IFSM 438 PROJECT PLAN
Project Management Plan
IFSM 438: Information Systems in Project Management
University of Maryland University College
ITP-6 Consolidated Project Management Plan
Nina Amuah …………………………………………………………...… Configuration Manager
Allison Simpson …………………………………………… Team Leader and Research Manager
Colin Spaur ………………………………………………………………... Editor and Facilitator
Wilford Tejada ………………………………………………………… Documentation Manager
Frezer Tesfay ………………………………………………………………. Deputy Team Leader
Table of Contents
Executive Summary …………………………………………………………………………… 4
Purpose ………………………………………………………………………………… 4
Problem Statement …………………………………………………………………….. 4
Overview ………………………………………………………………………………. 4
Conclusion …………………………………………………………………………….. 5
Integration Management ……………………………………………………………………… 6
Stakeholders, Roles, and Responsibilities ……………………………………………. 6
Change and Control Management ……………………………………………………. 7
Benefits and Value to Client …………………………………………………………. 8
Scope Management ……………………………………………………………………………8
Goals and Objectives …………………………………………………………………. 8
Technical and PM Approach and Strategy …………………………………………… 9
Project Scope – In and Out of Scope ………………………………………………… 11
Major Deliverables …………………………………………………………………… 12
Project Constraints and Assumptions ………………………………………………… 12
Outsourcing/Contracting ……………………………………………………………… 13
Project Dependencies …………………………………………………………………. 13
WBS …………………………………………………………………………………… 14
1
Schedule Management ………………………………………………………………………… 14
Milestones ……………………………………………………………………………… 15
Work Plan ……………………………………………………………………………… 15
ROM Estimate of Total Time Required ………………………………………………... 16
Project Completion Date ………………………………………………………………. 16
Cost Management ……………………………………………………………………………… 17
Resource Estimates ……………………………………………………………………. 17
ROM Estimate of Cost and Required Project Budget ………………………………… 18
Cost to Benefit Assessment …………………………………………………………… 18
Risk Assessment ……………………………………………………………………… 18
Quality Management …………………………………………………………………………. 19
Quality Control ………………………………………………………………………. 19
Standards ………………………………………………………………………………19
Tools and Techniques …………………………………………………………………20
Project Contact Directory ……………………………………………………………………. 25
Changes in Project Documentation from Original ……………………………………………25
Appendices ……………………………………………………………………………………25
Appendix A: Approval Sign Off Form ……………………………………………… 25
Appendix B: Document References ………………………………………………… 26
2 Plan Template Reference (ITP-Master Document, 2018)
References ………………………………………………………………………………… 29
3 Plan Template Reference (ITP-Master Document, 2018)
Executive Summary
Purpose
The goal of this project is to plan and manage the installation of an IT System to help
with the expansion of Mamma Bakery and Sandwich Shoppe. This project will help improve
business and satisfy the stakeholders. The IT System will be used for point-of-sale, inventory,
bookkeeping, and to connect with suppliers and the health department for food services. Finally,
this system will include a website, so that customers can place advanced orders for pick-up, and
be able to use credit and debit cards.
Problem Statement
Because Mamma’s Bakery and Sandwich Shop has become more successful over the
years, Mamma Mia decided that it was time to expand the business into the next store, which
was currently vacant. The new space will make the business double in size, leading to the need
for an IT system to help with the added business and extra space.
Overview
The complete project management plan will include many aspects ranging from scope
management, schedule management, cost management and quality management. Scope
management will entail goals and objectives, approach and strategy, scope of the project, major
deliverables, constraints and assumptions, dependencies and a preview of the work breakdown
structure. Schedule management includes milestones, the work plan, estimate of total time
required for the project and an estimated project completion date. Next, cost management will
provide information on the estimates of resources, estimate of cost and required budget for the
project, a cost to benefit assessment and a risk assessment. Quality Management will include
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quality control, standards and, tools and techniques. In addition to the previously named
information, the project management plan will also include a project contact directory.
