Project cap 4

Program management will also provide for the sharing of resources between projects within a program (Harrin, 2016). When projects are managed individually, project managers may fight over resources that could be shared between multiple projects. For example, in our organization our logistics department should be a shared resource but if managed individually one project manager may believe their project is most important and will monopolize the use of the logistics personnel. When managed as a program, the program manager will look at each project and determine the best method for the sharing of resources. The program manager can implement priorities for each project, so that the most important or time pressed projects can utilize the resource first. Using shared resources that have been prioritized, the program manager can ensure that the projects that have the largest effect on the strategic goals of the organization are completed first (Harrin, 2016).

A third benefit of program management is that it can save money for the organization (Rongala, 2015). By using shared resources, knowledge, and lessons learned, projects can create a larger profit. For example, in our organization we have one project that involves the construction of an industrial warehouse and another project that involves the construction of an industrial shipping and receiving facility. Both projects are similar in nature and could benefit from the use of shared knowledge and lessons learned. As the warehouse project proceeds, knowledge such as building codes and permit procedures are learned. Once the shipping and receiving project gets underway it would be beneficial and time saving to utilize that same knowledge on that project instead of relearning it from scratch. This will save our organization money by having to spend less time, and wages, to figure out how to accomplish these tasks.

The two projects that make up the S & P Program are software installation projects that will assist our program management office reach the strategic goals set forth by upper management. The first project, the implementation of NetSuite OpenAir, will assist with the management of both individual projects and programs. The second project, the implementation of KPI Fire, will assist with reaching our organizations strategic goals. This software will provide applications for key performance indicators, budgeting, forecasting, strategic planning, and idea management. It allows employees throughout the organization to submit ideas for strategic improvements or goals and allows management to prioritize those ideas for use in the organization (KPI Fire, n.d.).

Combining these two projects into the S & P Program will provide numerous benefits. The top benefit to this program will be the sharing of resources between both projects. Since our organization only has one information technology department, it will be a shared resource between both projects. The PMO can prioritize the use of the IT department to quickly achieve the strategic goals that are associated with this program. For example, the IT department will be responsible for user training on each software suite. Instead of having two separate classes to teach the users each software suite, they can be combined into one class that may take less time and planning. Certain users and offices can also be placed higher on the priority list to receive software installations and training so that they can begin using the software as early as possible. This would include users such as the PMO office and senior leadership. The long-term effect of properly sharing resources between these two projects will be money saved for the organization. If resources are correctly shared, each project can be finished faster than if each were completed as stand-alone projects. Finishing the projects faster will result in both software suites being used earlier, which will increase profits for the organization. In addition to the sharing of resources and cost savings, the program manager will be able to objectively compare both projects in real time to determine if any changes need to occur in order to reach the strategic goals of Colorado Builders.

Individual Project 3

PPM Software Tool Installation for Colorado Builders

Joshua Johnson

7/24/2019

Abstract and Executive Summary

Colorado Builders is beginning a project to implement a new project portfolio management software program. Having a proper project portfolio management software tool will transform our approach to program and project management and will help to grow our business by ensuring that we choose the right projects for the right reasons. The software tool that has been chosen for our organization is NetSuite OpenAir. This project portfolio management software supports all stages of the project management life cycle with applications to manage projects, resources, expenses, and timesheets. This project plan will discuss the tasks associated with this project through a depiction of the work breakdown structure and network diagram, the project schedule, the project budget, the change management plan, the risk management plan, the quality management plan, the procurement management plan, and the stakeholder management plan of this project.

