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Enterprise Project Management Tool Selection and Implementation Project

(WBS)

Sebastian Guevara

Mustafa Bokhary

Xiangling Yang

Jialin Zheng (Catherine)

Junze Li

Surbhi Ithape

Northeastern University

PJM 6005

Michael Madden

Project Overview

The Enterprise Project Management Tool Selection and Implementation (EPMTSI) project is a new project based on previous successful collaborations with TSG. The purpose of the project is to increase the productivity of TSG and the quality of project planning and execution by using more up-to-date and productive PM collaboration tools. The solution should provide TSG's senior managers with the ability to make informed decisions, and provide TSG managers and the TSG board with effective, accurate, and timely project progress information and indicator dashboards. This project provides an opportunity for Tim Inc. to not only consolidate our long-term and outstanding relationship with TSG, but also take it to the next level.

The project's approved budget is $ 650,000, plus an emergency reserve of $ 100,000, controlled by the project sponsor. The project should be fully implemented no later than 1/01/2022, approved and put into operation for widespread use by the enterprise. In addition, the project should complete the project scope statement and detailed plan by the first quarter of 2020 so that the board can approve the project plan integration by the summer of 2020.

WBS	Task Name
1	TSG Project Management Platform Project
1.1	Project Management
1.1.1	Initiation
1.1.1.1	Stakeholder Register
1.1.1.1.1	Develop Stakeholder list
1.1.1.1.2	Contact Key Stakeholders
1.1.1.1.3	Develop Stakeholder register
1.1.1.2	Project Charter
1.1.1.2.1	Review Business case
1.1.1.2.2	Hold first meeting
1.1.1.2.3	Develop Charter
1.1.2	Integrated Project Plan
1.1.2.1	Develop Scope Plan
1.1.2.2	Develop Schedule
1.1.2.3	Develop Budget
1.1.2.4	Develop Risk and Quality Plan
1.1.3	Controlling
1.1.3.1	Performance Documents
1.1.3.1.1	Performance Report
1.1.3.1.2	Project Issues Report
1.1.3.2	Change Control Processes
1.1.3.2.1	Define process
1.1.3.2.2	Develop document templates
1.1.4	Project Planning Complete
1.2	Solution Design
1.2.1	Tool Selection Process
1.2.1.1	Shortlist 4 Potential SW vendors
1.2.1.2	Finalize vendor based on functionality & Price
1.2.2	Project Management Software Tool Selection
1.2.3	Solution Features Layout Design
1.2.4	Dashboard Layout
1.2.5	Final Solution
1.2.6	Finalize Testing Criteria
1.2.7	System Design Complete
1.3	Execution of PM Tool
1.3.1	Project Kick Off Meeting
1.3.2	Verify Users Requirements
1.3.3	System Hardware & Software
1.3.4	Order Solution Hardware & Software
1.3.5	Receive Solution Hardware & Software
1.3.6	Installation of PM Tool Platform
1.3.7	Configure Solution
1.3.8	Integrated Testing of Solution
1.3.9	Execution of PM Tool Complete
1.4	Training
1.4.1	Training Prerequisites
1.4.1.1	Develop Operation Training Module
1.4.1.2	Develop Advanced Training Module
1.4.1.3	Identify Advanced Training Participants
1.4.1.4	Get Management Approval for Training Modules
1.4.2	Conduct Operational Training
1.4.3	Conduct Advanced Training
1.5	Change Management
1.5.1	Assess impact of new PM tool
1.5.2	Propose & Draft Change Management Strategy Initiative
1.6	Closeout
1.6.1	Project Acceptance
1.6.2	Finalize Documentation
1.6.3	Perform Project Audit
1.6.4	Announce Project Closure

WBSD

WBS Level	WBS Code	WBS Element Name	Description of Work	Deliverables	Committed Resources	Rom
0	1	TSG Project Management Platform Project	Project Name	Completion on Project Successfully	The Project Manager Stakeholders Project Team
1	1.1	Project Management	Start of the TSG Project Management	Software of PM and	Project manager Project Sponsor
	1.1.1	Initiation	Initiating the Project work	Business Case and Project Charter	Project Manager The Operation Manager
	1.1.1.1	Project Establishment	Start the process of the project	Project team on duty	Project Manager Project Team members
	1.1.1.2	Stakeholder Identification	Identifying stakeholder’s interest	Mark stakeholders’ interest	Project Manager Stakeholders
	1.1.1.3	Project Charter	Building the project charter	A reliable project charter	Project Manager Project team members

