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SOFTWARE PROJECT MANAGEMENT DOCUMENTATION
Version <1.3>
<12/01/2016

Prepared By:
Waqar Ahmed
Section : 7C
Registration No. # 6808

Software Project Management Documentation Project Name

Social Business Network Website

VERSION HISTORY
Following information is about the development and distribution of the that provide the version
number, the author implementing the version, the date of the version, the name of the person
approving the version, the date that particular version was approved, and a brief description of
the reason for creating the revised version.

Version #

Implemented

Revision

Approved

Approval

By

Date

By

Date

1.0

Waqar Ahmed

28/12/2015

Mr. Babar Yaqoob

12/28/2015

1.1

Waqar Ahmed

07/01/2016

Mr. Babar Yaqoob

01/04/2016

Some
changes
required

1.2

Waqar Ahmed

11/01/2016

Mr. Babar Yaqoob

11/01/2016

Some
Revision

1.3

Waqar Ahmed

12/01/2016

Mr Babar Yaqoob

14/01/2016

Project
Closing
Phase
Complete

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Reason

Some
changes
required

Social Business Network Website

Table of Contents

1. List of abbreviations & acronyms...................................................................7


2. Glossary.............................................................................................................7
3. Project Preinitiating tasks................................................................................9
3.1

Scope.................................................................................................................................9

3.2

Time..................................................................................................................................9

3.3

Cost...................................................................................................................................9

3.4

Constraints......................................................................................................................10

3.4.1

Time Dependency....................................................................................................10

3.4.2

Hardware Dependency.............................................................................................10

3.4.3

External Dependency...............................................................................................10

3.5

Identify the Project Sponsor............................................................................................10

3.6

Select the Project Manager.............................................................................................10

4. Business Case...................................................................................................11
1.1

Introduction:....................................................................................................................11

1.2

Business Objectives:.......................................................................................................11

1.3

Opportunity Statement:...................................................................................................12

1.4

Current Situation and Problems:.....................................................................................12

1.5

Analysis of Options and Recommendation:....................................................................12

1.6

Preliminary Project Requirements:.................................................................................12

1.7

Budget Estimate and Financial Analysis:........................................................................13

1.8

Schedule Estimate:..........................................................................................................13

1.9

Potential Risks:...............................................................................................................13

5. Initiating tasks.................................................................................................14
5.1

Stack Holder Registration...............................................................................................14

5.2

Stakeholders Management Strategy................................................................................15

5.3

Drafting the Project Charter:...........................................................................................16

5.4

Project Charter................................................................................................................16

5.5

Kick Off Meeting............................................................................................................18

6. Project Planning..............................................................................................19
6.1

Need of the planning.......................................................................................................19

6.2

Team Contract.................................................................................................................20
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6.3

Project Scope Planning...................................................................................................22

6.3.1

Collect Requirement................................................................................................22

6.3.2

Role and Responsibilities........................................................................................24

6.3.3

Define Scope............................................................................................................25

6.3.4

Scope Statement:.....................................................................................................26

6.3.5

Work Break down Structure....................................................................................27

6.3.6

WBS Dictionary.......................................................................................................28

6.3.7

Scope Verification....................................................................................................29

6.3.8

Scope Control..........................................................................................................29

6.3.9

Sponsor Acceptance.................................................................................................29

6.4

Project Schedule/Time plan............................................................................................30

6.4.1

Define Activities......................................................................................................30

6.4.2

Develop Schedule....................................................................................................34

6.4.3

Control Schedule.....................................................................................................34

6.4.4

Sponsor Acceptance.................................................................................................34

6.5

Project Cost Plan.............................................................................................................35

6.5.1

Basic COCOMO......................................................................................................35

6.5.2

Intermediate COCOMO...........................................................................................35

6.6

Project Human Resources...............................................................................................36

6.6.1

Develop Human Resource Plan...............................................................................36

6.6.2

Projects Teams.........................................................................................................37

6.6.3

Selection of Team:...................................................................................................38

6.6.4

Training:...................................................................................................................38

6.6.5

Performance Reviews:.............................................................................................38

6.6.6

Recognition and Rewards:.......................................................................................38

6.7

Project Communication Plan..........................................................................................39

6.7.1

Communications Management Constraints.............................................................39

6.7.2

Stakeholder Communication Requirements............................................................39

6.7.3

Roles........................................................................................................................40

6.7.4

Project Team Directory............................................................................................42

6.7.5

Communication Technology....................................................................................42

6.7.6

Communications Matrix..........................................................................................43

6.7.7

Communication With In the Project Team...............................................................43

6.8

Change management plan...............................................................................................44


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6.8.1

Introduction..............................................................................................................44

6.8.2

Change Management Approach...............................................................................44

6.8.3

Change Control Board.............................................................................................46

6.8.4

Roles and Responsibilities.......................................................................................47

6.8.5

Change Control Process...........................................................................................48

6.8.6

Sponsor Acceptance.................................................................................................48

6.9

Risk Management Plan...................................................................................................49

6.9.1

Introduction..............................................................................................................49

6.9.2

Risk Identification...................................................................................................50

6.9.3

Risk Analysis...........................................................................................................51

6.9.4

Risk Management Approach....................................................................................54

6.9.5

Risk Monitoring.......................................................................................................54

6.9.6

Risk Mitigation and Avoidance................................................................................54

6.9.7

Risk Register............................................................................................................55

6.9.8

Sponsor Acceptance.................................................................................................55

6.10

Procurement plan.........................................................................................................56

6.10.1

Introduction..............................................................................................................56

6.10.2

Procurement Management Approach......................................................................56

6.10.3

Procurement Definition...........................................................................................56

6.10.4

Type of Contract to be used.....................................................................................58

6.10.5

Procurement Risks...................................................................................................58

6.10.6

Procurement Risk Management...............................................................................59

6.10.7

Cost Determination..................................................................................................59

6.10.8

Procurement Constraints..........................................................................................61

6.10.9

Contract Approval Process......................................................................................62

6.10.10

Decision Criteria..................................................................................................63

6.10.11

Vendor Management............................................................................................63

6.10.12

Performance Metrics for Procurement Activities.................................................63

7. Project Execution............................................................................................65
7.1

Execute the plan..............................................................................................................65

7.2

Project Status...................................................................................................................66

7.3

Project milestone report..................................................................................................67

8. Project Monitoring And Controlling............................................................69


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8.1

Project weekly progress reports......................................................................................69

9. Project Closing................................................................................................70
9.1

Project lesson learned report...........................................................................................70

9.2

Final Documentation.......................................................................................................71

9.3

Project final acceptance..................................................................................................71

9.4

Client Acceptance...........................................................................................................72

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1. LIST OF ABBREVIATIONS & ACRONYMS


SPM

Software Project Management

SBN

Social Business Network

PM

Project Manager

RBS

Risk Break Down Structure

WBS

Work Breakdown Structure

CCB

Change Control Board

COQ

Cost of Quality

2. GLOSSARY
Acceptance criteria. A set of conditions that is required to be met before deliverables are
accepted.
Assumption. A factor in the planning process that is considered to be true, real, or certain,
without proof or demonstration.
Budget. The approved estimate for the project or any work breakdown structure
component or any schedule activity.
Change control. A process whereby modifications to documents, deliverables, or baselines
associated with the project are identified, documented, approved, or rejected.
Code of Accounts. A numbering system used to uniquely identify each component of the
work breakdown structure (WBS).
Control risks. The process of implementing risk response plans, tracking identified risks,
monitoring residual risks, identifying new risks, and evaluating risk process effectiveness
throughout the project.