Conclusion
The completion and success of this project will allow Mamma’s Bakery and Sandwich
Shop to have a working IT System to help manage added business. This will include inventory,
point of sale, bookkeeping, advanced orders, and the use of credit and debit cards. Currently,
Mamma’s Bakery has one baker and two customer services associates. Mamma does all the
bookkeeping, paperwork, ordering, etc. The expansion of the bakery will include the new IT
system and the hiring of four new employees.
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Integration Management
Stakeholders, Roles and Responsibilities
Stakeholder Role Mamma Mia Key Stakeholder, Project Customer
Professor Krystal Casey Key Stakeholder, Project Sponsor
Nina Amuah, Roy Morgan, Allison Simpson, Collin Spaur, Wilford Tejada, Frezer Tesfay
Rotating role – Team Project Manager. Responsible for planning, organizing, leading and controlling the project (Project Manager
Duties, n.d.). Nina Amuah, Roy Morgan, Allison Simpson, Collin Spaur, Wilford Tejada, Frezer Tesfay
Project Team Member
Nina Amuah Configuration Manager responsible for
keeping a master copy of the MS Project File (ITP-Master Document, 2018).
Roy Morgan
Project Team editor responsible for performing a final review of all project deliverables for the client (ITP-Master
Document, 2018).
Allison Simpson Research Manager is responsible for verifying
sources used, and formatting project deliverables.
Collin Spaur Team facilitator in charge of keeping
meetings, and project schedule on track,
Wilford Tejada
Documentation manager responsible for managing team documents, combining team input into one group deliverable (ITP-Master
Document, 2018).
Frezer Tesfay Deputy Team Leader is the second in charge of maintaining the project management team.
IT Analyst Responsible for the hardware and software
design.
Networking Consultant
Responsible for: design of the network, network topology design, implementing network into site, establishing network
connectivity, etc.
Design Team Responsible for the overall design of the
project.
Business Administrator Responsible for basic tasks including
determining providers and brands, checking compatibility, etc.
Purchase Controller Responsible for ordering devices and services, collecting invoices, negotiating
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orders, etc.
Receiving Coordinator Responsible for accepting deliveries, ensuring
all parts of orders were delivered, etc.
Infrastructure Engineer
In charge of implementing devices into the site, assembling devices, installation,
verifying adaptability, setting up hardware, etc.
Software Development Engineer Responsible for setting up software,
developing bookkeeping software, etc.
QA Engineer Responsible for testing hardware and
software.
Budget Manager Responsible for calculating and recording
expenses, and ensuring the project stays on budget
Web Designer Responsible for setting up, designing and
managing website and social media accounts
Trainer
In charge of training Mamma Mia and staff, delivering and testing basic and advanced
concepts, educating on PCI DSS, evaluating current knowledge, etc.
QA Specialist Responsible for setting quality requirements
and checking the quality of the new IT System.
Payroll Manager Responsible for selecting new payroll system, implementing payroll system and configuring
new payroll system with all parties. Maintenance Manager Responsible for maintaining software,
hardware and networking.
Change and Control Management
A change management strategy has been put in place to control the requirements of the
project and to help mitigate any risks present that are often associate with scope creep. Any
changes to the scope of the project and the project requirements are required to follow the change
management strategy. All requests to change the requirements of the project, or to add or remove
any tasks to and from the scope must be received in writing. The Project Manager will review the
request and discuss it with the Project Sponsor. Final approval will be determined by the Project
Sponsor (Harrin, 2016).
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The change management process normally follows the below (Harrin, 2016):
1. Receive all information about the potential change 2. Assess the change including planning how much work the change entails 3. Prepare a recommendation about whether it is worth moving forward 4. Receive a final decision from the project manager about whether to include the change or
not.
Benefits and Value to Client
The project benefits to the client include enjoying the business benefits of Information
technology. These benefits include increased revenue, standardization of processes, cost cutting
hence cost-efficiency, labor flexibility by automating most of the processes, and improved
customer service.
