Project Plan

by

Candie Pollard Sutherland- 07007511

A Paper Presented in Partial Fulfilment

Of the Requirements of

EDID 6511 Facilitating and Managing Learning

Summer - 2019-2020

University: University of the West Indies Open Campus

Course Coordinator: Dr. Camile Dickson-Deanne

Due Date: 31st July, 2020

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Table of Contents

List of Figures and Tables.........................................................................................................................3

Purpose of the Charter.............................................................................................................................. 4

Project Charter .......................................................................................................................................... 5

Project Scope Management........................................................................................................................6

Definition of Scope ................................................................................................................................... 6

Purpose of Scope Management..................................................................................................................6

Roles and Responsibilities within the Scope ............................................................................................ 6

Project Scope Statement ............................................................................................................................. 7

Product Scope Description......................................................................................................................... 7

Product Acceptance Criteria ..................................................................................................................... 7

Risk Assessment ...................................................................................................................................... 7

Project Assumptions ..................................................................................................................................7

Project Constraints .................................................................................................................................... 8

Project Deliverables ................................................................................................................................. 8

Work Breakdown Structure (WBS) ........................................................................................................... 9

Scope Verification .................................................................................................................................. 13

Scope Control.......................................................................................................................................... 14

Scope Change............................................................................................................................................14

Project Time Management .......................................................................................................................15

Introduction ..............................................................................................................................................15

Schedule Management Approach .............................................................................................................15

Milestone List ............................................................................................................................................ 15

The Precedence Diagram Method (PDM) ................................................................................................. 16

Develop Schedule .................................................................................................................................... 17

Critical path……………………………………………………………………………………………….17

Other Management Plans

Project Risk Management Approval .............................................................................................................20

Risk identification……………...................................................................................................................... 20

Risk Qualification and Prioritization ............................................................................................................ 21

Risk Response and Contingency Plan............................................................................................................ 22

Risk Monitoring, Controlling and reporting ..................................................................................................23

Project Quality Management Approval .........................................................................................................24

Quality Management Objectives................................................................................................................... 24

Quality Control .............................................................................................................................................. 24

Quality Assurance .......................................................................................................................................... 24

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Quality Team Roles and Responsibilities .......................................................................................................25

Problem Reporting Plan (Quality Control and Quality Assurance) .............................................................25

Project Cost Management ............................................................................................................................26

Cost Management Approach........................................................................................................................ 26

Roles and Responsibilities ...........................................................................................................................26

Cost Baseline ...............................................................................................................................................27

Estimating Costs ...........................................................................................................................................28

Reporting and Cost Change Control ............................................................................................................. 31

References.....................................................................................................................................................33

List of Figures and Tables

Table 1: Project Charter ................................................................................................................................ 4

Table 2: Roles and responsibilities ............................................................................................................... 5

Figure 1: Work Breakdown Structure .......................................................................................................... 8

Table 3: WBS Dictionary.............................................................................................................................. 9

Figure 2: Scope Verification Document ...................................................................................................... .9

Figure 3: Project Change Form......................................................................................................................9

Table 4: Milestone Verification ................................................................................................................... 10

Table 5: Activity list ................................................................................................................................... .15

Figure 4: Precedence Diagram Method (PDM) ............................................................................................ 16

Table 6: Establishing the Critical Path..........................................................................................................17

Figure 6: Critical Path ................................................................................................................................... 19

Figure 7: Gantt Chart .................................................................................................................................... 19

Table 7: Failure Modes & Effects Analysis ................................................................................................. 20

Table 8: Prioritization of Risks .................................................................................................................... 21

Table 9: Risk Response Matrix .................................................................................................................... 22

Table 10: Components of the Quality Management Plan .............................................................................23

Table 11: Definitions .................................................................................................................................... 24

Figure 7:…………………………………………………………………………………………………….24

Table 12: Quality Control ............................................................................................................................. 25

Figure 8:………………………………………………………………………………………………….. 25

Table 13: Quality Assurance......................................................................................................................... 26

Figure 9:…………………………………………………………………………………………………….26

Table 14: Quality Team Roles and Responsibilities ................................................................................... ..27

Table 15: Quality Control Log....................................................................................................................... 28

Table 16: Quality Assurance Log .................................................................................................................. 29

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Purpose of the Project Charter

This project charter serves as the blueprint for the project “Developing Library Management System at the Owia Government

School”. It provides documentation of various aspects of requirements and expectations for the project. The document will include

mention of areas such as project goals and objectives, constraints, assumptions, stakeholders, milestones, estimated cost and resources.