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Identify Stakeholders. The process of identifying the people, groups, or organizations that
could impact or be impacted by a decision, activity, or outcome of the project; and
analyzing and documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.
Monitoring and controlling Process Group. Those processes required to track, review,
and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes.
Negotiation. The process and activities to resolving disputes through consultations
between involved parties.
Plan cost Management. The process that establishes the policies, procedures, and
documentation for planning, managing, expending, and controlling project costs.
Plan Human resource Management. The process of identifying and documenting project
roles, responsibilities, required skills, reporting relationships, and creating a staffing
management plan.
Plan Procurement Management. The process of documenting project procurement
decisions, specifying the approach, and identifying potential sellers.
Plan Quality Management. The process of identifying quality requirements and/or
standards for the project and its deliverables, and documenting how the project will
demonstrate compliance with quality requirements.
Plan risk Management. The process of defining how to conduct risk management
activities for a project.
Plan risk responses. The process of developing options and actions to enhance
opportunities and to reduce threats to project objectives.
Plan Schedule Management. The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project
schedule.

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3. PROJECT PREINITIATING TASKS


1.1 Scope

Run on Web.
Create maintain and update Website.
Conduct Entry Test.
Marked Conduct Entry Test
Provide Security.
Authenticate user.

1.2 Time
The major features are crucial to the basic functionality of the Online Entry Test. These
features must all be implemented in time in order for the application to be useful that we
have estimated is six (6) weeks.

1.3 Cost
A preliminary estimate of costs for the entire project is $400. This estimate is based on the
project manager working about 20 hours per week for three months and other internal staff
working a total of about 40 hours per week for three months. The customer representatives
would not be paid for their assistance
Projected benefits are based on a reduction in days consultants spend researching project
management information, appropriate tools and templates, and so on. Projected benefits are
also based on a small increase in profits due to new business generated by this project.

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1.4 Constraints
1.4.1

Time Dependency
The major features are crucial to the basic functionality of the Social Business
Network Website. These features must all be implemented in time in order for
the application to be useful.

1.4.2

Hardware Dependency
Server on which the Website is hosted should be power full. Server will be
able to handle large number of users.

1.4.3

External Dependency
Internet Connection and their speed is the factor that can affect the SBN.

1.5 Identify the Project Sponsor


Sajjad Hussain is sponsoring the project.

1.6 Select the Project Manager


Waqar Ahmed is a Project Manager for the current project.

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4. BUSINESS CASE
1.1 Introduction:
The name of the software product is Social Business Network Website. Social business
network website that connects business people. The users of SOB can add business page
and describe about business. Meet new partners from all over the world. Like, share pages
with their friends. In business pages complete description about products portfolios,
locations website and contact mails. The main purpose of the SOB application is to
develop a social network aimed to business people who want to make their businesses
known to other people and find their business partners easily. Of course with a little
imagination the Social Business application can be transformed in a different kind of social
network.

1.2 Business Objectives:


SBN has modernized itself with the huge variations related to business communication.
Listed below are few unique facts to understand easily how website can be a superb tool
for your business expansion.

Website for Better Business Partner Engagement

Business Partner engagement is highly vital for any kind of business firm as they have
begun using, a social networking websites. It offers direct communication between partner,
customer and business representatives through short but helpful messages. By
incorporating contact into your marketing plan, you can respond swiftly to all the
important queries of your loyal customers, partners in no time.

Promotions and Advertising Utilizing

SBN is a magnificent tool for endorsing new varieties of your products or offers that are
available on discounted rates. Innovative short detail can be sent by you along with digital
images or videos of your products comprising directions concerning the product user.

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1.3 Opportunity Statement:


This website helps you to perform different conversions with your Partners. You can easily
send free messages to any part of the business. This service is completely free. You need
not spend any time for finding the business partners. It do not have any advertisements on
display screen.

1.4 Current Situation and Problems:


The application open in web browser. The system need to be permanent connected with
internet our interface should be user friendly. There should be internet connection. There
can be multiple peoples. Everyone can join this network.

1.5 Analysis of Options and Recommendation:


1. Develop product that is cost effective and also meet the requirement of the customer
and user.
2. Develop product that is not platform independent.
3. Develop simple product so that every person can get benefit from our product.

1.1 Preliminary Project Requirements:


The main aspects are the following.

A product with user friendly interface and build product by keeping in mind about
all the users of the product.

Reduce the cost, time of the development process and increase the feasibility,
reliability, portability.

Product should be platform independent.

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1.2 Budget Estimate and Financial Analysis:


A preliminary estimate of costs for the entire project is $400. This estimate is based on the
project manager working about 20 hours per week for three months and other internal staff
working a total of about 40 hours per week for three months. The customer representatives
would not be paid for their assistance
Projected benefits are based on a reduction in days consultants spend researching project
management information, appropriate tools and templates, and so on. Projected benefits are
also based on a small increase in profits due to new business generated by this project.

1.3 Schedule Estimate:


The system designed in two months but there is some flexibility in a project

1.4 Potential Risks:


There are several risk involve in this project. The major risk is the interest of client in our
product and different deliverable of the product and feedbacks. The main business risk is
investing the time and money in to this project and not realizing the projected benefits
whereas Security is the very essential thing in this software so there will be no risk and
margin present in this software. So this software will be very safer to use. Some more
potential risks are there in our project. Maybe some of our team members take less interest
to build the system. The main business risk is investing the time and money into this
project and not realizing the projected benefits.

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5. INITIATING TASKS
1.7 Stack Holder Registration
Prepared by: Waqar Ahmed

Name

Position

Date: 20/11/2015

Internal/

Project Role

External
Tayyab

Reactor

Internal

Information
Sponsor

Sajjad
Waqar

Director

Hammad

Team

Saleem

Member

Adnan

Team

Internal
Internal
Internal

Project

waqar1581@g

Manager

mail.com

Requirement

hammad22@g

Engineer

mail.com

Developer

adkhan@gmail.

Khan

com
Team

Internal

Wali
Ajmal

sajjad@gmail.c
om

Ahmed

Ahmed

Contact

Team

Internal

Hussain

Quality

abdualwali@g

Manger

mail.com

Tester

ajmalkhan@gm
ail.com

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1.8 Stakeholders Management Strategy


Prepared by: Waqar Ahmed

Name

Tayyab

Date: 30-11-2015

Level of

Level

of

Interest

Influence

High

High

Sajjad

Potential Management Strategies

Mr. Sajjad has a lot of things on his


plate, and he does not seem excited
about this
Project. He may be looking at other job
Opportunities. Show his how this
project
Will help the Organization and his
resume.

Waqar

High

High

Ahmed
Hammad

this project.
Medium

Low

Saleem
Adnan Khan

He is a manager and ready for work on

He give respect to the manager and


ready for work on this project..

High

High

He is ready for work and developing the


product.

Ahmed Wali

Low

Low

He give respect to the manager and


perform Quality activities

Ajmal

Low

Low

Hussain

He give respect to the manager and


ready for work on this project..

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1.9 Drafting the Project Charter:


Mr. Hammad Saleem drafted a project charter .Team members, review it before showing it
to Mr. Waqar Ahmed. He may made a few minor changes.

1.10

Project Charter

Project Title:

Social Business Network Website

Project Start Date: 23-11-2015

Projected Finish Date: 04-01-2016

Budget Information: Project Budget Cost Overall 400$


Project Manager: Waqar Ahmed, 03125645398, waqar1581@gmail.com
Project Objectives: The name of the software product is SBN which is a social business
network website. The main purpose of the Social Business application is to develop a
social network aimed to business people who want to make their businesses known to
other people and find their business partners easily. Of course with a little imagination the
Social Business application can be transformed in a different kind of social network.
Main Project Success Criteria: Launch the working deliverable within few months and
reduce the effort of business and partner commination.
Approach:

Get requirements from teams and customer of our product and analyze the

requirement and point out the critical aspects of the project.


Review the document several time and find the problem if any.
Try to deliver ones best product to the user.
Involve the client into team to reduce the future effort, time and cost.
Allocate the task to the team members as early as possible.

