atifa capstone final report first draft. (1)

Project Charter

PROJECT

CHARTER

Instructor Name: Teresa Kucheran Date: May 29th 2015

Student Name: Atifa Mahmoodi

Project Charter

pg. 1

Project Name Major Project

Project Purpose The purpose of this unique project is to conduct an audit on a completed project by my sponsor (Jane

Taylor). The audit will apply the 10 knowledge areas from PMBOK, (Project Management Body of

knowledge) and compare to the project management practices that are used by my sponsor to complete

her project (P&G Sampling Offer - Elle Beauty Box). I as a project manager is going to examine the

practices applied by Jane and make some evaluation and recommendations about what she could do

different on her upcoming projects.

Critical Success Factors 1. Understanding the purpose of the project completed by the sponsor: this factor will contribute

delivering the project deliverable as required and will be achieved by having clear and accurate

scope statement from the sponsor and other documents

2. Project sponsor having clear and concise answers to my questions based on each of 10 knowledge

areas. This will be achieved by sending meeting agendas in advance to the sponsor so she will

have enough time to prepare for the interview or even review the documents related to her

project if needed.

3. Project documents: Communication plans, Schedule of the Major project.

Constraints 1. Program Manager not available in class after May 25th 2015: will be reduced by booking

appointments in advanced

2. Project Manager handling 6 project a week: will be controlled by having well organized time

management plans

3. Sponsor not responding to communication on time: this will be limited by sending

communication plan to the sponsor and arranging meeting in advance.

Assumptions 1. Scope: It’s assumed that the scope of the project will remain as initially provided and no changes

requested by the Program Manager (Teresa Kucheran).

Description of Sponsor’s Project Elle Canada P&G Beauty Box Sample program with 8 products/coupons, Registration Page, Sub-channel

Page with Reviews and Social Media Aggregator, e-Pushes, Cobrand Ad Units and other traffic drivers.

Project Charter

pg. 2

Project Purpose Deliver 1 million impressions, generate 400 product reviews

Start Date: October 5th 2012

End Date: June 1st 2014

Sponsor Contact Information Sponsor: Jane Taylor

Email: [email protected]

Cell: +1 416-809-5263

LinkedIn: https://www.linkedin.com/in/janetaylorpmp

Sponsor Sign off

Sponsor Signature

______________________

Date

______________________

https://www.linkedin.com/in/janetaylorpmp

Project Charter

pg. 3

Sponsor Letter of Consent

Project Charter

pg. 4

Ethics Research Certificate

PMPG 5503 FINAL

AUDIT REPORT

Instructor Name: Teresa Kucheran Date: Friday 3rd July 2015 6:00PM

Atifa Mahmoodi PMPG 5503 Capstone Research Project

1 | P a g e

Contents 1. Executive Summary ............................................................................................................................... 2

I. Objectives of this report ................................................................................................................... 2

II. Purpose of Sponsor Project .............................................................................................................. 2

III. Audit Approach Results ................................................................................................................. 2

IV. Key Findings .................................................................................................................................. 2

V. Key Recommendations ..................................................................................................................... 2

2. Audit Results ......................................................................................................................................... 5

2.1. Project Integration Management ................................................................................................. 5

3.2 Project Scope Management .......................................................................................................... 7

3.3 Project Time Management ........................................................................................................... 8

3.4 Project Cost Management ............................................................................................................ 9

3.5 Project Quality Management ...................................................................................................... 10

3.6 Project Human Resource Management ...................................................................................... 11

3.7 Project Communications Management ...................................................................................... 12

3.8 Project Risk Management ........................................................................................................... 13

3.9 Project Procurement Management ............................................................................................ 15

3.10 Project Stakeholder Management .............................................................................................. 16

Appendix ..................................................................................................................................................... 17

A.1 Audit Questions and Responses ....................................................................................................... 17

Over all Quantitative Result ...................................................................................................................... 0

A.2 Original notes ....................................................................................... Error! Bookmark not defined.

Meeting Agenda & minutes #1: ............................................................................................................ 0

Meeting Agenda & minutes #2 ............................................................................................................. 1

References .................................................................................................................................................... 1

2 | P a g e

1. Executive Summary

I. Objectives of this report

The purpose of this collaborative project was to conduct an audit on a completed project managed by

my sponsor (Jane Taylor). The audit in nature was both qualitative and quantitative. Where the sponsor

was interviewed by open ended questions and applied the 10 knowledge areas and the 47 processes

from PMBOK, (Project Management Body of knowledge) and compared to the project management

practices that were used by my sponsor to complete her project (P&G Sampling Offer - Elle Beauty Box).

As a project manager, I examined the practices applied by my sponsor and identified the gaps and

made some evaluation and recommendations about what she could do different on her upcoming

projects.

II. Purpose of Sponsor Project

The Purpose of the sponsor project was to attract 20,000 customers where Elle Canada P&G Beauty Box

Sample program with 8 products/coupons were send to those consumers who signed up online.

III. Audit Approach Results

The Project audit was conducted according to the project plan and schedule prepared prior to the

project commencement, except for the project meetings, as initially there were 10 meetings planned

for the execution of the project, however during the execution of the project 5 meeting took place one

per two knowledge area.

Qualitatively, on each of the 10 knowledge areas and its 47 processes open-ended questions were

asked from the sponsor on her completed project and her responses were noted, audited, and later

analyzed. In addition to the qualitative method, meeting agendas were also sent to the project sponsor

prior of the meeting which had a clear meeting aims (a few sample of the meeting agenda can be found

in the Appendix A.2 of this report).

Quantitative approach was used to determine percentage compliance where a scale of 0-2 was used if

the sponsor used no input and Tool & Technique from the PMBOK process that process is given 0=0%. If

the sponsor used one input and tools & technique from PMBOK process a point 1=50% is given. And if

the sponsor used two or all inputs and Tools & Technique from the PMBOK process a point of 2=100% is

given. Total % per knowledge area = sum % of all the process in the knowledge area/ # process in the

knowledge area. And the total Audit percentage result is = percentage sum of the 10 knowledge

areas/10.

IV. Key Findings

The overall quantitative finding is (80.8%) based on the 10 Knowledge areas and 47 processes.

Meaning the sponsor's current practices align 80.8% with PMBOK.