It also outlines the project team and gives their roles and responsibilities.
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PROJECT CHARTER

Project Name: Learning Management System at Child Friendly Library at OGS

Opportunity Goal Objectives

The library system at the Owia Government
School lacks the proper design and database for
library management system which allow
members to register securely while students
read comfortably.
The ability of the students to access tens-of
–thousands of books on open source
libraries from around the world through
technology.
The main objectives of the project are: to do research on
library system and to establish distinct features that can be
applied in developing a library management system OGS
To introduce the students to more digital and research-
based learning.

In/out scope Constraints Assumptions

 Implement a Library management
system a software used to manages the
catalog of a library.   
 Make it spacious and more e-learning
so that large number of students can
gain its advantage.
 Creation of e-book facility so that
students are able to access books from
their desktops or laptops from
anywhere
 Content development
 Access rights by the students
Consortium arrangements
 Staff training and recruitment
 Use of technology by the students,
teachers and library staff.
Academic libraries address their mission to support
research and teaching by building collections and
developing services intended to meet the information needs
of their students.

Core team members Stakeholders

Students

Teachers

Community members

Summary Project Status Deliverables

Project Start Date -29th June 2020 Teacher survey on the improvement in the ease of use of the applied features.
Demonstrations of the old versus the new processes
Estimated Completion Date

Milestone Communication plan

Start End What Who Where How

Project Concept Developed 29th June 2020 1st July,
2020
Project Documentation 1st July, 2020 20th July, Project Concept All stakeholders 2nd July, 2020 Face to face meeting
2020 Presentation

Design of changes 15th July, 2020 25th July, Project Team All Team Weekly WhatsApp chat
2020 meetings Members

Project Design Programmer TBA Face to face

Software
Designer
Budget (XCD)

1. Software, hardware and office equipment $12, 000

2. Document preparation, and training $10, 500

3. Cost of books $5,000

4. Total cost $27, 500

Project approval
Signature Date
Stakeholder
Project Manager

Chief Education Officer

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Project Scope Management

Definition of Scope

The Owia Government School (OGS) Child friendly Library is designed to enhances student learning outcomes by providing

a range of programs, services and resources which support teaching and learning. It also supports and encourages students'

reading experiences. However, the lack of a library management systems hinders the smooth flowing of the library.

Purpose of Scope Management

This part of the project plan gives the framework of the scope of the Owia Government School child friendly development plan with

the implementation of a Library Management System, project. This section of the plan gives the framework of the scope of the project.

It will provide the definition of the scope, the approach of the scope management, any control associated with scope changes, the

responsibilities of the team members in relation to the scope as well as the Work Breakdown Structure (WBS). The documentation

will also include WBS dictionary for scope clarity, a statement of the scope and the work to be accomplished. This is also produced in

an effort to provide project information to inform project stakeholders. The stakeholders in charge of project approval will be the

Minister of Education, teachers, students, and the wider community.

Roles and Responsibilities within the Scope

In order for the successful completion of the project there are some key persons that play major roles in the overall scope

management. These persons have to be fully informed of their responsibilities and be in agreement to ensure the successful completion

of the project. They will assist in ensuring the scope assigned is practicable in the given timeframe. The key persons’ role and

responsibilities are listed in below.

Roles and responsibilities

Project Manager

1. Organizes and implements the necessary tasks for the project within the timeframe.

2. Overseas the daily tasks of the project.

3. Liaison between the project team and stakeholders.

4. Overseas and drafts all document preparation, reports and approvals.

5. Manage resources and application changes.

Stakeholders

1. Provides approval and funding for the project.

2. Approves any changes in scope and project deliverables.

3. Assesses risks and constraints of the project.

Project Team
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1. Liaison with the project manager to ensure they are up-to-date on timelines and tasks.

2. Perform assigned duties especially in the upgrade of the application.

3. Access project documents for necessary changes and report such changes to the project manager.

Project Scope Statement

Product Scope Description

The project product that will be produced is a Library Management System which will automate the major library operations. The

project seeks to upgrade a library system and to establish distinct features that can be applied in developing a library management

system OGS. This library upgrade will provide students with the necessary skills to be more self-reliant and critical thinkers.

Product Acceptance Criteria

Once the necessary documents have been presented and approved with regards to the upgrade to the library. The application will be

completed, along with the necessary training methods. Finally, the product will be approved and signed.