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Roles and Responsibilities


Name

Waqar

Role

Organization/

Director

Position
Manager

Contact Information

waqar1581@gmail.com

Ahmed
Hammad

Team

Requirement

hammad22@gmail.com

Saleem

Member

Engineer

Adnan

Team

Developer

adkhan@gmail.com

Team

Quality

abdualwali@gmail.com

Khan
Ahmed
Wali
Ajmal

Manger
Team

Tester

ajmalkhan@gmail.com

Hussain

Sign-off: (Signatures of all above stakeholders. Can sign by their names in table above.)

Comments: (Handwritten or typed comments from above stakeholders, if applicable)

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1 Kick Off Meeting

Just-In-Time Training Project


Kick-off Meeting
Date: 31-10-2015

Meeting Objective: To gather requirement about our product and to unite the users,
developers, sponsors and to specify the project goals and develop a strategy for future
plans.
Agenda:

Gathering and analyzing the requirements.


Assigning task to team members.
Time and Cost management.
Review of project related document.
Review of project background.
Discussion of project scope.

Action Item

Assigned To

Due Date

Requirement

Hammad

10-Oct-2015

Saleem
Review Requirements

Waqar Ahmed

Date and time of next meeting: 5-11-2015

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10-Oct-2015

Social Business Network Website

6. PROJECT PLANNING
Project planning mainly concerns with planning about 10 knowledge areas, particularly
Scope, schedule and cost planning are more significant.

1.11

Need of the planning

The most important part of successfully completing a project is communication with your
client. By keeping in constant contact, you can better understand your clients wishes and
execute the task accordingly. And with milestones written into the project plan, the client
can always give input if the project is going in the wrong direction.
1. Improve communication with clients
The most important part of successfully completing a project is communication with your
client. By keeping in constant contact, you can better understand your clients wishes and
execute the task accordingly. And with milestones written into the project plan, the client
can always give input if the project is going in the wrong direction.
2. Increase the transparency of your own work
The client likely wants to be informed about every step, particularly with projects which
the client has little to no knowledge of for example, an engineer who needs a logo
designed. This is where a project plan comes in handy. Milestones can be helpful in
explaining the small processes of your work, and sometimes project delays can seem less
dramatic when you already have a plan in place.
3. You become more organized
Particularly as a freelancer or self-employed person, you might have to handle several
orders at the same time. If you do not consider the processing times for a project, you can
easily underestimate them and end up missing a deadline at all. With a project plan, you
will always know the amount of time needed for each task and how many projects you can
handle at the same time.
4. Focus on the project goal

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Details are important. You should, however, be careful not to lose yourself in them. With
every step you plan, you should ask yourself if it is relevant to the end product. Every
milestone should bring you closer to the finished product, not further away.

1.12

Team Contract

Project Name: Social Business Network Website


Project Team Members Names and Sign-off:
Name

Sign-off on Team Contract


Waqar Ahmed
Hammad Saleem
Adnan Khan
Ahmed Wali
Ajmal Hussain

Code of Conduct: As a project team, we will:

Information related to project distributed to any team member so all team members
know about the project.

Focus on what is best for the entire project team

Participation: We will:

Honest and do pen during all project activities.

Encourage diversity in teamwork.

Communication: We will:

Decide as a team on the best way to communicate.

Have the project manager facilitate all meeting sand arrange for phone and video
conferences, as needed

Problem Solving: We will:

Encourage everyone to participate in solving problems.


Only use constructive criticism and focus on solving problems, not blaming
people
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Meeting Guidelines: We will:

We will Plan to have a face-to-face meeting the morning of every month.

Meet more frequently the first month.

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1.13

Project Scope Planning

The Scope Management Plan provides the scope framework for SBN website. This plan
documents the scope management approach, roles and responsibilities as they pertain to
project scope, scope definition, verification and control measures, scope change control,
and the projects work breakdown structure. Any project communication which pertains to
the projects scope should adhere to the Scope Management Plan.
1.13.1 Collect Requirement
Collect Requirements is the process of defining and documenting stakeholders needs to
meet the project objectives.

Input
Project Charter:
Project charter is already described in the document.

Stakeholder Register:
Stack

Holder

Role

Invol

Name

Priority

Impact

Main

Positive

veme
nt

Tayyab Sajjad

Sponsor

Medi
um

Waqar Ahmed

Project Manger

High

Main

Very Positive

Hammad Saleem

Team Leader

High

Main

Positive

Adnan Khan

Team

High

Main

Positive

High

Main

Positive

High

Main

Positive

Developer
Ahmed Wali

Quality
Engineer

Ajmal Hussain

Tester

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Tools and Techniques


Interview or face to face meeting:
In this project we only conduct the face to face meeting or interview with our stakeholders
to get the information about their interest in this project.

Output
Requirement Management Plan:
Stakeholders
Tayyab Sajjad

Requirements
Project to be completed on time

Criteria
Client satisfaction, project execution
with good utilization of monetary and
other type of resources.

Hammad Saleem

Satisfy result by providing team

--------------

and collect all functional and


nonfunctional requirement.
Adnan Khan

Work done on time and develop

--------------

according to requirements.
Ajmal Hussain

Perform complete testing and

--------------

collect results.
Ahmed Wali

Perform Quality Engineering

--------------

on android app.
Waqar Ahmed

Project to be completed on time

Success of the project as a whole and

with the full utilization of

project completion on time with

material and human resource.

excellent utilization of resource. Also


the end product with acceptance from
the customer

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1.13.2 Role and Responsibilities
The Project Manager, Sponsor and team will all play key roles in managing the scope of
this project.

The table below defines the roles and responsibilities for the scope

management of this project.

Name

Role

Tayyab Sajjad

Sponsor

Responsibilities
- Sponsor The Project

Waqar Ahmed

Project
Manage
r

Hammad Saleem

Team
Lead

Adnan Khan

Team
Member

Ahmed Wali

Team
Member

Ajmal Hussain

Team
Member

Measure and verify project scope


Facilitate scope change requests
Organize and facilitate scheduled change control
meetings
Communicate outcomes of scope change requests
Update project documents upon approval of all
scope changes
Measure and verify project scope
Validate scope change requests
Participate in impact assessments of scope change
requests
Participate in defining change resolutions
Evaluate the need for scope changes and
communicate them to the project manager as
necessary
Evaluate the need for scope changes and
communicate them to the project manager as
necessary
Evaluate the need for scope changes and
communicate them to the project manager as
necessary

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1.13.3 Define Scope
Define Scope is the process of developing a detailed description of the project and product.

Inputs:
Project charter
Inputs are described above in detail.

Tools and Techniques

Product analysis:
Since the output of the project include the product as deliverable so the product analysis is
compulsory. So we will use work break down structure.

Alternative identification:
Identifying alternatives is a technique used to generate different approaches to execute and
perform the work of the project. So we will use pair with comparison technique if we will
go out of the scope, we will compare our project techniques with the previous project.

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1.13.4 Scope Statement:

SCOPE STATEMENT (VERSION 1.0)


Project Title: SBN Social Business Network Website
Date: 5-11-2015
Project Justification:

Prepared by: Waqar Ahmed

The main purpose of the Social Business application is to develop a social network
aimed to business people who want to make their businesses known to other people
and find their business partners easily.
Product Characteristics and Requirements:
1. Social Communication Website
2. All Platform Supported
3. Admin Panel Control Overall Website Working
4. Advertisement Supported
Summary of Project Deliverables
Project management-related deliverables: business case, charter, team contract, scope
statement, WBS, schedule, cost baseline, status reports, final project presentation, final
project report, lessons-learned report, and any other documents required to manage the
project.
Product-related deliverables: research reports, design documents, software code,
hardware, etc.
Project Success Criteria: The main goal of this project is to develop a website with in
three month by analyzing the stakeholders needs and interests.

