, benefits &profit.
Higher level of customer expectation: Each service provided by the Real Time Unique
ID authority of India Warning System to Customer’s satisfaction as because the whole of
the system is meant for consulting.
Page 85
Project Management (CE00348-3) Group Component Page 85 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Information revolution: The information and consulting provided by Real Time Unique
ID authority of India System on a large scale to the masses has increased the concept of
better understanding of a service & the way to deal with.
5.3. IMPORTANCE OF QUALITY MANAGEMENT
Product Quality: Quality management ensures product quality. Some primary aspects of product
quality includes: performance, reliability and durability. Though the use of a quality management
plan, the Unique ID authority of India System can produce a unique ID with the help of several
requirements such as fingerprint, Iris Scan and webcam so that the ID’s are unique.
Customer Satisfaction: Quality management ensures customer satisfaction. The quality
management program provides a methodology to use to create the type of product the customer
needs.
Meeting user requirements: If the system will be able to give the best option to provide data
encryption, proper database management and proper verification of input data from central
database then, developer can conclude that system meets the user requirements.
User-friendliness: It is needed to find whether the users are comfortable with the system interface
or not.
Quality Assurance: Quality Assurance techniques must be identified to provide the customer with
assurance that the quality standards set will be met. Apply the planned, systematic quality activities
to ensure that the project employs all processes needed to meet requirements. It provides defining
processes, training etc.
Milestone of the quality
The three basic milestone of project success are quality, time (schedule) and cost (budget). These
are the issues that project managers are held accountable for:
Quality: fitness of end deliverables for purpose or specification level
Time: target completion date and schedule of tasks
Costs: budget and resource allocation these three basic parameters are aggregated to define the
Scope of Work, the Risk factors in any project, and the way People are engaged.
Page 86
Project Management (CE00348-3) Group Component Page 86 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Figure 7: Milestone of the quality
Scope of Work: totality of work to complete a project (quality, time, cost). Change in various
project parameters typically occurs, but these changes must be carefully managed and must not be
so great that the project is covertly redefined. Agreement on scope between sponsor and project
manager establishes a boundary within which resources and budget are allocated. Scope can be
precisely defined in terms of the work breakdown structure and task analysis. An unknown or
changing scope is a moving boundary that constantly redefines the project and the assumptions
guiding allocation of resources. When scope cannot be precisely defined, it cannot be managed,
and thereby becomes a significant project risk factor.
Risk Factors: potential harm to a project (quality, time, cost) that may arise from a process or a
future event. A "risk" is the probability that a threat that will act on a vulnerability to cause an
adverse impact. Risk management involves minimizing threats, vulnerabilities and/or impacts.
People: human resource (knowledge, skill and motivation) for implementation of tasks; a project
team assembles special and general skills as resources to get the work done (quality, time, cost).
Of all of these components, people are the fundamental key to success because they provide the
means to achieve project objectives. Staffing is the most adjustable resource in being able to
dynamically respond to quality, cost and timing issues & constraints. In this way, staffing also
represents the greatest risk factor — no matter what other budget, resource or time risks may also
exist.
The dynamic trade-offs between these values has been humorously but accurately described by a
sign at an automotive repair shop:
Page 87
Project Management (CE00348-3) Group Component Page 87 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
All project objectives (and tasks) must be SMART:
Specific: expressed clearly and singularly
Measurable: ideally in quantitative terms
Acceptable: to stakeholders
Realistic: in terms of achievement
Description of the system:
Aadhaar project, also known as UID (unique identification), is an initiative rolled out by
Government of India under which a unique number is provided to every Indian citizen for
identification. The number will serve as a proof of identity and address anywhere in India and will
help citizens to avail several benefits and services. Some important tools are used to plan the
quality of the desired system.
Quality Standards
Functionality
It’s a Database cantered system where avoiding data duplicity is the main concern
The interactive user interface.
.The user interface of the system will follow the HCI principles.
The system should properly verify the Input data with database so as to avoid duplicity.
System Outputs
The system will accept biometric information such as fingerprint and retina image of the
person
Given input matched with the existing database if any match found then system should
give alert message that ID can’t be generated.
In case of unavailability of input data a new unique ID will be generated and data saved in
database of the server.
Performance
The system should be robust.
Searching for avoiding duplicity of ID should be very efficient.
There will be more departments accessing the database of the system. So, the system should
be efficient enough to handle the data traffic over the system at the same time.
Page 88
Project Management (CE00348-3) Group Component Page 88 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Quality Milestones Checklist
S.NO Checklist YES NO
01. Introduction of Project
02. Selection of Project Manager
03. Feasibility Report
04. System Design
05. Work Breakdown Structure (WBS)
06. Project Scheduling
07. Risk Analysis
08. System Implementation Plan
09. System Testing
Table 16: Quality Milestone Checklist
Acceptance Criteria
After doing research on this current system, we the team members have decided to follow the
acceptance criteria for the successful completion of each and every module so that if the actual
results and desired results are same then the major stakeholders agree up-front on this completion
of the project.
5.4. Quality Assurance
Quality Assurance (QA) is a process-centered approach to ensuring that a company or organization
is providing the best possible products or services. Quality Assurance means to provide the
necessary confidence to the customers as well as to the top managerial levels that are concerned
for carrying out their job effectively and that the product quality is as per the stakeholder’s
satisfaction with economy. It is defined as any method or procedure for collecting, processing or
analyzing survey data that is aimed at maintaining or enhancing their reliability or validity.
Quality assurance for this organization benchmarks the following factors as part of its procedure.
Walkthroughs: The walkthroughs are an efficient method to evaluate plans and are
conducted internally and help members in getting familiar with the new technologies and
services. There records are maintained for future use.
Evaluation Process: The evaluation of this organization will be carried out at the end of
completion of each module and it will be checked whether the system output is same as the
Page 89
Project Management (CE00348-3) Group Component Page 89 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
predefined user requirement. Later on when the whole system is integrated the evaluation
process is reconstructed.
Review Procedure: Quality Assurance team holds the responsibility of reviewing the
documents as per the ITC norms and standards.
Selection of tools: It is very important to select the right tools to develop the project as it
ensures professional and standardized output.
Audit Procedure:
Clearly understand and follow the audit scope
Conduct preparation meetings before the audit.
Understand organization, products, and processes.
Review and verify findings within the team.
Improve the audit process.
Training: It is an organization; so the project team requires to be trained on various
development platforms.
Process Improvement: A corrective action plan is followed when some insufficiency is
noticed in the course. This action plan avoids the errors to occur in future.
Now the Quality assurance team will compare the results with the already documented process.
This will now help in identifying which process needs improvement and corrective actions can be
taken.
5.4.1. Milestone of Quality Policy
Responsibility for quality.
Implement Quality Assurance.
Tools used for Quality Planning.
Develop a Quality Management plan.
Change plan regarding scope and objective of the project.
Control in Version Plan
Page 90
Project Management (CE00348-3) Group Component Page 90 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
5.4.2. Responsibility for Quality
Quality always begins with the customer satisfaction and thus loyalty is achieved through:
Product features.
Defect free working
Fitness for use.
Specification confirmation.
Expected degree of uniformity.