Risk Assessment and probability

Table 2

RISK Risk Mitigation strategy

Probability
1 The time that can be assigned to 30% Allocating sufficient time to project
the project is not enough And using it properly
2 Change in requirements will 20% Having a potential to approve and
cause extra work reject changes
3 Not full command of the 80% The developing tools must be provided
developing tools on time
4 It may happen that the 50% Developing the supervisor’s skill and
supervisor of the project would by outsourcing
not be able to support the team
5 Lack of cooperation between 30% Creating a peaceful relation among the
members of the team team members in order to make them
cooperate each other
7 Redundancy in information that 70% Reducing the redundancy or the
may cause delays repetition of the information that may
cause delays to our project
8 If a similar software already 80% Checking whether similar software
exists, the project will be totally exists or not
cancelled

Project Assumptions

1. Provider of information resources selected to meet the curriculum

2. Highly-secured library data management

3. Allows mobile access

4. Encourages ease of use

5. Enhances reporting and monitoring

6. Increased flexibility

7. The improvement of employee morale

8. Availability of new, better, or more information

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Project Constraints

1. -Hardware Constraints

 To store persistent date, the system requires a database. So that the database ought to have backup capabilities.

2. -Physical Constraints

 no central accommodation to provides access to books, information, audiovisual materials, other media, and reliable Internet
access, therefore focus will be placed specifically on this area.

3.-Human Constraints

 various levels of training in library and ICT needs to be ongoing, there will be a library policy with specific guidelines.

4.-Design Constraints

 The library will be designed to make the system usability and it is to let users easy to use on the system.

Table :3

Project Deliverables

Assigned to

Stage Deliverable Delivered Accepted

(Date) (Date)
Initiation Project charter Project team, June 29th June 30th
Planning Scope Project team, July 4th July 9th
statement

Requirements Survey Project team, July 10th July 15h

Analysis

Design Project success Project team, July 17th July 20th

completed

Implementation Hardware/ Project team, July 20th July 28th

Software and major
application stakeholders
implementation
Close Hardware/ Project team, July 28th July 28th
Software
development
completed
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Work Breakdown Structure (WBS)

Figure 1 below gives the breakdown of all aspects of the project. This will assist in the efficiency in the process that will take place.

This aids in allowing for proper initiation, implementation and monitoring of the project. The activities are divided into five major

categories then each category further divided into subcategories.

Figure 1: Work Breakdown Structure

OGS Library
Managenmnet
system.(LMS)

1)Initiating 2)Planning 3)Executing 4)Monitoring

5) Closing
and controlling

1.1)Assigning a 2.1) explain 5.1) Develop the

3.1) Review 4.1) status report
project manager purpose of plan final project report

1.2)selecting a 2.2) prepare the 5.2) Presenting the

3.2) survey
project members objective of plan final project

1.3) Developing a 2.3) Develop the 3.3) library

project charter and project scope management
signing on it statement system

2.4)Prepare cost, 3.3.1) preparation

benefit and risk of preliminary plan
baseline and design

2.4.1) Prepare the 3.3.2) Building a

project duration program

2.4.2) Identify the 3.3.3) Testing a

benefits and costs program

2.4.3) Create Gantt

chart
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To reduce ambiguity and increase clarity a WBS Dictionary is presented in Table 4 that follows.

Table 4: WBS Dictionary

WBS Level WBS Code WBS name WBS Deliverables Budgets Resources

description
Initiating
1.1 Assigning This selection Meeting notes $100 Project

project is needed to to help in Manager

manager guide the preparing

project goals, project charter

objectives, and scope

budget, documents.

timeline and

strategy. The

need for such a

project will

also be

discussed
1.2 Selecting Based on the Documentation $100 Stakeholders

project meeting with of the project

members ministry charter

officials and

the vision for

the project,

items such as

the scope,

risks,

constraints and

deliverables

will be

documented
1.3 Developing Charter is Signatures to $200 Project

a project distributed to show approval manager

charter and the major

signature stakeholders.

Any

modifications

are

communicated
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to the project

manager.

Charter is

approved when

signatures are

affixed.
Planning
2.1 Establish The project All team $200 Project

project team manager will members manager

and its select persons

purpose to work with to

ensure project

efficiency.

2.2 Prepare the The team will All team $100 Project

objectives of be guided by members manager

the project the objectives

outline to
3.3 Develop Documentation Signatures to $100 Project

project of the scope to show approval manager and

scope include team

statement definition and member

purpose of the

scope, risks,

constraints,

assumptions

and deliverable

3.4 Prepare cost, A list of the Equipment $200 Project

benefits and project necessary for manager and

risk baseline expense and the upgrade team

what the such as desk member

benefits will be chairs,

after computers,

successfully programs and

executing the applications.

project

Executing
4.1 Reviewing The team will LMS $400 Project

of the plan review the application manager and

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documents on with additional team

a weekly basis. features member

Teachers who

are not so

technologically

incline test the

new features

od the system.

