Cover

Table of Contents
List of Figures..................................................................................................................................3

List of Tables...................................................................................................................................3

Introduction.....................................................................................................................................5

Introduction to the Alpha Call Detection System........................................................................5

Project Charter of new system.....................................................................................................5

Works Breakdowns Structures (WBS)............................................................................................7

Hierarchical Structure..................................................................................................................7

WBS Dictionary..............................................................................................................................9

Tabular View.............................................................................................................................11

Network Diagram..........................................................................................................................12

Responsibility Matrix....................................................................................................................15

Budget and Cost Distribution Plan................................................................................................17

Quality Management Plan.............................................................................................................19

Project Quality Management Overview....................................................................................19

Project Quality Management.....................................................................................................20

Quality Planning....................................................................................................................20

Quality assurance or quality control..........................................................................................20

Risk Management Plan..................................................................................................................21

Risk Identification.....................................................................................................................22

Risk Sources..........................................................................................................................22

Risk Category........................................................................................................................23

Risk assessment and possibility.................................................................................................24

Risk Impact............................................................................................................................24
 Risk mitigation planning and contingency allocation...............................................................25

Stakeholder and Communication Management Plan....................................................................26

Importance of strong communication plan for the project........................................................26

Communication methods for the project...................................................................................27

Key Stakeholder information................................................................................................28

References.....................................................................................................................................29

List of Figures

Figure 1: Activity Code.................................................................................................................14

Figure 2 : Network Diagram..........................................................................................................14

Figure 3 : Quality Management.....................................................................................................21

List of Tables

Table 1 : Project Charter of new system.........................................................................................5

Table 2 : Hierarchical Structure......................................................................................................7

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

Table 4 : Tabular View..................................................................................................................11

Table 5 : Network Diagram...........................................................................................................12

Table 6 : Responsibility Matrix.....................................................................................................15

Table 7 : Budget and Cost Distribution Plan.................................................................................17

Table 8 : Quality Responsibility Information................................................................................19

Table 9 : Risk Sources...................................................................................................................22

Table 10 : Risk Category...............................................................................................................23

Table 11 : Risk assessment and probability..................................................................................24

Table 12 : Risk Impact..................................................................................................................24

Table 13 : Probability -Impact.......................................................................................................24

Table 14 : Risk Description...........................................................................................................25

Table 15 : Risk mitigation planning and contingency allocation..................................................25

Table 16 : Communication techniques..........................................................................................27

Table 17 : Key Stakeholder information.......................................................................................28

Introduction

For 9 years the Customer Service Department has been using the Bravo Call Tracking System.
This system enables map and record customer support telephone calls statistics. During this era,
the number of calls has quintupled. The Department has therefore found present system's
competence and reliability.

To avoid problems facing the department, the new technology, termed "Alpha Call Detection
System." The structure have to be bought and mounted, designed, examined and stimulated for
production, because the Alpha Call Detection System is freshly designed. Finally it was decided
in December 2020 by the Ministry of Consumer Affairs.

Introduction to the Alpha Call Detection System

The new plan is to bring together the following success characteristics to an alpha call
monitoring system.

 All customer service calls are regulated and tracked by the new structure following the
execution date.
 All clients have the ability to employ a new structure in order to maintain work power.
 Operations acknowledge dedication to the promotion of system maintenance and system
sponsorship after implementation.

Project Charter of new system

Table 1 : Project Charter of new system

Project Name Alpha Call Detection System

Reasons for the Project The key reason for the program's termination
is the halting of the "Bravo Call Tracking
System," which is experiencing performance
and durability issues. As a result, new
projects will address these concerns.

Main Objective Establishing a new system (Alpha Call

Detection System)
Project scope • New solution restructuring (Alpha Call
Detection System).

• Get operational infrastructure support

equipment.

• Offer suitable consumer preparation and

customer support documents as well as social
meetings.

• It needs time to complete a turnover.

• Work with customer companies as user

stories to collect and evaluate needs.

• Develop and present a new system with

diagrams of measurement.

• Transfer verifiable content from Bravo  into

the Alpha system.

• Provide clients with framework utilization

training sessions.

• Conduct measuring and publicizing training

programs for client administrations chiefs.

• Carry out training program duties in

program activity and research

• Fill in as a basic structure keeps a bundle in

operation during the 7 underlying days

Major Stakeholders  Project manager

 Project Team

 IT department

 Operation department
  HR Department

Benefits  Improved system capacity and

dependability. 
 enhanced system capacity and
dependability. 

