ahmed pmtools

7/31/2019 Ahmed PMTools

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(Project Management on Software Development-Client Server Application)

DONE BY

Ahmed Hamed Al-Noumani

Stud Reg ID: 2010357


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Project Management Methods & Tools (Assignment)Sales Order Processing System2

Table of Contents

Sl

no:

Topic page

1. Introduction to Project Management3

2. Project description3

3. Project Stake Holders4

4. Project deliverables5

5. Project Objectives5-6

6. Project Success criteria6

7. Project Scope

78. Project Management Tools & Methods

8-20

9. Risk Analysis and Management20

10. Project Constraints22

11. Project Mile Stones23

12. Work Breakdown Structure (WBS)25

13. Project Deliverables27

14. Project Resource Plan29

15. Conclusion30

16. Bibliography & References30


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Order processing is a speedy operation involving multiple people, departments

and critical transactions. Rush orders need to be identified and expedited.

Complex orders may need to be routed to specialized staff. And your customers

want to know when their orders have been received, are in-process or are routed

for fulfillment. But the processes that support your sales orders such as

auditing and customer feedbackare often manual.

Project Stakeholders

Stakeholders are the people involved in or affected by project activities

Stakeholders include

the project sponsor and project team

support staff customers

users

suppliers

opponents to the project

Sponsors Name: Abdullah Bin Mohammed Al Mahruqi

Director, Concord System

Muscat, Oman

Project Manager: Fahad Moosa Al Batashi

[email protected]

(968) 98380237

Project Team Members: Name & Role

Javed M. - Documentation & Testing

Tim Johan - Documentation & Testing

Bader Al Sukry - Documentation & Financial Info

Ibrahim Al Busaidi- Project Lead & Programming


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Project Stakeholders:

Name Title/Role Responsibility

Abdullah Bin Mohammed Al Mahruqi - Project Sponsor

Hassan Juma Al Lawati- Supervisor Input Source

Ron Kerry - Maintenance Supervisor Input Source

Company Executives, Managers - General Users & End User

The Project Team Project Workers Plan/Execute Project.

Project Deliverables:

Project teamSystem Development

Project Charter

Work Breakdown Structure (WBS) draft

Scope Statement

First status report, with paper copies of the Project Charter and WBS

draft

Gantt Chart

Stakeholder Analysis

Project Objectives

Objectives of Order Processing System

Checks availability, and allocates inventory at entry time.

Performs on-line credit check.

Allows drop shipped orders, blanket orders, and can consolidate orders.

Supports distribution from multiple warehouse locations.

Allows selective and partial billing.

Provides automatic mass price change ability.

Prints Order Acknowledgments, Picking Tickets, and Invoices.


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Fills back orders; prints both back orders and order status reports by item

and/or by customer.

Handles prices and discounts through flexible user-defined codes based on

customer numbers, customer

Types, quantity ordered product categories, item numbers, and/or special

sale prices.

Accesses all features through convenient menus, but allows the expert user

to quickly move from any

Package/application directly to another, bypassing all menus.

Allows all reports to be displayed on the screen for immediate inquiry.

Success Criteria : Advantages of Sales Order Processing System:

It helps in faster order processing We can have better management of rush orders

There will be a reduced manual labor

We can have reduced cost per sales order

There will be an integration with your existing enterprise systems (eg: SAP)

It will be an auditable sales process

It is possible to have an automatic customer notifications during key phasesof processing

Customers satisfaction will be more.

Project management process

1) Agree precise specification for the project.

2) Plan the project - time, team, activities, resources, and financials.

3) Communicate the project plan to your project team.

4) Agree and delegate project actions.

5) Manage, motivate, inform, encourage and enable the project team.

6) Check, measure, review project progress; adjust project plans, and inform

the project team and others.

7) Complete project; review and report on project performance; give praise and

thanks to the project team.


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Scope

The core-idea of defining scope is to clearly describe and gain agreement on the

logical boundaries of your project. Scope statements are used to define what is

within the boundaries of the project and what is outside those boundaries. The

more aspects of scope you can identify, the better off your project will be. For eg: *

The major functionality that is in scope and out of scope (decision support, data

entry, management reporting).