V. Key Recommendations Based on analysis and the findings of the project, sponsor is recommended to include all the secondary

plans such as stakeholder’s communication plan and human resources management plan in her project

general plan. Nonetheless, when acquiring resources for the project tools & techniques such as pre-

3 | P a g e

assignment and multi-criteria decision analysis will identify resources based on the need of her project.

In addition it’s recommended to use inputs and tools & techniques such as quality management plan,

quality metrics, quality control measurements, and quality audit process analysis to assure quality on

her future projects.

4 | P a g e

2. Sponsor Reaction

This thorough report evaluates all aspects of P&G’s Sampling Offer - Elle Beauty Box project. Elle Beauty

Box was a large, high-profile project which lasted for 1.5 years and generated over 1 million impressions

online. Print and digital components were integrated in collaboration with Elle Canada and Proctor &

Gamble; a cobranded initiative. It was a great exercise to go through 10 knowledge areas and the 47

processes with Atifa Mahmoodi. The organization (TC Media) is a leading provider of media and Interactive

marketing solutions in Canada, employing over 3,000 people. Our publication reaches most Canadian

consumers through a wide range of print and digital publishing products in French and English.

During my five meetings with the project manager Atifa, it gave me another good opportunity to review all

the lessons learned. One of the key recommendations is to use a stakeholder communication plan. Because

TC Media is a Quebec based public company, many departments function majority in French.

Communication was a barrier in many cases. A stakeholder communication plan in the future will definitely

be utilized. This is a good finding. In a matrix environment, each department has its own functional

manager and its processes/procedure. Although HR management plan and Quality Management plan

would be helpful, it’s impractical for a PM to take on this responsibility. For example, QA department has its

quality management plan includes quality metrics, quality control measurements, tools and techniques.

Project managers are not involved in the quality management plan. This type of plan stays within the

department and is enforced among the team member. In this case, the subsidiary plans will not be needed

and it will not be implemented by project managers. This is a great report. It was my honour to be

interviewed and to showcase my project.

Sponsor Contact Information

Sponsor: Jane Taylor, PMP

Email: [email protected]

Cell: +1 416-809-5263

LinkedIn: https: //www.linkedin.com/injanetaylorpmp

Sponsor Signoff

Date

July2nd, 2015

5 | P a g e

2. Audit Results

2.1. Project Integration Management

Description

The Project Integration Management knowledge area consist of processes and activities that classify,

combine, unify and coordinate the numerous processes and project management activities in the project

management process groups. As mentioned in the (PMI, 2013, p. 63). “Project Integration management

includes making choices about resource allocation, making trade-offs among competing objectives and

alternatives, and managing the interdependencies among the project management knowledge areas”. In

addition, According to (PMI, 2013, p. 63), the integration knowledge encompasses the following six

processes. 1. Develop Project Charter, 2. Develop Project Management Plan, 3. Direct and Manage Project

work, 4. Monitor and Control Project work, 5. Perform Integrated Change Control, and 6. Close Project or

Phase.

Sponsor`s Current Practice

The project sponsor had authorized project charter documents from her sponsor which was obtained by

the account manager from her project sponsor. The project sponsor had a project charter which contained

the aim and requirements of the project. Before developing a project plan the sponsor of the project meet

with the client, resources manager and vendors. And during the execution of the project sponsor had status

meetings updates, major milestones reports, and if there was any request for change it had to go through

the official change request process.

Findings

Areas of compliance

The sponsor had an average of a 91.7% compliance with project Integration Knowledge area which is the sum of the six processes. The project charter was developed and the sponsor used organizational processes assets, business case, and organizational process assets as her inputs and tools such as an expert judgment. Nonetheless; perform integrated change control had a formal process all the changes in her project had to go through a formal change and the documents has to be updated.

Gaps

The gap identified between the project sponsor practices and the PMBOK Project Integration Management

Process is that the project sponsor didn’t have any communication management plan for her stakeholders

in her project plan.

Quantitative Result

Develop Project charter, direct and manage project work, monitor and control project work, perform

integrated change control, and close project or phase had a 100% compliance to the PMBOK. However,

developed project management plan had 50% compliance to the PMBOK.

Recommendation

The project sponsor is recommended to include all the secondary plans such as stakeholder’s communication & management plan in her upcoming project plan. As it was mentioned by the sponsor that

6 | P a g e

her project team was diverse and multilingual and there was miscommunication therefore the stakeholder communication management plan will reduce that in future.

7 | P a g e

3.2 Project Scope Management

Description

According to, (PMI, 2013, p. 105) “The processes used to manage project scope, as well as the supporting

tools and techniques, can vary by project. The scope baseline for the project is the approved version of the

project scope statement, work breakdown structure (WBS), and its associated WBS dictionary. A baseline

can be changed only through formal change control procedures and is used as a basis for comparison while

performing Validate Scope and Control Scope processes as well as other controlling processes”. There are

six processes in the PMBOK in this knowledge area namely: Plan Scope Management, Collect Requirements,

Define Scope, Create WBS, Validate Scope, and Control Scope.


The scope of my sponsor project was defined based on the project requirements. The project requirements

were collected from the main stakeholders of the project where she had meetings with them to understand

their needs and expectations from the project. A detailed statement of work was used to decompose the

tasks into small and manageable work packages. To validate the scope of her project every time a

deliverable was accomplished, a formal authorization of the project sponsor and other stakeholders of high

interest were required. And when change requests were submitted, the project sponsor would send of a

feedback form to the client clearly demonstrating its effect on the project, if there was cost and time

associated with the change was accepted by her project sponsor she will then validate and updated scope.

Findings

Areas of compliance

The sponsor had an average of a 79.2% compliance with Project Scope Management Knowledge area which

is the sum of the six processes. When the project scope was planned, project management plan, project

charter and organizational process assessment and input were used and tools & techniques such as; expert

judgment and meetings to create scope management plan.

Gaps

Collect Requirements: limited tools and techniques were used to collect requirements, Define Scope: limited tools and techniques were used to collect requirements, Create Work Breakdown Structure: limited tools and techniques were used to collect requirements.

Quantitative Result

Quantitatively processes such as; plan scope management, validate scope and control scope had 100%

compliance, however the following Process (Collect Requirements, & Create WBS process has only 50%

alignment. And the Define scope process had 75% alignment to the PMBOK.