Work Breakdown Structure

1 PROJECT PORTFOLIO MANAGEMENT SOFTWARE TOOL IMPLEMENTATION

1.1 PROJECT MANAGEMENT TASKS

1.1.1 Initiation Phase Planning

1.1.1.1 Develop project charter

1.1.1.2 Identify stakeholders

1.1.1.3 Initiation complete

1.1.2 Project Planning

1.1.2.1 Create scope

1.1.2.2 Gather requirements

1.1.2.3 Create WBS and schedule

1.1.2.4 Costs and budget

1.1.2.5 Create quality management plan

1.1.2.6 Create risk management plan and risk analysis

1.1.2.7 Create communications plan

1.1.2.8 Planning complete

1.2 SOFTWARE INSTALLATION

1.2.1 IT department installation

1.2.2 Software testing and validation on IT department machines

1.2.3 PMO Office installation

1.2.4 Senior Management installation

1.2.5 Senior Management Admin installation

1.2.6 Human Resources installation

1.2.7 Accounting department installation

1.2.8 Operations department installation

1.2.9 Engineering department installation

1.2.10 Research and Development installation

1.2.11 Marketing department installation

1.2.12 Purchasing department installation

1.2.13 Quality Assurance department installation

1.2.14 Production department installation

1.2.15 Customer Service department installation

1.2.16 Sales department installation

1.2.17 Security department installation

1.2.18 Contracting department installation

1.2.19 Logistics department installation

1.2.20 Warehouse installation

1.2.21 Integration department installation

1.2.22 New Hire Training department installation

1.2.23 Construction department installation

1.2.24 Software testing of all departments

1.2.25 Installation and testing complete

1.3 USER SOFTWARE TRAINING

1.3.1 PMO training

1.3.2 Senior Management training

1.3.3 Admin training

1.3.4 HR training

1.3.5 Accounting training

1.3.6 Operations training

1.3.7 Engineering training

1.3.8 R & D training

1.3.9 Marketing training

1.3.10 Purchasing training

1.3.11 Quality Assurance training

1.3.12 Production training

1.3.13 Customer Service training

1.3.14 Sales training

1.3.15 Security training

1.3.16 Contracting training

1.3.17 Logistics training

1.3.18 Warehouse personnel training

1.3.19 Integration training

1.3.20 New Hire Training department training

1.3.21 Construction department training

1.3.22 All training complete

1.4 SOFTWARE GOES LIVE

Network Diagram

Below is the Microsoft Project network diagram for this project. The critical path is shown in red.

Schedule

Below is the schedule for this project with task names, durations, start and finish dates, and resources assigned. Due to the layout of Microsoft Project, not all assigned resources are showing in these screenshots. For example, for task 1.1.2.2 Gather Requirements, the assigned resources are the entire project team, but the software only displays the first resource of Project Manager.

Budget

This is an internal project, so there are no external customers to pay for services provided. The costs of this project will consist of the project teams’ salaries, the users’ salaries during training, and the monthly subscription cost of the software during the implementation period.

1. Change Control Process

a. The following process will be followed if a change to this project is required:

ii. The Project Manager will review the proposed change and determine whether to proceed with the request (Deploy Opex, 2018).

iii. Both the Project Manager and Project Sponsor (Change Control Board) will review the CRF together and approve it for further investigation or rejection. If the investigation is approved, the Project Manager will sign the CRF, which will allow for the investigation to be funded. The investigation will determine the effect that the implementation of the CRF will have on project price, schedule, and scope of the project (Deploy Opex, 2018).

iv. Once the investigation is complete, the Project Manager and Project Sponsor will review the impact of the proposed change and, if mutually agreed, a Change Authorization will be executed (Deploy Opex, 2018).

v. A written Change Authorization and/or CRF must be signed by both parties to authorize implementation of the investigated changes (Deploy Opex, 2018).

2. Sample Project Change Request Form

Project Change Request Form

Risk Management Plan

The high-level categories in which risks can occur on this project are:

1. Hardware failures

2. Staffing issues

3. Budget issues

4. Software failures

5. Insufficient training

Explanation of Risks:

2. Employees on the project team (IT personnel, project manager) could potentially have unplanned absences from work.

3. Budget issues could arise if the project is delayed for any reason, or if hardware or software require replacement.

4. If any of the software installations fail for any reason during installation, further investigation will be needed to determine the root cause before proceeding with the installation.

5. IT personnel who are responsible for providing user training must be subject matter experts on the use of all aspects on the software, and users must try to learn their applicable parts of the software. Should any of this not happen it could result in retraining.

Risk Register:

Risk Analysis:

Probability interpretation: 5 is the highest probability, and 1 is the lowest probability.