Roles & Responsibilities:
ROLES RESPONSIBILITIES
Project Manager Assure that the product of prescribed specifications reaches
to the users
Organizing training programs on quality within the
organization
Team Manager for quality
reviewing
Plan, develop and establish quality policies
Developer Conduct studies and investigations related to the quality
problems and develop the system accordingly
System Tester Evaluate the effectiveness of the quality programs on regular
basis and keep testing the system against errors and defects
Table 17: Role & Responsibility
Roles & Responsibilities divided among Team Members:
Name Roles Responsibilities
Aditya Prakash Group Leader Baseline Plan
Quality and Change Plan
Prashant Sharma Project Member Introduction and Project Charter
Human Resource Management
Plan
Mohit Sinha Project Manager Risk Plan
Procurement Plan
Page 91
Project Management (CE00348-3) Group Component Page 91 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Anuj Kumar Project Member Cost and Budget Estimation
Communication Plan.
Users Primary Stakeholders General Public
Management, Suppliers Secondary Stakeholders Organizations
Software Developers Facilitating Stakeholders Responsible for development
and maintenance of the system
Success Criteria
The system should efficiently able to search the input details
with existing database.
E details exist already a properly readable message should be
displayed.
In case of unavailability, it should generate an Unique ID.
Backup recovery must be essential to ensure stability and
integrity.
Table 18: Role & Responsibility divided among Team Member
Quality Assurance Plan:
Quality Assurance plan
Activities to perform Description Execution Time
Reviewing the old
documents
Reviewing the similar project.
Identify the problems.
Focus on user satisfaction.
Initial beginning
of the project
Essential
Requirements
Appointing an experienced person with
good communication skills.
Good contacts with the local people.
During the entire
project
Assigning work Person with relevant experience in
related field
Project manager
Developers to develop the project.
During the entire
project
Table 19: Quality Assurance Plan
Page 92
Project Management (CE00348-3) Group Component Page 92 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Quality Assurance Audit
Quality Audit is an important aspect of Quality plan. Before conducting the audit meeting, the
audit scope need to be defined and it is important to understand the organization, product and
processes. The audit findings are then validated with the audit recipient and the outcome is
reviewed and verified.
Quality Assurance Audit Report
Project : Grow Consulting IT Enabled Services Audit ID:
Date:
Audit Team Head: Time:
Audit Team Members:
Audit Duration:
Process/Procedure Audited:
Audit Findings: (Select One Option)
Process/Procedure Acceptable
Process/Procedure Conditionally Acceptable
(Subject to satisfactory completion of action items listed below)
Process/Procedure Unacceptable
Action List
Assigned To: Due Date:
Corrective Actions:
Recommenndations:
Approval
Page 93
Project Management (CE00348-3) Group Component Page 93 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
QA Team Head:
Signature: Date:
Project Manager:
Signature: Date:
Table 20: Quality Assurance Audit
5.5. Quality Control
Quality Control (QC) is a system of routine technical activities, to measure and control the quality
of the inventory as it is being developed. The QC system is designed to:
(i) Provide routine and consistent checks to ensure data integrity, correctness, and completeness;
(ii) Identify and address errors and omissions;
(iii) Document and archive inventory material and record all QC activities.
Quality Control involves monitoring specific project results to determine if they meet the terms
with relevant quality standards and identifying way to eliminate causes of unsatisfactory result.
It should be performed throughout the project. This involves checking the software development
process to ensure that procedures and standards are being followed. It allows for immediate
corrective action.
In the current software being developed, there was no any test planning done which directly depicts
that there was no quality management.
The various quality control processes which come under the quality management are as follows:
1. Walkthroughs:
The walkthroughs are an efficient method to evaluate plans and are conducted internally and help
members in getting familiar with the new technologies and services. There records are maintained
for future use. In this the auditing of the quality is done means to identify the things learned that
can improve the performance. It can be seen as problem solving and decision makes function. So
a particular template for this would be as the following:
Topic to be covered Date Person Responsible Details
Page 94
Project Management (CE00348-3) Group Component Page 94 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Table 21: Walkthroughs
2. Testing:
It means defining the processes. Effective testing will contribute to the delivery of higher quality
software products, more satisfied users, lower maintenance cost and more accurate and reliable
results. But for the full testing of the system a proper test plan is required.
Purpose of Testing
Testing is one of the most important steps considered in a project’s success. The most important
question -“Why testing is required?” is needed to be answered first. The purpose of Testing is:
To increase the efficiency, effectiveness and consistency of the developed system.
To produce an error and bug free system.
To meet all the user requirements
Reduce the cost of implementation and maintenance.
Testing includes Verification & Validation as the two key strategic approaches:
Verification & Validation
Verification refers to a set of tasks that ensure that the implementation of a specific function by
the software is done correctly. Validation refers to a different set of tasks that ensures that the
software that the development team has built is traceable keeping in view all the customer’s
requirements.
For example: If a customer places order for the product, this organization will verify that the
product that is being developed is having the correct technologies and functionalities as mentioned
in the requirement list. Its technicality is verified. This is called verification. On the other hand, it
also enforces certain tasks that ensure that all the requirements mentioned are being implemented
and the product being developed is exactly what was asked for by the customer. This is called
validation.
Page 95
Project Management (CE00348-3) Group Component Page 95 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Testing Techniques
Techniques Description Frequency
Hardware Testing All PCs & Server are working properly or not.
Check Network setup is appropriate or not.
Everyday
Software Testing Here we check that the PC’s operating system along
with all the software installed over it is working
error free or not.
Everyday
Fault tracking The project manager is responsible to check the
system for defects and issues and finally make an
issue log.
Only when required
Table 22: Testing Techniques
Introduction The aim of the testing process is to identify all defects existing in a
software product.
Testing
Objective
Testing Objectives are
1. To find Uncovered Errors based on Requirement.
2. Ensure the Product is Bug Free before shipment/release.
3. 'Quality is Ensured’.
Testing Method Beta Testing Testing typically done by end-users or others. Final testing
before releasing application for commercial purpose.
Unit Testing Testing of individual software components or modules.
Integration
Testing
Testing of integrated modules to verify combined
functionality after integration.
Acceptance
Testing
Normally this type of testing is done to verify if system
meets the customer specified requirements. .
Test Case ID First name of ID consists of the Test Case name.
Page 96
Project Management (CE00348-3) Group Component Page 96 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
‘M’ stands for Module, ‘SM’ stands for Sub Module and ‘AP’ stands for
Application.
‘T’ stands for Test and followed by it the serial number.
Test Attribute It consists of which fields or criteria are to be tested.
Error
Description
Fatal Error Tolerable Error Cosmetic Error
Impact on software and
on testing object is
severe and needs
immediate correction.
It affects an entire
Testing Plan.
Impact on software &
testing object is limited
& localized. It does not
prevent testing by other
testing objects.
It has an impact on look &
feel. It does not have
impact on
functional/operational
quality of software.
State Error Free State Error State
It is the state where the particular
testing of any Module/Sub Module
doesn’t expose any error.
It is the state where the particular
testing of any Module/Sub Module
exposes some errors.
Action Error State When error occurred, the relevant actions are taken.
Error Free State Team Leader will approve the system if it’s error-free.
3. Inspection:
The processes are checked and inspected thoroughly over here so a particular template would be
required for the modules of the project to be clearly inspected and be error free.
