Villamin Wood and Iron Works System Part 2
Having a strong project team that will manage and help structure the project is what human resource management strategies are. It is one of the most crucial parts to the project's success, as it helps to establish the appropriate and qualified people that will work on the project. This strategy includes roles and responsibilities, communication protocols, and performance management issues.
With the use of this plan, the team can successfully manage the project as it will make sure that all team members are working effectively and understand their roles and responsibilities, that communications are open, that their performance while working and on what their working on is monitored as their contribution to the success of the project.
For the project to be completed successfully, a strong human resources management strategy is essential for any project. It describes the duties and responsibilities of each project team member, stakeholders, making sure that everyone is aware of their contributions and how they fit into the overall picture.
The strategy also specifies the degree of authority and decision-making held by each team member, making sure that resources are distributed and used efficiently. Distinctly defining the strategy will ensure that the appropriate individuals are in the right positions based on their competencies and skill requirements for the appropriate roles to ensure project success.
This plan acts as the success of the project roadmap for the project team to execute and deliver.
<tr> <td><p style="text-align:center;">ROLES</p></td> <td><p style="text-align:center;">AUTHORITY</p></td> <td><p style="text-align:center;">RESPONSIBILITY</p></td> <td><p style="text-align:center;">COMPETENCY</p></td> </tr>
<tr>
<td><p style="text-align:center;">Project Sponsor</p></td>
<td><p style="text-align:center;">Approves the needed deliverables and budget of the project. Provides
feedback and comments on what can be improved. Able to allot project resources and consent to project
scope changes, schedule, and budgeting plan with significant effects. </p></td>
<td><p style="text-align:center;">Ensures that the project delivers the anticipated benefits and value and is
in line with the organization's strategic goals and objectives. Provide guidance to the project and
project manager. Communicate with the stakeholder and project manager for the progress of the project and
team. </p></td>
<td><p style="text-align:center;">Communicating effectively with the team. Strong leadership and strategic
thinking skills. Understands the team’s goal for the project. Ability to support the project. </p></td>
</tr>
<tr> <td><p style="text-align:center;">Project Owner</p></td> <td><p style="text-align:center;">Make choices about the growth and direction of a product. They have the power to establish requirements, set priorities for the product backlog, and make critical decisions on the features, functionalities, and release timelines. </p></td> <td><p style="text-align:center;">Responsible of representing the interests of the stakeholders, working with the development team, and making sure the product satisfies consumer needs and accomplishes business objectives. Throughout the course of the product's lifecycle, they are responsible for maximizing its value and making strategic decisions. </p></td> <td><p style="text-align:center;">Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability. </p></td> </tr>
<tr>
<td><p style="text-align:center;">Project Manager</p></td>
<td><p style="text-align:center;">Authority to make decisions regarding the project. Approve
project scope, schedule, and budget changes that have low change effect. </p></td>
<td><p style="text-align:center;">Control and help execute a solution to a problem in the project and monitors
the work of the team members. </p></td>
<td><p style="text-align:center;">Strong leadership, communication skills, and project management skills.
Knowledge of the company for precise information. </p></td>
</tr>
<tr> <td><p style="text-align:center;">Developer</p></td> <td><p style="text-align:center;">Designing, creating, and implementing software solutions in accordance with project needs and technical specifications are the domain of a developer. To guarantee the successful delivery of the software product, they have the authority to develop and edit code, create, and maintain software components, and work with team members. </p></td> <td><p style="text-align:center;">Responsible to convert conceptual designs and specifications into useful software programs. They must write clear, effective, and well-documented code, perform unit tests to ensure functionality, and debug and fix software bugs. Work closely with the product owner and project manager. </p></td> <td><p style="text-align:center;">Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning. </p></td>
<tr> <td><p style="text-align:center;">Quality Assurance (Internal User) </p></td> <td><p style="text-align:center;">Ensures that products and deliverables fulfill its quality standards. Develop and implement quality processes, conduct testing, and checks the quality of the system and deliverables. </p></td> <td><p style="text-align:center;">Ensures that the entire project deliverables and product are consistently meeting its quality standards. Ensure that the overall quality of the product and deliverables are met by establishing quality criteria, developing processes, and implementing corrective actions. </p></td> <td><p style="text-align:center;">Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management. </p></td> </tr> <tr> <td><p style="text-align:center;">Project/System Tester (Internal User) </p></td> <td><p style="text-align:center;">Evaluate and validates the performance and functioning of a system or software program. Authority to find and report errors or problems, work with stakeholders and developers to fix them, and make improved suggestions. </p></td> <td><p style="text-align:center;">Ensure that the system operates as intended and meets the quality standard set for it. Responsible for designing and executing test cases, identifying, and reporting defects, and verifying that the system meets the specified requirements. </p></td> <td><p style="text-align:center;">Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities. </p></td> </tr
Project organizational chart is a visual representation of the relationship between the team and the key stakeholders. At the top of the chart comes the project sponsor, followed by the project stakeholder as they are responsible for communicating between the project sponsor and the rest of the team, and then followed by the project manager who is responsible for managing the project team, send approval requests for the deliverables, and schedules. The project team members are responsible for completing the deliverables and making sure that there’s progress on the tasks at hand.