The more aspects of scope you can identify, the better off your project will be. For

eg: The major functionality that is in scope and out of scope decision support.

The purpose of defining scope is to clearly describe and gain agreement on the

logical boundaries of your project. Scope statements are used to define what is

within the boundaries of the project.

In-Scope of the Order Processing Project

The project will deliver the following:

Provides automatic mass price change ability.

Checks availability, and allocates inventory at entry time.

Allows selective and partial billing.

Performs on-line credit check.Also, it will deliver the help manual, Back up Options etc.

Out-of-Scope of the Order Processing Project

The developed system will not prepare annual audit report, any graphical

analysis of Bill of Material (BOM).


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Project Management Tools & Methods

a) PERT

Complex projects require a series of activities, some of which must be performed

sequentially and others that can be performed in parallel with other activities.

This collection of series and parallel tasks can be modeled as a network.

In 1957 the Critical Path Method (CPM) was developed as a network model for

project management. CPM is a deterministic method that uses a fixed time

estimate for each activity. While CPM is easy to understand and use, it does not

consider the time variations that can have a great impact on the completion time

of a complex project.

The Program Evaluation and Review Technique (PERT) is a network model that

allows for randomness in activity completion times. PERT was developed in the

late 1950's for the U.S. Navy's Polaris project having thousands of contractors. It

has the potential to reduce both the time and cost required to complete a project.

The Network Diagram

In a project, an activity is a task that must be performed and an event is a

milestone marking the completion of one or more activities. Before an activity can

begin, all of its predecessor activities must be completed. Project network models

represent activities and milestones by arcs and nodes. PERT originally was an

activity on arc network, in which the activities are represented on the lines and

milestones on the nodes. Over time, some people began to use PERT as an

activity on node network. For this discussion, we will use the original form ofactivity on arc.

The PERT chart may have multiple pages with many sub-tasks. The following is a

very simple example of a PERT diagram:


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PERT Chart

The milestones generally are numbered so that the ending node of an activity has

a higher number than the beginning node. Incrementing the numbers by 10

allows for new ones to be inserted without modifying the numbering of the entire

diagram. The activities in the above diagram are labeled with letters along with

the expected time required to complete the activity.

Steps in the PERT Planning Process

PERT planning involves the following steps:

1. Identify the specific activities and milestones.

2. Determine the proper sequence of the activities.

3. Construct a network diagram.4. Estimate the time required for each activity.

5. Determine the critical path.

6. Update the PERT chart as the project progresses.

1. Identify Activities and Milestones

The activities are the tasks required to complete the project. The milestones are

the events marking the beginning and end of one or more activities. It is helpful

to list the tasks in a table that in later steps can be expanded to include

information on sequence and duration.

2. Determine Activity Sequence


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This step may be combined with the activity identification step since the activity

sequence is evident for some tasks. Other tasks may require more analysis to

determine the exact order in which they must be performed.

3. Construct the Network Diagram

Using the activity sequence information, a network diagram can be drawn

showing the sequence of the serial and parallel activities. For the original activity-

on-arc model, the activities are depicted by arrowed lines and milestones are

depicted by circles or "bubbles".

If done manually, several drafts may be required to correctly portray the

relationships among activities. Software packages simplify this step byautomatically converting tabular activity information into a network diagram.

4. Estimate Activity Times

Weeks are a commonly used unit of time for activity completion, but any

consistent unit of time can be used.

A distinguishing feature of PERT is its ability to deal with uncertainty in activity

completion times. For each activity, the model usually includes three time

estimates:

Optimistic time - generally the shortest time in which the activity can be

completed. It is common practice to specify optimistic times to be three

standard deviations from the mean so that there is approximately a 1%

chance that the activity will be completed within the optimistic time.

Most likely time - the completion time having the highest probability. Note

that this time is different from the expected time.

Pessimistic time - the longest time that an activity might require. Three

standard deviations from the mean is commonly used for the pessimistic


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time.

PERT assumes a beta probability distribution for the time estimates. For a beta

distribution, the expected time for each activity can be approximated using the

following weighted average:

Expected time = ( Optimistic + 4 x Most likely + Pessimistic ) / 6

This expected time may be displayed on the network diagram.