Process to be Inspected Date Person Responsible Details
Table 23: Inspection
Page 97
Project Management (CE00348-3) Group Component Page 97 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4. Check Points:
In this basically the training would be provided to the members in order to do the regular checking
of the software so a particular type of training would be required for development team. So a
particular template would be provided for this also:
Date Trainee Name Training to be
done under the
supervision of
Training
Period
Training Cost Details
Table 24: Check Points
5.6. Change Control Plan
Change control process is established to define the identity of a fully documented, formal approval
or disapproval is introduced, and all changes that take place for the project baselines and asserting
to handle it. The change is initially proposed using a change request form. Then the practicality of
the changes is assessed followed by studying of its impact on the project. It helps the entire change
team and release management team quickly see who is involved with the change and helps
minimize delays due to miscommunication.
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.
7. Identify the need for a change (Stakeholders) – Change request will submit a completed
change request form to the project manager.
8. 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.
9. Evaluate the change (Project Manager, Team, and 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.
Page 98
Project Management (CE00348-3) Group Component Page 98 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
10. Submit change request to Project Manager – The Project Manager will submit the change
request, as well as the preliminary analysis, to the Project Manager for review.
11. Obtain Decision on change request – The Project Manager will discuss the proposed
change and decide whether or not it will be approved based on all submitted information.
12. Implement change (Project Manager) – If a change is approved by the Project Manager,
the project manager will update and re-baseline project documentation as necessary.
Change Request: When request came for changing the requirements then that is known as
change request. In change request one or two users are involved for modification. Tasks experts
are involved practically and impact of those changes are measured. Then final decision is taken
whether to make those changes or not. If those changes are accepted then rescheduling takes
place. New versions of those changes are distributed and finally library updated.
Change Request Form Format
Change Proposal Assessment: This form is necessary in measuring the changes required in
unique identification detection. The changes are the necessity of any system but the impact of
that changes is quiet important. In change proposal the impact of change in the development
area may be cost, time and quality. There may be impact on users as well as stakeholders that
can be seen through project charter. Consequences of not making the changes can be seen.
Change Request Form
Change No. Date-
Details of Changes-
Reasons for Changes-
Approach sought from
Approval
Name Position Approved Date
Page 99
Project Management (CE00348-3) Group Component Page 99 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Impact Assessment Form
Change Request ID: Project ID:
Impact Assessment ID:
Change Proposed Title: Originator: Date :
PROJECT PLAN AREA- IMPACT OF PROPOSED CHANGE(S)
Impact on Project Scope:
Impact on Project Risks:
Impact on Project Schedules:
Impact on Project Cost/Budget:
Impact on Technical Specifications:
Impact on Business and Marketing:
APPROVAL
Name Position Approval Date
Change Request approval or denial form format.
Change Request Approval/Denial Form
Change Request ID: Project ID: Change
Request Approval/Denial ID:
Impact Assessment ID:
Change Proposed Title: Originator: Date :
Impact Analysis :
Page 100
Project Management (CE00348-3) Group Component Page 100 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
(breakdown analysis)
Approval/Denial
Summary of findings
Remarks
SIGNATURE OF REVIEWING BODY
Name Position Signature
After change request form is approved then form for impact of changes will be filled.
Change Impact Statement Form
Project ID: Impact Assessment ID : Change Impact Statement ID:
Change Request Approval/Denial ID:
Change Proposed Title: Originator: Date :
Impact After Implementation:
Success Level of the
Implementation
High Medium Low
Details of Success Achieved:
Originator Position Signature
Name Position Signature
Configuration Management: Configuration management is the discipline of a continuously
evolving process of controlling changes. Configuration items are project items that are
considered as a unit for the purposes of configuration control.
Page 101
Project Management (CE00348-3) Group Component Page 101 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Configuration management has two components:
3. Version Control:
Version Control mainly deals with recording the history of changes and its effects by
identifying the versions.
Following is Version Control plan format that can be implemented in maintaining the versions
of project.
VERSION CONTROL FORM
Name of deliverables: Initial Release:
Project ID: Version Control Number:
Date Initials Descriptions of Change:
Instructions :
When a deliverable is being modified, initial the next available line, and leave the date
blank.
When revisions are finished, version number, date and a description are entered.
4. Configuration Control:
Configuration Control includes recording and maintaining different versions of a project and
history from Version Control. It probably involves a ‘configuration library’ for maintenance
purpose. It includes configuration auditing which verifies compliance with configuration
control standards to ensure that change has been properly implemented.
CONFIGURATION STATUS REPORT
Changes Performed By Date Occurred on Effects
Page 102
Project Management (CE00348-3) Group Component Page 102 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
References 6. F. Clifford, Larson W. Erik 2006, 3rd edition, Project Management the Managerial Process,
New York: McGraw Hill.
Justification: “What is project management” is described in this particular book.
7. Meredith, J.R. Mantel, SJ,(1995), Project Management: A Managerial Approach, John Wiley
Justification: I have taken roles and responsibilities which have to be there for IT industry people
including project manager from this particular book.
8. (2015). Quality plan. Available:
http://www.tutorialspoint.com/management_concepts/project_quality_plan.htm. Last
accessed 28th September 2015.
Justification: This link is giving the brief description of how Quality plan is used by the IT people
as a single plan.
9. (2015). Quality plan. Available: http://www.sasqag.org/pastmeetings/QualityPlans.pdf . Last
accessed 2nd October 2015.
Justification: In the above link, Quality plan is briefly explained.
10. (2015). Quality assurance roles. Available: http://pmtips.net/quality-assurance-roles-project/.
Last accessed 8th October 2015.
Justification: In the above link, we came to know about the activities performed by each
team members and the execution time taken.
11. (2015). Quality change and assurance. Available:
http://www.michigan.gov/documents/MDOT_QAQCProcessGuide_120511_7.pdf. Last
accessed 8th October 2015.
Justification: In this link, it is showing the Quality products and services provided.
12. (2015).Control Management Plan. Available: http://www.information-management-
architect.com/change-management-plan.html. Last accessed 14th October 2015.
Justification: In this, control management plan is briefly explained.
13. (2015). Configuration Management. Available:
http://en.wikipedia.org/wiki/Configuration_management. Last Accessed 14th October, 2015.
Justification: In this, complains made by the team members are recorded.
Page 103
Project Management (CE00348-3) Group Component Page 103 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
HUMAN RESOURCES AND
MANAGEMENT PLAN
CHAPTER: 6
-By Prashant Sharma
Page 104
Project Management (CE00348-3) Group Component Page 104 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
6.1. INTRODUCTION Human resource planning is one of the crucial aspects of human resource management because it
helps to ensure the needed manpower for organizational goal. Due to the globalization movement,
the competition to provide quality and low cost products has been increasing day by day. In this
situation, the HR department has to plan in order to provide the quality manpower to compete in
the market. The supply of manpower must be sufficient to ensure the healthy operation of the
organization. Otherwise, the stated goals and objectives cannot be accomplished on time.
It ensures that organization has right number and kind of people, at right place, and at right time
capable of performing well in the organization. Human resource planning is a continuous process
rather than a one shot affair. It tries to keep the organization supplied with required and capable
people when they are demanded.
Thus, human resource planning is a complex and continuous process which helps determine the
manpower requirement of the organization. It helps to translate the organization's objectives and
plans into the number of workers needed to meet the objectives.
The key objective of this plan is to describe:
Which resources are required;
What core skills and experience they need to have;
How resources will be acquired;
How long resources will be needed;
When resources will be needed;
How resources will be developed;
How day-to-day management will be formed;
How resources will be transitioned into and out of the project during the completion of
their project assignments.
6.2. IMPORTANCE OF HRM Balancing demand and supply of workers.
Controlling cost of human labor.
Formulating policies on transfer, succession, relocation of manpower.