Normal Estimated Budget Rs. 15,150,000/-

Works Breakdowns Structures (WBS)

WBS is a multi-step process that offers a complicated experience. It is a way for detaching and
overcoming enormous activities that can accomplish things more quickly and competently. The
WBS is a reformistic tree structure which depicts the enterprise and divides it into less obvious
and better-adapted segments. The Work Breakdown Structure This can create a WBS by
creating coordinators and subfolders, and some time later it can continue to disengage each
effort. The goal of WBS is to improve the rationality of a massive effort. Isolated, it becomes
more discreet, that special partners can collaborate, encourage better gains and take all factors
into account.

Hierarchical Structure
Table 2 : Hierarchical Structure

WBS CODE ELEMENT NAME

01 Alpha Call Detection System

01.01 Performance requirement

01.01.01 Interview the Users

01.01.02 Defined requirement

01.01.03 Develop Project Charter

01.01.04 Approval for Project Charter

01.02 Planning
01.02.01 Determine resources

01.02.02 Develop Project Plan

01.02.03 Approval for Project Plan

01.03 Software

01.03.01 Design new system

01.03.02 Transfer historical data from Bravo system into Alpha

01.03.03 Design Database

01.04 Hardware

01.04.01 Procure server hardware to support the system.

01.05 Operation and training

01.05.01 Perform turnover to operations.

01.05.02 Work with customer governments to collect and report user history
requirements

01.05.03 Offer training and materials relevant

01.05.04 User training

01.06 Test Run

01.06.01 Complete the initial 7 days of operations during sales to the

operations gathering in an essential framework

01.07 System Implementation

WBS Dictionary

This section outlines specific figures for each element of the work breakdown structure for
design, activities and scheduling (WBS). The WBS dictionary depicts all achievements, designs,
exercises, scope, and dates, assets, expenditures and quality of WBS once in a while. The WBS
word reference is used appropriately and exceeds an archive which displays a message. It
changes into a kaleidoscope of companies which allows you to unlimitedly view your task
details. The basic use of the WBS word reference is to help make an item accessible for the
work. They are WBS's lowest-level working groups. They talk about an extension of companies
to develop a specific work unit. WBS may utilize d to identify the achievement of the project
milestone.

Table 3 : WBS Dictionary

WBS CODE ELEMENT NAME

1 Alpha Call Detection System

1.1 Performance requirement

1.1.1 Interview the Users

1.1.2 Defined requirement

1.1.3 Develop Project Charter

1.1.4 Approval for Project Charter

1.2 Planning

1.2.1 Determine resources

1.2.2 Develop Project Plan

1.2.3 Approval for Project Plan

1.3 Software

1.3.1 Design new system

1.3.2 Transfer historical data from Bravo system into Alpha

1.3.3 Design Database

1.4 Hardware

1.4.1 Procure server hardware to support the system.

1.5 Operation and training

1.5.1 Perform turnover to operations.

1.5.2 Work with customer governments to collect and report user history
 requirements

1.5.3 Offer training and materials relevant

1.5.4 User training

1.6 Test Run

1.6.1 Complete the initial 7 days of operations during sales to the

operations gathering in an essential framework

1.7 System Implementation

Tabular View

This technique is likewise used as result of the WBS, but the main differences here are that
there are 3 levels that other ways that did not give levels can be detected. This is the view,
Table 4 : Tabular View

Level - 1 Level - 2 Level - 3

01. Alpha call tracking 1. Performance 1. Interview the Users

system requirement 2. Specified
prerequisite
3. Build Project
Charter
4. Acceptance of
Project Charter

2. Planning 1. Ascertain sources

2. Build Project Plan
3. Acceptance of Project
Plan

3. Software 1. Build new system

2. Switch old data to
new system
3. Create Data base

4. Hardware Provide the system with

server hardware

05. Operation and training 1. Execute changeover

of operations.
2. Work with customer
governments to
collect and report user
history requirements.
3. Offer training and
 materials relevant.
4. User training.

06. Test Run Completing the first week of

operations in an essential
framework, from sales to
operations gathering.

07. Implement the system

Network Diagram

The network diagram shows how many tasks, commitments, and work procedures have been
fulfilled. It is typically represented by a table with a box and a bolt progression. It is used to
create the risk schedule and task sequence, as well as to track and complete them at each stage.
Furthermore, an organizational chart displays the breadth of the project by include all acts and
their outcomes. The organizational map not only enables a project manager to keep track of all
project components and swiftly convey their progress to others, but it also improves the
comprehension and retention of a network diagram by graphically improving and retaining data.
Table 5 : Network Diagram

Activity Activity Code Immediate Time (Days)

Procedure

Initiating Alpha A - 3
Call Detection
System

Interview the Users B A 5

Defined C B 10
requirement
Develop Project D C 3
Charter and
approvals

Determine E D 10
Resources

Create a project F E 15
plan and obtain
approvals

Build new system G F 8

Convert historical H F&G 6

data to Alpha
system

Design Database I H 3

Procure server J H 2
hardware to
support the system

Execute changeover K J 2
of operations.