To calculate the variance for each activity completion time, if three standard

deviation times were selected for the optimistic and pessimistic times, then there

are six standard deviations between them, so the variance is given by:

[ ( Pessimistic - Optimistic ) / 6 ]2

5. Determine the Critical Path

The critical path is determined by adding the times for the activities in each

sequence and determining the longest path in the project. The critical path

determines the total calendar time required for the project. If activities outside the

critical path speed up or slow down (within limits), the total project time does not

change. The amount of time that a non-critical path activity can be delayed

without delaying the project is referred to as slack time.

If the critical path is not immediately obvious, it may be helpful to determine the

following four quantities for each activity:

ES - Earliest Start time

EF - Earliest Finish time

LS - Latest Start time

LF - Latest Finish time


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These times are calculated using the expected time for the relevant activities. The

earliest start and finish times of each activity are determined by working forward

through the network and determining the earliest time at which an activity can

start and finish considering its predecessor activities. The latest start and finish

times are the latest times that an activity can start and finish without delaying

the project. LS and LF are found by working backward through the network. The

difference in the latest and earliest finish of each activity is that activity's slack.

The critical path then is the path through the network in which none of the

activities have slack.

The variance in the project completion time can be calculated by summing the

variances in the completion times of the activities in the critical path. Given this

variance, one can calculate the probability that the project will be completed by a

certain date assuming a normal probability distrib ution for the critical path. The

normal distribution assumption holds if the number of activities in the path is

large enough for the central limit theorem to be applied.

Since the critical path determines the completion date of the project, the project

can be accelerated by adding the resources required to decrease the time for the

activities in the critical path. Such a shortening of the project sometimes is

referred to asproject crashing.

6. Update as Project Progresses

Make adjustments in the PERT chart as the project progresses. As the project

unfolds, the estimated times can be replaced with actual times. In cases where

there are delays, additional resources may be needed to stay on schedule and the

PERT chart may be modified to reflect the new situation.


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Benefits of PERT

PERT is useful because it provides the following information:

Expected project completion time.

Probability of completion before a specified date. The critical path activities that directly impact the completion time.

The activities that have slack time and that can lend resources to critical

path activities.

Activity start and end dates.

Limitations

The following are some of PERT's weaknesses:

The activity time estimates are somewhat subjective and depend on

judgement. In cases where there is little experience in performing an

activity, the numbers may be only a guess. In other cases, if the person or

group performing the activity estimates the time there may be bias in the

estimate.

Even if the activity times are well-estimated, PERT assumes a beta

distribution for these time estimates, but the actual distribution may be

different.

Even if the beta distribution assumption holds, PERT assumes that the

probability distribution of the project completion time is the same as the

that of the critical path. Because other paths can become the critical path if

their associated activities are delayed, PERT consistently underestimates

the expected project completion time.

The underestimation of the project completion time due to alternate paths

becoming critical is perhaps the most serious of these issues. To overcome this

limitation, Monte Carlo simulations can be performed on the network to eliminate


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this optimistic bias in the expected project completion time.

b)CPM - Critical Path Method

In 1957, DuPont developed a project management method designed to address

the challenge of shutting down chemical plants for maintenance and then

restarting the plants once the maintenance had been completed. Given the

complexity of the process, they developed the Critical Path Method (CPM) for

managing such projects.

CPM provides the following benefits:

Provides a graphical view of the project.

Predicts the time required to complete the project.

Shows which activities are critical to maintaining the schedule and which

are not.

CPM models the activities and events of a project as a network. Activities

are depicted as nodes on the network and events that signify the beginning

or ending of activities are depicted as arcs or lines between the nodes. The

following is an example of a CPM network diagram: CPM Diagram

Steps in CPM Project Planning

1. Specify the individual activities.

2. Determine the sequence of those activities.

3. Draw a network diagram.


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4. Estimate the completion time for each activity.

5. Identify the critical path (longest path through the network)

6. Update the CPM diagram as the project progresses.

1. Specify the Individual Activities

From the work breakdown structure, a listing can be made of all the activities in

the project. This listing can be used as the basis for adding sequence and

duration information in later steps.