Ensuring right kind of people at the right time and right place.
Page 105
Project Management (CE00348-3) Group Component Page 105 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
The Human Resource knowledge area consists of following phases:
1. Human Resource planning
2. Acquiring project team
3. Developing project team
4. Managing project team
1. HUMAN RESOURCE PLANNING
In this phase, the requirement is to produce a detailed Human Resource Management Plan that
covers the project lifecycle from planning to project close-out. In addition, the plan will include a
detailed estimate of the HR requirements for the in-service support organization which will provide
operational support and maintenance services.
It can be done by:
Roles and Responsibilities: skills, roles, responsibilities, key activities and competencies
of the team members are discussed.
Organizational chart: overview of the structure of the team.
Staff Management Plan: when and how the human resource requirements will be met.
2. ACQUIRING PROJECT TEAM
A staffing plan is normally finalized at this point. The staffing plan is an output document of
the HR Management Plan. It captures details of the project's resource requirements. Staff may be
acquired from two sources: from employee organizations or by contracting with an external service
provider.
It can be done by:
Project Organization Charts: Project organization charts provide an overview that how
many people are needed for the project
Updating of the company resources: The resources of the company, whether outsourced or
in house are to be considered and updated.
Recruitment of the staff: the personnel required for the project are recruited.
Page 106
Project Management (CE00348-3) Group Component Page 106 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Updates to Staff Management Plan: the updates, if necessary, will be done to the previous
staff management plan.
3. DEVELOP PROJECT TEAM
Develop Project Team improves the project performance. The main Objectives of developing
project team are to improve the skills of team member to increase the productivity. To build and
develop the project team we need to consider following skills because there must be some qualities
or skill present of people who is involved in the development team.
It can be done by:
Interpersonal Skills: By understanding the team members, anticipating their actions,
acknowledging their concerns and following up on their issues, the project management
team can greatly reduce problems and increase cooperation.
Training: If project team members lack necessary management or technical skills, such
skills can be developed as part of the project work. Training includes all activities designed
to enhance the competencies of the project team members.
Team performance assessment: the regular assessment of the team and its members will
help discover the productivity of the team as well as issues that might be affecting their
performance.
4. MANAGING PROJECT TEAM
Managing project team means putting right effort at the right place so that optimum performance
can be achieved.
It can be done by:
The requests for the changes, if any: the requests will be formally made to the higher
authorities and the project sponsors.
The recommendations for corrective measures: if some issues are discovered in this stage,
the measures that need to be taken are discussed and finalized.
The recommendation for preventive actions: if some factors of the potential issues are
discovered in this stage, then the team will be notified of the preventive actions that need
to be taken in order to avoid the issues which might hinder the performance of team.
Page 107
Project Management (CE00348-3) Group Component Page 107 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
PROJECT ORGANIZATION CHART
Organizational chart is the pictorial representation of the structure of any organization. It includes
the officials, relationships or ranks of their positions or jobs. Organizational chart for the given
scenario is given below.
Figure 8: Project Organization Chart
STAFF MANAGEMENT PLAN
The staff management plan deals with the human resource requirement fulfilment. It keeps records
of the staff and must be updated from time to time.
Performance of the employees.
Promotions of the employees.
Leaves of the employees.
Changing workloads of employees.
Project Manager
Designing team Development
team Testing team Analysis team
Team leader
Interface designer
Ability designer
Team leader
Web developer
Network
Administrator
Team leader
Internal designer
Database
Administrator
Unit tester
Design tester
System analyst
Business Analyst
Page 108
Project Management (CE00348-3) Group Component Page 108 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
All of this can be achieved by the by keeping the record of the type of work done by employees,
no of employees, total hours of working of each employees.
For Project Manager:
Job Title: Project Manager
Reports to: Senior H.R. Manager
Based at: Electronics City, Hosur Road, Bangalore 560100
No. of vacancies: 1
Salary: 9-10 Lac per annum
Job Purpose:
Project manager is responsible for the overall direction, coordination, implementation,
execution, financial control and completion of specific projects within the given time.
Job Duties and Responsibilities:
Organize, manage and control all human, financial and technological resources
essential for project delivery; propose all needed deliverables to satisfy business
objectives, priorities and agreed agreements.
Facilitate the definition of project scope, goals and deliverables
Assembling and coordinating project staff including on site resources and outsourced
resources.
Define project tasks and resource requirements
Plan and schedule project timelines, Manages the project budget, provide direction and
support to project team and maintain the quality of the project.
Constantly monitor and report on progress of the project to all stakeholders
Implement and manage project changes to achieve project outputs.
Evaluate the projects and document the results.
Page 109
Project Management (CE00348-3) Group Component Page 109 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
For Network Administrator:
Job Title: Network Administrator
Reports to: Team leader
Based at: Electronics City, Hosur Road, Bangalore 560100
No. of vacancies: 1
Salary: 4-5 Lac per annum
Job Purpose:
The Network Administrator analyses computer and network related problems reported by end-
users, diagnose the most effective method to resolve the problem and implement the solution
Job Duties and Responsibilities:
Report to and assist the Team Leader with assigned tasks.
Support and provide maintenance to the network in day to day activities.
Plans, recommends and assists in the design of telecommunications systems.
Researches and recommends telecommunications equipment.
Troubleshoots and resolves telecommunications related problems.
Assists in providing network and remote connectivity hardware/software support.
Monitoring network servers, and providing internet and intranet user support, and
specialized training.
Installs and troubleshoots campus and remote-campus network cabling infrastructure,
including a wide variety of local area network equipment and software.
Page 110
Project Management (CE00348-3) Group Component Page 110 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
For Web Developer:
Job Title: Web Developer
Reports to: Team leader
Based at: Electronics City, Hosur Road, Bangalore 560100
No. of vacancies: 1
Salary: 4-5 Lac per annum
Job Purpose:
To be responsible for developing the website and maintenance. To be responsible to create new
Web portal according to the needs of clients properly.
Job Duties and Responsibilities:
Evaluate and identify new technologies for implementation.
To efficiently manage the workload and accurately record time according to the
company time schedule.
To keep up to date with the latest Web development technologies and methodologies.
To be responsible for planning and analysis of whole project.
To be responsible to test the designed Web portal properly and check the performance
to get the feedback.
To keep aware of latest data protection and security threats and to make sure that
company must tackle these.
Responsible for upgrading the existing Web regularly and provide Web support to
client.
Website testing and quality assurance.
Page 111
Project Management (CE00348-3) Group Component Page 111 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
6.3. HUMAN RESOURCES TEMPLATES
6.3.1. RECRUITMENT TEMPLATE
INTERVIEW ASSEMENT SHEET
ASSESMENT SHEET
Candidate Name …………………………………………………..
Email Id…………………………………………………………………
Date of Interview ………………………….
Interviewer Name………………………………………….
RATING SCALE
Job Title Report to
Department/Divisio
n
Position Type
Salary range Date posted
Location of job Offer date:
Training
requirement
Closing date:
Name of
interviewer
Job Purpose
Qualifications
Contact Details
Duties and Responsibilities
Page 112
Project Management (CE00348-3) Group Component Page 112 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
RATING DESCRIPTION RATING DESCRIPTION
0 No answer given or
answer completely
irrelevant.
3 Some points covered.
Relevant information given.
1 A few good points but
main issues missing.
4 Good answer. Relevant
information. All or most
points covered.
2 Some points covered,
not all relevant.