Recommendations

Upon, the gaps identified in the knowledge area the project sponsor is recommended to use various tools

and techniques to collect requirements on her upcoming projects. The sponsor may also pay attention

when defining her project scope tools such as an expert judgment, product analysis, and facilitated

workshops will help her minimizing scope creep.

8 | P a g e

3.3 Project Time Management

Description

As projects has a start and an end date, therefore tools and techniques are needed to manage the timely

completion of the project. Thus, the Project Time Management knowledge area provides these tools and

techniques through the seven process namely, Plan Schedule Management, Define Activities, Sequence

Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, and Control

Schedule. As PMBOK states; “These processes interact with each other and with processes in other

Knowledge Areas” (PMI, 2013, p. 142).


The sponsor current practice of Project time Management is that the sponsor plan schedule management

was build based on the resources calendar to know if the resources are available when she needs them.

Also expert judgment as tool was used to gather information from previous projects, nonetheless the

project charter and vendor availability was taken into considerations. And when sequencing her project

deliverable activities the sponsor sequenced the activities based on the deliverable dependency and leads

and lags of the project. While estimating the activity resources she used the resources calendar, list of

activities consulted expert. In addition, when she was estimating the activity duration Information from the

project scope and resources calendar was used to the estimate the activity duration and information from

pervious projects. The benefit she gained from estimating the activity durations it allowed her to

accurately estimate the duration of the tasks and overall project. Schedule was developed based on the

scope of the project, and the project scope was decomposed to smaller tasks, by referring to the list of

activity and millstone and the modeling technique was used. Nonetheless the project schedule was

controlled by regular updates of the project milestones & status meetings.

Findings

Areas of compliance

The sponsor had an average of 93% alignment to the PMBOK process of Project Time Management

Knowledge Area. Activity were defined based on the inputs namely, scope baseline and schedule

management plan and were decomposed by taking expert advice. Activities were sequenced by taking into

consideration leads and lags, list of milestones, and activity list.

Gaps

Plan Schedule Management: limited tools and techniques were used

Quantitative Result

Quantitatively, the sponsor had an average of 93% alignment to the PMBOK process of Project Time

Management Knowledge Area. Where the project “Plan Schedule Management” had only 50%, compliance,

and the remaining six processes namely, Define Activities, Sequence Activities, Estimate Activity Resources,

Estimate Activity Durations, Develop Schedule, and Control Schedule had 100% compliance.

Recommendations

The sponsor is recommended to use Analytical Technique to plan Schedule management which will give her

more strategic options to manage time on her upcoming projects.

9 | P a g e

3.4 Project Cost Management

Description

The Project Cost Management knowledge area provides the procedures and Tools and Techniques that can

be used to, estimate the cost of the project, determine the budget, and control the spending of the project

comparative to the budget determined. According to (PMBOK, 2013, p. 193), the project Cost Management

Knowledge area is comprised of four processes such as, Plan Cost Management, Estimate Costs, Determine

Budget, and Control Costs.


The sponsor current practices of the sponsor are, when she was planning her cost management, she used

the internal organizational cost sheets and vendors invoices. She estimated the project costs based on the

rate card, previous project closure documents, scope baseline (SOW), client's budget, expert judgment,

excel sheet (company costs rate). The cost of the entire project budget was the sum of the estimate of each

activity +/- Contingency. The cost was controlled through change request and all change request has to go

through change management department, if there was a change which was based on the actual scope

baseline it will cost her sponsor 10% for that particular activity. And if the change request was based on

something which was initially not identified in the project scope that change will had to go through the

same approval process and will cost 20% of the project budget to her sponsor.

Findings

Areas of compliance

The sponsor had an overall 87.5% compliance to the PMBOK as an average of the four processes of Project

Cost Management Knowledge Area. Compliance is due to the processes namely; determine budget and

control cost the inputs and tools & techniques of these processes were utilized by the project sponsor.

Gaps

The gap identified in the sponsor practices are that when she was doing her Plan cost management she did

not use, actual project management plan, project charter, and enterprise environmental factors. And also

when she was doing cost estimate she didn’t refer to risk register, Human Resources Management plan,

and tools such as parametric estimates, bottom-up estimates, and three point estimate were not used.

Quantitative Result

Quantitatively processes namely; plan cost management and estimate cost had 70% compliance, and

determine budget and control costs had 100% alignment.

Recommendations

The project sponsor is recommended to use actual project management plan, project charter, and

enterprise environmental factors and refer to the experts, and use some analytical tools in meetings with

her main stakeholders to Plan cost Management. The sponsor is recommended to use tools and techniques

such as, parametric estimates, bottom-up estimates, group decisions making and three point estimate.

10 | P a g e

3.5 Project Quality Management

Description

Every Projects has needs and requirements that has to be fulfilled, therefore project quality management

works to confirm that projects needs and requirements, including product needs are met and endorsed. As

demonstrated in, (PMI, 2013, p. 227) “Project Quality Management uses policies and procedures to

implement, within the project’s context, the organization’s quality management system and, as

appropriate, it supports continuous process improvement activities as undertaken on behalf of the

performing organization”. The Project Quality Management knowledge area has Plan Quality Management,

Perform Quality assurance, and Control Quality.


The sponsor carried out a regular inspection to make sure each deliverable meets its requirements. A

functionality test on the deliverables was carried out, and also Proofreading. To control the quality of her

deliverable Yes, organizational tools of the company were used to control the quality of the deliverables.

And it allowed her and to identify problems early on the deliverables before delivering to the client and

getting approval.

Findings

Areas of compliance

The sponsor had an average of 58.3% compliance to Project Quality Management knowledge area. Where

the sponsor utilized both inputs and tools and techniques from plan quality Management, and control

Quality processes.

Gaps

The gaps identified in this knowledge area of PMBOK are;

Plan Quality Management: the sponsor didn’t take inputs such as risk register, requirements

documents, and stakeholder register into consideration to plan quality management. And also the

sponsor didn’t apply tools such as cost benefit analysis, benchmarking, and meetings.

Quality Assurance: the absence of inputs namely quality management plan, quality metrics, quality

control measurements, and tools such as quality audits, process analysis were not applied to assure

quality on her project

Quantitative Result

Quantitatively processes namely, planning quality management had 75%, perform quality assurance had

0% and controlling quality had 100% alignment to the PMBOK processes.

Recommendations

The project sponsor is recommended to, apply and use inputs and tools techniques such as quality

management plan, quality metrics, quality control measurements, and tools such as quality audits, process

analysis assure quality on her upcoming projects.