4.2 Survey Surveys will Data from $1000 Project

be taken after survey manager and

each phase of team

implementing member

in order to rate

the success of

the project
4.2 Library Both hard and Documentatio $200 Software

Management software will n from various designer,

system be located by retail shops network

contents the team and designers manager and

members to programmer

find the ones

most suitable

for the location

of the library
Monitoring

and

controlling
5.1 Status A report at Document will $2000 Project

reports each include all manager and

stage/phase management team

will be documents for member

presented for the project

overview and

adjustment if

necessary
Closing
5.2 Develop the The final Approved by $100 Project

final project document to the major manager and

report culminate the stakeholders team

project is member
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prepared

5.3 Presenting This final ---- $300 Project

the final document is manager and

project submitted team

member

Scope Verification

The verification process will entail the stakeholders accepting the scope of the project to include the scope statement, WBS and WBS

Dictionary. This will be done by the major stakeholders. An example of this document is shown in figure 3.

Figure 2: Scope Verification Document

Source: https://studylib.net/doc/9526026/deliverable-acceptance-document---international- institute...

Scope Control

The project will only entail those things that are outlined in the WBS and the WBS Dictionary. The project manager will take the

responsibility of monitoring the actions of the project team for the entire project. The scope management will serve as a guide to

ensure the smooth running of the project.

Scope Change
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Scope changes may be made by the project manager, team members or the major stakeholders. However, all changes have to be

documented using the project change request form as shown in Figure 4. All members should be aware of any changes made to the

project scope. There is no guarantee of a change acceptance however, as they can be rejected or deferred to the project team to decide

if there should be a change.

Figure 3: Project Change Form

Time Management Plan

Introduction

This time management plan seeks to outline the particular activities that the task members and stakeholders must perform to create the

project deliverables for the Library Management System project. This plan will give the estimating of the quantity of work periods and

their expected due date, individual activities along with the schedule and progress of the project through the use of a blueprint of how

the project will be executed. This will encapsulate the activities from the inception to execution of the project.
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Schedule Management Approach

This schedule management plan considers multiple components, including the identified tasks, resource requirements, the duration of

the activities, estimated completion dates, and resource requirements necessary for initiating, planning, executing, monitoring, and

closing the current project. A set of components such as the milestone list, the Precedence Diagram Method (PDM), the Critical Path

Method (CPM), and precise schedules are developed to prevent wastage of resources.

Milestone List

Despite providing overview of the broad categories of the milestones for this project, this section details the specific events significant

for the success of the current event. As presented in Table, all events will be subject of approval by the project manager to verify their

completion based on the actual end date rather than the estimated date. Thus, all changes proposed are also subject of approval from

the project manager.

Table: 5

Milestone List
Project: Learning Management System at Child Friendly Library at Date: _ / _/ 2020

OGS
No. Milestone Mandatory Estimated Actual Days Verification

/Optional End Date End Date Late

1 Project start Mandatory 29/6/2020 29/6/2020 0 Project Manager Approval

2 Assigning a project Mandatory 30/6/2020 30/6/2020 0 Project Manager Approval

manager
3 Selecting project members Mandatory 30/6/2020 30/6/2020 0 Project Manager Approval
4 Developing a project Mandatory 30/6/2020 30/6/2020 0 Project Manager Approval

charter and signing on it

5 Establish project team and Mandatory 9/7/2020 9/7/2020 0 Project Manager Approval

its purpose
6 Prepare the objectives of Mandatory 12/7/2020 13/7/2020 1 Project Manager Approval

the project
7 Develop project scope Mandatory 16/7/2020 16/7/2020 0 Project Manager Approval

statement
8 Prepare cost, benefits and Mandatory 20/7/2020 20/7/2020 0 Project Manager Approval

risk baseline
9 Prepare the project Mandatory 24/7/2020 24/7/2020 0 Project Manager Approval

duration
10 Identify the benefits and Mandatory 27/7/2020 29/7/2020 2 Project Manager Approval

costs
11 Create Gantt chart Mandatory 30/7/2020 31/7/2020 1 Project Manager Approval
12 Review Mandatory 8/8/2020 - - Project Manager Approval
13 Survey Mandatory 24/8/2020 - - Project Manager Approval
14 Preparation of preliminary Mandatory 30/8/2020 - - Project Manager Approval

plan and design

15 Building the program Mandatory 23/9/2020 - - Project Manager Approval
16 Testing the program Mandatory 30/9/2020 - - Project Manager Approval
17 Status report Mandatory 10/10/2020 - - Project Manager Approval
18 Develop the final project Mandatory 23/12/2020 - - Project Manager Approval

report
19 Presenting the final project Mandatory 31/10/2020 - - Project Manager Approval
20 Project end Mandatory 31/10/2020 - - Project Manager Approval
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The Precedence Diagram Method (PDM)

The Precedence Diagram Method (PDM) is an essential tool for scheduling various project activities through visual representation.