5 Perfect answer. All points
addressed. All points
relevant.
Criteria 1 2 3 4 5 Comments
Rapport-building questions
Open-ended questions
Probing questions
Non-question questions
SCORECARD 0 - 10
(Unacceptable)
11 – 25
(Below Average)
26 - 35 (Average)
36 - 45
(Good)
46 - 50
(Outstanding)
Activities Maximum
marks
Marks
Obtained
Remarks
1)Interpersonal
skill
Team working 10
Leadership
Page 113
Project Management (CE00348-3) Group Component Page 113 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Managerial
2)Communication
skill
Verbal 10
Writing
Presentational
3)Professionalism
skill
Ethical
15
Appearance
Timeliness
Punctuality
Client focus
4)Personal skill
Analytical 15
Critical thinking
Problem solving
Independent work
SUMMARY
Does the Candidate fulfil the criteria for
joining the position in company
Yes NO
Page 114
Project Management (CE00348-3) Group Component Page 114 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
6.4. ANALYSIS PROCESS
For completing the human resource management a very detailed research work was carried out.
We have gone through the different organization websites so that we can get a clear idea about
how to come with solution of our scenario. Human resource management is very important for any
company it help to hire right people for company as well as for the effective management of the
company.
6.4.1. Selection of proper tools and techniques:
For effective implementation of management plan many tool and techniques were used, like for
organization chart Microsoft word was used.
For the preparations of the job descriptions we have gone through different company standards
and the job descriptions which has already been posted to the company. We are using tools and
techniques of Prince 2 methodology which we have selected.
6.4.2. Critical view
Importance of human resource management plan has been already discussed in this document. The
success rate of any project without human resources management is very minor so it cannot be
skipped.
6.5. References
Planning, H. (2015). Human Resource Planning Process Or Steps Of HR Planning |
Accounting-Management. [online] Accountlearning.blogspot.in. Available at:
http://accountlearning.blogspot.in/2013/01/human-resource-planning-process-or.html
[Accessed 21 Oct. 2015].
This link was referenced for understanding the importance human resource planning.
Tpsgc-pwgsc.gc.ca, (2014). Human Resources Management - Knowledge Areas - Introduction
- IT-Enabled Projects - NPMS - Real Property - PWGSC. [online] Available at:
http://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/ti-it/conn-know/rh-hr-eng.html
[Accessed 22 Oct. 2015].
This link was referenced to understand the steps how to create human resource planning.
Page 115
Project Management (CE00348-3) Group Component Page 115 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Support.office.com, (2015). Create an organization chart - Office Support. [online] Available
at: https://support.office.com/en-us/article/Create-an-organization-chart-21ada00d-82e6-
4340-9033-439ac2843c37 [Accessed 23 Oct. 2015].
This link was referred to understand how to create the organization chart.
Slezak, P. (2012). 5 Simple Steps To Writing A Concise Job Description. [online] RecruitLoop
Blog. Available at: http://recruitloop.com/blog/how-to-write-a-job-description/ [Accessed 24
Oct. 2015].
This link was referred learn how to write concise job description.
Page 116
Project Management (CE00348-3) Group Component Page 116 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
COMMUNICATION
MANAGEMENT PLAN
CHAPTER: 7
-By Mohit Kumar Sinha
Page 117
Project Management (CE00348-3) Group Component Page 117 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
7.1. THE COMMUNICATIONS MANAGEMENT PLAN
Project Communication Management includes the processes required to make sure timely and
appropriate collection, distribution, storage, and ultimate disposition of project information. The
communication planning process determines the information and communication needs of the
stakeholders; for example, who needs what information, when they will need it, how it will be
given to them, and by whom. Clearly the failed project is due to lack of adequate and timelessly
communication. It is therefore essential that our project manager develops a detail communication
plan.
Importance of Communication Plan:
Help to convey accurate and timely information to the system.
Forward necessary development details to the higher management.
Help to access and understand the project.
Help to improve the efficiency of the many more such implementations.
Plan:
This Communication Process helps you to undertake Communications Management for your team.
It does this by taking you through the Communication Process, step-by-step. If you want to keep
the right people informed with the right information, at the right time, then this process will help
you.
The Communication Process will help you to:
Identify the messages that need to be sent.
Determine your target audience for communication.
Decide on your message format and timing.
Draft your message and gain approval where required.
Communicate your message, through communications events.
Gather feedback and improve your communication processes.
By using this Communication Process, you can:
Clearly identify your project stakeholders.
Identify your stakeholder’s communications needs.
Run any type of communications event to send out your message.
Ensure the right people receive the right information at the right time.
Page 118
Project Management (CE00348-3) Group Component Page 118 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Informing all the stake holders about the project on-going regularly is a critical job for any team.
Whether it's through status reports, regular meetings or informal email, you can ensure that the
right messages are distributed about the progress of your project. This will help your project team
and external stakeholders to remain focused on delivery and to provide you with all of the support
you need to deliver your project successfully.
Communication requirements based on roles
What information will be communicated?
How the information will be communicated?
When will information be distributed?
Who does the communication takes place?
Who receives the communication?
The plan will serve as a guide for communications throughout the life of the project and will be
updated as communication needs change. This plan identifies and defines the roles of persons
involved in this project. It also includes a communications matrix which maps the communication
requirements of this project. An in-depth guide for conducting meetings details of the
communications rules and how the meetings will be conducted, ensuring successful meetings.
Process of Plan:
Communic
ation
Audience Objectives Originator Freque
ncy
Deliverabl
es
Starting
Meeting
Project
Sponsor
Project Team
Stakeholders
Introduce the project
team and the project.
Review objectives
and management
approach.
Project
Manager
Once Agenda
Meetin
g
Minute
s
Project
Team
Meetings
Project Team Review status of the
project with the team
Project
Manager
Weekly Agenda
Meetin
g
Minute
s
Page 119
Project Management (CE00348-3) Group Component Page 119 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Weekly
Project
Status
Meetings
Project
Management
Office
Report on the status
of the project to
management
Project
Manager
Weekly Weekly
status
reports
Project
Status
Reports
Project
Sponsor
Project Team
Stakeholders
PMO
Report the status of
the project including
activities, progress,
costs and issues
Project
Manager
Monthl
y
Project
Status
Report
Table 25: Process of Plan
7.2. STAKEHOLDER ANALYSIS
Here the stakeholders involved in the project who need to be communicated have been identified.
Project Sponsor – Unique Id Authority of India (UID) who is responsible for funding of
the project.
Project Manager – hired by the Unique Id Authority of India (UID) who is responsible for
execution of the project.
Change control board – responsible for reviewing technical specifications.
End Users – end user who receives the final product.
Project Team – who will be developing and implementing the website who completes the
work for the project.
Steering Committee – provides strategic oversight for changes that impact the overall
organization.
Technical Lead – responsible for ensuring that all technical aspects of the project are
addressed and that the project is implemented in a technically sound manner.
Page 120
Project Management (CE00348-3) Group Component Page 120 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Stakeholder
Name
Document
Name
Document
Format
Contact Person Due Comments
Mr. XYZ
(Board
member)
Milestone
completion
report
Email 9345678901
[email protected]
After
completion of
major milestone
Supportive
Mr. ABC Issue
logs/Weekly
reports
Hard copy 7896543210
[email protected]
Every Friday Perfection
Mr. XYZ
(System
Analyst)
Weekly
Report/Status
Hard Copy 8970654321
[email protected]
Every Saturday Perfection
Mr. ABC
(Coder)
Alternate day Email 9087615423
[email protected]
First of month Innovative
Mr. XYZ
(sponsor)
Weekly Email 8905762431
[email protected]
Biweekly Quite Good
7.3. PERFORMANCE REPORTING
The performance reporting process involves the collection of all baseline data, and distribution of
performance information to stakeholders.
