Project Management Planning Assignment

8/10/2019 Project Management Planning Assignment

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PROJECT MANAGEMENT 642Michael David PasqualeAssignment Submission 2


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PROJECT CHARTER

Sponsor: CityofWanneroo

Project Title:

ProvisionofaMobileWorkingSolution;forCommunity

SafetyandEmergencyManagement,Rangersand

HealthServiceOfficers

Prepared By: MichaelDavidPasquale Date: 1March2013

Problem/Opportunity Statement: The Mobile Working Solution (MWS) is to

provideamobilefunctionalitytoallusersofthesolutionwhileoperationalor

asrequired.Thissolutionhasahardwarecomponent,andsoftwarecomponentwhichisinstalledintoamobilesuiteinvehiclestoenableadministrationtasks,

roamingavailabilityofCityresourcesandincreasedefficiencies.

Theopportunity of thisprojectwas to ensure that thebusinessunitswere

equippedwith thecorrect toolsandmeanstoaddressachangingbusiness

world, with an ever-increasing reliance onmobile data solutions. This MWS

creates a reliable and dedicated tool to enable shift workers to reduce

administration time at the home-base, while maximising labour costs to the

dedicated stakeholders (Residents, Fire and Emergency Services Association

(FESA)localbusinessesandStateGovernmentDepartments).


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Key Deliverables:

1. ScopepreparedinconjunctionwithInformationandCommunication

Technologystaffwhichaccuratelyaddressesrequirementsoutlinedby

ProjectSponsor.2. ProcessMappingofallbusinessunitsthatwillincorporatetheMWS

intotheiroperations,toensurethatallrelevantaspectsaredocumented

3. RestrictedTenderProcesstofollowfromapreviousExpressionof

Interestwhichprovidedasuitablelistofvendorswhomareableand

willingtotenderagainsttheScope.

4.

Key Requirements

1. ScoperequiressignofffromDirectorsandCoordinatorsofContracts

andPurchasingpriortoadoptionfromProjectCommittee

2. MWSSolutionrequirementsinclude:

MobileTabletsorsolutiontoprovideformobileworkingandaccess

Softwaresuitemountedin-vehicletobycompliantwithAustralian

DesignStandards2009.

ProvisionofaServiceLevelAgreementbetweentheproviderand

theCityforsupportandmaintenance

Licenceoptions/flexibilitytoallowforadditionalunitstobeprocured

atalaterdate

3. ProjectCostsarerequiredtobewithintheallocatedbudget,orthey

willberejectedatprojectadoptionbyChiefExecutiveOfficer

4. SolutionmustbedeliveredbyDecember2013

5. SolutionmustbeabletointergratewithexistingCityFinancialand

mappingsoftware

6. SolutionmustbeabletodirectlyinterfacewithCityoperatingSystems.

Exclusions

TrainingofuseoftheSystem

ProvisionofaMWSforotherdirectorates

BENEFIT KPIs

Allusersofthesolutionareableto

conductbusinessasusualfrom

outsidetheirworkstations

Theongoingrolloutanddeliveryof

theMWS


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Greaterefficiencythroughtheuseof

aworkingsystem

Low-nilrequirementforsoftware

supportandortroubleshooting

Abilitytoutilisephotoandvideo

capabilitiestorecordevidence

Reviewofimagesandvideocollected

againstscopepriortoprojectconclusion

Abilitytoprintandissueinfringements

onthespot,inconjunctionwithlive

datatracking.

Recordedissueswithprinting,

managementinfringementsand

accessingexistingdatawhileroaming

Strategic Alignment

TheCityofWannerooensuresthattheprojectworkthatitundertakesisboth

alignedtotheallocatedbudgetssetforthbyitsExecutiveLeadership

Management,andtheStrategicandCorporateBusinessPlans2006-2021.

Projectswillalwaysberunwiththeintentionofprovidingsafercommunities,

betterefficienciesandagreaterreturnoninvestmentstoensurethattheCity

remainseconomicallyandsustainable.