For this project, a schedule network program is constructed to connect different activities to show the dependencies. The green arrows

in Figure 5 show finish-start dependence relationship among the tasks while the figures below task statements represent the duration

required in days. For instance, both developing a project charter and signing on it, and establishing project team and its purpose can

only be started after project members have already been selected. Thus, this visual representation tool is essential in depicting not only

the precise tasks involved in the project but also their order of completion alongside the duration required.

Figure 4

Schedule

This section highlights the schedule of activities to be conducted alongside the projected time for starting and finishing each

project deliverable.

A schedule update is distributed regularly to provide project stakeholders with an assessment of the progress of the project. The

Critical Path for the project “Library Management System at the Owia Government School” is shown in figure 5 below with the use

of the arrows. The Critical Path Method illustrates the longest duration of the network of activities. It gives the early start and late

finish each activity can start or finish without prolonging the project.
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Table 6: Establishing the Critical Path

Item Task Start Finish Duration

Number (Days)
Project Initiation 29/6/2020 30/6/2020 1
1 Assigning a project manager 29/6/2020 30/6/2020 1
2 Selecting project members 29/6/2020 30/6/2020 1
3 Developing a project charter and 29/6/2020 30/6/2020 1

signing on it

Project Planning 7/7/2020 30/7/2020 23

1 Establish project team and its 7/7/2020 9/7/2020 2

purpose

2 Prepare the objectives of the 10/7/2020 12/7/2020 2

project
3 Develop project scope statement 13/7/2020 16/7/2020 3
4 Prepare cost, benefits and risk 17/7/2020 20/7/2020 3

baseline
5 Prepare the project duration 22/7/2020 24/7/2020 2
6 Identify the benefits and costs 25/7/2020 27/7/2020 2
7 Create Gantt chart 28/7/2020 30/7/2020 1

Project Execution 5/8/2020 28/11/2019 56

1 Review 5/8/2020 8/8/2020 3
2 Survey 10/8/2020 24/8/2020 14
3 Preparation of preliminary plan 25/8/2020 30/8/2020 5

and design
4 Building the program 2/9/2020 23/9/2020 21
5 Testing the program 24/9/2020 30/9/2020 6

Project Monitoring and 3/10/2020 10/10/2020 7

controlling
1 Status report 3/10/2020 10/10/2020 7

Project closing 15/10/2019 31/10/2020 16

1 Develop the final project report 15/10/2020 23/12/2020 8
2 Presenting the final project 27/10/2020 31/10/2020 4

Establishing the Critical Path

The critical path is the longest distance that a team can use to finish the project. According to Aliyu (2012), the time required on a

critical path is the entire duration of the project. In this case, there is only one critical path that totals to 86 days. The critical path is

presented with red arrows in Figure 6. Since the project begun on June 29, 2020, it is expected that it will take at least 12 weeks and 2

days for the Learning Management System at Child Friendly Library at OGS to be ready if all tasks provided in the work-breakdown

schedule are done at their normal times. Furthermore, having one critical path indicates that this project is not expected to undergo

many changes while being implemented.

Figure 5
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Figure 6

Time Management Acceptance

Stakeholders Signature Date

Sponsors /Donors
Education officials
Staff/students
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Other Management Plans

Project Risk Management Approach

Risk Identification

This section identifies the possible risks likely to occur when implementing the project. It also highlights the possible causes of

the identified risks as listed in Table 2. From the Table 2, the current project is vulnerable to at least 8 risks identified alongside

multiple causes.

Table :7

Project Risk Management Plan: Risk Identification

Risk No. Risk Description Risk Causes
1 The time that can be Failure to consider all deliverables at the preparation

assigned to the project stage

is not enough External factors, such as delays from the Ministry of

Education
2 Change in Change in the deliverables required to execute precise

requirements will tasks

cause extra work

3 Not full command of Poor planning at the start of the project

the developing tools Physical challenges, such as bad weather

4 It may happen that the On realization that a similar app is already in the

supervisor of the existence; thus, failure to believe in the project

project would not be Having more work to do during the time

able to support the Fear of the responsibility

team
5 Lack of cooperation Lack of team work traits among the group members

between members of Project manager exercising bias

the team
6 Redundancy in Failure of technological devices, such as laptops and

information that may internet network disruptions.

cause delays
7 If a similar software Poor research to identify the gap to be filled in the

already exists, the project scope.

project will be totally

cancelled

Risk Qualification and Prioritization

This section provides an overview of the risk qualification and prioritization based on their consequences, likelihood of occurrence;

impact when they occur, risk rating and the priority number. The consequences column indicates the possible effects that each risk can

have on the project if it occurs while the likelihood section depicts the possibility of the risk to happen while implementing this

project. Furthermore, the impact column indicates the degree of the risk in affecting the project if it occurs as the rating and priority

numbers ranks individual risks based on their projected effects. This information is summarized in Table 8.