Staffing Management is a crucial part of ensuring the success of the project. It shows the plans and process of the project, managing the acquired information, and it also shows the responsibilities and tasks of the human resources.
- Acquisition must be completed as soon as possible to obtain the skills and knowledge required for the project. This will involve using new employees, outside contractors, and even internal staff as needed to complete the project.
- Prior to anything else, training will be used to reduce errors in the project working environment and to further hone skills for better application in the creation and execution of deliverables appropriately.
- Regular performance evaluations will be done to evaluate the performance of team members and pinpoint potential improvement areas. These evaluations also comment on the team members' performance in achieving the project's goals, objectives, and expectations.
- A recognition and incentive program will be put in place to reward and encourage exceptional performance. This could apply to rewards, promotions, and other advantages.
Regular reviews and updates to the Staffing Management Plan will be made as necessary to Ensure that it continues to be in line with the project's requirements and objectives. It is crucial that the project manager performs a thorough analysis of the project's particular requirements and laws to ascertain whether any extra items need to be added to the management of staffing.
ROLE |
PROJECT RESPONSIBILITY |
SKILLS REQUIRED |
NUMBER OF STAFF |
PERFORMANCE REVIEW |
RECOGNITION AND REWARDS |
Project Sponsor |
Approves the needed deliverables and budget of the project. |
Strong leadership and strategic thinking skills. |
1 |
Quarterly or as needed |
Promotion or Bonus |
Product Owner |
Responsible for maximizing its value and making strategic decisions. |
Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability. |
1 |
Monthly or as needed |
Promotion or Bonus |
Project Manager |
Control and help execute a solution to a problem in the project and monitors the work of the team members. |
Strong leadership, communication skills, and project management skills. Knowledge of the company for precise information. |
1 |
Weekly or as needed |
Salary Increase |
Developer |
Responsible to convert conceptual designs and specifications into useful software programs. Work closely with product owner and project manager |
Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning. |
2 |
Weekly or as needed |
Salary Increase |
Quality Assurance |
Ensures that the entire project deliverables and product are consistently meeting its quality standards. |
Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management. |
1 |
Weekly or as needed |
Salary Increase |
Project Tester |
Ensure that the system operates as intended and meets the quality standard set for it. Responsible for program. |
Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities. |
1 |
Weekly or as needed |
Salary Increase |
The Work Breakdown Structure illustrated below represents all the tasks necessary to complete the venture.