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1.13.5 Work Break down Structure
Create WBS is the process of subdividing project deliverables and project work into
smaller, more manageable components.
SBN

1.1 Req
Specfication

1.2.1
Database
Part

1.2 Design

1.3 Code

1.2.2
Graphical
Interface
Part

1.4 Testing

1.3.1
Database
Part Coding

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1.5 Document

1.3.2
Graphical
Interface
Coding

Social Business Network Website


1.1.1

WBS Dictionary

Level

WBS Code

Element Name

Description of Work

1.1

Requirement

Collect All Requirements

Specfication

1.2

Design

Design the Product

1.2.1

Database Design

Make ER diagram

1.2.2

Graphical UI Design

Prototype Of GUI

1.3

Code

Develop the Product

1.3.1

Database Coding

Code the Database part

1.3.2

GUI Coding

Develop the GUI

1.4

Testing

Test Overall Product

1.5

Documents

Make Final Report

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1.1.2

Scope Verification

Project team receives a formalized acceptance of all deliverables with the sponsor and
other relevant stakeholders.
1.1.3

Scope Control

Process of monitoring/controlling the project/product scope as well as manage any change


request in the scope baseline.
1.1.4

Sponsor Acceptance

Approved by the Project Sponsor:

______________________________________
<Tayyab Sajjad>
<Social Business Network>

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Date:____________________

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1.2 Project Schedule/Time plan


The project schedule is the roadmap for how the project will be executed. Schedules are
an important part of any project as they provide the project team, sponsor, and stakeholders
a picture of the projects status at any given time.

The purpose of the schedule

management plan is to define the approach the project team will use in creating the project
schedule. This plan also includes how the team will monitor the project schedule and
manage changes after the baseline schedule has been approved. This includes identifying,
analyzing, documenting, prioritizing, approving or rejecting, and publishing all schedulerelated changes

1.2.1

Define Activities

The process of identifying the specific actions to be performed to produce the project
deliverables.
Inputs
Scope baseline:
The scope contains the project description, major project deliverables and acceptance
criteria.
Description:
The duration decided for this project is one year. And the cost for this project is 1000$.All
this description is written in the contract and both of the parties signed this agreement.
Main Deliverable

SBN Website

Documents/reports

About the monthly progress

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In this part we base line (fix) our project its requirements, deliverables, and the acceptance
criteria.
Enterprise environmental factors:
Environmental factors which may influence this project are

Organization Culture

Work hour

Holidays

Internal factors unavailability of main power, Sickness e.t.c

External factors like load shedding, public strike against any event, political factors,
inflation etc.

Tools and Techniques


Decomposition, Template and expert judgment is going to be used as a tool.
Output
Activity list:

Proposal writing

Defining team members and group leader.

Gathering required information.

Develop project charter.

Identifying stakeholders.

Collecting requirements.

Project Costing.

Project Budgeting.

Scheduling.

Project scope management planning.

Defining accepted work deliverables.

Project risk management planning.

Project quality management planning.


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Project procurement management planning.

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Milestone list
Main task is construction of structure.
Mandatory tasks

Target date

Approval of Charter

10 Nov 2015

Project plan completion

15 Nov 2015

Approval of project plan

20 Nov 2015

Selection of project team

21 Nov 2015

Execution started

25 Dec 2015

Execution completed

25 Jan 2015

Closing

31 Jan 2015

Estimate Activity Duration


Estimate Activity Durations is the process of approximating the number of work periods
needed to complete individual activities with estimated resource.
Inputs
Inputs have been already described earlier.
Activity list

Activity resource requirement

Project scope statement

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Outputs
Activity Duration Estimate
Activity

Duration Estimate(days)

Project Initial proposal writing

Defining team members and group leader.

Gathering required information.

Performing feasibility analysis.

Defining customer requirements.

Develop project charter.

Identifying stakeholders.

Collecting requirements.

Project Costing.

Project Budgeting.

Scheduling.

Project scope management planning.

Project scope statement writing.

Making project scope baseline.

Defining accepted work deliverables.

Project risk management planning.

Project communication management planning.

Project quality management planning.

Project procurement management planning.

Whole Development

60

1.2.2 Develop Schedule


Develop Schedule is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule.

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Main tasks

Deadlines

Requirement

10 Oct

Planning

5 Nov

Developing

25 Dec

Quality

25 Dec

Testing

25 Dec

1.2.3 Control Schedule


Schedule will be monitored and any changes to schedule will be baseline.

1.2.4

Sponsor Acceptance

Approved by the Project Manager:


______________________________________
<Tayyab Sajjad>
<Social Business Network Website>

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Date:____________________

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1.3 Project Cost Plan


Cost Planning is done by COCOMO
1.3.1 Basic COCOMO
Size and Mode of the project is assumption based but the formulas values are not.
We have determined our project fits the characteristics of Organic mode. We estimate our project
will have 2000 Delivered Source Instructions. Using the formulas, we can estimate:
Effort

= 2.4*(20) 1.05

Schedule

= 2.5*(55) 0.38

= 55 person-months
= 11 months

Average Staffing = 55 MM /11 months

= 5 FSP

Productivity

= 363 DSI/MM

1.3.2
Effort

= 20000 / 55

Intermediate COCOMO
= 2.4(20)1.05 *1.15

Duration

= 2.5(87)0.38

= 87 person-month
=13 months

Person/average staffing = 87/15

= 7 FSP.

Productivity

= 229 DSI/MM

= 20,000 / 87

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1.4 Project Human Resources


1.4.1 Develop Human Resource Plan
Project Human Resource Management includes the processes that organize, manage, and
lead the project team.
Inputs

Activity resource requirements

The resources will be provided according to the need. And the resource requirement
documentation for each activity will include the estimated resources for each activity.

OPA

Enterprise environmental factors

Tools and techniques

Networking

Networking is the formal and informal interaction with others in an organization, industry,
or professional environment.
For this project we will call the meetings weekly with the project manager and with
company CEO monthly.

Organizational theory

Organizational theory will provide us information regarding the way in which people,
teams, and organizational units behave.

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Outputs
Human Resource plan
1.1.1

Projects Teams

Role:

Authority:

Responsibility:

Waqar Ahmed (Project

Has the authority to do change

Will monitor the whole work

Manager)

in project management plan.

and guide the team about any


difficulty. Also make sure that
all the tasks performed are
within budget.

Hammad Saleem (Team

Will lead the team.

Leader)

Show all results to the project


manager and solve issues
between team members.

Adnan Khan

Develop the product

Show all results to the project


manager

and

solve

issues

between team members.


Ahmed Wali

Check the quality and perform Show all results to the project
quality attributes

manager

and

solve

issues

between team members.


Ajmal

Test whole product

Show all results to the project


manager

and

solve

between team members.

1.1.2 Selection of Team:


After mentioning the roles of the project team, the worker team will be selected based upon
the needs of the project. In the project of construction the team will be selected on the basis
of experience.

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issues

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1.1.3 Training:
There is currently no training scheduled with regards to the Software Development Project
since the organization has adequate staff with required skill sets. However, if training
requirements are identified, funding will be provided from the project reserve.
1.1.4 Performance Reviews:
The project manager will review each team members assigned work activities at the onset
of the project and communicate all expectations of work to be performed. The project
manager will then evaluate each team member throughout the project to evaluate their
performance and how effectively they are completing their assigned work.

Prior to

releasing project resources, the project manager will meet with the appropriate functional
manager and provide feedback on employee project performance.

The functional

managers will then perform a formal performance review on each team member.

1.1.5 Recognition and Rewards:


Although the scope of this project does not allow for ample time to provide cross-training
or potential for monetary rewards there are several planned recognition and reward items
for project team members.

Upon successful completion of the Software Development Project, a party will be held to
celebrate the success of each team member with the team members families present.

Upon successful completion of the project, any team member who satisfactorily
completed all assigned work packages on time will receive a certificate of thanks from
the CEO.