Work with L J&K 2

customer
governments to
collect and report
user history
requirements.

Provide M I&L 7
appropriate
training and
documentation

User Training N I, L & M 7

Work week test run O N 7

(primary system)

Implement the P O 1
Alpha system

Figure 1: Activity Code

Responsibility Matrix

The RACI matrix describes the title role accountable for every functional element, which
personnel are in charge for, and where necessary, all tasks, achievements or important
evaluations required in bringing out a plan. The RACI Charter defines the four work that can be
done by partners.
RACI matrix is the easiest and finest approach to describe and record adventure professions and
obligations. Knowing who is fit and who should be trained in all movements, both internally and
externally, improves the possibilities to achieve adventure.

Table 6 : Responsibility Matrix

Task Task Number PM Developme IT Team Training

nt Team Team

Initiating Alpha A R A C -
Call Detection
System

Interview the B A R - C
Users

Defined C A R - -
requirement

Develop Project D R A - -
Charter and
approvals

Determine E A R - -
Resources

Develop Project F R A - -
Plan and
approvals

Design new G A R C -
system

Convert H I A R -
historical data to
Alpha system

Design Database I A A R -

Procure server J C A A -
hardware to
support the
system

Perform K I R A -
turnover to
operations

Work with L I R A -
customer
services to
collect document

Provide M I A - R
appropriate
training and
documentation

User Training N I A - R

Work 7 days test O I R A -

run (primary
system)

Implement the P A R C -
Alpha Live
system
Budget and Cost Distribution Plan

The project budget is a tool used by accepted directors to assess the complete cost of a contract.
An expenditure design consolidates a very basic inspection of the total costs most likely to be
met before the project is completed. Colossal businesses can have a few pages of task spending
schemes. Such expansions usually involve unending expenditures such as labor costs, the cost of
procurement and the cost of work. A special chronicle is the Project Budget itself. It is
constantly strengthened throughout the whole process.

The cost distribution scheme is the strategy of the assessment of the company. Moreover, cost
control for the regular resources is under way to complete the entire expansion scheme. The cost
approach strategy of the company is one of the most important elements in the sorting phase of
the company and fills sufficiently as a safety net to make sure that test costs are kept in the
motive behind control of anything beyond what many feel attainable. When it is expressed in
finite terms, the costs are a semination plan that divides how the company costs are managed,
funded and regulated.

Only the key costs of variable costs, fixed costs and training cost were shown in the project
budget table and costs allocation plan.

Table 7 : Budget and Cost Distribution Plan

WBS Element Name Variable Fixed Cost Training Total Cost

Code Cost Cost

1 Alpha Call Detection - - - -

System

1.1 Performance - - - -
requirement

1.1.1 Interview the Users 500,000/- - - 500,000/-

1.1.2 Defined requirement - 1,400,000/- - 1,400,000/-

1.1.3 Develop Project 1,000,000/ - - 1,000,000/-

Charter -
1.1.4 Approval for Project - - - -
Charter

1.2 Planning - - - -

1.2.1 Determine resources - 750,000/ - 750,000/

1.2.2 Develop Project Plan 1,500,000/ - - 1,500,000/-

-

1.2.3 Approval for Project - - - -

Plan

1.3 Software - - - -

1.3.1 Design new system 3,000,000/ - - 3,000,000/-

-

1.3.2 Transfer historical - 1,000,000/- - 1,000,000/-

data from Bravo
system into Alpha

1.3.3 Design Database - 750,000/- - 750,000/-

1.4 Hardware - - - -

1.4.1 Procure server - 250,00/- - 250,00/-

hardware to support
the system.

1.5 Operation and - - - -

training

1.5.1 Perform turnover to 650,000/- - 650,000/- -

operations.