Performance reporting keeps stakeholders informed about how resources are being used to
achieve project objectives.
It includes performance reporting, progress reporting and other forecast reporting.
Page 121
Project Management (CE00348-3) Group Component Page 121 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Project Description Templates
PROJECT DESCRIPTION
Objective
(Describe the objective of the project in one or two sentences. Focus on the business benefits of
doing the project.)
Scope:
(Briefly describe the scope of the project. What business functions are involved, and what are
the main products the project will produce?)
Assumptions:
(Summarize the most critical assumptions of the project.)
Cost:
(Provide the total estimated cost of the project.)
Schedule:
(Provide summary information from the project’s Gantt chart. Focus on summary tasks and
milestones)
Signature:
Progress Report Templates
PROGRESS REPORT
Prepared By: ____________ Date: _____________
Report Period:
Project Period:
Principal Investigator/Project Director:
Progress Achieve in Accomplishing Project Goals & objectives
Goal/Objectives #:
Planned:
Actual:
Unit Cost:
Page 122
Project Management (CE00348-3) Group Component Page 122 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Goal/Objectives #:
Planned:
Actual:
Unit Cost:
Difficulties Encountered
Goal/Objectives #:
Problem(s):
Resolution/Corrective Action Plan and Schedule:
Activity Anticipated Next Reporting Period
Goal/Objective #:
Goal/Objective #:
Approved by:
Project Manager ______________________
Date: ________________
Change Control Templates
CHANGE REQUEST FORM
Project Name: Request No. :
Request Date: Request Title:
Originator’s Name: Priority:
Sponsor’s Name:
Request Description:
…………………………………………………………….
…………………………………………………………….
Reason for change:
…………………………………………………………….
…………………………………………………………….
Alternative Solutions:
1. ……………………………………………………………
Page 123
Project Management (CE00348-3) Group Component Page 123 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
2. ……………………………………………………………
3. ……………………………………………………………
Impact on Scope:
1. ……………………………………………………………
2. ……………………………………………………………
3. ……………………………………………………………
Impact on Schedule:
1. ……………………………………………………………
2. ……………………………………………………………
3. ……………………………………………………………
Impact on Effort:
1. ……………………………………………………………
2. ……………………………………………………………
3. ……………………………………………………………
Impact on Cost:
1. ……………………………………………………………
2. ……………………………………………………………
3. ……………………………………………………………
Recommendation:
………………………………………………………………..
Approved by:
Project Manager ______________________
Date: ________________
Change Approval Form
CHANGE APPROVAL FORM
Request No. : Request Date:
Request Title: Status:
Originator’s Name: Phone/ Email:
Sponsor’s Name: Priority:
Page 124
Project Management (CE00348-3) Group Component Page 124 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Assigned To: Response Date:
TECHNICAL EVALUATION:
Received By: _____________ Date Received: __/__/__ Assigned To: ____________Date Assigned: __/__/__
Type of Software/Hardware/etc. affected _______________________________________________________
Modules/Screens/Tables/Files affected: _________________________________________________________
Documentation Affected:
TIME ESTIMATES to make the change:
Project Impact Analysis Needed: Yes/No (if yes, include impact on budget resources, schedule, risk etc.)
_________________________________________
APPROVES: Change Approved: _________ Change Not Approved: __________ Hold (future Enhancement)
___________
1. Signature _____________________ Date: ___/___/___
2. Signature _____________________ Date: ___/___/___
3. Signature _____________________ Date: ___/___/___
Closure Templates
PROJECT CLOSEOUT CHECKLIST
Project Name: Date:
Sponsor’s Name: Project Manager:
Prepare By:
S. No. Item Status Comments/Plan to
resolve
1. Was system completed in time?
2. Was system built within budget
limits?
Page 125
Project Management (CE00348-3) Group Component Page 125 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
3. Are quality standards met?
4. Were original requirements
reviewed to check for success
of meeting them?
5. Have all the assets been
transferred or disposed?
6. Did the customer verify the
deliverables?
7. Was the customer satisfied?
8. Were the team members
appraised?
Project Closeout Report Template
PROJECT CLOSEOUT REPORT
Project Name: Date:
Sponsor’s Name: Project Manager:
Prepare By:
Project Description: Project is a web based unique ID Authority of India to prevent the
duplicacy and fake identities. The project was proposed to control and ease the way of one
form of access.
TEAM STRUCTURE
Aditya Prakash Team Member
Mohit Kumar Sinha Team Member
Anuj Kumar Team Member
Prashant Sharma Team Member
Page 126
Project Management (CE00348-3) Group Component Page 126 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Mr. ABC Sponsor, Higher Authority, Customer
COMPLETION CRITERIA
Performance Criteria Satisfaction
Level
Comments
Objective:
All the project objectives (expected
outcomes) accomplished?
Exceeded
Met
Did not meet
Deliverables:
All Deliverables submitted and
accepted?
Exceeded
Met
Did not meet
All Deliverables have been
completed?
Exceeded
Met
Did not meet
Did the vendor verify that all
deliverable met the requirements?
Yes No
Have all contracts been closed? Yes No
Have all final payments been made
(i.e. invoices paid)
Yes No
Has sufficient knowledge transfer
been completed?
Yes No
SCHEDULE
Baseline Schedule Revised
Schedule
Page 127
Project Management (CE00348-3) Group Component Page 127 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Closeout Date Closeout Date
Planned Start Date Actual Start
Date
Planned End Date Actual End
Date
BUDGET
Line Item Budget Actual Over/Under budget
Professional
Services
Hardware
Software
Network
Other
Total
PERFORMANCE CRITERIA
PROJECT COST AND SCHEDULE Exceeded Met Did not met
APPROPRIATION HISTORY
Fiscal Year Amount Funding Source (s)
VERSION CONTROL FORM
Released Date Version Revised By Section Amendment
Page 128
Project Management (CE00348-3) Group Component Page 128 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
PROJECT CLOSURE TRANSITION
DELIVERABLES CURRENT NEW HAND OVER PLAN
Type Owner Owner Location Activities Date Owner
HR/General/System
Module
--system
maintenance
-operational
support
--system
documentation
LESSONED LEARNED:
IT ANALYSIS:
SUMMARY:
Page 129
Project Management (CE00348-3) Group Component Page 129 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
PROJECT SIGN OFF
STAKEHOLDERS NAME: SIGNATURE DATE
Executive Sponsor
Lead Agency Head
Project Manager
7.4. REFERENCES
1. Haughey D. 2001, ‘Progress Reporting’. Retrieved October 8th, 2015, from
http://www.projectsmart.co.uk/progress-reporting.html
JUSTIFICATION: I have chosen this link to make the Progress Report of this project. This
link above provided me the best option for making the Project Progress report as required for
my project.
2. PAI October 2008, ‘Project Administration Instructions’, app.2 pp.1-8.Retrieved October 9,
2015, from http://www.adb.org/documents/manuals/PAI/PAI-6.05.pdf
JUSTIFICATION: I have chosen this link above to make the project Performance Report of
this project. This link above provided me the best option for making the project Performance
Report as required for my project.