2. Determine the Sequence of the Activities

Some activities are dependent on the completion of others. A listing of the

immediate predecessors of each activity is useful for constructing the CPM

network diagram.

3. Draw the Network Diagram

Once the activities and their sequencing have been defined, the CPM diagram can

be drawn. CPM originally was developed as an activity on node (AON) network,

but some project planners prefer to specify the activities on the arcs.

4. Estimate Activity Completion Time

The time required to complete each activity can be estimated using past

experience or the estimates of knowledgeable persons. CPM is a deterministic

model that does not take into account variation in the completion time, so only

one number is used for an activity's time estimate.

5. Identify the Critical Path

The critical path is the longest-duration path through the network. The

significance of the critical path is that the activities that lie on it cannot be


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delayed without delaying the project. Because of its impact on the entire project,

critical path analysis is an important aspect of project planning.

The critical path can be identified by determining the following four parameters

for each activity:

ES - earliest start time: the earliest time at which the activity can start

given that its precedent activities must be completed first.

EF - earliest finish time, equal to the earliest start time for the activity plus

the time required to complete the activity.

LF - latest finish time: the latest time at which the activity can be completed

without delaying the project.

LS - latest start time, equal to the latest finish time minus the time required

to complete the activity.

The slack timefor an activity is the time between its earliest and latest start time,

or between its earliest and latest finish time. Slack is the amount of time that an

activity can be delayed past its earliest start or earliest finish without delaying the

project. The critical path is the path through the project network in which none of

the activities have slack, that is, the path for which ES=LS and EF=LF for all

activities in the path. A delay in the critical path delays the project. Similarly, to

accelerate the project it is necessary to reduce the total time required for the

activities in the critical path.

6. Update CPM Diagram

As the project progresses, the actual task completion times will be known and the

network diagram can be updated to include this information. A new critical path

may emerge, and structural changes may be made in the network if project

requirements change.


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CPM Limitations

CPM was developed for complex but fairly routine projects with minimal

uncertainty in the project completion times. For less routine projects there is

more uncertainty in the completion times, and this uncertainty limits the

usefulness of the deterministic CPM model.

c) Gantt Chart

During the era of scientific management, Henry Gantt developed a tool for

displaying the progression of a project in the form of a specialized chart. An early

application was the tracking of the progress of ship building projects. Today,

Gantt's scheduling tool takes the form of a horizontal bar graph and is known asa Gantt chart, a basic sample of which is shown below:

Gantt Chart Format

Task Duration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1 2 mo.

2 2 mo.

3 2 mo.

4 2 mo.

5 2 mo.

6 2 mo.

The horizontal axis of the Gantt chart is a time scale, expressed either in absolute

time or in relative time referenced to the beginning of the project. The time

resolution depends on the project - the time unit typically is in weeks or months.

Rows of bars in the chart show the beginning and ending dates of the individual


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Gantt Chart - Order Processing System

0 2 4 6

Task-1

Task-2

Task-3

Task-4

Task-5

Task-6

Weeks

Tasks

Weeks

tasks in the project.

In the above example, each task is shown to begin when the task above it

completes. However, the bars may overlap in cases where a task can begin before

the completion of another, and there may be several tasks performed in parallel.

For such cases, the Gantt chart is quite useful for communicating the timing of

the various tasks. For larger projects, the tasks can be broken into subtasks

having their own Gantt charts to maintain readability.

Gantt Chart Enhancements

This basic version of the Gantt chart often is enhanced to communicate more

information.

A vertical marker can used to mark

the present point in time.

The progression of each activity

may be shown by shading the bar

as progress is made, allowing the

status of each activity to be knownwith just a glance.

Dependencies can be depicted

using link lines or color codes.

Resource allocation can be specified for each task.

Milestones can be shown.