1.5.2 Work with customer 350,000/- - 350,000/- -

governments to
collect and report user
history requirements
 1.5.3 Provide appropriate - - 1,000,000/ 1,000,000/-
training and -
documentation

1.5.4 User training - - 1,500,000/ 1,500,000/-

-

1.6 Test Run - 500,000/- - 500,000/-

1.6.1 Complete the initial - 700,000/- - 700,000/-

week of activities
during sales to
business meetings as
a vital structure

1.7 Implementation of th - 300,000/- - 300,000/-

system

Total Cost (Rs.) 7,000,000/ 5,650,000/ 2,500,000/- 15,150,000/

- -

Quality Management Plan

The project organization quality plan collects large amounts of data that are required to
appropriately assess the nature of the company based on the correspondence requirement. It is
reflected by the subjective arrangements, procedures, areas of usage and business,
responsibilities, and strengths of an organization. The management quality strategy was
completed during the business arrangement stage. The framework's objective is to collect CEOs,
business meetings, business support and top managers, as well as other users.

Project Quality Management Overview

Table 8 : Quality Responsibility Information

Role Quality Responsibility

Project manager Allocation of resources.

Main Supervisors Mentoring and coaching of quality.

Main Analyst Audits of quality.

Main Planner New layout design.

Main Technician Buying of raw materials.

IT Manager Transportation of historical data from the old

system to the new.

System Trainer New system training.

Project Quality Management

Quality administration at the highest level encompasses the classification, testing, and trying to
enhance standards of corporate quality. PMI separates PMBOK into 3 procedural assemblies:
Quality Planning (QP), QA, and QC (QC). The joined areas discuss how each of these
preparatory sessions applies to the quality guidelines characterization, selection and monitoring.

Quality Planning

• The loyalty of consumers begins things.

o Quality is defined by the customer's requirements.
• Assessment aversion.
o A strategic distance from errors is more prudent than the results and deformations are
to be investigated.
• Role of the board.
o The administration shall support the costs of value
• Continuously improved.
o A technique that is organized iteratively is preferable.
Quality assurance or quality control

In order to get optimal results, the organization plans to further examine and improve the
process. Quality management plans can often be seen as a number of follow-up instructions.
They preserve the organization, usage and assessment procedures of this corporation, as any
quality assurance or quality control exercise.

Some regions could be more unpleasant than others, depending on system changes, processes or
the demands of the firm. Note that every arrangement depends on the company's requirements
and its quality management system (QMS). In any event, quality control plans must have a
structure that provides ongoing design improvements. This will help workers enhance their
skills and quality in the greatest way possible. In addition, other parties, including partners, have
to check this agreement from time to time to ensure that it goes a long way.

Figure 3 : Quality Management

As explained, three components include Quality Plan (QP), Control of Quality (QC) and
Assurance of Quality (QA). The company should therefore follow those three aspects in order to
adopt the Alpha system.

Risk Management Plan

In order to characterize the business risk of the board plan when the effort is launched, the
corporation must utilize a risk management strategy that is analyzed and changed. Those
definitions and guidelines are combined by the risk of the Board plan. Once possible sources
and types of hazard are established,

• Refresh potential sources and types of threat.

• Effect and likelihood of grid.
• Decrease of risk and plan of movement.
• Alternate action course.
• Edge of risk and measures.

Risk Identification

The project risk must be acknowledged and tracked as soon as possible. Dangerous proof is
made throughout the life cycle of the company, with an unusual focus on risk successes. Danger
ID is an important topic of corporate status and standard reporting. The group of companies
understands a fraction of the threats; others are difficult to define, yet surprise. The threat report
consists of the procedures for recording all of the dangers separated throughout the endeavor.
Tooling and regulations are utilized in a composed and planned way to perceive chances to
make sure key possible threats are overlooked.

The risk is likely, either by a slight problem for a worker, to cause a negative influence on the
order, to allow work, cost more than surveyed, work turnover, major occurrences or, whatever
the case may be, to lose the whole effort. In these respects, it is vitally important to carry out a
threatening assessment to limit these consequences as sensibly as possible.

Risk Sources
Table 9 : Risk Sources

Risk Sources Description

Risk repository In this project, historical data must be

forwarded from Bravo to Alpha system.
Therefore, a risk repository report on data
communicated must be created by the project
team.

Checklist analysis This aids in identifying flaws and potential

 threats.

Expert judgment The project team will be in charge of

brainstorming and interviewing end
customers about the problems they are
experiencing with Bravo.