	1.1.1.3.1	Initiate meetings	Meet to identify the project charter	Fundamental of the project charter	Project manager Project sponsor Project team members
	1.1.1.3.2	Develop Charter and business case	Developing the first version of the project charter	First version of the project charter	Project manager Project sponsor Project team members
	1.1.2	Integrated Project Plan	Making the first version of project plan	Set up basic elements of the project plan	Project manager Project sponsor Project team members
	1.1.2.1	Develop Scope Plan	Scope Plan development	Developing the scope plan	Project manager Project team members
	1.1.2.2	Develop Schedule	Schedule set up	Setting up time limits	Project manager Project team members
	1.1.2.3	Develop Risk and Quality Plan	Risk and quality control	A plan to limit the risk and quality	Project manager Project team members
	1.1.2.4	Execution	Start the project	Be prepared to start the project	Project manager Project team members
	1.1.3	Executing all the planned tasks	Get the project into process	Start the project follow all plans	Project manager Project team members
	1.1.3.1	Carrying out meetings for software better execution	Optimize the execution process	New software for better execution	Project manager Project team members
	1.1.3.1.1	Control and Monitor	Keeping the project on the right track	The project process as planed	Project manager Project team members
	1.1.3.1.2	Performance Documents	Evaluation of the process performance	Keep the planed performance	Project manager Project team members
	1.1.3.2	Performance Report	Report the project performance so far	Noted the project processing status	Project manager Project team members
	1.1.3.2.1	Project Issues Report	Report issues that the occurred during processing the project	Clarifying the issue and have a solution	Project manager Project team members Project sponsor
	1.1.3.2.2	Change Control Processes	Optimized the control process	Gain a better performance	Project manager Project team members
	1.1.3.2.1	Define process	Define the process status of the project	Knowing the process status	Project manager Project team members
	1.1.3.2.2	Develop document templates	Developing templates for later usage	Some usable templates	Project manager Project team members
	1.1.4	Project Planning Complete	Finalized project plans	All project plans completed and ready to be followed	Project manager Project team members
2	1.2	Solution Design	Preparing solutions for accident	Reasonable solutions for accidents	Project manager Project team members
	1.2.1	Tool Selection Process	Select tool	Shortlist 4 Potential SW vendors	Project manager Project team members
	1.2.2	Finalize vendor based on functionality & Price	Finalize vendor	Vendor list	Project manager Project team members
	1.2.3	Project Management Software Tool Selection	Select Project Management Software Tool	Project Management Software Tool list	Project manager Project team members
	1.2.4	Solution Features Layout Design	Design Solution Features Layout	Solution Features Layout Draft	Project manager Project team members
	1.2.5	Dashboard Layout	Doing Dashboard Layout	Dashboard Layout File	Project manager Project team members
	1.2.6	Final Solution	Find Solutions	Solution list	Project manager Project team members
	1.2.7	Finalize Testing Criteria	Pick Finalize Testing Criteria	Finalize Testing Criteria	Project manager Project team members
	1.2.8	System Design Complete	Complete System Design	System Design Plan	Project manager Project team members
3	1.3	Execution of PM Tool	PM tool related things	PM tool list	Project manager Project team members
	1.3.1	Project Kick Off Meeting	Prepare Project Kick Off Meeting	Project Kick Off Meeting Plan	Project manager Project team members
	1.3.2	Verify Users Requirements	Verify Users Requirements	Requirements list	Project manager Project team members
	1.3.3	System Hardware & Software	Pick System Hardware & Software	Contract	Project manager Project team members
	1.3.4	Order Solution Hardware & Software	Order Solution Hardware & Software	Contract	Project manager Project team members
	1.3.5	Installation of PM Tool Platform	PM Tool Platform Installation	Installation contract	Project manager Project team members
	1.3.6	Configure Solution	Configure Solution	Solution list	Project manager Project team members
	1.3.7	Integrated Testing of Solution	Integrated solution test	Test report	Project manager Project team members
	1.3.8	Execution of PM Tool Complete	Complete PM tool execution	PM tool execution report	Project manager Project team members
4	1.4	Training	Doing training	Training plan	Project manager Project team members
	1.4.1	Training Prerequisites	Prepare training	Training Prerequisites list	Project manager Project team members
	1.4.1.1	Develop Operation Training Module	Develop Operation Training Module	Operation Training Module	Project manager Project team members
	1.4.1.2	Develop Advanced Training Module	Develop Advanced Training Module	Advanced Training Module	Project manager Project team members
	1.4.1.3	Identify Advanced Training Participants	Identify Advanced Training Participants	Training Participants list	Project manager Project team members
	1.4.1.4	Get Management Approval for Training Module	Get Management Approval for Training Module	Agreement file	Project manager Project team members
	1.4.2	Conduct Operational Training	Conduct Operational Training	Operational Training contract	Project manager Project team members
	1.4.3	Conduct Advanced Training	Conduct Advanced Training	Advanced Training contract	Project manager Project team members
5	1.5	Change Management	Management change requirements	Change Management Documents	Project manager Project team members
	1.5.1	Assess impact of new PM tool	Estimate new tool impact	Assessment report	Project manager Project team members
	1.5.2	Propose & Draft Change Management Strategy Initiative	Propose & Draft Change Management Strategy Initiative	Change Management Strategy Initiative	Project manager Project team members
6	1.6	Closure	Finish Project	Closure report	Project manager Project team members
	1.6.1	Project Acceptance	Get agreement	Signature file	Project manager Project team members
	1.6.2	Finalize Documentation	Collect document	Documents	Project manager Project team members
	1.6.3	Perform Project Audit	Project audit process	Project Audit Meeting	Project manager Project team members
	1.6.4	Announce Project Closure	Prepare project closure	Project Closure Statement	Project manager Project team members