11 | P a g e

3.6 Project Human Resource Management

Description

Every Project is unique and requires a unique set of skills and resources. Thus the Project Human Resources

Management knowledge area focuses on how to organize, manage, and lead the project team as the team

is comprised of individuals with assigned responsibilities to successfully finish the project. As stated in the

(PMI, 2013, p. 255),“Project team members may have varied skill sets, may be assigned full or part-time,

and may be added or removed from the team as the project progresses. Project team members may also

be referred to as the project’s staff. Although specific roles and responsibilities for the project team

members are assigned, the involvement of all team members in project planning and decision making is

beneficial.” The Project Human Resources Management knowledge area includes four process namely,

1stPlan Human Resources Management, 2nd Acquire Project Team, 3rdDevelop Project Team, and 4thManage

Project Team.


Under the Human Resource Management knowledge area the sponsor planed Human resources, by using

tools such as, Networking, Company processes assets. While acquiring the project team the sponsor

selected the project team based on skill sets and availability of the resources and also through the

functional managers. While developing her project team the sponsor tools and inputs such as lessons

learned, webinars, self-research and study, online marketing courses- if member skills is not up to date it’s

the functional manager responsibility is to train the workers. And to manage the project team the sponsor

compare the team performance with time, scope quality of the product to see if it meets the requirements

or not, and cost baseline.

Findings

Areas of compliance

Over all under Project Human Resources Management knowledge are the project sponsor had 62.5%

compliance to the PMBOK Process. The plan human resources management processes tools and inputs

were utilized by the sponsor and some tools and techniques from the Acquire Project Team, Develop

Project Team, and Manage Project Team processes were taken into consideration in her project.

Gaps

Human Resources Management plan was not used while acquiring her tea, and also for the development of

her team the sponsor did not applied tools such as personal assessment, and ground roles.

Quantitative Result

Quantitatively processes namely; Plan Human Resource Management Process had 100% alignment and the

remaining three process namely; Acquire Project Team, Develop Project Team, and Manage Project Team

had 50% alignment to PMBOK processes.

Recommendations

The sponsor is recommended to use Human Resources Management plan when acquiring her project team

and use tools such as Pre-assignment, and multi-criteria decision analysis. And also the sponsor may train

12 | P a g e

her team according to the need of the project. In addition the project sponsor may observe and have

conversation with team members.

3.7 Project Communications Management

Description

Almost 90% of project manager time is spend on communicating with the project team, and other

stakeholders, they can be internal or external to the organization. Due to the diversity of the project team

members and stakeholders an effective communication is needed to build a bridge between the

stakeholders who may have different levels of expertise, perspectives, cultural and organizational

background, and different level of influence on, and interest in the project. Thus, “Project Communications

Management includes the processes that are required to ensure timely and appropriate planning,

collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate

disposition of project information” (PMI, 2013, p. 287). This knowledge area have three processes, such as

Plan Communication Management, Manage communications, and Control Communications.


Under the Project Communication Management knowledge area the sponsor used suitable communication

approach by identifying her stakeholders through the project management plan and analyzing interest and

power of each stakeholders and how much are they impacted on the decisions made throughout her

project life cycle.

Findings

Areas of compliance

Over all under Project Human Resources Management knowledge area the project sponsor had 91.7%

alignment to PMBOK. Where inputs such as organizational processes assets and project management

plan was used to plan communication. There were regular work performance reports as well as

communication technology and communication models to send and receive information on her project.

Gaps

Control Communications: as no issue log was used to control communication on her projects, and

also there was no information management system to control communications.

Quantitative Result

Quantitatively processes namely; Plan Communication Management and Manage Communication has

100% Alignment and Control Communications had 75%, and a total of 91.7% alignment to the PMBOK.

Recommendations

The sponsor is recommended to use inputs such as; communication log, stakeholders communication

management plan and tools such as information management system to control communications on her

projects.

13 | P a g e

3.8 Project Risk Management

Description

An uncertain event or condition may occur during the project, which will have a negative or positive effect

on one or more objectives of the project for instance scope, time, cost or quality. Hence, “The objectives of

Project Risk Management area is to increase the likelihood and impact of positive events, and decrease the

likelihood and impact of negative events in the project.” (PMI, 2013, p. 309) The Project Risk Management

knowledge area is grouped into six process, namely; 1st Plan Risk Management, 2nd Identify Risks, 3rd

Perform Qualitative Risk Analysis, 4th Perform Quantitative Risk Analysis, 5th Plan Risk Responses, and 6th

Control Risks.


Under the Project Risk Management knowledge area the sponsor managed and defined risks in her project

by using management plan, project charter and information on the previous similar project that were taken

by her company. When the sponsor was identifying risks in her project she used checklist, assumptions, and

expert judgment. And when she was Performing Qualitative Risk Analysis, the sponsor used a template with

color codes as green for the risks that don’t need immediate attention, yellow for the risk which had to be

watched, and red for the risk which needed an immediate attention. As her practice for performing a

Quantitative Risk Analysis she used a cause and effect diagram, based on that the project risk parameters

were defined. And for the risk control the project sponsor used tools such as Expert judgment, SWOT

analysis of the project and color coding to control risks on her project. And risks were updated weekly.

Findings

Areas of compliance

Over all under Project Risk Management knowledge area the project sponsor had 75 % alignment to the PMBOK. Where plan risk management was done utilizing inputs such as project charter, organizational processes assets, and tools such as expert judgment and meetings. Nonetheless the sponsor utilized tools and techniques from the identify risk, Perform Quantitative Risk Analysis, Perform Qualitative Risk Analysis, and as well as control risk process.

Gaps

Perform Quantitative Risk Analysis: tools such as modeling techniques& expert judgment was not utilized

Plan Risk Responses: Risk register was not considered as an input while Planning Risk Responses

Control Risks: inputs such as work performance report could have been used to control risk and tools such risk audit & reserve analysis could have been applied to control risk

Quantitative Result

Quantitatively processes namely, Plan risk management had 100%, Identify risks 75%, Perform Qualitative Risk Analysis had 75%, Perform Quantitative Risk Analysis had 50%, Plan Risk Responses had 75%, and Control Risks 75% alignment to the PMBOK processes.