Team members who successfully complete all of their assigned tasks will have their
photo taken for inclusion in the company newsletter.

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1.2 Project Communication Plan


Plan Communications is the process of determining the project stakeholder information
needs and defining a communication approach.

1.2.1

Communications Management Constraints

The project manager is responsible for ensuring that communication activities are
performed by the project team and without external resources which will result in
exceeding the authorized budget. Communication activities will occur in accordance with
the frequencies detailed in the Communication Matrix in order to ensure the project
adheres to schedule constraints. Any deviation of these timelines may result in excessive
costs or schedule delays and must be approved by the project sponsor.

1.2.2

Stakeholder Communication Requirements

As part of identifying all project stakeholders, the project manager will communicate with
each stakeholder in order to determine their preferred frequency and method of
communication. This feedback will be maintained by the project manager in the projects
Stakeholder Register. Standard project communications will occur in accordance with the
Communication Matrix; however, depending on the identified stakeholder communication
requirements, individual communication is acceptable and within the constraints outlined
for this project.
In addition to identifying communication preferences, stakeholder communication
requirements must identify the projects communication channels and ensure that
stakeholders have access to these channels. If project information is communicated via
secure means or through internal company resources, all stakeholders, internal and
external, must have the necessary access to receive project communications.
Once all stakeholders have been identified and communication requirements are
established, the project team will maintain this information in the projects Stakeholder

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Register and use this, along with the project communication matrix as the basis for all
communications.

1.2.3

Roles
Project Sponsor

The project sponsor is the champion of the project and has authorized the project by
signing the project charter. This person is responsible for the funding of the project and is
ultimately responsible for its success. Since the Project Sponsor is at the executive level
communications should be presented in summary format unless the Project Sponsor
requests more detailed communications.

Program Manager

The Program Manager oversees the project at the portfolio level and owns most of the
resources assigned to the project. The Program Manager is responsible for overall program
costs and profitability as such they require more detailed communications than the Project
Sponsor.

Key Stakeholders

Normally Stakeholders includes all individuals and organizations who are impacted by the
project. For this project we are defining a subset of the stakeholders as Key Stakeholders.
These are the stakeholders with whom we need to communicate with and are not included
in the other roles defined in this section.

The Key Stakeholders includes executive

management with an interest in the project and key users identified for participation in the
project.

Change Control Board

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The Change Control Board is a designated group which is reviews technical specifications
and authorizes changes within the organizations infrastructure.

Technical design

documents, user impact analysis and implementation strategies are typical of the types of
communication this group requires.

Customer

The customer for this project is FURC. As the customer who will be accepting the final
deliverable of this project they will be informed of the project status including potential
impacts to the schedule for the final deliverable or the product itself.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The
Project Manager manages day to day resources, provides project guidance and monitors
and reports on the projects metrics as defined in the Project Management Plan. As the
person responsible for the execution of the project, the Project Manager is the primary
communicator for the project distributing information according to this Communications
Management Plan.

Project Team

The Project Team is comprised of all persons who have a role performing work on the
project. The project team needs to have a clear understanding of the work to be completed
and the framework in which the project is to be executed. Since the Project Team is
responsible for completing the work for the project they played a key role in creating the
Project Plan including defining its schedule and work packages.

The Project Team

requires a detailed level of communications which is achieved through day to day


interactions with the Project Manager and other team members along with weekly team
meetings.

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Technical Lead

The Technical Lead is a person on the Project Team who is designated to be responsible for
ensuring that all technical aspects of the project are addressed and that the project is
implemented in a technically sound manner. The Technical Lead is responsible for all
technical designs, overseeing the implementation of the designs and developing as-build
documentation.

The Technical Lead requires close communications with the Project

Manager and the Project Team.

1.2.4 Project Team Directory


Role
Name
Project

Waqar

Manager

Ahmed

Requirement

Hammad

Engineer

Saleem

Developer

Adnan

Origination

Phone No.

Email

IT

03125645398

waqar1581@
gmail.com

IT

03215084952

gmailcom
IT

03335404910

Khan
Quality

Ahmed

Manger

Wali

Tester

Ajmal
Hussain

hammad22@
adkhan@gm
ail.com

IT

03465078203

abdualwali@
gmail.com

03335404910
IT

ajmalkhan@
gmail.com

1.2.5 Communication Technology


We will use different mediums for communication like face to face, Email, telephone etc

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1.2.6 Communications Matrix
Stakeholders
Communication Schedule

Medium

Sajjad Hussain

Monthly

Face to face/Email

Waqar Ahmed

Weekly

Face to face

Hammad Saleem

Weekly with the Project

Face to face/ Presentations

Manager

In these meetings we will inform our team about the progress of the project on weekly and
monthly basis. If any change will occur in the project we will inform our stakeholders in
time. Reports will also give to the stakeholders so that they will get the information about
the project. Cost and the schedule will not be shown to the customer.
1.2.7 Communication With In the Project Team
The project team will communicate with the team leader through face to face meeting. The
team leader will interact with the Project Manager through meetings, presentations and
emails telling him about the current situation of the project. The Project Manager will
bring in notice the cost and schedule performance to the CEO. The customer will not be
briefed about the cost and schedule performance of the project at all.

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1.3 Change management plan


1.3.1

Introduction

The Change Management Plan was created for the Inventory Services (IS) Project in order to set
expectations on how the approach to changes will be managed, what defines a change, the
purpose and role of the change control board, and the overall change management process. All
stakeholders will be expected to submit or request changes to the IS Project in accordance with
this Change Management Plan and all requests and submissions will follow the process detailed
herein.
1.1.1

Change Management Approach

The Change Management approach for the IS Project will ensure that all proposed changes are
defined, reviewed, and agreed upon so they can be properly implemented and communicated to
all stakeholders. This approach will also ensure that only changes within the scope of this
project are approved and implemented.
The Change Management approach is not to be confused with the Change Management Process
which will be detailed later in this plan. The Change Management approach consists of three
areas:

Ensure changes are within scope and beneficial to the project

Determine how the change will be implemented

Manage the change as it is implemented

The Change Management process has been designed to make sure this approach is followed for
all changes. By using this approach methodology, the IS Project Team will prevent unnecessary
change from occurring and focus its resources only on beneficial changes within the project
scope.

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Definitions of Change
There are several types of changes which may be requested and considered for the IS Project.
Depending on the extent and type of proposed changes, changes project documentation and the
communication of these changes will be required to include any approved changes into the
project plan and ensure all stakeholders are notified. Types of changes include:

Scheduling Changes: changes which will impact the approved project schedule. These
changes may require fast tracking, crashing, or re-baselining the schedule depending on
the significance of the impact.

Budget Changes: changes which will impact the approved project budget.

These

changes may require requesting additional funding, releasing funding which would no
longer be required, or adding to project or management reserves. May require changes to
the cost baseline.

Scope Changes: changes which are necessary and impact the projects scope which may
be the result of unforeseen requirements which were not initially planned for. These
changes may also impact budget and schedule. These changes may require revision to
WBS, project scope statement, and other project documentation as necessary.

The project manager must ensure that any approved changes are communicated to the project
stakeholders. Additionally, as changes are approved, the project manager must ensure that the
changes are captured in the project documentation where necessary. These document updates
must then be communicated to the project team and stakeholders as well.

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1.1.2

Change Control Board

The Change Control Board (CCB) is the approval authority for all proposed change requests
pertaining to the IS Project. The purpose of the CCB is to review all change requests, determine
their impacts on the project risk, scope, cost, and schedule, and to approve or deny each change
request. The following chart provides a list of the CCB members for the IS Project:

Name

Position

CCB Role

Tayyab Sajjad

IS Project Sponsor

CCB Chair

Waqar Ahmed

IS Project Manager

CCB Member

Hammad Saleem

IS Project Technical Lead

CCB Co-Chair

Ahmed Wali

IS Project Operations Lead

CCB Member

As change requests are submitted to the IS Project Manager by the project team/stakeholders, the
Project Manager will log the requests in the change log and the CCB will convene every other
Friday to review all change requests. For a change request to be approved, all CCB members
must vote in favor. In the event more information is needed for a particular change request, the
request will be deferred and sent back to the requestor for more information or clarification. If a
change is deemed critical, an ad hoc CCB meeting can be called in order to review the change
prior to the next scheduled bi-weekly CCB meeting.