Approximate Cost

$240,000ofmaximumbudgetallocatedforproject.Projectcostswillvary

dependingonfinalMWSchosentoaddressrequirements.Estimatedthatthe

averagesolutioncostwillbe$190,000-240,000fromExpressionofInterest

information.

Approximate Timeframe

1stJune2013December2013anticipatedandwilldependonfinal

proposalsgiventoCityviavendorproponents.


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Key Risks

LimitedProjectStaffforproject

Nocapitalisationofstaffcostsresultsinmid-yearbudgetreview

variances

Lackofabilityforsolutiontodeliveragainstscope

HigherthananticipatedcostsforMWScouldreturnfromRestricted

Tender

InitiationProjectbytheCity,additionalreportinginformationcouldhinder

progress

APPROVAL Yes / No

Authority: ______________________________

Date:____________

Sponsor

B.

REQUIREMENTS TRACEABILITY MATRIX

Product Requirement Deliverable component

Mobileandworkingsolutionforthe

selectedbusinessunits

Handheld or portable system with

the loaded software and

complimentinghardware

Support and on-going maintenance

for any issues arising with the

product

ServiceLevelAgreement/stoensure

thatamutualunderstandingbetween

theCityandthevendor inrelation

tosupport

Be able to provide printing

capabilities to issue on the spot

infringementswhenrequired

Hardware that supports capabilities

within the software component to

printandissueinfringements

To be able to interface and

harmonise with existing City

architecture toprovide a seamless

Dedicated frameworks to cater to

data-push and live updates which

arespecifictothedesignedsystem.


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integration

PROJECT

TITLE

ProvisionofaMobileWorkingSolution;forCommunitySafety

andEmergencyManagement,RangersandHealthServiceOfficers

WBS # WBS ELEMENTS

1.0ScopepreparedinconjunctionwithInformationand

CommunicationTechnologystaffwhichaccuratelyaddresses

requirementsoutlinedbyProjectSponsor.

1.1 ProjectSponsoragreestothescopeprovided;allowsfor

allocationofresourcesdeterminedatprojectmanagement

steeringcommittee.

1.2 Resourcesarepooledandmanagedbyprojectcoordinatorwho

allocatesplansandtasksaspectsofprojectaspre-determinedbyprojectscopedocument.

2.0 RestrictedTenderisopenedtoproponentsforaperiodof14

daysasperTenderingRegulationsoftheLocalGovernment

Act1995

2.1 RestrictedTenderisclosedandassessmentsarereviewed

againsteachotherandthemostsuccessfulproponentis

includedintherecommendationreportforsign-offbyChief

ExecutiveOfficer

2.2 Reportiswrittenbyallmembersoftheassessmentpaneland

isapproved

2.21 IfreportisrejectedbyCEO,thenamendmentsaremade

eitherbychangesorinclusionofinformation,ortheselection

ofasecondaryproponent


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2.3 Contractnegotiationscommencewiththerecommendedtenderer

viatheassessmentprocess

2.4 Specificationsareagreeduponifrequiredandproposalsare

acceptedbyrelevantdepartments.Deliverydatesarealsoset

inaroll-outmanner(dependingonproposal).SLAisalso

agreedupon

3.0 Testingofsoftwareandhardwareatcheckpoint#1

3.1 Testingofsoftwareandhardwareatcheckpoint#2inclusion

ofchangesfromcheckpoint#1

3.2 FinalCheckpointofsoftwareandhardwaredevelopmentand

inclusionofchangesfromcheckpoint2

3.4 Presentationoffinalsoftwaretoallusersandbusinessunits

forcomment

4.0 Installationofcomponentsintovehicles

4.1Wetruntestofcomponentswithstaffanddedicatedinduction

andtrainingstaff

4.12 Adjustmentsandanychangestohardwareinstallationor

softwarearemade

4.2 Commencementofserviceperiod

A. Describe a possible SCOPE CHANGE requested by the sponsor. Fully

evaluate therequestedchange.Produceandexplaintherevisedsectionsof

WBS,assumingthatthechangeisaccepted(10marks)


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Situation:TheProjectSponsorhasrequestedthatthereisaprovisionmade

for the solution to come from two separate parties. TheSoftware will be

providedbyaseparateproponenttotheproponentprovidingthehardwareto

reducetheriskoftheprojectgoingovertime.