Recommendations

the sponsor is recommended to use tools such as; Risk probability and impact assessment, and risk

14 | P a g e

probability and impact matrix when performing qualitative Risk assessment. And it’s advisable to do risk

audits while controlling risks on her upcoming projects.

15 | P a g e

3.9 Project Procurement Management

Description

Project Procurement Management consist of process that are needed to purchase or attain products,

results, or services outside of the project team. “Project Procurement Management also includes

controlling any contract issued by an outside organization (the buyer) that is acquiring deliverables from

the project from the performing organization (the seller), and administering contractual obligations placed

on the project team by the contract” (PMI, 2013, p. 355). The Project Procurement Management

knowledge area is comprised of four processes explicitly; Plan Procurement Management, Conduct

Procurement, Control Procurement, and Close Procurement.


Under the Project Procurement Management knowledge area the sponsor planed procurement

management based on based on the Scope requirements, Risk registry, Schedule, Cost plan, Company

processes. While conducting the procurement, she considered list of possible vendors, Request for Proposal

(RFP) and Request for Quotation (RFQ) form her vendors and a potential vendor was selected based on

experience background once a few potential vendors were identified the project documents were updated.

While controlling a procurement on her project the sponsor used project management plan to refer to

performance reporting, and also the payment system. And the close procurement was done officially on

her project after negotiating with the potential sellers and buyers.

Findings

Areas of compliance

Over all under Project Procurement Management knowledge area the project sponsor had 93.75%

alignment to the PMBOK this result is a percentage average of the four Processes of this knowledge

area where the project sponsor utilized inputs such as; project schedule organizational processes assets

approved change requests, and procurement documents. In addition the sponsor used tools and

techniques such as; expert judgment, meetings, proposal evaluation, and payment system.

Gaps

Conduct Procurement: tools such a bidder conference, Vendors proposal evaluation, and

analytical technique were not used.

Quantitative Result

Quantitatively processes namely, Plan Procurement Management 100%, Conduct Procurement 75%,

Control Procurement, and Close Procurement had 100% alignment to the PMBOK.

Recommendations

The sponsor is recommended to use tools such as bidder conference, Vendors proposal evaluation, and

analytical technique while conducting Project Procurement, in addition procurement audit can be a useful

tool to close procurement.

16 | P a g e

3.10 Project Stakeholder Management

Description

Stakeholder is a group or individual that affect or can be affected by a project or strategic decisions of an

organization or a project (Smith, n.d.). And Project Stakeholder Management knowledge area is the

processes required to recognize the organizations, groups, and people that can impact or be impacted.

“Stakeholder management also focuses on continuous communication with stakeholders to understand

their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering

appropriate stakeholder engagement in project decisions and activities”(PMI, 2013, p. 391). There are four

processes demonstrated in the PMBOK Project stakeholder Management knowledge area namely, 1st

Identify Stakeholders, 2nd Plan Stakeholder Management, 3rd Manage Stakeholder Engagement, and

4thControl Stakeholder Engagement.


Under the Project Stakeholder Management knowledge area the sponsor identified her stakeholders by Brainstorming, Mind mapping, stakeholder list, previous projects, Organizational charts, and Company directories. While planning the stakeholder Management. In addition, under the process Manage Stakeholder Engagement the sponsor identified stakeholder’s identification and analysis, prioritization matrix. Influence and developed a power and interest grid to engage her stakeholders. And to Control Stakeholder Management she used project management plan that contained the stakeholder management plan and the communications management plan.

Findings

Areas of compliance

Over all under Project Stakeholder Management knowledge area the project sponsor had 75% compliance

to the PMBOK processes where the sponsor utilized inputs such as project charter, procurement

management plan, communication management plan, and project documents were used. Nonetheless the

sponsor utilized tools & Techniques such expert judgment, meetings, management skills and interpersonal

skills to on her project.

Gaps

Identify Stakeholders: inputs and tools were not used which otherwise should have been used

Plan Stakeholder Management: tools such as meetings and analytical techniques were not used to

generate a stakeholder management plan

Manage Stakeholder Engagement: inputs and tools were not used which otherwise should have been

used

Quantitative Result

Quantitatively processes namely; Identify Stakeholders 75%, Plan Stakeholder Management 75%, Manage

Stakeholder Engagement 75, and Control Stakeholder Management 75% alignment to the PMBOK

processes.

Recommendations: The sponsor is recommended to use inputs such as; project charter, procurement

documents when identifying stakeholders, and also tools such stakeholder analysis and meeting can be

very helpful to build a project Stakeholder register. And while Managing stakeholder Engagement

17 | P a g e

Appendix

A.1 Audit Questions and Responses P

roce

ss

No

.

Question Sponsor’s Responses

Po

int

Ass

ign

ed % value as

1. Project Integration Management Knowledge Area 91.7% 1.1 Develop Project Charter 100%

When you were initiating your project did you develop project charter? If yes what were some of its contents? And was the charter officially signed by the sponsor?

The project sponsor had a project charter which contained the aim and requirements of the project, And got formal authorization from her project sponsor.

2 100%

1.2 Develop Project Management Plan 50%

What steps were taken in order to develop a project plan for your project? And what were some of the content of your project plan?

The project sponsor had a meeting with her sponsors, vendors, experts, and resources managers to develop her project plan. However she didn’t have any communications plans of her stakeholders in her project plan.

1 50%

1.3 Direct and Manage Project Work 100%

Have you reviewed your project plan in the progress of your project in or order to Compare its performance into the project initial objectives?

The project sponsor had status meetings updates, major milestones reports, and if there was any request for change it had to go through the official change request process.

2 100%

1.4 Monitor and Control Project Work 100%

How was the performance of the project tracked?

Regular status reports from the assigned resources, and major deliverables achievement.

2 100%

Was this beneficial to your project?

It helped them keep the project on track and updated it.

2 100%

1.5 Perform Integrated Change Control 100%

Was there any perform integrated change control? For instance reviewing change requests, approving change requests?

Yes, internal change requests and external change requests. The sponsor had a Project Control Office- they worked together with PMO where change requests were approved all the change request were documented.

2 100%

1.6 Close Project or Phase 100%

What were the lessons When the project was completed 2 100%

18 | P a g e

learned upon completion of the project?

lessons learned were documented for the future cautions.

2. Project Scope Management Knowledge Area 79.2% 2.1 Plan Scope Management 100%

How was the scope management plan developed for this project?