Villamin Wood and Iron Works System
LEVEL |
WBS CODE |
ELEMENT NAME |
1 |
1 |
Villamin Wood and Ironworks System |
2 |
1.1 |
Planning |
3 |
1.1.1 |
Creation of Project |
3 |
1.1.2 |
Choose Project/Client |
3 |
1.1.3 |
Choose Adviser/Consultant |
3 |
1.1.4 |
Design Thinking 1 |
3 |
1.1.5 |
Chapter 1 |
3 |
1.1.6 |
Chapter 2 |
3 |
1.1.6 |
Chapter 2 |
3 |
1.1.7 |
Chapter 3 |
3 |
1.1.8 |
Midterm (Sprint 1) |
3 |
1.1.9 |
Comments Matrix |
3 |
1.1.10 |
Chapter 4 |
3 |
1.1.11 |
Chapter 5 |
3 |
1.1.12 |
Progression of Chapter 1, 2, and 3 |
3 |
1.1.13 |
Finals (Sprint 2) |
3 |
1.1.14 |
Updated Comments Matrix and Paper |
3 |
1.1.15 |
Submission of Updated Comments Matrix and Final Paper |
2 |
1.2 |
Analysis and Design |
3 |
1.2.1 |
Choose Adviser/Consultant |
3 |
1.2.2 |
Compilation of MNTSDEV Requirements |
3 |
1.2.3 |
Software Design |
3 |
1.2.4 |
MVC Infographic |
3 |
1.2.5 |
GitHub Repository |
3 |
1.2.6 |
Case in Point: Big Ten University |
3 |
1.2.7 |
Event Table |
3 |
1.2.8 |
Use Case Diagram |
3 |
1.2.9 |
Use Case Full Description |
3 |
1.2.10 |
Data Flow Diagram |
3 |
1.2.11 |
Context Flow Diagram |
3 |
1.2.12 |
Entity-Relationship Diagram |
3 |
1.2.13 |
Adviser/Consultant Meeting 1 |
3 |
1.2.14 |
Submission of Midterm Deliverables |
3 |
1.2.15 |
Midterm (Sprint 3) |
3 |
1.2.16 |
Comment Matrix |
3 |
1.2.16 |
Comment Matrix |
3 |
1.2.17 |
Paper Revision 1 |
3 |
1.2.18 |
Activity Diagram |
3 |
1.2.19 |
Object Diagram |
3 |
1.2.20 |
Class Diagram |
3 |
1.2.21 |
Sequence Diagram |
3 |
1.2.22 |
State Machine Diagram |
3 |
1.2.23 |
Package Diagram |
3 |
1.2.24 |
Component Diagram |
3 |
1.2.25 |
Deployment Diagram |
3 |
1.2.26 |
Adviser/Consultant Meeting 2 |
3 |
1.2.27 |
Adviser/Consultant Meeting 3 |
3 |
1.2.28 |
Paper Revision 2 |
3 |
1.2.29 |
Mock Presentation |
3 |
1.2.30 |
Submission of Final Deliverables |
3 |
1.2.31 |
Finals (Sprint 4) |
3 |
1.2.32 |
Paper Revision 3 |
3 |
1.2.33 |
Updated Comments Matrix and Paper |
2 |
1.3 |
Development, Testing, and Deployment |
3 |
1.3.1 |
Choose Adviser/Consultant |
3 |
1.3.2 |
Compilation of MSYADD1 Requirements |
3 |
1.3.3 |
Project Flow |
3 |
1.3.4 |
Assigning of Parts for Statement of Work and Project Charter Plan |
3 |
1.3.5 |
Initial Project Charter Plan (Long Version) |
4 |
1.3.5.1 |
Executive Summary |
4 |
1.3.5.2 |
Risks |
4 |
1.3.5.3 |
Project Purpose/Justification |
4 |
1.3.5.4 |
Project Description |
4 |
1.3.5.5 |
Preliminary Scope Statement |
4 |
1.3.5.6 |
Summary Milestone Schedule |
4 |
1.3.5.7 |
Project Deliverables |
4 |
1.3.5.8 |
Project Approval Requirements |
4 |
1.3.5.9 |
Project Manager |
4 |
1.3.5.10 |
Authorization |
3 |
1.3.6 |
Statement of Work |
4 |
1.3.6.1 |
Introduction/Background |
4 |
1.3.6.2 |
Scope of Work |
4 |
1.3.6.3 |
Period of Performance |
4 |
1.3.6.4 |
Place of Performance |
4 |
1.3.6.5 |
Work Requirements |
4 |
1.3.6.6 |
Schedule/Milestones |
4 |
1.3.6.7 |
Acceptance Criteria |
4 |
1.3.6.8 |
Other Requirements |
4 |
1.3.6.9 |
Acceptance |
3 |
1.3.7 |
Project Vision and Scope |
4 |
1.3.7.1 |
Business Requirements |
4 |
1.3.7.2 |
Business Objectives and Success Criteria |
4 |
1.3.7.3 |
Vision of the Solution |
4 |
1.3.7.4 |
Scope and Limitations |
4 |
1.3.7.5 |
Business Context |
3 |
1.3.8 |
Activity List |
3 |
1.3.9 |
MCSPROJ Course Paper |
3 |
1.3.10 |
Team Meeting 1 |
3 |
1.3.11 |
Initial Work Breakdown Structure (WBS) |
3 |
1.3.12 |
Team Meeting 2 |
3 |
1.3.13 |
Improvement Matrix |
3 |
1.3.14 |
Midterm (Sprint 5) |
3 |
1.3.15 |
Midterm Comment Matrix |
3 |
1.3.16 |
User Project Review |
3 |
1.3.17 |
Team Meeting 3 |
3 |
1.3.18 |
Test Case |
3 |
1.3.19 |