Table :8

Project Risk Management Plan: Risk Qualification and Prioritization

Risk Risk Risk Risk Risk Risk Risk
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No. Description Consequences Likelihood Impact Rating Priority

Number
1 The time that Delay of the Possible Minor Moderate 7

can be subsequent

assigned to dependent tasks,

the project is leading to project

not enough delay

2 Change in Increased project Possible Moderate Moderate 6

requirements costs such as

will cause compensating for

extra work over-time

payments to the

stakeholders
3 Not full Delayed project Possible Moderate High 2

command of execution

the Compromised

developing quality of the app

tools following failure

to obtain all tools

4 It may Waste more time Unlikely Moderate Moderate 4

happen that looking for

the another project

supervisor of sponsor

the project

would not be

able to

support the

team
5 Lack of Waste more time Possible Major High 3

cooperation teaching the

between project team on

members of the team work

the team traits

6 Redundancy Delay of the Possible Moderate Moderate 5

in subsequent

information dependent tasks,

that may leading to project

cause delays delay

7 If a similar Cancelling of the Unlikely Major Extreme 1

software project, leading to

already a new start for

exists, the another project

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project will

be totally

cancelled

Risk Response and Contingency Plan

This section provides the possible responses and contingencies appropriate to the identified risks as presented in Table 9.

Table 9

Project Risk Management Plan: Risk Response and Contingency Plan

Ris Risk Description Risk Response Contingency Plan

No.
1 The time that can be assigned to the Try using the time Allocating sufficient

project is not enough allocated to each task time to project with

and activity properly significant allowances

as scheduled to accommodate

delays
2 Change in requirements will cause extra Reject non-impactful Accommodate the

work changes impactful changes

while minimizing

impact on the

subsequent tasks and

activities
3 Not full command of the developing The developing tools Identify possible

tools must be provided on sources of the

time alternatives in case of

any delay
4 It may happen that the supervisor of the Try to convince the Identify two possible

project would not be able to support the personnel to support alternatives to be

team the team based on the contacted when

cause of the failure necessary

5 Lack of cooperation between members Resolving any conflict Reminding members

of the team quickly of their roles and

setting expectations
6 Redundancy in information that may Reducing the Allocating sufficient

cause delays redundancy or the time to project with

repetition of the significant allowances

information that may to accommodate

cause delays to our delays

project
7 If a similar software already exists, the Verify if a similar Research at least two

project will be totally cancelled software exists or not different software to

be included in the

project in case a need

22

arises

Risk Monitoring, Controlling and reporting

Risk monitoring, controlling, and reporting will form a significant part of the risk management approach for this project. It will ensure

that all the risk plans are executed effectively to reduce the likelihood of the risk occurrences. Precisely, monitoring process will

involve keeping track of identified risks in each task; thus, triggering conditions for contingencies. At the same time, residual risks as

well as new ones that might arise will be monitored throughout the project implementation process. Multiple documents including

event recording registers and risk alert forms will be used to help the project team monitor and report all risks to control them. The

event recording register designed for this project is presented in Table 9 while the risk alert form is represented in Table 10.

Table : 10

Sr. No. Date of Is the event already Risk Action Actual Date
occurrenc identified in the risk Treatment - taken impact of
e of event register? If “Yes”… Mitigation to on the reporting
Risk Risk (Terminate, mitigate project the risk
Reference Mitigatio Treat, or
No. n Plan Transfer, reduce
Accept) the
risk

Table: 11

Risk Alert
Date of Occurrence _ / _/ 2020
Event occurred/which may
occur
The sequence of event (in
brief)

Possible causes

Urgent countermeasures

Project manager’s comments

Project Quality Management Approach

Quality Management Objectives

The quality management objectives are formulated to lead both quality control and quality assurance processes based on their

provisions. For this project, a set of 4 objectives were developed as provided in Table 11.

Table 11.

Category Quality Management Objective

Quality Assurance The project implementation process should be

cost-effective.
The project implementation process should be

conducted within the allocated time.

Quality Control The developed digital library system should be

spacious to benefit a large number of students

simultaneously.
The e-book facility should allow students to

access books from their desktops or laptops

23

irrespective of their physical locations.