3. Project Agency ‘Project Management Templates’, pp.14-15. Retrieved October 14, 2015, from
http://www.businessballs.com/project%20management%20templates.pdf
JUSTIFICATION: I have chosen this link above to make the project Change Control Form
of this project. This link above provided me the best option for making the project Change
Control Form as required for my project.
Page 130
Project Management (CE00348-3) Group Component Page 130 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
4. Roman K. 2006, ‘Developing your project communication plan,’pp.1-2. Retrieved October 19,
2015,fromhttp://www.collegiateproject.com/articles/Developing%20Your%20Project%20Co
mmunication%20Plan.pdf
JUSTIFICATION: I have chosen this link above to make the project Communication Plan of
this project. This link above provided me the best option for making the project
Communication Plan as required for my project.
5. Subramaniam A. 2009, ‘Project Closure Checklist’. Retrieved October 14, 2015, from
http://www.slideshare.net/anandsubramaniam/project-closure-checklist
JUSTIFICATION: I have chosen this link above to make the project Check List Report of
this project. This link above provided me the best option for making the project Check List
Report as required for my project.
Page 131
Project Management (CE00348-3) Group Component Page 131 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
PROCUREMENT PLAN
CHAPTER: 8
-By Anuj Kumar
Page 132
Project Management (CE00348-3) Group Component Page 132 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
8.1. PROCUREMENT METHODS
It is the process of identifying what and how the project needs can be met by procuring products
or services outside of the project organization. It takes in the consideration of whether to procure,
how and when and what to procure. As for the proposed system, the information of the particular
area keeps changes as a new user gets himself register for this UID CARD. For this, the project
manager has to outsource some goods and services.
Planning Purchase
& Acquisition
Planning
Contracting
Requesting Seller
Response Selecting Sellers
Closing the
ContractAdministering
Project Procurement Management
Figure 9: Project Procurement Methods
Planning, purchase and acquisition
For this we have the following steps:
Whether to procure
As the UID is in developing phase therefore it is necessary for them to outsource to be on
safer side.
It reduces the overall cost of project by installing other devices.
It will allow organization to focus on its core services.
How to procure
The UID authority will send the templates regarding the development of the system to all respected
IT companies for the contract. The organization will advertise this contract on website,
newspapers, etc. to those service providers which have core competence in the development field.
What to procure
The UID needs to outsource the website integrated with data gathering information centers with
the help of sensors for monitoring and recording the data automatically at various places and
broadcasting to the website.
Page 133
Project Management (CE00348-3) Group Component Page 133 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
How much to procure
The organization will outsource all the hardware and software from outside the organization.
When to procure
Organization needs this solution before 27th October, 2015. This event should be treated as a big
facelift to the organization and thus organization will require before the required date that is 29th
October, 2012 decided by the board of members.
Tools & Technique for Planning Purchases and Acquisition
There are several techniques that will help for the best judgment.
Make or Buy Analysis
Expert Judgment
Make or Buy Analysis: This is a general management technique which can be used to determine
whether a particular product can be produced cost-effectively by the performing organization or it
needs some help from the outsider who is core competence in this field.
As the organization is primary concerned with the entering and registering the details of users at a
time. So it does not have any working experience in the central database phase. Internal making of
project involve high risk factor so it is better to go for the outsourcing.
Expert Judgment: Expert judgment will often be required to assess the inputs to this process.
Such expertise may be provided by any group or individual with specialized knowledge or training
and is available from many sources including:
Other units within the performing organization.
Consultants.
Professional and technical associations.
Industry groups.
At meetings of the project, the need for experts to decide whether companies need sufficient
resources or outsourcing organization has this project.
Organization experts in all aspects of business, such as resources, risk factor, including
establishing, re-allocation of work, etc. Finally, the internal development is of high risk so it is
better to go for outsourcing.
Page 134
Project Management (CE00348-3) Group Component Page 134 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
The Statement of Work (SOW) describes the procurement item in sufficient detail to allow
prospective sellers to determine if they are able to oppose the organization.
Contract Statement of Work
Scope of work
Location of work
Service provider team has to install COMPUTER SETUPS at
various locations and various equipment’s along the states so
that maximum people get enrolled in the system.
Period of performance Service provider has 40 days
Deliverables Schedules
Service provider has to deliver all the requested solution within
40 days and organization will launch these services to the
website at the work will start simultaneously
Weekly Report: - This weekly report includes the status of
the project, and the upcoming activity.
Screen Shots: - Service provider has to show the screen
shots of the solution to the organization so that if
organization needs any change in the design that can be
easily changed.
Database structure: -Service provider has to design and
show the data structure back to the organization.
Prototype Presentation: - Service provider has to present
the solution in front of Board of members.
Documentation: - This documentation include all the arise
problem in the project and their solutions. This file will
include the result of all type of testing and their results. This
document will include the methodology that applied to the
project.
Applicable Standards
Service provider has to consider all the prospective of the
different level like
W3C standards
HCIU Standards
Page 135
Project Management (CE00348-3) Group Component Page 135 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Languages
Symbols
Privacy
Updated information on time
Acceptance Criteria
Solution that is provided by the service provider has to pass the
checklist of the entire requirement. This solution will be
according to the organization standards.
Special Requirements
Service provider should has minimum 5 year experience in
this filed.
Offsite service provider has to travel for the presentation and
meetings.
Work must be done on time.
Figure 10: Contract Statement of Work
Planning Contracting
This phase includes preparation of document that is needed for the potential seller who will do the
company’s work. Preparation of documents include following phase.
Request for Proposal
Request for Proposal
Purpose of RFP
Unique Identification Authority of India is looking for a
company to develop a system that provides a unique id no. to
each individual of this country, so that he is uniquely identified.
Also it aims to provide a single card rather than different driving
license, ration card and others.
Organization’s
Background
UID is constituted by government of India to control and
maintain a central database.
Basic Requirement UID is in view of developing a real time system to maintain a
centralized for the citizens of India. It will capture all the details
of the people by registering them into the system. The system is
also enabled with biometric devices like finger-print and retina
Page 136
Project Management (CE00348-3) Group Component Page 136 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
scanner. By this the government wants that the user has only 1
card with him that is the UID card and he is freed from cards
like ration, driving etc.
Hardware and Software
Environment
Services provider need to have own hardware and software for
making this project. As this is an IT related project in which
service provider need to have basic configured Laptops and
PC’s. It also needs biometric readers like finger-print scanner
and retina scanner.
Description of RFP process
UID will select the company which has core competence in the
development field as well as the on the services being promised
offered by the outsourcing company
Statement of work and
schedule information
UID by Gov. of India
Table 26: Request for Proposal
Requesting seller response:
UID will send these templates regarding the development of system to all respected IT companies
for the contract. The organization will advertise this proposal on website, newspapers, etc. to those
service providers which have core competence in the development field.
Selecting Sellers:
Once organization receive proposal from seller, they will filter the seller on the basis of following
criteria.
Proposal form Infosys Proposal form Capgemini
Criteria Weight (%) Rating Score Rating Score
Technical
approach
30
Management
approach
30
Past
performance
20
Page 137
Project Management (CE00348-3) Group Component Page 137 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Price 20
Total Score 100
8.2. CONTRACT MANAGEMENT
Contract management is the process of ensuring that the seller meets the performance requirements
of their contracts. For larger projects with multiple products and services, an important aspect of
contract management is the management of interfaces between the different suppliers. The legal
nature of the contract, it is imperative that the project team is very well accepted as part of the
legal implications of actions during the administration of the contract.
