Implementation Phase

Project Name

Roth & Dennis Inc. Payroll Information System Development

Scope

To develop a new information system to automate the payroll transactions in a mid-size organization within 90 days and under $42,000. The proposed system will contain employees’ data and interface with the organization’s General Ledger system (GL). The new system will include information such as Employee ID, Employee Name (broken down into last name, first name), Employee SSN, Employee DOB, Employee Number of Dependents, Employee Title, Employee Grade, Employee Gross Salary, Tax Deducted, Employee Net Pay, Pay Interval, Cost Center, Payroll Account Number, etc.

Estimated Budget

On the project cost estimate spreadsheet, our team estimated a total cost of $41,826 to the customer. This cost is $174 lower than the max budget of $42,000. This will include a combination of two pricing methods: firm fixed pricing (FFP) and time and materials (T&M). The following assumptions were made while pricing this project:

- Internal labor rates include hourly and overtime rates. Averaged based on skill levels and departments.

- Non-labor costs include new materials. This may change based on the contract that is awarded.

- Reserves are calculated by taking 10% of the subtotal for the estimate. The reserves are included in the fees which are $4,268 ($42,680 x 0.1). With a % reduction to 8%, the difference between 10 % ($4,268) - 8% ($3,414.40) = $853.60. This keeps the total cost below the target budget of $42,000.

The proposed system total financial benefits exceed the total costs by $65,000 a year over the next five years.

Project Duration

The project with be initiated on April 1st and will run for 88 days concurrently. According to the network diagram, following the critical path, and crashing activities 3, 4, 5, 6, 9, 10, 11, 12, 13, and 14 the project will end 2 days short of the max duration of 90 days.

The project with be initiated on April 1st and will run for 88 days concurrently. According to the network diagram, following the critical path, and crashing activities 3, 4, 5, 6, 9, 10, 11, 12, 13, and 14 the project will end 2 days short of the max duration of 90 days

Work Breakdown Structure (WBS) for the

Roth & Dennis Inc. Payroll Information System Development

1. Initiating

1.1 Project Charter

1.2 Project kick-off meeting

1.3 Preliminary scope statement

2. Planning

2.1 System Request

2.2 Project Integration management

2.2.1 Team contract

2.2.2 Project management plan

2.3 Project scope management

2.3.1 Scope statement

2.3.2 WBS

2.3.3 WBS dictionary

2.4 Project time management

2.5 Project cost management

2.6 Project quality management

2.7 Project human resource management

2.7.1 Collect Employee Data

2.7.2 Collect Feedback on Current System

2.8 Project communications management

2.9 Project risk management

2.10 Schedule walk through of organization.

2.10.1 Create CAD drawing of layout with desired equipment placement.

2.10.2 Distribute to all parties and discuss at planning meetings.

2.11 Hold regular planning meetings.

2.12 Once IS upgrade schedule is complete, email to all necessary parties.

2.13 Set up vendors for material.

3. Executing

3.1. Design New IS

3.1.1 Organizing Data

3.1.2 Information Disseminated to Project Team

3.1.3 Collation of Potential Flaws

3.1.4 Develop Physical Data Flow Diagram

3.1.5 File, Hardware, Software Specifications

3.1.6 Interface Design

3.1.7 Build Use Cases

3.1.8 Develop Prototype

3.2. Acquire Materials

3.2.1 Purchase Materials

3.2.2 Track Material Inventory Program

3.3. Install New Hardware

3.3.1 Install New Hardware

3.3.2 Remove Old Hardware

3.4. Upgrade Software

3.4.1. Update Software for Compatibility

3.5. Install New IS

4. Monitoring and Testing

4.1. Run test

5. Training

5.1. Train HR Department

6. Maintenance

6.1 Maintain & Service System

7. Closing

7.1.1. Stakeholder Close Out Meeting

7.1.2. Hand System Over To Client

7.1.3. Admin Work – Final Billings, Paperwork, Transfers

7.1.4. Lessons Learned Report

Project Organization: CEN-CONSTRUCT

Project Manager - Wei Jia Poh

Assistant PM – Michael Bentley

Project Team Lead – Ashley Orvis

Project Team – Richard Alicea and Jose Cambrelen

Project Sponsor – Professor Reza Rahdar

Human Resources/Administrative: Closing project.

A strong project closure plan involves hosting a final review meeting where stakeholders can “review progress, provide feedback, and formally acknowledge that (the project) is put to rest (Brown & Hyer, 2010, pgs. 339-340). The customer must identify that the project is accepted or that there are unresolved issues (Brown & Hyer, 2010, p. 341). Human resources are required to complete a smooth transition after a project completion: performance evaluation, redeployment, and reward and recognition (Brown & Hyer, 2010, p. 341). Performance evaluations involve carefully rating individuals on their contributions to the project. Redeployment involves transferring employees to other projects (Brown & Hyer, 2010, p. 342). Administrative dimensions include financial closure, finalizing project files, and other administrative functions (Brown & Hyer, 2010, p. 343). Financial closure consists of final billing, and closing billing codes (Brown & Hyer, 2010, p. 343). Additionally, administrative duties that should be completed are closing temporary facilities, closing contracts, disposing of remaining material, and closing websites, discussion boards, or subcontractor access to systems (Brown & Hyer, 2010, p. 343).

Material Resources

Setting up vendors with credit line or frequent customer file, requesting multiple quotes on large equipment purchases, ordering materials, tracking materials through the inventory control program, issuing and receiving material, storing material in an organized warehouse or module storage facility at job location, setting up reorder points, and distributing left over material.

Risk Statement

This project is at risk of not meeting the time or budget constraint. Even with crashing specific activities along the critical path, the project is at risk of staying under time at 90 days if testing proves errors within the system. While fixed-price contracts enable us to benefit from performance improvements, cost reductions and efficiencies, they also subject us to the risk of reduced margins or incurring losses if we are unable to achieve estimated costs and revenues.

References to Other Project Planning Documents

System Request, Feasibility Study

Appendix

Table 1

References

Brown, K., & Hyer, N. (2010). Managing projects: A team-based approach with student

CD. New York, NY: McGraw-Hill/Irwin.

Dennis, A; Wixom, B; & Roth, R. (2015). Systems analysis and design (6th ed.). Wiley