Quality Control

Conducting quality control process is significant in this project as will allow the project team to measure the developed the Learning

Management System at Child Friendly Library at OGS based on the pre-determined standards. The specific inputs, tools and

techniques, and outputs for the quality control for this project are highlighted in Figure 7. the project team will create cause and effect

diagrams, run charts, engage in flowcharting, and review defect repairs to ensure that the digital library system developed is not only

spacious but also accessible regardless of the students’ location. Thus, quality control measurements such as the system’s capacity and

accessibility will be adjusted to meet the project demands and changes reflected in the project documents.

Figure :7

Quality management plan

Quality metrics
Project process assets
Work performance information
Approved change requests
Inputs all project deliverables

Cause and effect diagram

flowcharting
Run chart
Tools and Defect repair review
Techniques

Quality control measurements

Updates of quality baseline
Requested changes
Proposed defect repair
Outputs Updates of project management plan

Quality Assurance

Similar to quality control, conducting quality assurance is essential for the current project as it will allow the project team to determine

if the project is complying with multiple policies and procedures required in the Owia Government School, Child Friendly Library,

and the Learning Management System under development. As aforementioned, the major objective for this activity is to use minimum

time and low costs possible throughout the project life-cycle. Thus, multiple materials, including the risk register and stakeholder

register will be analyzed frequently during quality audits and process analysis to identify and conduct change requests while updating

the project management plan, project documents as provided in Figure 8.

Figure 8.

Quality management plan

Risk register
Stakeholder register
All project requirements docuemtation
Inputs Library process

Quality management and control tools

Quality audits
Tools and Process analysis
techniques

Change requests
Project management plan updates
project documents updates
Outputs Project process assets updates

Quality Team Roles and Responsibilities

24

The quality team will have numerous roles and responsibilities, as follows:

 Initiating quality definition by determining the standards desired for the quality of the project through planning.

 Making sure that quality is observed in every project task and activity through observation and analysis.

 Monitoring and auditing quality in the project deliverables.

 Proposing improvements to the project to increase the quality levels to be achieved.

Problem Reporting Plan (Quality Control and Quality Assurance)

The project manager will work closely with the quality team to not only discuss but also resolve quality issues in the project. Both

reports and metrics will be essential in communicating the status of the quality program and the results to other stakeholders. Table

represents a type of report that the project leader will generate in the plan of reporting quality problem.

Table 12.

Report Recipient Frequency

Quality weekly status report Project manager Every Friday of the week
Quality weekly report Project manager Every Friday of the week
Quality audit report As provided in the audit report As provided in the audit

schedule

Furthermore, developing a quality assurance status review report can be helpful in conducting the problem reporting plan while

managing the quality of a project. In this case, the document will include summary of the system evaluation, activities to be conducted

in the following week as well as a summary of risks and concerns as depicted in Table 13.

Table 13.

Project Cost Management

Cost Management Approach

25

While cost management is viewed as a continuous process, it helps to split the function into four steps: resource planning, estimation,

budgeting, and control. They are mostly sequential, but it's possible that some resource changes happen midway through the project,

forcing the budgets to be adjusted. Cost management involves engaging in a feasible project and conducting appropriately based on

the parameters set during the preparation stage. All activities highlighted in the work-breakdown schedule are associated with different

forms of costs to ensure that the project is completed not only within the allocated time but also within the approved budget to

enhance its performance rate. In this section, the precise roles and responsibilities associated with the financial resources, cost

baseline, estimating costs, and reporting and cost change control are covered as represented in Figure 8.

Figure 9.

Financal Roles and

Resources Responsibilities

Reporting and
Cost Baseline
Control

Estimatig costs

Roles and Responsibilities

As presented in Figure , presence of financial resources leads to people assuming roles and responsibilities to enhance accountability

of the expenditures. The project manager and stakeholders will have various roles and responsibilities in the cost management of this

project. Firstly, the project manager will be required to oversee and draft all document preparations, reports, and approvals, including

the financial ones. At the same time, the individual will have a duty of managing all project resources and apply necessary changes as

the project progresses towards the completion stage. Secondly, stakeholders of this project will be required to provide approvals and

funding the project deliverables. However, the project team members will not have direct roles and responsibilities concerning the

project financial resources but will be essential in making decisions that impact the cost of tasks and activities provided in the work-

breakdown schedule.

Cost Baseline

Allocating the estimated expenses of resources, tasks, and activities into cost accounts is critical in measuring and assessing the cost

performance of this project. Precisely, developing a cost baseline will allow the project manager and other stakeholders to determine

the degree in which the present project is attaining its financial goals. The cost baseline depicted in Table 3 is time-phased based on

the schedule provided in the time management plan. From Table 3, the project costs are divided into the monthly durations beginning

with June, when the project was initiated, to October, the projected month for the project closure.

Table 14.