After the selection of the service, the organization will sign a legally binding contract with the
service provider so that the service provider for the required guidelines in line for the organization
within budget and time. As the needs of the organization are clear enough. No change in
requirements.
Closing
Contract close-out is similar to administrative closure both product verification (Was all work
properly and satisfactorily and administrative close out and closed the updating of records to reflect
final results and archiving such information for future use) included. The terms and conditions of
the contract may require certain procedures for handling contract close-out. This is the final step
of the procurement management. This phase includes the successful completion of the project
within time and budget.
Methodology
I have used PMBOK (Project Management Body of Knowledge) method is a collection of
processes and knowledge areas generally considered best practice in project management
discipline accepted.
As an internationally recognized standard (IEEE Std. 1490-2003) that provides the fundamentals
of project management, irrespective of the nature of the project involved construction, software,
engineering, automotive, etc.
Page 138
Project Management (CE00348-3) Group Component Page 138 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects.
The basic concepts apply to projects, programs and operations. The five basic groups of the process
are:
Introduction
Planning
Execution
Monitoring and Control
Closure
The nine knowledge areas are:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Finger print scanner applied to the system with order copy
Figure 11: Eikon Touch Fingerprint Scanner
Page 139
Project Management (CE00348-3) Group Component Page 139 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Retina scanner applied to the system
Figure 12: Retina Scanner
Original Software Cost
With 1-year MSDN
Subscription*
Product Buy Upgrade Buy Renew
Visual Studio 2010 Ultimate - - $11,899 $3,799
Visual Studio 2010 Premium - - $5,469 $2,299
Visual Studio 2010
professional
$799 $549 $1,199 $799
Visual Studio Team
Foundation Server 2010
$499 $399 - -
Visual Studio Team
Foundation Server
$499 - - -
Visual Studio Load Test
Virtual User Pack 2010 (1000
Virtual users)
$4,499 - - -
Table 27: Original Software Cost
Page 140
Project Management (CE00348-3) Group Component Page 140 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Windows 8 Original Price
Available Versions
Microsoft windows 8 will be available in different versions and prices, initially with discounts:
Windows 8 32-bit or 64-bit version OEM -$99.99
Windows 8 Pro 32-bit or 64-bit version OEM-$139.99
Windows 8 Pro Pack (product key only, upgrade windows 8 to windows 8 pro) - $69.99
(original price-$99.99)
Windows 8 professional Upgrade (upgrades any windows XP/vista/7 PC to windows 8 pro)
- $59.99 (original price-$199.99)
Microsoft has dropped full retail versions of its operating systems and therefore end-users will
have to get OEM versions for personal use. The good news is that they are less expensive, the bad
news is that they do not offer tech support.
Laptop used for data gathering
Figure 13: Lenovo IdeaPad G470
Page 141
Project Management (CE00348-3) Group Component Page 141 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Pay Slip of the System
UID Pay Slip for the period 2015
Employee ID : Name :
Department : Designation :
Date of Joining : PF Account Number :
Days worked : ESI Account Number :
Bank Acct/Cheque Number : Father’s/ Husband’s Name :
Earned : Casual leave :
Earnings Amount Deductions Amount
Basic Pay 15,238.65
Dearness Allowances 7,619.93
Medical Allowances 2,285.80
Overtime 1,364.17
House Rent Allowance 6,095.45
Conveyance Allowance 3,809.65
Employee state Insurance 0.00
Provident Fund 780.00
Professional Tax 200.00
Total Earnings 36,413.97 Total Deductions 980.00
Previous Balance 0.00 Net Pay (Rounded) 35,430.00
Carry Over Round-off 3.07
Figure 14: Slip Pay of the System
Page 142
Project Management (CE00348-3) Group Component Page 142 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
8.3. RESEARCH
Procurement Management PMBOK is described as "the process includes the processes to purchase
or acquire the necessary products, services, or results outside the project team to do the work."
defined
Procurement Management includes processes, which are as follows:
Plan Purchases and Acquisitions - determining what to purchase or acquire, and
determine when and how.
Plan Contracting - documentation products, services, and results requirements and
identifying potential sellers.
Request Seller Responses - obtaining information, quotations, bids, offers, or any
appropriate proposal.
Vendor Selection - Review of offers, the choice among potential sellers, and negotiating
a written contract with each manufacturer.
Contract Administration - managing the contract and the relationship between buyer and
seller, reviewing and documenting how a seller is performing or running has to establish
corrective action when needed and a basis for its future relationship with the seller, the
changes related to contract management where appropriate, the management of the
contractual relationship with the outside buyer of the project.
Contract - Completion and each agreement, including resolution of any open items, and
closing each contract for the project or a project phase.
The detail description of the Procurement Management Processes is as follows which include the
input, tools & techniques, and the output for each process.
The project management processes involved public contracts, which are legal documents between
a buyer and a seller. A contract is necessary that both sides agreed that the strength of the seller to
deliver the agreed services, or results, and require the buyer to provide monetary consideration or
other. A flowchart of sound procurement management processes would lead to systematic
procurement management.
Page 143
Project Management (CE00348-3) Group Component Page 143 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Figure 15: Methodology
Page 144
Project Management (CE00348-3) Group Component Page 144 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
Alternate methodologies for idea generation
Made as the case study and intensive research various alternatives have been developed.
Alternatives include the recruitment and time management are different
Purchasing Management
Plan Purchases and Acquisitions
Procurement Plan
Request Seller Responses
Select Sellers
Administration Agreement
Contract
After analysis of the alternatives, it was decided to hire the plan and acquisitions, take over the
procurement and contract administration plan to solve these problems. (Explanation below)
The Plan Purchases and Acquisitions process includes consideration of potential sellers,
especially if the buyer wants a certain amount of exercise. The influence or control over
the hiring decision resolves the following issue.
The recruitment process for the plan prepares the necessary documentation to support the
Replies Sale Application process and Select Sellers process and time management of the
contract itself includes the use of appropriate project management processes to the
contractual relationship (s) and the integration of these processes results in the overall
management project, namely the solution of following set of tasks.
The hardware and software is delivered still under negotiation, as it was completed 40 days
only to the project.
Personal Journal / Experience Record
Entrepreneurship seems to be a very lucrative career for many aspiring engineers and the same for
me. Acquisition Management has definitely improved my skills and knowledge added to help me
with my business competently and effectively in the future.
Page 145
Project Management (CE00348-3) Group Component Page 145 of 145
Level-3 Asia Pacific Institute of Information Technology 2015
8.4. REFERENCES
1. Planning contracting. Available: http://www.projectsmart.co.uk/pmbok.html . Last accessed 9th
October 2015.
Why this site has been referred:-It provides with expert explanation of the project management
methodology with its components.
2. Methodology used. Available: http://projectmanagement.blogspot.com . Last accessed 17th
October 2015
Why this site has been referred: It gives with the proper explanation of project planning and
controlling with appropriate examples.
3. (1996). A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE. 12th ed.
USA: PMI. 1-12.
Why this site has been referred: This book provides with the detailed explanation of each and every
step involved in the procurement management with the examples.
4. Make or buy analysis. Available: http://project-management-
knowledge.com/definitions/p/project-procurement-management/ . Last accessed 16th October
2015.
Why this site has been referred: This site provides an expert judgment on the make and buys
analysis with suitable examples.