Based on the charter & aim of the project the “in” what to be done in the project & “out” things which are not the required to be done in the project were defined.

2 100

Was the scope used as baseline?

The scope planed was used as a baseline.

2 100%

2.2 Collect Requirements 50%

What process have you followed to determine the needs of the project?

Business analysis, technical requirement gathering, expert interview, client and brand and also vendors.

1 50%

2.3 Define Scope 75%

How were you able to define the in/out of the project scope?

SOW- statement of work and assumptions, based on what was determined in the project charter.

1 50%

Was this beneficial to you and your project?

It helped them to identify the things which are expected to be done and not done.

2 100%

2.4 Create Work Breakdown Structure 50%

What approached did you use to decompose/breakdown the work into smaller and more manageable components?

Larger tasks were decomposed to smaller and manageable tasks based on the Statement of work.

1 50

2.5 Validate Scope 100%

Was there any formal authorization required on the completed deliverables?

Yes, every time a deliverable was accomplished a formal authorization of the project sponsor and other stakeholders of high interest were required.

2 100%

2.6 Control Scope 100%

How did you manage changes to the project scope baseline?

When change requests were submitted the project sponsor the project sponsor would send of a feedback form to the client clearly demonstrating its effect on the project, if the cost/time associated with the change was accepted by her project sponsor she will then validate the updated scope.

2 100%

3. Project Time Management Knowledge Area 93% 3.1 Plan Schedule 50%

19 | P a g e

Management What were taken in to

consideration while planning the schedule of the project?

The sponsor plan schedule management was build based on the resources calendar so to know if the resources are available when she needs them. Also expert judgment as tool was used to gather information from previous projects, nonetheless the project charter and vendor availability was taken into considerations.

1 50%

3.2 Define Activities 100%

How did you identified the actions that has to be taken in order to produce the deliverables on your projects?

Deliverables were decomposed by taking expert judgment, project scope baseline, and historical information in the company on the same or Similar projects.

2 100%

3.3 Sequence Activities 100%

What tools/approaches did you use in deciding the activity sequencing?

The sponsor sequenced the activities based on the deliverable dependency and leads and lags of the project.

2 100%

3.4 Estimate Activity Resources 100%

How did you determined the type and quantity of material needed for your project?

The project sponsor used the resources calendar, list of activities consulted expert on the project.

2 100%

Was this helpful? Yes it enabled them to accurately identify the characteristics of the resources required for her project.

2 100%

3.5 Estimate Activity Durations 100%

How did you determined the number of hours needed to complete a task?

Information from the project scope were used. In addition the resources calendar was used to the estimate the activity duration and information from pervious projects.

2 100%

Was this helpful? Yes it enabled them to accurately estimate the duration of the tasks and overall project.

2 100%

3.6 Develop Schedule 100%

How did you develop the schedule of your project?

Schedule was developed based on the scope of the project, and the project scope was decomposed to smaller tasks, by referring to the list of activity and millstone and the modeling technique.

2 100%

What were some of the benefits of having a

To keep tasks on track, having a developed schedule reduce the

2 100%

20 | P a g e

developed schedule? conflict of activity and resources availability.

3.7 Control Schedule 100%

What measures were taken in the project to control the schedule?

the project schedule was controlled by regular updates of the project milestones & status meetings

2 100%

4. Project Cost Management Knowledge Area 87.5% 4.1 Plan Cost Management 75%

How did you Plan Cost Management of your project?

Organization had its own cost Timesheets, Vendors invoices were used.

1 50%

Having planed your cost was beneficial to your project?

Yes it was used throughout the project as a project baseline to make sure the project don’t go over budget.

2 100%

4.2 Estimate Costs 75%

How did you estimate the cost for your project?

Rate card, previous project closure documents, scope baseline (SOW), client's budget, expert judgment, excel sheet (company costs rate).

1 50%

Did estimate cost of the project helped you and your project team?

Yes it helped them to know how much of money is available to complete a task, and the entire project.

2 100%

4.3 Determine Budget 100%

How was the cost of the entire project determined?

The cost of the entire budget was the sum of the estimate of each activity +/- Contingency.

2 100%

4.4 Control Costs 100%

Was there any changes the affected the cost of your project?

Yes there were change request and all change request has to go through change management department, if there was a change which was based on the actual scope baseline it will cost her sponsor 10% for that particular activity. And if the change request was based on something which was initially not identified in the project scope that change will had to go through the same approval process and will cost 20% of the project budget to her sponsor.

2 100%

5. Project Quality Management Knowledge Area 58.3% 5.1 Plan Quality Management 75%

How did you ensure that the Regular inspection was done to make 1 50%

21 | P a g e

final deliverables meet the client requirement?

sure each deliverables meets its requirements.

Was this beneficial to your project quality standards?

It helped the project sponsor and her team to produce deliverable that conforms to the client’s requirements.

2 100%

5.2 Perform Quality Assurance 0%

What measures were taken to assure quality of the project?

Functionality test on the deliverables was carried out, and also Proofreading.

0 0%

5.3 Control Quality 100%

Was there any performance assessment carried out in your project?

Yes, organizational tools of the company were used to control the quality of the deliverables.

2 100%

Was this process beneficial to your project?

Yes it allowed them to identify problems early on the deliverables before delivering to the client and getting approval.

2 100%

6. Project Human Resource Management Knowledge Area 62.5 % 6.1 Plan Human Resource Management 100%

What tools and techniques did you use to plan HR Management plan?

Networking, Company processes, Meetings- forms has to filled to request resources

2 100%

Is having a Human resources Management plan beneficial?

Yes, it let them know as who is responsible for what.

2 100%

6.2 Acquire Project Team 50%

What was your selection process for acquiring your project team members?

The project team was acquired through the skill sets and availability of the resources and also through the functional managers.

1 50%

6.3 Develop Project Team 50%

How did you increase the performance of your team?

Lessons learned, webinars, self-research and study, IAB – online marketing courses- if member skills is not up to date it’s the functional manager responsibility is to train the workers.

1 50%

6.4 Manage Project Team 50%

How did you assess your team performance during the execution phase?

Compare with time, scope (quality of the product meet the requirements or not) and cost baseline.

1 50%

7. Project Communications Management Knowledge Area 91.7% 7.1 Plan Communications Management 100%

Tell me how you determined an appropriate communication approach

By asking the needs of the stakeholders, and Identifying the power and interest ratios of these stakeholders.