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1.1.3

Roles and Responsibilities

The following are the roles and responsibilities for all change management efforts related to the
IS Project:
Project Sponsor:

Approve all changes to budget/funding allocations

Approve all changes to schedule baseline

Approve any changes in project scope

Chair the CCB

Project Manager:

Receive and log all change requests from project stakeholders

Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB

Seek clarification from change requestors on any open issues or concerns

Make documentation revisions/edits as necessary for all approved changes

Participate on CCB

Project Team/Stakeholders:

Submit all change requests on standard organizational change request forms

Provide all applicable information and detail on change request forms

Be prepared to address questions regarding any submitted change requests

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Provide feedback as necessary on impact of proposed changes

1.1.4

Change Control Process

The Change Control Process for the IS Project will follow the organizational standard change
process for all projects. The project manager has overall responsibility for executing the change
management process for each change request.

Identify the need for a change (Stakeholders) Change requestor will submit a completed
change request form to the project manager.

Log change in the change request register (Project Manager) The project manager will
keep a log of all submitted change requests throughout the projects lifecycle.

Evaluate the change (Project Manager, Team, and Requestor) The project manager will
conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and
scope and seek clarification from team members and the change requestor.

Submit change request to CCB (Project Manager) The project manager will submit the
change request, as well as the preliminary analysis, to the CCB for review.

Obtain Decision on change request (CCB) The CCB will discuss the proposed change
and decide whether or not it will be approved based on all submitted information.

Implement change (Project Manager) If a change is approved by the CCB, the project
manager will update and re-baseline project documentation as necessary.

1.1.5

Sponsor Acceptance

Approved by the Project Sponsor:


___________________________________________
Tayyab Sajjad
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1.2 Risk Management Plan


1.2.1

Introduction

As organizations begin new projects they begin operating in an area of uncertainty that comes
along with developing new and unique products or services. By doing so, these organizations
take chances which results in risk playing a significant part in any project. The purpose of the
risk management plan is to establish the framework in which the project team will identify risks
and develop strategies to mitigate or avoid those risks. However, before risks can be identified
and managed, there are preliminary project elements which must be completed. These elements
are outlined in the risk management approach.
This project is considered a medium risk project as it has an overall risk score of 24 on a scale
from 0 to 100. The project risk score is the average of the risk scores of the most significant
risks to this project. A risk score below 16 is low risk project, a score between 16 and 45 is a
medium risk project and a score above 45 is a high risk project.
Before risk management begins it is imperative that a foundation is established for providing
structured project information, thus, the following project elements were completed and defined
prior to developing this Risk Management Plan:

Define work scope, schedule, resources, and cost elements


o Develop project WBS/WBS dictionary
o Develop master schedule and detailed schedules
o Estimate project cost and finalize budget
o Identify required and available resources
o Establish performance measurement metrics

Define minimum and maximum baseline thresholds


o Schedule
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o Resources
o Cost

Baseline reporting requirements


o Format
o Frequency of distribution
o Distribution list

Define Risk Management Roles and Responsibilities


o Project Manager chairs the risk assessment meetings
o Project team participates in risk assessment meetings and members serve as
meeting recorder and timekeeper
o Key stakeholders participate in risk assessment meetings
o Project Sponsor may participate in risk assessment meetings

1.1.1

Risk Identification

For this project, risk identification was conducted in the initial project risk assessment meeting.
The method used by the project team to identify risks was the Crawford Slip method. The
project manager chaired the risk assessment meeting and distributed notepads to each member of
the team and allowed 10 minutes for all team members to record as many risks as possible.

Expert Interview

Two Expert Interviews were held for this project. The interviews revealed several risks which
were then mitigated by making changes to the project plan. The remaining risks are included in
the Risk Register.

Risk Assessment Meeting

A risk assessment meeting was held with key team members and stakeholders. The risks
identified during this meeting were added to the project plan and Risk Register.

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Historical Review of Similar Projects

The project team reviewed the history of similar projects in order to determine the most common
risks and the strategies used to mitigate those risks.
Risk Qualification and Prioritization
In order to determine the severity of the risks identified by the team, a probability and impact
factor was assigned to each risk. This process allowed the project manager to prioritize risks
based upon the effect they may have on the project. The project manager utilized a probabilityimpact matrix to facilitate the team in moving each risk to the appropriate place on the chart.
Once the risks were assigned a probability and impact and placed in the appropriate position on
the chart, the recorder captured the finished product and the project manager moved the process
on to the next step: risk mitigation/avoidance planning.
1.1.2

Risk Analysis

All risks identified will be assessed to identify the range of possible project outcomes. It includes
qualitative risk analysis and quantitative risk analysis.
Difference between Qualitative and Quantitative Analysis
Qualitative Risk Analysis assesses the priority of identified risks using their probability of
occurring, the corresponding impact, as well as other factors such as the time frame and risk
tolerance. On the base of the results of the Qualitative Risk Analysis, the Quantitative Risk
Analysis is, as second phase, the process for numerically analyzing the effect of the identified
risks on the overall project objectivities.

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Quantitative Risk Analysis


The probability and impact of occurrence for each identified risk will be assessed by the project
manager. Assign Probability and Impact to the risks identified.
PROBABILITY
High Greater than <70%> probability of occurrence
Medium Between <30%> and <70%> probability of occurrence
Low Below <30%> probability of occurrence
IMPACT
High Risk that has the potential to greatly impact project cost, project
Schedule or performance
Medium Risk that has the potential to slightly impact project cost, project schedule or
Performance.
Low Risk that has relatively little impact on cost, schedule or performance
R1: Delay in Developing Product, Probability= High, Impact= High
R2: Lack of Requirement, Probability= Medium, Impact= Medium
R3: Lack Of Availability Tools, Probability= Medium, Impact= Medium
R4: Lack of Sponsor Support, Probability= Low, Impact= Low

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R5: Lack in Requirement Gathering, Probability= Low, Impact= Medium
PROBABILITY-IMPACT MATRIX

Probability

High

R2 , R3

R1

Medium

Low

R4

R5

Low

Medium

High

Impact

Top Two Risks


The top two high probability and high impact risks to this project are:
R1 and R2.
R1: Delay in Developing Product
May B the Complexity Of website developing increase on developing process. As we accept the
project to develop within a short and limited span. Its difficult to manage the time.
R2: Lack of Requirements
Requirements lack which affect the overall product
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1.1.3

Risk Management Approach

The approach we have taken to manage risks for this project included a methodical process by
which the project team identified, scored, and ranked the various risks. The most likely and
highest impact risks were added to the project schedule to ensure that the assigned risk managers
take the necessary steps to implement the mitigation response at the appropriate time during the
schedule. Risk managers will provide status updates on their assigned risks in the bi-weekly
project team meetings, but only when the meetings include their risks planned timeframe. Upon
the completion of the project, during the closing process, the project manager will analyze each
risk as well as the risk management process. Based on this analysis, the project manager will
identify any improvements that can be made to the risk management process for future projects.
These improvements will be captured as part of the lessons learned knowledge base.
1.1.4

Risk Monitoring

The most likely and greatest impact risks have been added to the project plan to ensure that they
are monitored during the time the project is exposed to each risk. At the appropriate time in the
project schedule a Risk Manager is assigned to each risk. During the bi-weekly project team
meeting the Risk Manager for each risk will discuss the status of that risk; however, only risks
which fall in the current time period will be discussed. Risk monitoring will be a continuous
process throughout the life of this project. As risks approach on the project schedule the project
manager will ensure that the appropriate risk manager provides the necessary status updates
which include the risk status, identification of trigger conditions, and the documentation of the
results of the risk response.
1.1.5

Risk Mitigation and Avoidance

The project manager has led the project team in developing responses to each identified risk. As
more risks are identified, they will be qualified and the team will develop avoidance and
mitigation strategies. These risks will also be added to the Risk Register and the project plan to
ensure they are monitored at the appropriate times and are responded to accordingly.