COMMENT

100% Rule: The first thing to understand is that the purpose of WBS is to break down the project into the deliverables that it is intended to achieve. The deliverables are decomposed further into sub-deliverables and activities. The decomposed activities add up to include everything that was required to be achieved under the deliverable or sub-deliverable, and those deliverables add up to include everything that was required to be done in the project.

The Enterprise Project Management (PM) Tool Selection and Implementation Project is a major initiative of TestSmart Group (TSG), which is not only complex but also entails a full-fledged organizational change management strategy once implemented. Tim Inc. is fully aware of the customer’s expectations from this project and has, therefore, endeavored to create an exhaustive work breakdown structure using the 100% rule, so that it encompasses that all the agreed deliverables of the project, whether they are internal, external or interim, and nothing is left out in terms of works that is required to be completed under the project.

Starting from Project Management, right down to the closing phase of the project, each deliverable has been broken down into sub-deliverables or activities. The sub-deliverables have been further decomposed into smaller, independent and easy to manage work-packages. The 100% rule has been applied at every level of the WBS hierarchy such that the total work performed at the work package or activity level adds up to the relevant sub-deliverable and the sum of all sub-deliverables, in turn, adds up to the deliverable. The project deliverables, eventually, make up for the entire project.

Let us take the example of Project Management, in our WBS above. The project management is a level 2 deliverable which has been decomposed into 3, level 3 sub-deliverables, namely Initiating, Planning and Controlling using the parent child relationship. These 3 sub-deliverables have further been decomposed into level 4 and sometimes even level 5 activities so that each work package is at an appropriate level where it can be worked upon independently, with clearly defined resources and objectives. It can be seen that the sum of the work at the child level equals 100% of the work required to be delivered under the parent level.

Using the 100% rule, we have been able to ensure that the entire work required to be done under the project has been adequately addressed and no requirement has been overlooked. Similarly, it has also helped us to identify any duplication of work, or any out of scope activity that might have crept into the WBS. By implementing the 100% rule it is safe to assume that the project will and has taken into consideration all of the deliverables it will tackle. This is helpful in managing scope because it lets the stakeholders have a document to be able to refer to, with regards to expectations and what is in scope and out of scope. Everything included in the WBS is assumed to be a deliverable for the project. However, everything outside the WBS is considered out of scope. Therefore this document will help to keep the PM accountable for what is expected to be accomplished at the end of the project.

Reference

Business case retrieved from https://s3.us-east-1.amazonaws.com/blackboard.learn.xythos.prod/5a3148150d016/19001361?response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27PJM6005-Team%2520Project%2520Scenario-Master-2020%25281%2529.pdf&response-content-type=application%2Fpdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20200314T000925Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=AKIAIL7WQYDOOHAZJGWQ%2F20200314%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=4cc5b7443ac9e3a71239b7be04842189625c19cf4b25da5d090eaf1619652c07

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® Guide) —Sixth edition.