Initial Quality Management Plan |
3 |
1.3.20 |
Software Requirement Specifications |
3 |
1.3.21 |
Adviser/Consultant Meeting 4 |
3 |
1.3.22 |
Adviser/Consultant Meeting 5 |
3 |
1.3.23 |
Finals (Sprint 6) |
2 |
1.4 |
Project Management |
3 |
1.4.1 |
Team Meeting 4 |
3 |
1.4.2 |
Business Case |
3 |
1.4.3 |
Project Charter Plan (Short Version) |
3 |
1.4.4 |
TOPCIT Project Management Quizlet |
3 |
1.4.5 |
Stakeholder Analysis |
3 |
1.4.6 |
Stakeholder Management Strategy |
3 |
1.4.7 |
Choose Project Adviser and Consultant |
3 |
1.4.8 |
Team Meeting 5 |
3 |
1.4.9 |
Team Meeting 6 |
3 |
1.4.10 |
Team Meeting 7 |
3 |
1.4.11 |
Cost Management Plan |
3 |
1.4.12 |
Schedule Management Plan |
3 |
1.4.13 |
Scope Management Plan |
3 |
1.4.14 |
Work Package Solution |
3 |
1.4.15 |
Team Meeting 8 |
3 |
1.4.16 |
Adviser/Consultant Meeting 6 |
3 |
1.4.17 |
Initial Wiki Page Encoding |
3 |
1.4.18 |
Project Management Plan |
4 |
1.4.18.1 |
Staffing Management Plan |
4 |
1.4.18.2 |
Change Management Plan |
4 |
1.4.18.3 |
Communication Management Plan |
4 |
1.4.18.4 |
Final Quality Management Plan |
4 |
1.4.18.5 |
Risk Management Plan |
4 |
1.4.18.6 |
Procurement Plan |
4 |
1.4.18.7 |
Implementation Plan |
4 |
1.4.18.8 |
Project Management Approach |
4 |
1.4.18.9 |
Company Profile |
4 |
1.4.19 |
Team Meeting 9 |
3 |
1.4.20 |
1st Individual Weekly Status Report |
3 |
1.4.21 |
PMI 7th Edition Quizlet |
3 |
1.4.22 |
Final Project Charter Plan (Long Version) |
3 |
1.4.23 |
2nd Individual Weekly Status Report |
3 |
1.4.24 |
Adviser/Consultant Meeting 7 |
3 |
1.4.25 |
PMBOK Quizlet |
3 |
1.4.26 |
Final Work Breakdown Structure (WBS) |
3 |
1.4.27 |
Final Wiki Page Encoding |
3 |
1.4.28 |
Team Meeting 10 |
3 |
1.4.29 |
Team Meeting 11 |
3 |
1.4.30 |
Team Meeting 12 |
3 |
1.4.31 |
Finals (Sprint 7) |
2 |
1.5 |
Project Closeout |
3 |
1.5.1 |
Project Turnover |
3 |
1.5.2 |
Project Documentation |
3 |
1.5.3 |
Project Demonstration |
LEVEL 1 |
LEVEL 2 |
LEVEL 3 |
LEVEL 4 |
Villamin Wood and Ironworks System |
1.1 Planning |
1.1.1 Creation of Project |
|
1.2 Analysis and Design |
1.2.1 Choose Adviser/Consultant |
||
1.3 Development, Testing, and Deployment |
1.3.1 Choose Adviser/Consultant |
1.3.5.1 Executive Summary |
|
1.4 Project Management |
1.4.1 Team Meeting 4 |
1.4.18.1 Staffing Management Plan |
|
1.5 Project Closeout |
1.5.1 Project Turnover |
LEVEL |
WBS CODE |
ELEMENT NAME |
DEFINITION |
ESTIMATED DURATION |
1 |
1 |
Villamin Wood and Iron Works System |
Additional platform for Villamin Wood and Iron Works |
313 days |
2 |
1.1 |
Planning |
Planning the process of the project |
296 days |
3 |
1.1.1 |
Creation of Project |
Planning of the project. Finding a client and forming a team |
14 days |
3 |
1.1.2 |
Choose Project/Client |
Choosing the possible client for the project |
14 days |
3 |
1.1.3 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations |
14 days |
3 |
1.1.4 |
Design Thinking 1 |
An assignment for us to understand how the project will be made |
1 day |
3 |
1.1.5 |
Chapter 1 |
Chapter 1 of the project paper |
8 days |
3 |
1.1.6 |
Chapter 2 |
Chapter 2 of the project paper |
8 days |
3 |
1.1.7 |
Chapter 3 |
Chapter 3 of the project paper |
8 days |
3 |
1.1.8 |
Midterm (Sprint 1) |
Project presentation for defense |
8 days |
3 |
1.1.9 |
Comments Matrix |
Improvements of the first 3 chapters on the paper. |
4 days |
3 |
1.1.10 |
Chapter 4 |
Chapter 4 of the project paper |
8 days |
3 |
1.1.11 |
Chapter 5 |
Chapter 5 of the project paper |
8 days |
3 |
1.1.12 |
Progression of Chapter 1, 2, and 3 |
Progressions of the project paper |
15 days |
3 |
1.1.13 |
Finals (Sprint 2) |