Gantt Chart Role in Project Planning

For larger projects, a work breakdown structure would be developed to identify

the tasks before constructing a Gantt chart. For smaller projects, the Gantt chart

itself may used to identify the tasks.
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The strength of the Gantt chart is its ability to display the status of each activity

at a glance. While often generated using project management software, it is easy

to construct using a spreadsheet, and often appears in simple ascii formatting in

e-mails among managers.For sequencing and critical path analysis, network

models such as CPM or PERTare more powerful for dealing with dependencies

and project completion time. Even when network models are used, the Gantt

chart often is used as a reporting tool.

Network diagram

3wk 4wk

3wk 2wk 1wk

2wk 4wk 2wk

2wk

2wk 2wk

Development Methodology

In Royce's original waterfall model, the following phases are followed in order:

1. Requirements specification

2. Design

3. Construction (AKA

implementation or coding)

4. Integration

5.Testing and debugging (AKA

validation)

6. Installation

7. Maintenance

To follow the waterfall model, one proceeds from one phase to the next in a purely

sequential manner. For example, one first completes "requirements specification"

Task

Task

Task

Start

Task

Finish

Task

Task

2wk
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they set in stone the requirements of the software. When the requirements are

fully completed, one proceeds to design. The software in question is designed and

a "blueprint" is drawn for implementers (coders) to followthis design should be

a plan for implementing the requirements given. When the design is fully

completed, an implementation of that design is made by coders. Towards the later

stages of this implementation phase, disparate software components produced by

different teams are integrated. After the implementation and integration phases

are complete, the software product is tested and debugged; any faults introduced

in earlier phases are removed here. Then the software product is installed, and

later maintained to introduce new functionality and remove bugs.

Thus the waterfall model maintains that one should move to a phase only when

its preceding phase is completed and perfected. Phases of development in the

waterfall model are discrete, and there is no jumping back and forth or overlap

between them.

However, there are various modified waterfall models (including Royce's final

model) that may include slight or major variations upon this process.

The Waterfall model is widely used, including by such large software development

houses as those employed by the US Department of Defense and NASA and upon

many large government. Those who use such methods do not always formally

distinguish between the "pure" waterfall model and the various modified waterfall

models, so it can be difficult to discern exactly which models are being used to

what extent.

Risk Management and Risk Analysis

Risk management in this project should consist of a small portion of the teams

time and most should be easily taken care of. However, there will be risks that

are outside the scope of this project. Risks that could include the following: denial

of service attacks; system administrative service issues; hardware failures; power
http://en.wikipedia.org/wiki/Waterfall_model#Modified_waterfall_modelshttp://en.wikipedia.org/wiki/Department_of_Defensehttp://en.wikipedia.org/wiki/NASAhttp://en.wikipedia.org/wiki/NASAhttp://en.wikipedia.org/wiki/Department_of_Defensehttp://en.wikipedia.org/wiki/Waterfall_model#Modified_waterfall_models


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failures; and/or communication protocol interruptions.

The most recent type of risk in using an SQL based database is what in known as

SQL injection. This risk involves the act of passing SQL code into an application

that was not intended by the developer, allowing a hacker to store and execute

malicious SQL code they stored in the database. The best way to solve this is to

verify that each value entered for a field matches the specified data type in the

database table. This is accomplished by using functions already written into most

SQL servers.

Another risk of using this type of database is unauthorized access by a person or

persons. The best method of securing a database such as this, to prevent

unauthorized access, is to use a strong form of encryption on data being

transferred to and from the web interface and any other tier. However, in this

situation, all three tiers of the system will be hosted on the same machine, which

will help alleviate the issue of encrypting all data transmissions between the tiers.

A secondary risk is the issue of the database being inadvertently removed by the

system administrator or someone that has the same privileges of the

administrator. To solve this issue, we will implement an automated backup

system that will duplicate the entire system weekly, and the database portion

daily.

Any other risks that develop or are discovered as this project progresses will be

dealt with accordingly. Biggest in the project management is the resigning of a

team member. When one person leaves the project half a way, it takes all lot of

disturbance in the steady progress of the project as the new member takes few

days to settle down with the case study.

Risk Management Plan

Risk management is an important part of project management. Although often

overlooked, it is important to identify as many risks to your project as possible

and be prepared if something bad happens.