Scope Management
Goals and Objectives
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The goal of this project is to provide Mamma’s Bakery with a state-of-the-art IT system
that is both scalable and flexible to accommodate the IT requirement of a small business and give
the bakery a competitive advantage over its’ competitors. The project seeks to help the business
handle in store and online orders in an efficient and organized manner. At the end of the project,
Mamma’s baker will be able to manage employee payroll, store finance, customer information,
marketing and government regulatory compliance using an interconnected and uniform system.
In addition, the system will also be able to store, share, and access a large volume of data related
with the business using its onsite data server.
Technical and PM Approach and Strategy
For this project, the project team will follow one of the following standard project management
approaches.
1. Agile - The agile project management process is a value-centered method that allows projects
to get processed in small phases. It is a strategy that is very flexible and would be beneficial for
projects that exhibit dynamic traits. This strategy would be beneficial because project managers
would be working in an environment that treats milestones as "sprints." The goal of this strategy
is to adapt to sudden changes from client feedback continuously. The type of approach is best for
small software projects made up of a highly collaborative team, or for projects that require
frequent iteration (Boyer, 2018).
2. Waterfall - The waterfall method, is a more traditional approach to project management and is
commonly used in the manufacturing and construction sectors. This method takes a linear
approach to project management with the project being broken down into sequences with the
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kickoff of a phase utterly dependent on the completion of the preceding phase. This method
primarily consists of five stages including idea engineering, system design, implementation,
testing and validation, and maintenance (Boyer, 2018).
3. Scrum - When using the scrum approach, planning is just enough to kick off the
project, as it is based on the Agile framework. The Scrum method is an excellent way to prevent
delays in product launch because the entire process focuses on team collaboration. The scrum
master facilitates scrum sessions that occur within a time frame ranging from one to three weeks.
The result of this method is an iterative process that saves a lot of time and money (Boyer, 2018).
4. PRINCE2 - PRINCE2 is an acronym for Projects IN Controlled Environments. This
method has become one of the best project management practices due to its flexible nature. With
Prince2, the outputs are clearly defined, and there is a business justification for each aspect of the
project. The Prince2 method is characterized by products that are delivered on time and within
the cost estimates. The roles when using this approach are predetermined before kickoff, and
each project team member is aware of their responsibilities that will help for successful
execution of the project (Boyer, 2018).
5. PERT - PERT stands for Project Evaluation Review Technique, and it is often combined with
the Critical Path Method. This project management approach takes into cognizance the time it
takes to complete a task. Time is an essential factor in project management because it plays a
huge role in determining the budget for a project (Boyer, 2018).
6. Adaptive Project Framework – Adaptive project framework is a process that was
created out of the need to adapt continuously changing phases of a project. This method works
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when the traditional linear approach is not suitable, or when the project fails to meet the
requirement of the traditional project management approach (Boyer, 2018).
7. Extreme Programming (XP) – This method has its roots in the agile framework method and is
a short life-cycle method. The primary objective of this approach is the improvement of product
quality, which leads to client satisfaction. Its characteristics and principles make for a project
management team that strives for excellence in the development process. Extreme Programming
is well-suited to help the small software development team succeed (Boyer, 2018).
8. Kanban – This strategy does away with the sprints and milestones that are often used in the
scrum and traditional methods of managing projects. This approach is a more visual approach
aimed at managing time, project scope, and budget. These are three of the primary factors that go
into determining the success of a project. The Kanban approach uses continuous delivery and a
system of visual cues to let the project team know what is expected of each task concerning
quantity and quality, while also letting them know when each task is expected to be completed
(Boyer, 2018).
Project Scope – In and Out of Scope
In Scope
Based on the agreement between Mamma and the PM, the new IT system will include
new touch screen register, employee management system, finance tracking software, professional
business website, storage server, internet access and system security software/hardware. Also
included is site design, custom software design, network design, component wiring and system
testing. The project will be completed on September 5th, 2018.
Out of Scope
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The project will not include any tasks related with the deconstruction or construction of
the project sight other than advising the sponsor based on the agreed upon site design. In
addition, the sponsor of the project exclusively does any lease or contract agreement between
component vendors supported with project team suggestion.