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only in extreme cases where no other risk avoidance or mitigation strategy will work.
1.1.6

Risk Register

The Risk Register for this project is a log of all identified risks, their probability and impact to
the project, the category they belong to, mitigation strategy, and when the risk will occur. The
register was created through the initial project risk management meeting led by the project
manager.

During this meeting, the project team identified and categorized each risk.

Additionally, the team assigned each risk a score based on the probability of it occurring and the
impact it could potentially have. The Risk Register also contains the mitigation strategy for each
risk as well as when the risk is likely to occur. .
The Risk Register will be maintained as an appendix to this Risk Management Plan.
1.1.7

Sponsor Acceptance

Approved by the Project Sponsor:


___________________________________________
Tayyab Sajjad

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1.2 Procurement plan


1.2.1

Introduction

This Procurement Management Plan sets the procurement framework for this project. It will
serve as a guide for managing procurement throughout the life of the project and will be updated
as acquisition needs change. This plan identifies and defines the items to be procured, the types
of contracts to be used in support of this project, the contract approval process, and decision
criteria.

The importance of coordinating procurement activities, establishing firm contract

deliverables, and metrics in measuring procurement activities is included. Other items included
in the procurement management plan include: procurement risks and procurement risk
management considerations; how costs will be determined; how standard procurement
documentation will be used; and procurement constraints.
6.1.1

Procurement Management Approach

The Project Manager will provide oversight and management for all procurement activities under
this project. The Project Manager will work with the project team to identify all items to be
procured for the successful completion of the project. The Project Management Office (PMO)
will then review the procurement list prior to submitting it to the contracts and purchasing
department.

The contracts and purchasing department will review the procurement items,

determine whether it is advantageous to make or buy the items, and begin the vendor selection,
purchasing and the contracting process.
6.1.2

Procurement Definition

The following procurement items and/or services have been determined to be essential for
project completion and success. The following list of items/services, justification, and timeline
are pending PMO review for submission to the contracts and purchasing department:

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Item/Service

Justification

Needed By

Item A; 3 x tool Needed for manufacturing widget type 1; we do 30 November 2015


not make this item

Item B; 4 x tool Needed for building tool type 2; we make this item 1 December 2015
but do not know the cost comparison vs.
purchasing it

Item C

Needed for transferring data to new operating 12 December 20xx


system; we do not make this item

In addition to the above list of procurement items, the following individuals are authorized to
approve purchases for the project team:

Name

Role

Waqar Ahmed

Project Manager

Sohaib

Lead Engineer

Sohaib

Design Technician

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6.1.3

Type of Contract to be used

All items and services to be procured for this project will be solicited under firm-fixed price
contracts. The project team will work with the contracts and purchasing department to define the
item types, quantities, services and required delivery dates.

The contracts and purchasing

department will then solicit bids from various vendors in order to procure the items within the
required time frame and at a reasonable cost under the firm fixed price contract once the vendor
is selected. This contract will be awarded with one base year and three option years.
6.1.4

Procurement Risks

All procurement activities carry some potential for risk which must be managed to ensure project
success. While all risks will be managed in accordance with the projects risk management plan,
there are specific risks which pertain specifically to procurement which must be considered:

Unrealistic schedule and cost expectations for vendors

Manufacturing capacity capabilities of vendors

Conflicts with current contracts and vendor relationships

Configuration management for upgrades and improvements of purchased technology

Potential delays in shipping and impacts on cost and schedule

Questionable past performance for vendors

Potential that final product does not meet required specifications

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These risks are not all-inclusive and the standard risk management process of identifying,
documenting, analyzing, mitigating, and managing risks will be used.
6.1.5

Procurement Risk Management

As previously stated, project risks will be managed in accordance with the projects risk
management plan.

However, for risks related specifically to procurement, there must be

additional consideration and involvement.

Project procurement efforts involve external

organizations and potentially affect current and future business relationships as well as internal
supply chain and vendor management operations.

Because of the sensitivity of these

relationships and operations the project team will include the project sponsor and a designated
representative from the contracting department in all project meetings and status reviews.
Additionally, any decisions regarding procurement actions must be approved by the project
sponsor or, in his absence, the Vice President of Contracts before implementation. Any issues
concerning procurement actions or any newly identified risks will immediately be communicated
to the projects contracting department point of contact as well as the project sponsor.
6.1.6

Cost Determination

For this project we will issue a Request for Proposal (RFP) in order to solicit proposals from
various vendors which describe how they will meet our requirements and the cost of doing so.
All proposals will include vendor support for items A, B, and C (from procurement definition
paragraph) as well as the base and out-year costs. The vendors will outline how the work will be
accomplished, who will perform the work, vendors experience in providing these goods,
customer testimonials, backgrounds and resumes of employees performing the work, and a lineitem breakdown of all costs involved. Additionally, the vendors will be required to submit work
breakdown structures (WBSs) and work schedules to show their understanding of the work to be
performed and their ability to meet the project schedule.

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All information must be included in each proposal as the proposals will be used as the foundation
of our selection criteria. Proposals which omit solicited information or contain incomplete
information will be discarded from consideration.

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Standardized Procurement Documentation
The procurement management process consists of many steps as well as ongoing management of
all procurement activities and contracts. In this dynamic and sensitive environment, our goal
must be to simplify procurement management by all necessary means in order to facilitate
successful completion of our contracts and project. To aid in simplifying these tasks, we will use
standard documentation for all steps of the procurement management process. These standard
documents have been developed and revised over a period of many years in an effort to
continually improve procurement efforts. They provide adequate levels of detail which allows
for easier comparison of proposals, more accurate pricing, more detailed responses, and more
effective management of contracts and vendors.
The PMO maintains a repository on the companys shared drive which contains standard project
management and procurement documentation that will be used for this project. The following
standard documents will be used for project procurement activities:

Standard Request for Proposal Template to include


o Background
o Proposal process and timelines
o Proposal guidelines
o Proposal formats and media
o Source selection criteria
o Pricing forms
o Statement of work
o Terms and Conditions
Internal source selection evaluation forms
Non-disclosure agreement
Letter of intent
Firm fixed price contract
Procurement audit form
Procurement performance evaluation form
Lessons learned form

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6.1.7

Procurement Constraints

There are several constraints that must be considered as part of the projects procurement
management plan. These constraints will be included in the RFP and communicated to all
vendors in order to determine their ability to operate within these constraints. These constraints
apply to several areas which include schedule, cost, scope, resources, and technology:

Schedule:

Project schedule is not flexible and the procurement activities, contract administration, and
contract fulfillment must be completed within the established project schedule.

Cost:

Project budget has contingency and management reserves built in; however, these reserves may
not be applied to procurement activities. Reserves are only to be used in the event of an
approved change in project scope or at managements discretion.

Scope:

All procurement activities and contract awards must support the approved project scope
statement. Any procurement activities or contract awards which specify work which is not in
direct support of the projects scope statement will be considered out of scope and disapproved.

Resources:

All procurement activities must be performed and managed with current personnel.

No

additional personnel will be hired or re-allocated to support the procurement activities on this
project.