2 100%

22 | P a g e

with key stakeholders of the project (Those who could impact or be impacted by your project)


It helped her determine the preferable method of communications by stakeholders

2 100%

7.2 Manage Communications 100%

How the communication stakeholder analysis did helped you while communicating though the project life cycle?

By engaging the right people in the right way. She developed a good understanding of the most important stakeholders so that she will knowwho they were and how to respond, and so that I can work out how to win their support.

2 100%


Yes, as some of the team member were virtual member

2 100%

7.3 Control Communications 75%

How did you communicate changes in your project?

Meeting, Calling and E-mailing stakeholders, and requesting feedback from them

1 50%


Yes, it was a useful guide to determine the needs of the stakeholders and hence effectively flow the communication among the stakeholders.

2 100%

8. Project Risk Management Knowledge Area 75 % 8.1 Plan Risk Management 100%

How did you plan to conduct risk management activities for your project?

The sponsor used project management plan, project charter and information on the previous similar project that were taken by her company.

2 100%


It helped her and her project team to have a risk management plan

2 100%

8.2 Identify Risks 75%

How did you identify uncertainties in your projects?

The project sponsor identified risk in her project by using checklist, assumptions, and expert judgment.

1 50%


Helped her project to prevent costs associated with the risks

2 100%

8.3 Perform Qualitative Risk Analysis 75%

Were risk prioritized in your project and did you record them?

The project sponsor had a template which had Color codes where green – we know the risk- yellow – we know the risk and to keep an eyes on it – and red needs immediate attention In

1 50%

23 | P a g e

the risk registry


Helped her know which risks needs immediate attention

2 100%

8.4 Perform Quantitative Risk Analysis 50%

How did you perform quantitative risk analysis?

The project sponsor had a cause and effect diagram, based on that the project risk parameters were defined.

50 50%

8.5 Plan Risk Responses 75%

How did you plan your risk responses?

The sponsor utilized Group meetings; meeting with Strategies, Contingency plan in order to plan risk responses

1 50%


Yes it enabled her team to be aware of the risk and pay closer attentions to it

2 100%

8.6 Control Risks 75%

How did you control risks on your project?

The project sponsor used tools such as Expert judgment, SWOT analysis of the project and color coding to control risks on her project. And risks were updated weekly and if the risk is red this week can be green next week.

1 50%


Yes it let her knew and her team that the risk which before had high impact now has a lower impact and now we can pay attentions to the risks which has a higher impact

2 100%

9. Project Procurement Management Knowledge Area 93.8% 9.1 Plan Procurement Management 100%

How did you plan your procurement process?

The project sponsor planned her procurement management based on the Scope requirements, Risk registry, Schedule, Cost, Company processes

2 100%


Yes it helped her identify what to acquire and where to acquire from.

2 100%

9.2 Conduct Procurements 75%

What process did you use to select your sellers?

1. Compile a List of Possible Vendors 2. Select Vendors to Request More Information From 3. Write a Request for Information (RFI) 4. Evaluate Responses and Create a "Short List" of Vendors 5. Request for Proposal (RFP) and Request for Quotation (RFQ) 6. Evaluate Responses and Create a

1 50%

24 | P a g e

"Short List" of Vendors 7. Select a Winning Vendor – experience background- references their technical capabilities


Yes, because a few potential sellers were identified and project documents were updated.

2 100%

9.3 Control Procurements 100%

What problems/challenges did you face when collecting the requirements & how did you manage them?

The challenged faced by the sponsor was that the requirements were not clearly defined to the project vendors, as her project management didn’t address all the needs, but she used project management plan to refer to performance reporting, and also the payment system .

2 100%


Yes It’s important to have a clear agreement about what is being purchased, and what is being delivered to avoid conflict.

2 100%

9.4 Close Procurements 100%

How did you persuade your contractor to sign off your agreement?

Negotiation Strategies 2 100%


Yes, as the procurement was closed officially, it prevented conflict between vendors, suppliers, and buyers.

2 100%

10. Project Stakeholder Management Knowledge Area 75% 10.1 Identify Stakeholders 75%

How did you identify your stakeholders?

The sponsor identified stakeholders by Brainstorming, Mind mapping, stakeholder list, Previous projects, Organizational charts, and Company directories.

1 50%


Yes, it helped her identify the power and interest of each stake holder and create a communication plan for them.

2 100%

10.2 Plan Stakeholder Management 75%

What were some of the plans developed to manage stakeholders?

Ensure all the stakeholders agree on the project’s deliverables and what their roles are. Get consensus on how to handle changes to the project. Good communication. Engage

1 50%

25 | P a g e

stakeholders throughout the process


Yes helped her identify the stakeholders and have updated stakeholder management plan

2 100%

10.3 Manage Stakeholder Engagement 75%

What measures were taken to ensure appropriate stakeholders engagement?

The sponsor identified stakeholder’s identification and analysis, prioritization matrix. Influence and their power and interest grid was developed. And also through the milestones status update and meeting.

1 50%


Yes, when there when there was an issue we had the log to record them. And the project management plan was updated.

2 100%

10.4 Control Stakeholder Management 75%

How did you control the level of engagement among your stakeholders?

The project management plan contains the stakeholder management plan and the communications management plan. Refer to the “Unaware, Resistant, Neutral, Supportive, Leading chart.”

1 50%


Yes, as most deliverables were produced and conformed to the stakeholders requirements.