Major Deliverables
On September 5th, 2018 at the end of the project, Mamma’s Bakery will have an
enterprise level IT system that will be able to handle in store and online orders from customer
simultaneously, store customer and employee information on its data storage server and report to
government regulatory agency. The project will also deliver an enterprise architecture that
include supply chain management, employee management system and financial management
system that use a uniform IT architectural platform.
Project Constraints and Assumptions
The project constraints include the business and technical constraints. The project
constraints include a cost limit of $100,000 to complete the project. The project life must not
exceed 54 days. The project will complete and launch the system as expected.
The project assumptions include;
i. All project stakeholders will support the project and project activities. ii. The executive management will approve project budget.
iii. The executive management will support the project and project activities. iv. All stakeholders will attend 98 percent of the project meetings. v. All project resources will be available as required.
vi. The project contractors and vendors will make supplies early to avoid delays due to
lateness.
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Outsourcing/Contracting
The project resources were contracted from suppliers and vendors. The project resources
contracted include the computer devices, internet service provider, equipment for establishing
network resources, and stationeries.
Expertise were outsources including the system security analyst to help configure and perform
some tasks. The project team outsourced the software quality analyst to review the quality of the
software for quality assurance purposes.
Project Dependencies
An overview of the critical project dependency task groups is shown on the diagram
below. This diagram includes the major task group names, the estimated start date and the
relationship between predecessor and successors.
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WBS
An overview of every major task group is shown below and includes durations of each
task group and start/finish dates. There is a document link for the fully detailed WBS Project
included under Appendix B.
Schedule Management
Milestones
1. Approval of Project Charter 2. Project Plan Approval 3. IT System Design 4. Order Hardware and Software 5. Integrate Software Service into Site 6. Installation 7. Training and Readiness 8. Implement New System 9. Hand over complete IT system to client
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Work Plan
Outlined below is each human resource used in the project WBS which have been
assigned an estimate number of hours that correlate with the duration of the project’s tasks. As
the project begins, actual working hours will be added into the WBS. A full outline of the project
working schedule can be seen in the link under Appendix B.
Project Team Member
Project Manager
Project Sponsor
IT Analyst
Networking Consultant
Design Team
Business Administrator
Purchase Controller
Receiving Coordinator
Software Development Engineer
Infrastructure Engineer
QA Engineer
Budget Manager
Web Designer
Trainer
QA Specialist
Payroll Manager
Maintenance Manager
0 200 400 600 800 1000 1200 1400
Hours - Remaining Work
ROM Estimate of Total Time Required
Based on the Work Breakdown Structure for this project, and all the aspects that go into
it, the ROM Estimate of Total Time Required for the new IT System for Mamma Mia’s Bakery,
is a month and a half. This estimate is based on all the tasks going into this upgrade, along with
each one’s dependency.
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Project Completion Date
The estimated project completion date for Mamma Mia’s IT System Install project is
September 5th, 2018.
Cost Management
Resource Estimates
For this project, there are many required resources. Shown below, is a list of estimates for
each resource. These estimates were determined based on the amount of effort that is required to
appropriately complete each assigned task, along with the cost associated with each resource
required to successfully complete the IT System Upgrade for Mamma Mia and her bakery.