ThefollowingchangeswilltakeplacetotheWBS:

PROJECT

TITLE

ProvisionofaMobileWorkingSolution;forCommunitySafety

andEmergencyManagement,RangersandHealthService

Officers

WBS # WBS ELEMENTS

1.0ScopepreparedinconjunctionwithInformationand

CommunicationTechnologystaffwhichaccurately

addressesrequirementsoutlinedbyProjectSponsor.

1.1 ProjectSponsoragreestotheChangedscope;allowsfor

allocationofadditionalresourcesdeterminedatproject

managementsteeringcommittee.

1.2 Resourcesarepooledandmanagedbyprojectcoordinatorwho

allocatesplansandtasksaspectsofprojectaspre-determined

byprojectscopedocument.

2.0 RestrictedTenderisopenedtoproponentsforaperiodof14

daysasperTenderingRegulationsoftheLocalGovernmentAct1995.

2.1 RestrictedTenderisclosedandassessmentsarereviewed

againsteachotherandthemostsuccessfulproponentsare

includedintherecommendationreportforsign-offbyChief

ExecutiveOfficer.Oneproponentwillprovidesoftware,onewill

providehardware.


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2.2 Reportiswrittenbyallmembersoftheassessmentpaneland

isapproved,withtwoproponentsprovidingseparatecomponents

atarevisedandearlierdate.

2.21 IfreportisrejectedbyCEO,thenamendmentsaremade

eitherbychangesorinclusionofinformation,ortheselection

ofadifferentproponent

2.3 Contractnegotiationscommencewiththerecommended

tenderersviatheassessmentprocess,andseparatemeetings

areheldtoensurethatsoftwareandhardwarecompatibilityare

ensured

2.4 Specificationsareagreeduponifrequiredandproposalsare

acceptedbyrelevantdepartments.Deliverydatesarealsoset

inaroll-outmanner(dependingonproposal).SLAisalso

agreedupon.

3.0 Testingofsoftwareatcheckpoint#1

3.1 Testingofhardwareatcheckpoint#1

3.1.2 Testingofsoftwareandhardwareatcheckpoint#2inclusion

ofchangesfromcheckpoint#1

3.1.3 Meetingwithrepresentativesofeachvendortoensurethat

compatibilityisretainedafterproposedchangesfromfirst

checkpoint

3.2 Testingofsoftwareatcheckpoint#2

3.2.1 Testingofhardwareatcheckpoint#2

3.2.2 Meetingwithrepresentativesofeachvendortoensurethat

compatibilityisretainedafterproposedchangesfromsecond

checkpoint

3.3 FinalTestingofsoftwareatcheckpoint#3


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3.3.1 FinalTestingofhardwareatcheckpoint#3

3.3.2 IntegrationofsoftwareandhardwareintoMobileWorking

Systemandwetruntestingwithallusersforfeedback

3.4 Presentationoffinalsoftwaretoallusersandbusinessunits

forcommentandsystemreview

4.0Installationofcomponentsintovehicles

4.1Reviewofsystemafter5businessdayswithbothvendors

presenttoprovidefeedbackandadjustmentsifnecessary

4.2 Commencementofserviceperiod


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ThechangesthathavebeenmadetotheWBSareindicativeofthechange

ofscope.Thechangemadetothescopehasde-centralisedtheprocurement

fromonevendortotwo,meaningthatthereisincreasedresourcesavailable

fortheproject,howeverincreasedriskandmanagementrequired.

Theincreaseinmanagementisfirstlyvisibleintheadditional8WBSsteps.

Furthermore,althoughnotlistedintheWBS,additionalstaffwouldberequired

tohandletheadditionaladministrationtosupportasecondvendor.TheCity

doesnthavededicatedteamswhichmanagecontractsandservicedeliveries,

thereforeitreliessolelyonadditionalcapacitythroughthereallocationof

businessasusualtasking.Whentheprojectwasfirstconceived,thiswas

basedonthemanagementofonevendor,nottwo.