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Here are some examples of common project risks:

Time and cost estimates too optimistic

Customer review and feedback cycle too slow

Unexpected budget cuts

Unclear roles and responsibilities

Stakeholder input is not sought or their needs are not properly understood

Stakeholders changing requirements after the project has started

Stakeholders adding new requirements after the project has started

Poor communication resulting in misunderstandings, quality problems and

rework

Lack of resource commitment

Risks can be tracked using a simple risk log. Add each risk you have identified to

your risk log and write down what you will do in the event it occurs and what you

will do to prevent it from occurring. Review your risk log on a regular basis

adding new risks as they occur during the life of the project. Remember, when

risks are ignored they don't go away.

Project Constraints

The project triangle: seeing projects in terms of time, cost,

and scope.

You can visualize project work in many ways, but our

favorite is what's sometimes called the project

triangle (project triangle: The interrelationship of time, money, and scope. If you

adjust any one of these elements, the other two are affected. For example, if you

adjust the project plan to shorten the schedule, you might increase costs and

decrease scope.):
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Time

Limited time is the one constraint of any project with which we are all probably

most familiar. If you're working on a project right now, ask your team members

what the project deadline is. They might not know the project budget or the scope

of work in great detail, but chances are they all know the project deadline.

Here are some time constraints in our project:

a)The software system should be up and running before x-mas season

comes in the market

b)The sales staff should be given enough hands-on training

Cost

You might think of cost simply as dollars, but project cost has a broadermeaning: costs include all the resources required to carry out the project. Costs

include the people and equipment who do the work, the materials they use, and

all the other events and issues that require money or someone's attention in a

project.

Here are some cost constraints in our project:

We have signed a fixed-price contract to deliver an Sales order processingsoftware system to a client. If our costs exceed the agreed-upon price, our

customer might be sympathetic but probably won't be willing to renegotiate the

contract.

Mile Stones

A milestone is a point at which progress on the project may be assessed. Typically

a major turning point in the project.

EXAMPLES:

delivery of requirements spec;

delivery of alpha tested code.


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Project SchedulingThe projects plan was to work on the front end and the database processes

concurrently until September 15, 2011. Then we should have begun work on the

processing program, which was scheduled to be completed by September 22,

2011. Next came the system testing, which was scheduled to be completed by

September 30, 2011. The second milestone was due on October 1, 2011. We then

began working on the system documentation, and had that completed by

November 25, 2011.

Detailed Schedule indicating Mile Stones:

Process or Event Description Due Date and/orEvent Date Span

TimeSpan

(days orhours)

Weekly Team Meetings Every Thursday 10 Hours

Meetings with Project Sponsor Every Wednesday 10 Hours

Writing the Software Project Management

PlanAugust 25

th

September 10th t

15 Days

Milestone 1: Due September 1th 0 Days

Web Interface Design Process September 1st

September 5th

15 Days

Database Design Process (Should be done

concurrently with the Web Interface DesignProcess)

August 30th

September 11th

11 Days


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Processing Program Design and Code (Should bedone after both the Web Interface Design Processand Database Design Process are completed.)

September 15th

September

22nd

7 Days

Testing of the Overall System

September 23

rd

September

30th

7 Days

Milestone 2: Team Project analysis and designDue

October 1st 0 Days

System Documentation Process October 6th

November 25th

55Days

Software Team Project and Project Workbook Due November 26th 0 Days

The rest of the 48 days (ie; 14W x 7days = 98 days55 days = 43 days) can be

effectively used for the Beta testing and bug fixing. The formal training can also

be conducted during the time.

Work Breakdown Structure (WBS)

The WBS is a view into the project which shows what work the project

encompasses. It is a tool which helps to easily communicate the work and

processes involved to execute the project. The Project Manager and project team

use the WBS to develop the project schedule, resource requirements and costs.

There are many ways you can present the WBS for your project; this template

provides many of the most popular layouts from which you can choose.

Depending on where in the Project Plan you're putting the WBS a different layout

may be more suitable for us. For instance many Project Managers include a high

level WBS within the project plan, then a detailed version as an appendix to the

plan. You may find that you prefer one layout for a high level WBS and a

different one for a detailed WBS.