Resource Name Work Cost Project Team Member 1,311.4 hours $19,671.00 Project Manager 349 hours $12,215.00 Project Sponsor 92 hours $3,680.00 Configuration Manager 40 hours $600.00 Editor 40 hours $600.00 Research Manager 40 hours $600.00 Facilitator 40 hours $600.00 Documentation Manager 40 hours $600.00 Deputy Team Leader 40 hours $800.00 IT Analyst 72 hours $2,880.00 Networking Consultant 124 hours $9,300.00 Design Team 14 hours $560.00 Business Administrator 43.2 hours $950.40 Purchase Controller 31.3 hours $688.60 Receiving Coordinator 38 hours $760.00 Software Development Engineer 24 hours $1,104.00 Infrastructure Engineer 81 hours $3,240.00 QA Engineer 61 hours $4,270.00
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Budget Manager 24 hours $768.00 Web Designer 62 hours $1,736.00 Trainer 80 hours $2,400.00 QA Specialist 21 hours $1,260.00 Payroll Manager 132 hours $3,300.00 Maintenance Manager 32 hours $832.00 Tablets 4 $3,079.80 Printer 1 $89.99 Router 1 $389.99 Docking Station 2 $269.98 Wi-Fi Extender 1 $34.99 Keyboard and Mouse 4 $131.68 Card Readers 4 $99.96 Firewall 1 $29.99 QuickBooks 1 $30.00 Internet 1 $44.99
Total $76,178.88
ROM Estimate of Cost and Required Project Budget
Based on the Work Breakdown Structure for this project, and all the aspects that go into
it, the ROM Estimate of cost for the new IT System for Mamma Mia’s Bakery, is $76,178.88.
The estimated budget for this project was $100,000.
Cost to Benefit Assessment
All costs associated with this project should be included in a cost breakdown for
customers to see the cost of each resource used and compare it to the budget for the project. By
doing this, any overages can be discussed, and a more cost-effective solution can be determined.
If there is not a cheaper option, for the quality that the customer is looking for, adding more
money to the budget can be discussed. By doing this, it is more likely that the project will stay on
budget.
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Risk Assessment
A risk assessment is to help allow for risk management. Throughout the planning process
of this project we were able to identify multiple potential risks, as well as mitigation strategies
for the risks identified. There is a risk register included in Appendix B that shows all the risks we
determined, their appropriate mitigation strategies, possible cost for mitigation, the probability of
each risk, etc. The risk register is a working document, that will be updated continuously
throughout the project and as additional risks are presented.
Quality Management
Quality Control
The project team will conduct quality control of the IT system throughout the different
phases of the project and after the delivery of the IT System. The quality control process includes
software coding, hardware design, network diagram and compatibility of components. The team
will also perform a thorough quality control process including but not limited to availability,
adaptability, reliability, usability and general functionality of the IT System. Quality control
process include identifying, minimizing, and fixing problems as the arise with the IT system.
Standards
Quality standards for each of the project deliverables included in to project Work
Breakdown Structure will be defined using S.M.A.R.T (Specific, Measurable, Attainable,
Realistic, and Timely) quality criteria (PMBOK, 2013). A list of standards will be produced and
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added as needed while each phase of the overall project is completed, to guarantee that each
identified standard is tested by utilizing the tools identified in the following section.
Tools and Techniques (PMBOK, 2013, pg. 232)
1. Cost-Benefit Analysis: The primary benefits of meeting quality requirements include
less rework, higher productivity, lower costs, increased stakeholder satisfaction, and
increased profitability. A cost-benefit analysis for each quality activity compares the cost
of the quality step to the expected benefit (PMBOK, 2013, pg. 235). 2. Cost of Quality (COQ): Cost of quality includes all costs incurred over the life of the
product by investment in preventing nonconformance to requirements, appraising the
product or service for conformance to requirements, and failing to meet requirements.
Failure costs are often categorized into internal and external. Failure costs are also called
cost of poor quality (PMBOK, 2013, pg. 235). 3. Seven Basic Quality Tools: The seven basic quality tools, also known as 7QC Tools, are
used within the context of the PDCA Cycle to solve quality-related problems (PMBOK,
2013, pg. 236). a. Cause-and-Effect Diagrams: Also known as fishbone diagrams, or Ishikawa
diagrams. The problem statement placed at the head of the fishbone is used as a
starting point to trace the problem’s source back to its actionable root cause.
Fishbone diagrams often prove useful in linking the undesirable effects seen as
special variation to the assignable cause upon which project teams should
implement corrective actions to eliminate the special variation detected in a
control chart (PMBOK, 2013, pg. 236).