1 100%

Table. 12

24 | P a g e

Over all Quantitative Result

1. Project Integration Management Total Process # 1.1 1.2 1.3 1.4 1.5 1.6 91.7%

Result (%) 100% 50% 100% 100% 100% 100%

2. Project Scope Management

Process # 2.1 2.2 2.3 2.4 2.5 2.6 79.2%

Result (%) 100% 50% 75% 50% 100% 100%

3. Project Time Management

Process # 3.1 3.2 3.3 3.4 3.5 3.6 3.7 93%

Result (%) 50% 100% 100% 100% 100% 100% 100%

4. Project Cost Management

Process # 4.1 4.2 4.3 4.4 87.5%

Result (%) 75% 75% 100% 100%

5. Project Quality Management

Process # 5.1 5.2 5.3 58.3%

Result (%) 75% 0% 100%

6. Project Human Resources Management

Process # 6.1 6.2 6.3 6.4 62.5%

Result (%) 100% 50% 50% 50%

7. Project Communication Management

Process # 7.1 7.2 7.3 91.7%

Result (%) 100% 100% 75%

8. Project Risk Management

Process # 8.1 8.2 8.3 8.4 8.5 8.6 75%

Result (%) 100% 75% 75% 50% 75% 75%

9. Project Procurement Management

Process # 9.1 9.2 9.3 9.4 93.8%

Result (%) 100% 75% 100% 100%

10. Project Stakeholders Management

Process # 10.1 10.2 10.3 10.4 75%

Result (%) 75% 75% 75% 75%

(79.2% + 93% + 87.5% + 58.3% + 62.5% + 91.7% + 75% + 93.75% + 75%)/10= 80.8%

24 | P a g e

Meeting Agenda & minutes #1:

Meeting Agenda – Project Communication Plan

Meeting Information

Date: Monday June 15th 2015 8:30pm- 9:30

Timekeeper: Atifa Mahmoodi

Attendees: Jane Taylor & Atifa Mahmoodi

Program Manager: Teresa Kucheran

Project Sponsor: Jane Taylor

Project Manager: Atifa Mahmoodi

Meeting Type: Electronic (Skype)

Note Taker: Atifa Mahmoodi

Objectives:

To find out the project sponsor project integration management knowledge area current

practices

Decisions made:

Audit Questions reviewed with the sponsor

Sponsor practices documented

New Action Items

Item/Responsible/Due Date

1. Project Scope Management/ Wed 17th June 2015

OTHER NOTES OR INFORMATION

Next meeting: Wed 17th June 2015 6:00pm

21| P a g e

Meeting Agenda & minutes #2

Meeting Agenda – Project Communication Plan

Meeting Information

Date: Wed Jun 17th 2015 6:00-700pm

Timekeeper: Atifa Mahmoodi

Attendees: Jane Taylor & Atifa Mahmoodi

Program Manager: Teresa Kucheran

Project Sponsor: Jane Taylor

Project Manager: Atifa Mahmoodi

Meeting Type: Electronic (Skype)

Note Taker: Atifa Mahmoodi

Objectives:

To find out the project sponsor project Scope Management Knowledge Area current practices

Decisions made:

Audit Questions reviewed with the sponsor

Sponsor practices documented

New Action Items

Item/Responsible/Due Date

1. Project Scope Management/ Wed 17th June 2015

OTHER NOTES OR INFORMATION

Next meeting: Monday 22ndJune 2015 6:00pm

22| P a g e

References PMI. (2015). A Guide to the Project Management Body of Knowledge (5th Ed.). Newtown Square: Project

Management Institute.

Smith, C. (n.d.). Stakeholder Analysis: Winning Support for Your Projects. Retrieved June 20, 2015, from

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

Overview of the Sponsor Project

Industry: E-Marketing

Project name: P&G Sampling Offer - Elle Beauty Box

Purpose of the project: Deliver 1 million impressions, generate 400 product reviews

Start date of the project: 2012-10-05

Launch date: 2013-09-16

End date of the project: 2014-06-01

Risks and Mitigation ID no. Risk Probability Impact Mitigation

1 Blackboard might crash and the required

deliverable may not be delivered on time to

the PMO

Low High The response plan for this risk is that the deliverables will

not be submitted in the rush hours on the due date.

Risk Acceptance: This risk should be accepted by the

PMO if any technical error occurs while submitting a

deliverable.

2 Sponsor might Travel Medium High Risk Limitation: Preplanned Schedule build with the

project sponsor

3 Stakeholders Availability: if the project

stakeholders such as the project PMO

office hours are only 2:30PM-4:00pm once

a week there will be a long queue to meet

her as 54 other students might be waiting to

meet

High High Risk Limitation: Strategy will be used to mitigate this risk.

Meeting will be booked with PMO in advance to avoid

queuing.

4 Quality of the Deliverables might not meet

its requirements

Low High Risk Limitation: project quality plan template will be used

to mitigate the risk, and meet the quality requirements.

Have regular meetings with both Project sponsor and

PMO to get feedback on the required deliverables.

Project charter was developed and used organizational processes assets, business case, and organizational

process assets

Utilized tools and techniques from the identify risk, Perform Quantitative Risk Analysis, Perform Qualitative Risk

Analysis, and as well as control risk process.

Human resources management processes tools and inputs were utilized

Acquire Project Team, Develop Project Team, and Manage Project Team processes were taken into consideration

The overall quantitative finding is (80.8%) based on the 10 Knowledge areas and 47 processes

Sponsor current practices aligns 80.8% with PMBOK

Key findings

Process is that the project sponsor didn’t have any communication management plan for her stakeholders in her

project plan

Collect Requirements: limited tools and techniques were used to collect requirements

Define Scope: limited tools and techniques were used to collect requirements

Create Work Breakdown Structure: limited tools and techniques were used to collect requirements.

Gaps

Knowledge areas

Overall Quantitative Findings Knowledge area Total Percentage

compliance/knowledge area

Project Integration Management 91.7%

Project Scope Management 79.2%

Project Time Management 93%

Project Cost Management 87.5%

Project Quality Management 58.3%

Project Human Resources Management 62.5%

Project Communication Management 91.7%

Project Risk Management 75%

Project Procurement Management 93.8%

Project Stakeholders Management 75%

Total 80.8%

Key Recommendations

Include all the secondary plans such as:

stakeholder’s communication plan

Human resources management plan

Acquiring Resources

Use tools & techniques such as pre-assignment

Multi-criteria decision analysis

Quality

Use inputs and tools & techniques such as quality management plan

Quality metrics, quality control measurements, and quality audit process analysis

Lessons LearnedCommunications

Effective communication is key success to a project

Document everything

Planning

Clear and reasonable planning is essential to reduce the level of risk and also to avoid scope-creep

Identify risks, and plan how to mitigate them

Keep contingency

Ask

“If you don’t ask the answer is always NO”

Other information about the project

Start date of the project: Friday, May 1st 2015

End date of the project: Monday, July 27th 2015

Number of Status reports: 5

Number of Meeting held: 1 Sponsor consent form

1 project charter

1 project Plan

5 meetings during the execution of the project 1 per two knowledge area

1 to obtain sponsor Reaction

atifa capstone final report first draft. (1)

Documents