Improvements on the chapters of the paper. |
1 day |
3 |
1.1.14 |
Updated Comments Matrix and Paper |
Improvements on the chapters of the paper. |
5 days |
3 |
1.1.15 |
Submission of Updated Comments Matrix and Final Paper |
Submitting the paper through uploading the files on MS Teams |
1 day |
2 |
1.2 |
Analysis and Design |
Initial production of the system |
64 days |
3 |
1.2.1 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations |
24 days |
3 |
1.2.2 |
Compilation of MNTSDEV Requirements |
Compiled the previous requirements during MNTSDEV |
1 day |
3 |
1.2.3 |
Software Design |
Problem-solving and software solution planning |
1 day |
3 |
1.2.4 |
MVC Infographic |
Infographic preparation for the project |
2 days |
3 |
1.2.5 |
GitHub Repository |
Signed up/logged in into their GitHub accounts to be added on the team’s repository. |
1 day |
3 |
1.2.6 |
Case in Point: Big Ten University |
Assigned to do the Case in Point: Big Ten University of the project. |
3 days |
3 |
1.2.7 |
Event Table |
Events happening in the system. |
8 days |
3 |
1.2.8 |
Use Case Diagram |
Events happening in the system. |
8 days |
3 |
1.2.9 |
Use Case Full Description |
Events happening in the system. |
6 days |
3 |
1.2.10 |
Data Flow Diagram |
Events happening in the system. |
6 days |
3 |
1.2.11 |
Context Flow Diagram |
Events happening in the system. |
6 days |
3 |
1.2.12 |
Entity-Relationship Diagram |
Events happening in the system. |
6 days |
3 |
1.2.13 |
Adviser/Consultant Meeting 1 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.14 |
Submission of Midterm Deliverables |
Proofread the paper and gathered the requirements for it to be emailed to the panelists. |
1 day |
3 |
1.2.15 |
Midterm (Sprint 3) |
Presnted the projected and took notes on what is needed to improve on the project paper. |
1 day |
3 |
1.2.16 |
Comment Matrix |
Added notes on what is needed to improve on the project paper. |
8 days |
3 |
1.2.17 |
Paper Revision 1 |
Revised the parts that are needed to improve. |
8 days |
3 |
1.2.18 |
Activity Diagram |
Events happening in the system. |
13 days |
3 |
1.2.19 |
Object Diagram |
Events happening in the system. |
6 days |
3 |
1.2.20 |
Class Diagram |
Events happening in the system. |
13 days |
3 |
1.2.21 |
Sequence Diagram |
Events happening in the system. |
13 days |
3 |
1.2.22 |
State Machine Diagram |
Events happening in the system. |
13 days |
3 |
1.2.23 |
Package Diagram |
Events happening in the system. |
13 days |
3 |
1.2.24 |
Component Diagram |
Events happening in the system. |
13 days |
3 |
1.2.25 |
Deployment Diagram |
Events happening in the system. |
13 days |
3 |
1.2.26 |
Adviser/Consultant Meeting 2 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.27 |
Adviser/Consultant Meeting 3 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.2.28 |
Paper Revision 2 |
Revised the parts that are needed to improve. |
8 days |
3 |
1.2.29 |
Mock Presentation |
Presented the project to the adviser and given us advice |
1 day |
3 |
1.2.30 |
Submission of Final Deliverables |
Presented the project to the adviser and given us advice |
1 day |
3 |
1.2.31 |
Finals (Sprint 4) |
Scanned the panelists’ comments on what is needed to improve on the project paper. |
1 day |
3 |
1.2.32 |
Paper Revision 3 |
Added notes on what is needed to improve on the project paper. |
9 days |
3 |
1.2.33 |
Updated Comments Matrix and Paper |
Proofread the paper and gathered the requirements for it to be uploaded on the Teams Channel. |
1 day |
2 |
1.3 |
Development, Testing, and Deployment |
Initial System Development |
65 days |
3 |
1.3.1 |
Choose Adviser/Consultant |