Thefollowingmethodisusedtoevaluatethechangerequest:

Analyse the effects of the changeimpactsoncost,schedulingresources

andother

Plan the Impactwhatwillbetheendresultontheprojectplan

Control the changehowdoyou/teamplantocontrolthemethodof

inducingthechange

Reviewisthisrequired,feasibleandabletobedone

Theeffectsofthischangeofscopemeananadditionallevelofresourcesarerequiredforbothadministrationandwork(time)purposes.Afinitelevelof

bothworkandovertimewasallocatedoriginally,thereforethischangewill

requirefurtherfundingwhichhasnotbeenapprovedviathesteering

committee.Areviewisunabletobeconductedofthebudgetasthereview

periodisnotuntilDecember.

Severaltaskswillbescheduledsoonerthanoriginallyplanned,resultingin

increasedslack,oranearlierfinishdate.Howeverduetothedelicatenature

ofrunningtwoproviderssimultaneously,alargeamountofslackwillhave

tobeusedintheroll-outphaseoftheproject,andinthiscasetheslack

saved,willnotbeenoughtocoverwhatisrequired.

Thecostsofthischangeofscopewillonlybeknownviatheproposals

received.Speculationstatesthatifwereceivecompetitivetenderersintheir

ownfields,thetotalcostwillbelowerduetoeconomiesofscaleandtheir

abilitytospecialise.Therewillbeanincreaseinvariablecoststhroughmore

staffandresourcesfortheproject.


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Theimpactofthischangeisgreatinforesight,howeverlookingatthe

impactsfromacost-benefitanalysisyieldsthatfortheeffortrequired,the

payoffisfarless.Inlargerorganisationswithdedicatedandmoreexperienced

staffthismaybefeasible.Howeveranotherlargedeterrentisthefactthat

thisisalsothefirstoutcomes-basedTendertheCityisrunning.Thereforethe

appetiteforriskisminimal.

Thechangewouldbecontrolledbyarevisedscopebeingsubmittedtothe

projectsteeringcommittee.Asmallermagnitudeofchangewouldonlyrequire

consensusfromtheteam,howeverduetothetotalcostofasingleproposal

beinglessthan$250,000,thisenablestheCEOtousehisdelegated

authoritytoindividuallyacceptproposals(additionalpaperwork).Anassistant

wouldbeassignedtotheleadprojectmanagertoensurethatheisableto

efficientlyrunhisteam.

Workingontheassumptionthatthescopeisacceptedbyproject

managementcommittee,meansthatadditionalcostswouldbeincurredaspart

ofthisproject,longertimeframeswouldberequiredtoensurethattheproject

deliveryisnotlateandadditionalconsultationfromthevendorstoensurea

compatibleproductisproduced.

Thechangesrequiredtoemploythisscopechangeareillustratedabove,with

abriefreviewoneachchangeprovidedbelow.

*insertlinkstoeachstageofWBS.

Question 1:

Deliverables are:

TheCompetitiveIntelligenceSystem(CIS) Instructionmanuals

Coding(asaproduct)

MiniProjects

Reportsofcostsandstructures

Technicalsupport/interactivetutorials(fortheCIS)

Benefits are:

Greaterimprovementsinthemanagementoftacticsandstrategies


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Providingabenchmarkfortheindustryforotherprojectstobe

compared/modelledon

Allowsforanearlyidentificationorrealisationofstrengthsandor

weaknesses

Providesabasisforbeingabletocontrolandmanipulatedeadlines

andcosts/funding

Projectprovidesafeelingofownershipfromwithintheorganisation

o KPIrequirementThereductionofpaperconsumptionwithina

threeweekperiodoftheprojectcommencing.Thisisa

measurableKPIinwhichtheprojectcanbeputtothetest

throughthecontrol/manipulationofcosts(measuredabove)

Strategic Alignment

Theprojectenablesthecompanytoremaincompetitivewiththeprivate

sectorreducescostsandincreasescompetitionandcustomer

satisfactionallowsforbestbusinesspractice

Alignscurrentbestbusinesspracticemodeltobeadaptedoffproven

privatesectormethodologies/techniques

Theuseofspecialiststaffenabledemploymentandincreasedinter-

workplacestakeholderrelationships(creatingnichebusinessunit)

Byintroducingnewtechnology,allowsfortheadaptationintoachangingmarketandincreasesefficienciesforcompany-introduces

changetoallowpresenceinthechangingmarket.