Project status Each gathering report, status report, progress

report, and quality report must be distributed
to connected personnel and senior
management.
Risk Category

The rundown of regions under peril is caused by Risk Classification. The organization proposes
that higher categories depending on the project type should be increased.
Table 10 : Risk Category

RISK CATEGORY DESCRIPTION

TECHNICAL Performance and quality requirements,

technology, interfaces

EXTERNAL Supplier and License Provider

ORGANIZATIONAL Dependencies on the project, Logistics,

Resources, and Budgets

PROJECT MANAGEMENT Planning, scheduling, estimating, controlling,

and communicating are all aspects of project
management.
Risk assessment and possibility
Table 11 : Risk assessment and probability

Risk Level Risk Percentage

High possibility 80 % -100%

Medium high possibility (60 % -80%)

Medium Low possibility (30 % - 60%)

Low possibility (0 % - 30%)

Risk Impact
Table 12 : Risk Impact

Risk Level Risk Rating

High Rating A – 100

Medium Rating B – 50

Low Rating C – 10

Table 13 : Probability -Impact

Probability

Very High - 100 Very High - 80 High - 60 Moderate - 30

Impact High - 50 Moderate - 40 Moderate - 30 Low - 15

Low - 10 Low - 8 Low - 6 Very Low - 3

Table 14 : Risk Description

Risk incident Possibility Impact grade Result

The material will be provided ten 100% High - B 50

days later, causing in a ten-day
delay in a project of minor
relevance to the clients.

It is impossible to 100% High - B 50,can be

overestimate the importance of upgraded to 100
delivering goods to customers on
time. For each day of delivery
delay, there are agreed-upon
significant extra expenses.

The scope of work for the initial 70% Moderate - C 40

screening is not verified by the end
users prior to completion of the test
within a week.

Finally, end users confirmed that 80% Very High - A 100

20% of features must be altered to
make them more user-friendly.

Risk mitigation planning and contingency allocation

Table 15 : Risk mitigation planning and contingency allocation

Probability Impact rating Risk mitigation Contingency

plan allocation

100% High - B Determine the Risk factors must be

100% High - B minimum order unit documented.

level.

70% Moderate - C The system must A risk ownership

80% Very High - A provide statistics to document must be

end users on a created.
regular basis.
With these concerns it is obvious that under each hazard there are a large number of potential
repercussions. The severity of the risk may depend on the work phase. In this respect, the risk
register must be refreshed across different phases of the work. Some dangerous things may be
extremely low, while the results are exceptionally serious. In addition, some threats can have
quite minimal impacts on the company, but the likelihood of events is probably very large.
Therefore, all hazards should be evaluated using a hazardous network prior to studying solutions
to avoid or to decrease the impact gravity.

Stakeholder and Communication Management Plan

This is a critical task that requires you to successfully interact, meet, and collaborate with your
consumers.It sets out clear guidelines as to how information is shared and who is responsible for
each adventure correspondence and should be avoided.

Importance of strong communication plan for the project

As the PM, may achieve the ultimate goal. Why not use venture correspondence in the same
way. With all in mind, the risk plan must consistently advance the communications so that it
remains target-friendly.

• Everybody can go to create framed documentation.

• Fix clear requirements for the sharing of how and when updates.
• The endeavor and status is growing in deceivability.
• Give opportunities for shared commitment.
• Enhancing gathering parties' benefit.
• Ensuring that the company continues to agree on destinations/goals.
Communication methods for the project

• Email • Forums
• Get-togethers (face to face, telephone, or video call).
• Status updates.
• Applications for teamwork.
• Group stand-up
Table 16 : Communication techniques

Class Method Existences Object Proprietor Audience

member

Revise Email Daily Assess plan Developmen Project

statement progress and t Teams managers
potential and project-
difficulties or related
adjournments. personnel

Team Group chat weekly Evaluate the Projects Projects

discussion daily Mangers team
performances
of each
colleague,
what has to
be done and
any
challenges.

Review Group chat Every Presenting Projects Projects

meeting breakthrough milestones, Mangers team and
accumulating related staffs
feedback, and for the
examining the projects
next step
Progress Team Gannt Daily To share, Projects Projects
updates progress must teams Manager
be updated.

Analysis Group chat After the What arrears Projects Project

meeting project were Mangers manager,
completely project-
satisfied and related
whose arrears workers, and
were not other senior
satisfied were manager/s
examined.

Key Stakeholder information

Table 17 : Key Stakeholder information

Role type Frequency Channel Notes

Communicate to Major Milestones Emails with high-level Only wants to see

top Managers timeline/budget/progress final approved files
updates

Communication Weekly Meetings and emails Accomplishments

Project Lead have been monitored on must be authorized.
a weekly basis.

Communication Daily Check-in gatherings per Go to contact for

Coordinator week, varied daily mails needs, queries, and
expectations, and
pull on other
necessary resources.
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