Finding professors that are in line with our course for future meetings and consultations. |
7 days |
3 |
1.3.2 |
Compilation of MSYADD1 Requirements |
Compiled the folder consisting of the requirements of the last MSYADD1 course. |
1 day |
3 |
1.3.3 |
Project Flow |
Tracking the project's progress. |
8 days |
3 |
1.3.4 |
Assigning of Parts for Statement of Work and Project Charter Plan |
The team leader assigned the group work |
1 day |
3 |
1.3.5 |
Initial Project Charter Plan (Long Version) |
Gives project managers written permission to begin work. |
27 days |
4 |
1.3.5.1 |
Executive Summary |
The preliminary section of a Project Charter Plan |
4 days |
4 |
1.3.5.2 |
Risks |
Scenarios that will develop changing the conclusion of a project, for better or for worse. |
4 days |
4 |
1.3.5.3 |
Project Purpose/Justification |
Scenarios that will develop changing the conclusion of a project, for better or for worse. |
4 days |
4 |
1.3.5.4 |
Project Description |
Explains the project's specifics |
2 days |
4 |
1.3.5.5 |
Preliminary Scope Statement |
Statement identifying the high-level project goals |
2 days |
4 |
1.3.5.6 |
Summary Milestone Schedule |
Allows the project manager to analyze and identify all key and substantial project milestones that may exist during a project. |
3 days |
4 |
1.3.5.7 |
Project Deliverables |
Output component within the scope of a project |
3 days |
4 |
1.3.5.8 |
Project Approval Requirements |
The deliverables have reached the final draft stage. |
2 days |
4 |
1.3.5.9 |
Project Manager |
The person in charge of completing the project |
2 days |
4 |
1.3.5.10 |
Authorization |
A formal procedure that enables (or grants permission for) work on a project to commence. |
10 days |
3 |
1.3.6 |
Statement of Work |
A legally enforceable agreement that collects and describes all aspects of your project's work management. |
8 days |
4 |
1.3.6.1 |
Introduction/Background |
A one-page portion of your project proposal that describes the issue that your initiative will address. |
2 days |
4 |
1.3.6.2 |
Scope of Work |
A guide to help your team understand what a project includes and excludes. |
5 days |
4 |
1.3.6.3 |
Period of Performance |
The total period (sometimes several years) that a federal agency grants a grantee to accomplish the approved work of the project detailed in the application. |
2 days |
4 |
1.3.6.4 |
Place of Performance |
The overall assessment of whether a project has met its objectives and requirements in terms of scope, cost, and timeliness. |
2 days |
4 |
1.3.6.5 |
Work Requirements |
The features, functions, and tasks that must be performed for a project to be considered successful. |
2 days |
4 |
1.3.6.6 |
Schedule/Milestones |
A project's activities, deliverables, and milestones are listed here. |
2 days |
4 |
1.3.6.7 |
Acceptance Criteria |
Criteria that contain performance standards and fundamental conditions that should be met before the project's outcomes are granted approval |
2 days |
4 |
1.3.6.8 |
Other Requirements |
Other requirements needed for the system. |
3 days |
4 |
1.3.6.9 |
Acceptance |
A procedure for reviewing and accepting project deliverables by the customer. |
2 days |
3 |
1.3.7 |
Project Vision and Scope |
Define the project's broad parameters and lay the groundwork for all following steps in the projects or programs cycle. |
2 days |
4 |
1.3.7.1 |
Business Requirements |
Define what the company wants or needs to be able to do when the project is finished. |
2 days |
4 |
1.3.7.2 |
Business Objectives and Success Criteria |
Cost, scope, and timeliness |
2 days |
4 |
1.3.7.3 |