WBS WB WBS name June July August Septemb October Total Resources

Level S er

Cod
26

e
Initiating
1.1 Assigning $100 $100 Project

project Manager

manager
1.2 Selecting $100 $100 Stakeholde

project rs

members
1.3 Developing $200 $200 Project

a project manager

charter and

signature
Planning
2.1 Establish $200 $200 Project

project team manager

and its

purpose

2.2 Prepare the $100 $100 Project

objectives of manager

the project
3.3 Develop $100 $100 Project

project manager

scope and team

statement member

3.4 Prepare cost, $200 $200 Project

benefits and manager

risk baseline and team

member

Executing
4.1 Reviewing $400 $400 Project

of the plan manager

and team

member

4.2 Survey $1000 $1000 Project

manager

and team

member

4.2 Library $50 $150 $200 Software

Managemen designer,

t system network
27

contents manager

and

programm

er

Monitori

ng and

controllin

g
5.1 Status $2000 $2000 Project

reports manager

and team

member

Closing
5.2 Develop the $100 $100 Project

final project manager

report and team

member

5.3 Presenting $300 $300 Project

the final manager

project and team

member

TOTAL $400 $600 $1,450 $150 $2,400 $5,000

Estimating Costs

Cost estimating has always been a predictive process in which the projected expenses of deliverables are quantified in a project. For

this reason, the aim of this section is to convert quantified technical information about project tasks and activities into finance data.

Thus, the outputs obtained from cost estimates will be utilized primarily for multiple stages during the implementation process of this

project, including planning phase, cost analysis, and decisions making sessions when conducting schedule control processes. While

developing the cost estimates presented in Table 4, the projected time duration of the deliverables was considered concurrently with

the expenses. This approach is significant since costs are, in most cases, dependent on the duration of an activity as the resource

requirements impact the project schedule.

Table 15.

WBS WB WBS name Units/H Cost/Un Subtota WBS % of Resources

Level S r. it/Hr. ls Level Tota

Cod Totals l

e
Initiating $400 8%
1.1 Assigning 1 $100 $100 Project

project Manager
28

manager
1.2 Selecting 4 $25 $100 Stakeholde

project rs

members
1.3 Developing 2 $100 $200 Project

a project manager

charter and

signature
Planning $600 12%
2.1 Establish 10 $20 $200 Project

project team manager

and its

purpose

2.2 Prepare the 5 $20 $100 Project

objectives of manager

the project
3.3 Develop 1 $100 $100 Project

project manager

scope and team

statement member

3.4 Prepare cost, 20 #10 $200 Project

benefits and manager

risk baseline and team

member

Executing $1600 32%

4.1 Reviewing 40 $10 $400 Project

of the plan manager

and team

member

4.2 Survey 100 $10 $1000 Project

manager

and team

member

4.2 Library 4 $50 $200 Software

Managemen designer,

t system network

contents manager
29

and

programm

er

Monitori $2000 40%

ng and

controllin

g
5.1 Status 200 $10 $2000 Project

reports manager

and team

member

Closing $400 8%
5.2 Develop the 5 $20 $100 Project

final project manager

report and team

member

5.3 Presenting 1 $300 $300 Project

the final manager

project and team

member

Reporting and Cost Change Control

Project cost control will include monitoring cost performance as the implementation process continues towards the completion.

Besides, the project manager will ensure that only significant changes are incorporated in the revised cost baseline to avoid incurring

unnecessary expenses. At the same time, the project manager will inform all stakeholders of the authorized changes made to the

project deliverables at the earliest time possible whenever they are projected to affect the project costs. Thus, cost control will be

conducted effectively as a way of ensuring that the current project is completed within the forecasted budget. Furthermore, the Earned

Value Management (EVM) technique will be employed to integrate scope, time, and cost data while measuring the performance of the

project deliverables. One of the major considerations while using the EVM mechanism to help in controlling costs for this project will

be entering actual information periodically. This practice will enhance the probability of attaining the budget objectives. Table Z

represents an example of the EV form designed to help in controlling costs in this project.

Table 16.

Activity First Week Second Week Total % Complete Earned Value

After First After First
Week Week (EV)
Training 10,000 0 10,000 75% 7,500
personnel

Planned Value 10,000 0 10,00

(PV)
Actual Cost (AC) 15,000 5,000 20,000
30

Cost Variance -7,500

(CV)
Schedule Variance -2,500
(SV)
Cost Performance 50%
Index (CPI)
Schedule 75%
Performance
Index (SPI)

References
31

A Guide to the Project Management Body of Knowledge (PMBOK Guide): Fifth Edition. Project Management Institute:
Pennsylvania: USA

Rose, K. H. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition. Project management
journal, 44(3), e1-e1.