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b. Flowcharts: Also referred to as process maps because they display the sequence
of steps and branching possibilities that exist for a process that transforms one or
more inputs into one or more outputs. Flowcharts show the activities, decision
points, branching loops, parallel paths, and the overall order of processing by
mapping the operational details of procedures that exist within a horizontal value
chain of a SIPOC model. Flowcharts are useful in understanding and estimating
the cost of quality in a process (PMBOK, 2013, pg. 236). c. Check sheets: Also known as tally sheets and may be used as a checklist when
gathering data. Check sheets are used to organize facts in a manner that will
facilitate the effective collection of useful data about a potential quality problem.
They are useful for gathering attributes data while performing inspections to
identify defects (PMBOK, 2013, pg. 237). d. Pareto Diagrams: Exist as a special form of vertical bar chart and are used to
identify the vital few sources that are responsible for causing most of a problem’s
effects. The categories shown on the horizontal axis exist as a valid probability
distribution that accounts for 100% of the possible observations (PMBOK, 2013,
pg. 237). e. Histograms: Histograms are a special form of bar chart and used to describe the
central tendency, dispersion, and shape of a statistical distribution. Unlike the
control chart, the histogram does not consider the influence of time on the
variation that exists within a distribution (PMBOK, 2013, pg. 238). f. Control Charts: used to determine whether a process is stable or has predictable
performance. Upper and lower specification limits are based on requirements of
the agreement. Control charts can be used to monitor various types of output
variables. Although used most frequently to track repetitive activities required for
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producing manufactured lots, controls charts may also be used to monitor cost and
schedule variances, volume, and frequency of scope changes, or other
management results to help determine if the project management processes are in
control (PMBOK, 2013, pg. 238). g. Scatter Diagrams: Plot ordered pairs (X, Y) and are sometimes called correlation
charts because the seek to explain a change in the dependent variable, Y, in
relationship to a change observed in the corresponding independent variable, x. 4. Benchmarking: Benchmarking involves comparing actual or planned project practices to
those of comparable projects to identify best practice, generate ideas for improvement,
and provide a basis for measuring performance (PMBOK, 2013, pg. 239). 5. Design of Experiments (DOE): Designs of experiments is a statistical method for
identifying which factors may influence specific variables of a products or process under
development or in production. DOE may be used during the Plan Quality Management
process to determine the number and type of tests and their impact on cost of quality
(PMBOK, 2013, pg. 239-240). 6. Statistical Sampling: Statistical sampling involves choosing part of a population of
interest for inspection. Sample frequency and sizes should be determined during the Plan
Quality Management process, so the cost of quality will include the number of tests, etc.
(PMBOK, 2013, pg. 240). 7. Additional Quality Planning Tools
a. Brainstorming: This technique is used to generate ideas (PMBOK, 2013, pg.
240). The goal of brainstorming is to obtain a comprehensive list of project risks.
The project team usually performs brainstorming, often with a multidisciplinary
set of experts who are not part of the team (PMBOK, 2013, pg. 324). b. Force Field Analysis: Diagrams of forces for and against change (PMBOK,
2013, pg.240).
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c. Nominal Group Technique: The technique is used to allow ideas to be
brainstormed in small groups and then reviewed by a larger group (PMBOK,
2013, pg. 240). d. Quality Management and Control Tools: These tools are used to link and
sequence the activities identified (PMBOK, 2013, pg. 240) i. Affinity Diagrams: The affinity diagram is like mind-mapping techniques
in that they are used to generate ideas that can be linked to form organized
patterns of thought about a problem, ii. Process Decision Program Charts (PDPC): Used to understand a goal in
relation to the steps for getting to the goal. The PDPC is useful as a
method for contingency planning because it aids teams in anticipating
intermediate steps that could derail achievement of the goal (PMBOK,
2013, pg. 245). iii. Interrelationship Digraphs: An adaptation of relationship diagrams. The
interrelationship digraphs provide a process for creative problem solving
in moderately complex scenarios that possess intertwined logical
relationships for up to 50 relevant items. The interrelationship digraph
may be developed from data generated in other tools such as the affinity
diagram, the tree diagram, or the fishbone diagram (PMBOK, 2013, pg.