Vision of the Solution |
Define the end aim and any other criteria that will help the project succeed. |
2 days |
4 |
1.3.7.4 |
Scope and Limitations |
The project's anticipated completion date |
2 days |
4 |
1.3.7.5 |
Business Context |
The project's anticipated completion date |
2 days |
3 |
1.3.8 |
Activity List |
A document that lists all the activities in a project. |
31 days |
3 |
1.3.9 |
MCSPROJ Course Paper |
A research paper that is based on your original study. |
16 days |
3 |
1.3.10 |
Team Meeting 1 |
Meeting for help and other clarifications. |
1 day |
3 |
1.3.11 |
Initial Work Breakdown Structure (WBS) |
Methodical way of completing huge tasks with multiple moving parts |
20 days |
3 |
1.3.12 |
Team Meeting 2 |
Meeting for help and other clarifications. |
1 day |
3 |
1.3.13 |
Improvement Matrix |
Collecting the past comments of the panelists during each defense. |
15 days |
3 |
1.3.14 |
Midterm (Sprint 5) |
Project presentation for defense |
1 day |
3 |
1.3.15 |
Midterm Comment Matrix |
Improvements of the paper. |
2 days |
3 |
1.3.16 |
User Project Review |
Detailed understanding of the project's present situation |
7 days |
3 |
1.3.17 |
Team Meeting 3 |
Meeting for help and other clarifications. |
7 days |
3 |
1.3.18 |
Test Case |
Beginning stage of the testing process |
6 days |
3 |
1.3.19 |
Initial Quality Management Plan |
Maintaining the program's overall quality smoothly and effectively |
7 days |
3 |
1.3.20 |
Software Requirement Specifications |
A set of instructions that specifies what the software will accomplish and how it should behave. |
9 days |
3 |
1.3.21 |
Adviser/Consultant Meeting 4 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.3.22 |
Adviser/Consultant Meeting 5 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.3.23 |
Finals (Sprint 6) |
Scanned the panelists’ comments on what is needed to improve on the project paper. |
1 day |
2 |
1.4 |
Project Management |
Planning and organizing a company's resources to complete a given task, event, or duty |
51 days |
3 |
1.4.1 |
Team Meeting 4 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.2 |
Business Case |
Rationale for carrying out a project, program, or repertoire |
12 days |
3 |
1.4.3 |
Project Charter Plan (Short Version) |
Venture's goals, scope, and duties to key project stakeholders to gain permission. |
9 days |
3 |
1.4.4 |
TOPCIT Project Management Quizlet |
Competence of projects, handling projects, project tools, and assessment of projects. |
1 day |
3 |
1.4.5 |
Stakeholder Analysis |
Identifying these individuals prior to the start of the project |
9 days |
3 |
1.4.6 |
Stakeholder Management Strategy |
Managing the expectations and needs of all internal and external stakeholders |
9 days |
3 |
1.4.7 |
Choose Project Adviser and Consultant |
Finding professors that are in line with our course for future meetings and consultations. |
1 day |
3 |
1.4.8 |
Team Meeting 5 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.9 |
Team Meeting 6 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.10 |
Team Meeting 7 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.11 |
Cost Management Plan |
Mapping and controlling a budget |
13 days |
3 |
1.4.12 |
Schedule Management Plan |
How the project schedule is handled over the course of the project's lifecycle |
13 days |
3 |
1.4.13 |
Scope Management Plan |
Drafting the procedures associated with executing a project |
13 days |
3 |
1.4.14 |
Work Package Solution |
Tasks inside a project that are related |
39 days |
3 |
1.4.15 |
Team Meeting 8 |
Meeting for help and other clarifications |
1 day |
3 |