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The Work Breakdown Structure presented here represents all the work required

to complete this project.

TABULAR VIEW

The Tabular View is a nicely organized table view of the WBS. It is a good option

for organizations which prefer table formats.

Level 1 Level 2 Level 3

1. Sales

Order

Processing

System

1.1

Initiation

1.1.1 Evaluation & Recommendations

1.1.2 Develop Project Charter

1.1.3 Deliverable: Submit Project Charter

1.1.4 Project Sponsor Reviews Project Charter1.1.5 Project Charter Signed/Approved

1.2

Planning

1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team

1.2.3 Project Team Kickoff Meeting

1.2.4 Develop Project Plan

1.2.5 Submit Project Plan

1.2.6 Milestone-1: Project Plan Approval

1.3

Execution

1.3.1 Project Kickoff Meeting

1.3.2 Verify & Validate User Requirements

1.3.3 Design System

1.3.4 Procure Hardware/Software

1.3.5 Install Development System

1.3.6 Testing Phase

1.3.7 Install Live System

1.3.8 User Training

1.3.9 Milestone-2: Go Live


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ARTIFACT Yes / No

Issue Log Yes

Lessons Learned Yes

Maintenance & Support Plan Yes

Organizational Breakdown StructureYes

Performance / Scalability Test Plan No

Practices & Techniques Yes

Project Charter Yes

Project Management Plan Yes

Project Milestones Yes

Project Schedule Yes

Project Test Plan Yes

Quality Assurance Plan Yes

Regression Test Plan No

Risk Assessment / Profile Yes

Roles & Responsibilities No

Security Architecture Yes

Service level Agreements Yes

Software Deployment Plan Yes

Software Procurement List Yes

Software User Documentation Yes

Software Verification & Validation Plan Yes

Task Estimates Yes

Training Plan Yes

Work Breakdown Structure (WBS) Yes


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Gantt chart showing the WBS Distribution

Project Monitoring

The interim progress of the project should be frequently assessed by the project

manager for the smooth and successful completion of the project planned. The

Project manager has to motivate the team to stick to the project schedule so as to

achieve the same in time.

Project Resource Plan

Project Resource Information

For each of the resources needed on the project determine the following: (1.) Cost estimates for each resource, (2.) Availabilityof each resource, and (3.) Estimated quality and (4.) output of people and equipment resources.(Insert rows as needed.)

Resource Cost Estimate Availability Quality Output

Software OR. 2000 Yes Premium Good

Transport OR.500 Yes Standard Good

ProgrammerSalary

OR.3000 Yes Professional Good

Testers OR.1500 Yes Professional Good

24/08/11 03/09/11 13/09/11 23/09/11 03/10/11 13/10/11 23/10/11 02/11/11 12/11/11 22/11/11

1.1 Initiation

1.2 Planning

1.3 Execution

1.4 Control

1.5 Closeout


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ConclusionThese days, Project management skills are essential for project managers, and

any other managers who manage complex actions and tasks, because complex

tasks are crucial projects. Project management skills are essential for any

complex task, where different outcomes are possible, requiring planning and

assessing options, and organizing activities and resources to deliver the result.

Projects come in various shapes and categories, from the small and straight-

forward to extremely large and highly complex. Project management can be

correlated with many areas such as: plant and equipment, storage, distribution,

logistics, buildings and premises, staffing, people, products, services, materials,

production, IT and communications, and management, finance, administration,

acquisition, divestment, purchasing, sales, selling, marketing, human resources,

training, culture, customer service and relations, quality, health and safety, legal,

technical and scientific, new product development, new business development;

and in any combination of Project Implementation.

Bibliography

a) Duncan, William R. A guide to the project management body of knowledge.

2d ed. Upper Darby, PA: Project Management Institute, 1996.Afuah, Allan.

Internet Business Models and Strategies: text and Cases. Boston: Irwin/McGraw-

Hill (2001)

b) Lewis, James P. Fundamentals of project management. New York: American

Management Association(1995)

References

(i) http://www.webopedia.com

(ii) http://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.html

(iii) http://www.netmba.com/operations/project/cpm/
http://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.htmlhttp://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.html

ahmed pmtools

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