Risk Owners:

1. Hardware failure: Project team (IT department)

2. Staffing issues: Project manager

3. Budget issues: Project manager and Project Sponsor

4. Software failure: Project team (IT department)

5. Insufficient training: Project team (IT department)

Risk Response Plan

Quality Management Plan

Plan Quality Management:

Quality for this project will be planned using expert judgement of the Project team from the IT department, benchmarking, and cost benefit analysis. Expert judgement of the IT department will provide experience in the area of software installation and training. Benchmarking will allow the Project team to compare this project to similar projects to determine the best course of action for ensuring quality is consistent across the entire project. Cost benefit analysis will help determine if the quality efforts of this project are worth the price. Other quality management tools that may be used on this project are interviews, brainstorming, or cost of quality analysis (PMI, 2013). It is recommended that our organization takes a hard look at implementing an effective quality management system such as ISO 9000, Kanban, or Six Sigma.

Manage Quality:

If a root cause analysis must occur due to hardware or software failures, a cause and effect, or fishbone, diagram will be utilized. Below is an example of a fishbone diagram. Other quality management tools that may be used during the manage quality process include process analysis, flowcharts, and scatter diagrams (PMI, 2013).

Control Quality:

During the control quality process, a checklist will be used to track quality. Below is an example of the checklist that may be used. Other quality management tools that may be used during the control quality process are statistical sampling, performance reviews, and surveys (PMI, 2013).

Procurement Management Plan

Plan Procurement Management:

The plan procurement management process is when decisions are made regarding whether to use internal resources or to outsource for a project, and then determining potential sellers if outsourcing is chosen as the preferred method (PMI, 2013). The type of software that is being implemented in this project has already been chosen by senior management, so the plan procurement management process only needs to determine whether to use internal resources for software installation and training or to outsource those services to an external customer.

Statement of Work

1. Project Scope: Install NetSuite OpenAir software on 200 computers and provide training to each user in the organization.

2. Deliverables: 200 fully functioning software suites and 200 adequately trained users.

3. Period of Performance: September 2, 2019 through April 7, 2020.

4. Project Manager: Joshua Johnson

5. Physical Location: Colorado Builders headquarters, 123 Powers Boulevard, Colorado Springs, Colorado.

6. Supplies and Equipment: Vendor will utilize the computers and network that are already in place.

7. Payment Rate: Flat fee of $211,000.

8. Payment Terms: Vendor will invoice Colorado Builders monthly.

Source Selection Criteria:

Rating Scale:

1 = Low probability of meeting the criteria

3 = High probability of meeting the criteria

Make or Buy Analysis:

A make or buy analysis can help determine whether to use internal resources for a project or to outsource those services. When making this analysis it is important to consider if your internal resources are skilled enough to complete the project, which option is most cost effective, and do the internal resources have the available time to complete the project. For this project I have used the source selection criteria matrix to determine that the best option is to keep the software installation and training in house. This option is the most cost effective and provides full control of the project to the organization.

Conduct Procurements:

The conduct procurement process is when sellers provide responses to request for proposals, a seller is selected, and a contract is created (PMI, 2013). Since it was determined during the make or buy analysis that internal resources will be used for this project, there will be no proposals, vendor selection, or contracts associated with this project.

Control Procurements:

The control procurements process involves maintaining vendor relationships, monitoring the contract, making changes to the contract, and closing out the contract when the project is complete (PMI, 2013). During this process the change control plan will be used if there is a necessary change to the project. Some techniques that can be used to monitor the contract are performance reviews, audits, and trend analysis (PMI, 2013).

Stakeholder Management Plan

This is the process of identifying personnel who have a vested interest in the project, assessing their interest levels, and planning engagement. Using the below power/interest grid, you can determine how to interact with the various stakeholders.

(Mendelow, 1981)

Stakeholder Identification:

Stakeholder Assessment Engagement Matrix:

The stakeholder assessment engagement matrix analyzes the current level of stakeholder engagement compared to the desired level of engagement (PMI, 2013).

Key:

C = Current level of engagement

D = Desired level of engagement

References

Deploy Opex. (2018). Statement of Work Template. Retrieved July 22, 2019, from

https://lsc.deployopex.com/templates/

Mendelow, A.L. (1981). 'Environmental Scanning - The Impact of the Stakeholder Concept,'

Image, ICIS 1981 Proceedings, 20. Retrieved July 24, 2019, from

https://www.mindtools.com/pages/article/newPPM_07.htm

Project Management Institute, A Guide to the Project Management Body of Knowledge,

(PMBOK® Guide), Fifth Edition, Project Management Institute, Inc. 2013. Retrieved

July 20, 2019 from https://ebooksbvd.my-education

connection.com/read/9781628253900bvd/copyright_xhtml