1.4.16 |
Adviser/Consultant Meeting 6 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.4.17 |
Initial Wiki Page Encoding |
Encoding the contents about the project |
16 days |
3 |
1.4.18 |
Project Management Plan |
A collection of documentation outlining the how, when, and possibilities of the completion of a project. |
20 days |
4 |
1.4.18.1 |
Staffing Management Plan |
Employment specifications for the venture and how assets are going to be handled |
6 days |
4 |
1.4.18.2 |
Change Management Plan |
Putting modifications or adjustments into action in a project or throughout a company |
6 days |
4 |
1.4.18.3 |
Communication Management Plan |
Communication between the project teams and stakeholders |
13days |
4 |
1.4.18.4 |
Final Quality Management Plan |
Guaranteeing that quality measures are put in place for a project |
13 days |
4 |
1.4.18.5 |
Risk Management Plan |
Risk management for the project |
13 days |
4 |
1.4.18.6 |
Procurement Plan |
Covers the items the project will purchase, classified as products, services, or technology. |
10 days |
4 |
1.4.18.7 |
Implementation Plan |
Drafting the processes used by a team to achieve an objective or complete a project |
13 days |
4 |
1.4.18.8 |
Project Management Approach |
Drafting the processes used by a team to achieve an objective or complete a project |
9 days |
4 |
1.4.18.9 |
Company Profile |
An introductory section to a corporation in writing that informs the audience regarding its operations, mission, ambitions, and capabilities. |
2 days |
4 |
1.4.19 |
Team Meeting 9 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.20 |
1st Individual Weekly Status Report |
Project progress over a certain time span |
3 days |
3 |
1.4.21 |
PMI 7th Edition Quizlet |
An assignment for us to understand how the project will be made |
11 days |
3 |
1.4.22 |
Final Project Charter Plan (Long Version) |
Venture's goals, scope, and duties to key project stakeholders to gain permission. |
13 days |
3 |
1.4.23 |
2nd Individual Weekly Status Report |
Project progress over a certain time span |
1 day |
3 |
1.4.24 |
Adviser/Consultant Meeting 7 |
Meeting with the project’s adviser for consultation and other clarifications. |
1 day |
3 |
1.4.25 |
PMBOK Quizlet |
An assignment for us to understand how the project will be made |
1 day |
3 |
1.4.26 |
Final Work Breakdown Structure (WBS) |
A sequentially strategy to completing huge tasks with multiple variables |
1 day |
3 |
1.4.27 |
Final Wiki Page Encoding |
Final encoding the contents about the project |
14 days |
3 |
1.4.28 |
Team Meeting 10 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.29 |
Team Meeting 11 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.30 |
Team Meeting 12 |
Meeting for help and other clarifications. |
1 day |
3 |
1.4.31 |
Finals (Sprint 7) |
Project presentation for defense |
1 day |
2 |
1.5 |
Project Closeout |
Completes every task assigned across all phases of the project. |
1 day |
3 |
1.5.1 |
Project Turnover |
Transfer from construction or renovation to use and occupancy |
1 day |
3 |
1.5.2 |
Project Documentation |
Documentation created by the project manager throughout its developmental phase. |
1 day |
3 |
1.5.3 |
Project Demonstration |
Evaluation of the system |
1 day |
TERMINOLOGIES |
DEFINITION |
Work Breakdown Structure (WBS) |
Technique used in one of the most essential project management manuals. |
Work Package |
A precise list of tasks that must be completed to meet a given deliverable or project milestone. |
WBS Code |
Listed values that you can put to projects and modify to meet your company's specific needs. |