245). iv. Tree Diagrams: Also known as systematic diagrams and may be used to
represent decomposition hierarchies such as the WBS, RBS (risk
breakdown structure), and OBS (organizational breakdown structure).
Tree diagrams are useful in visualizing the parent-to-child relationships in
any composition hierarchy that uses a systematic set of rules that define a
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nesting relationship. Tree diagrams can be depicted horizontally or
vertically (PMBOK, 2013, pg. 245). v. Prioritization Matrices: Identify the key issues and the suitable
alternatives to be prioritized as a set or decisions for implementation.
Criteria are prioritized and weighted before being applied to all available
alternative to obtain a mathematical score that ranks the options (PMBOK,
2013, pg. 246). vi. Activity Network Diagrams: Previously known as arrow diagrams. They
include both the AOA (activity on arrow) and, most commonly used, AON
(activity on node) formats of a network diagram. Activity network
diagrams are used with project scheduling methodologies such as program
evaluation and review techniques (PERT), critical path method (CPM),
and precedence diagramming method (PDM) (PMBOK, 2013, pg. 246). vii. Matrix Diagrams: A quality management and control tool used to
perform data analysis within the organizational structure created in the
matrix. The matrix diagram seeks to show the strength if relationships
between factors, causes, and objectives that exist between the row and
columns that form the matrix (PMBOK, 2013, pg. 246). 8. Meetings: Project team may hold planning meetings to develop the quality management
plan. Attendees at these meetings usually include the project manager, project sponsor,
selected team members, selected stake holders and anyone with responsibility for Project
Quality Management activities (PMBOK, 2013, pg. 241).
Project Contact Directory
Name Role Email Krystal Casey Project Sponsor kcasey9@umuc.edu Mamma Mia Project Customer mia@mammasbakery.com
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Nina Amuah Configuration Manager amuahnina@gmail.com Roy Morgan Editor royamorganiiii@gmail.com
Allison Simpson Research Manager anpesn269@comcast.net Colin Spaur Facilitator c.spaur@live.com
Wilford Tejada Documentation Manager wilfordtj@gmail.com Frezer Tesfay Deputy Team Leader iamfrezer@gmail.com
Changes in Project Documentation from Original
The changes from the original document include
- Updated Work Breakdown Structure with duration, dependencies, resources, and cost
estimates. - Risk Register with potential risks, likelihood, severity, mitigation strategies, contingency
plan, and recommendation for implementation. -
Appendices
Appendix A: Approval Sign Off Form
The signatures below indicate that the undersigned have reviewed the Mamma’s Bakery
IT System Project Plan and have formally voiced any applicable concerns to the PM. This
concurs that the Project Plan accurately represents the expectations and conditions that are
required for this project. They are committed to providing the required resources and are
unaware of undocumented conditions that prevent the success of this project (Department of
Veterans Affairs, n.d).
REVIEW DATE: _______________
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Signature: _________________________________________ Date: ___________________
Print Name: ________________________________________
Title/Role: _________________________________________
Signature: _________________________________________ Date: ___________________
Print Name: ________________________________________
Title/Role: _________________________________________
Signature: _________________________________________ Date: ___________________
Print Name: ________________________________________
Title/Role: _________________________________________
Signature: _________________________________________ Date: ___________________
Print Name: ________________________________________
Title/Role: _________________________________________
Appendix B: Document References
Project WBS –
Part 1
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Part 2:
Risk Register –
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IFSM 438 LUCKY 7s ITP - 5 Risk Register.xlsx
IFSM 438 Lucky 7s ITP - 4 MAMA MIA BAKERY WBS with Resources and Costs (4).mpp
Lucky7s_ITP-1-Proje ct Charter_v1.10 (1).doc
Resource Sheet
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References
Baker, E. (2010). Project management tools and techniques that work! A baker's dozen. Paper
presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square,
PA: Project Management Institute.
Department of Veterans Affair. (n.d). Project Management Plan. Retrieved from
https:// www,va,gov/PROPATH/artifact_library/project_management_plan_template.docx
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