2. Describe one specific project planning problem encountered in this project,

and how it may have been avoided or better managed.

Theprojecthadclearlybeenunderplanned

Adeficiencyofcleardirectionandownershipispresentinthiscase.Dueto

assumptionsbeingmadeabouttheproject,specificallyaboutwhatbest

practicewasandhowtherewasproventechnologythatcouldbeimported

withlittlework.

Assumptionsareproblematictomanageifnotplannedcorrectly,particularlyif

theprojectteamhavemadedeliberatefeaturesoftheproblemtoinclude

planningandimplementationstagestooccursimultaneously.Moreover,theteamhadnocleardirectionaboutbestpractice,andwereinterpretingit


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differently,simultaneously.buildingblockswereunabletobeputtogether

withoutconsensusonastructure.Thisevidentthatthisleadtounrealistic

taskachievement,demandsforhighlydetailedinstructionswerenotmet;due

tonocleardirectionandtheeventualdrifttoturfbattlesandeventuallya

lackofmotivation,internalandexternal.

Failingtoadequatelyplanandmakeprovisionsfordynamicscenariosinyour

projectiscriticaltoensuredeliveryandamanageableproject.Ensuringthat

thereisthecorrectleveloffeedbackvis--vispotentialCISclientsboth

internalandexternalallowsarichpoolofinformationwhichcanprovidea

feedbacklooptowhatbestpracticeactuallyis.

Theconclusionaspectoftheliteraturestatesthattheapproachshouldincludemoreresourcesandtimetotheplanningphase.Itcontinuesbystatingthat

thisleadstoasequentialapproachtogoaldefinitionandimplementation.

Thesetwoareasarekey,andhavebeenprovenbyareflectionbythe

systemsteam.

1. Describe one specific example of good project planning in the project.

Thisprojecthasmeritinhowinplannedtheteamsstructure.Itprovideda

pre-determined organisational structure, with clearly defined communication

channelsandmeetings,toensurethatif/whentheprojectfacedacrisisor

seriousissue,communicationwouldensureitmaybeavoided.

Inthiscase,thecommunicationplanninginvolvedmeetingeveryotherweek

toprovideanassessmentofthecurrentprogressoftheproject,andareport

totheprojectcoordinator.Byhavingestablishedanddefinedcommunication

channels,informationthatmaynotbefed-backtootherbranchesoftheteam

mayresultinfailuresoftasks.Agreatdescriptorofthisisthefeedback

loopsystem,wherebyinformationthatispassedbackdowntheloophasan

effectonthestartingpointtoreact,acauseandeffectcycle.

Theteamwereabletoavertdisasterduetothiscommunication.Theproject

coordinatorwasinformedviaoneofthesemeetingsthatwithoutserious

changetothedirectionorplannedoutcomeofthisproject,thelikelihoodthat

thisprojectwouldfailwashigh.Bestpracticecommonlyincludesthatprojects

includereportingandcommunicationguidelines,whichwasdoneintheabove

situation.


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Additionally,researchhasshownthatprojectcoordinatorsthatpossess

exceptionalleadershipqualitiesoutperformtheircounterpartsduetotheir

communicationskillsandabilitytoinducecommunicationwithintheirteams.A

ruleofthumbinprojectmanagementstatesthat80%ofyourtimeshouldbe

inleadership(communicationisalargeaspect)and20%shouldbeon

transactionalactivities.Thisshowshoweffectivetheirgoodplanningwasby

exampleintheliterature,andfromothersituationsinprojectmanagement.

Project Management Planning Assignment

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