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Technology:

Parts specifications have already been determined and will be included in the statement of work
as part of the RFP. While proposals may include suggested alternative material or manufacturing
processes, parts specifications must match those provided in the statement of work exactly.
6.1.8

Contract Approval Process

The first step in the contract approval process is to determine what items or services will require
procurement from outside vendors. This will be determined by conducting a cost analysis on
products or services which can be provided internally and compared with purchase prices from
vendors. Once cost analyses are complete and the list of items and services to be procured
externally is finalized, the purchasing and contracts department will send out solicitations to
outside vendors. Once solicitations are complete and proposals have been received by all
vendors the approval process begins. The first step of this process is to conduct a review of all
vendor proposals to determine which meet the criteria established by the project team and the
purchasing and contracts department. Purchases less than $500 only require the approval of the
Project Manager; whereas, purchases greater than $550 must be approved by the Contract
Review Board. For these larger purchases the contract review board will meet to determine
which contract will be accepted. The Contract Review Board consists of representatives from
the project team, purchasing and contracts department, finance, and the PMO.

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6.1.9

Decision Criteria

The criteria for the selection and award of procurement contracts under this project will be based
on the following decision criteria:

Ability of the vendor to provide all items by the required delivery date

Quality

Cost

Expected delivery date

Comparison of outsourced cost versus in-sourcing

These criteria will be measured by the contracts review board and/or the Project Manager. The
ultimate decision will be made based on these criteria as well as available resources.
6.1.10 Vendor Management
The Project Manager is ultimately responsible for managing vendors. In order to ensure the
timely delivery and high quality of products from vendors the Project Manager, or his/her
designee will meet weekly with the contract and purchasing department and each vendor to
discuss the progress for each procured item.
6.1.11 Performance Metrics for Procurement Activities
While the purchasing and contracts department has their own internal metrics for procurement,
the following metrics are established for vendor performance for this projects procurement
activities. Each metric is rated on a 1-3 scale as indicated below:

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Vendor

Product

On

Time Documenta Developmen

Quality

Delivery

tion

t Costs

Developmen

Cos

Transactional

t Time

Efficiency

Quality

per
Unit

Vendor

#1

Vendor
#2

1 Unsatisfactory
2 Acceptable
3 - Exceptional
In addition to rating each vendor, actual values will be noted in order to build a past-performance
data base for selecting vendors for future procurement activities.
Sponsor Acceptance
Approved by the Project Sponsor:
___________________________________________
Dr. Tayyab Sajjad

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7. PROJECT EXECUTION
1.14

Execute the plan

Executing the project involves taking the actions necessary to ensure that activities in the
Project plan are completed. It also includes work required to introduce any new hardware,
Software, and procedures into normal operations. The products of the project are created
During project execution, and it usually takes the most resources to accomplish this
process.
List of prioritized risks
Ranking Potential Risk

Rankin
g

Potential Risk

Lack of inputs from internal consultants

Lack of inputs from client representatives

Security of new system

Outsourcing/purchasing for the article retrieval and Ask the Expert


features

As mentioned earlier, the PM and project sponsor, liked


To see progress on projects through milestone reports. Sajjad Hussain also wanted
to Alert Waqar Ahmed to any potential issues or problems.
Report for the project management reviewed once a week to review progress on
completing milestones and to discuss any other project issues. Although Customer
could have used project
Management software to create milestone reports, she used word-processing
software Instead because this project was small and she could more easily
manipulate the report format.
Human resource issues often occur during project execution, especially conflicts.
At
Several of the team meetings,

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1.1 Project Status

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1.2 Project milestone report

MILESTONE REPORT FOR PROJECT NAME


Prepared by: Waqar Ahmed

Date: 25 Dec. 2015

Milestone

Date

Status

Responsibl
e

Initiating
Stakeholders
identified

5
Oct
2015

Complete
d

Waqar

Project charter
signed

6
Oct
2015

Complete
d

Waqar

Project kickoff
meeting
held

8
Oct
2015

Complete
d

Waqar

Planning
Team contract
signed

12
Oct
2015

Complete
d

Waqar

Scope
statement
completed

15
Oct
2015

Complete
d

Waqar

WBS
completed

17
Oct
2015

Complete
d

Waqar

of

19
Oct
2015

Complete
d

Waqar

Schedule and
cost baseline
completed

21
Oct
2015

Complete
d

Waqar

Executing
Survey
completed

22
Oct
2015

Complete
d

Waqar

Website
Design

1
Nov

Complete
d

Waqar

List
prioritized
risks
completed

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Issues/Comment
s

Went very well

Reviewed with
sponsor and
team

Social Business Network Website


completed

2015

Project
benefits
measurement
completed

16
Nov
2015

Complete
d

Waqar

User
inputs
collected

18
Nov
2015

Complete
d

Waqar

Templates and
tools
completed

19
Nov
2015

Complete
d

Waqar

Ask the Expert


completed

21
Nov
2015

Complete
d

Waqar

User Requests
feature
completed

25
Nov
2015

Complete
d

Waqar

Links
completed

26
Nov
2015

Complete
d

Waqar

Development

15
Dec
2015

Complete
d

Waqar

Monitoring
and
Controlling
Progress
reports

25
Dec
2015

Complete
d

Waqar

Closing
Final project
presentation
Completed

23
Dec
2015

Complete
d

Waqar

Final project
report
Completed

25
DEC
2015

Complete
d

Waqar

Lessonslearned reports

28
DEC
2015

Waqar

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Review

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8. PROJECT MONITORING AND CONTROLLING


1.1 Project weekly progress reports
Project Name: SBN Social Business Website
Date :Nov 24,2015
Work completed this week:
All the content files related to project Organized Discovered the need for some
customization
Verified that the software would meet our needs
Work to complete next week:
Continue work on website development.

Develop new cost estimate for out sourced work


Whats going well and why:
The intranet site construction started well.

The design was very clear and easy to follow

Suggestions/Issues: Hold a special meeting to decide how to organize the templates


and examples on the hotel system

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9. PROJECT CLOSING
1.2 Project lesson learned report
Project Name: SBN Social Business Network
Project Manager: Waqar Ahmed
Project Dates:26-Dec-2015
Final Budget:$400
1. Did the project meet scope, time, and cost goals?
Yes the project meet the scope time budget and cost.
2. What were the success criteria listed in the project scope statement?
Our goal is to complete this project within 1 years Thats our success criteria
3. In terms of managing the project, what were the main lessons your team
learned from this project?
The main lessons we learned include the following:
Having a good project sponsor was instrumental to project success
Teamwork was essential. It really helped to take time for everyone to get to at the
kick-off meeting. It was also helpful to develop and follow a team contract.
Good planning paid offing execution.
Project management software was very help
Full throughout the project.
4. Describe one thing of what went right on this project.
Complete the project wit in three months which was the full time for project
5. Describe one example of what went wrong on this project
Design problem in front end page

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1.1 Final Documentation


This is the final documentation of our project

1.2 Project final acceptance


Project Acceptance
BLOOD BANK MANAGEMENT SYSTEM
Date 26 December 2015
Project Acceptance
This document establishes formal acceptance of all the deliverables for the SBN project.
The SBN project has met all the acceptance criteria as defined in the requirements
document and project scope statement. A project audit has been performed to verify that
all deliverables meet performance and product requirements.

Additionally a product

evaluation has been performed and determined that all products meet the quality and
functional requirements defined within this project.
The Project Manager is authorized to continue with the formal close out of this project.
Once the closing process is completed the Project Sponsor will be notified and the Project
Manager will then be released from the project.
Sponsor Acceptance
Approved by the Project Sponsor:
______________________________
Tayyab Sajjad

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1.3 Client Acceptance


Our project final acceptance will be occur when we handed over to manger or sponsor of
project
Project Name: Social Business Network website
Project Manager: Waqar Ahmed

Name
Tayyab

Title

Signature

Date

Sponser

27-12-15

Project Manager

28-12-15

Sajjad
Waqar
Ahmed

1. Was this project completed to your satisfaction?


Yes.
2. Please provide the main reasons for your satisfaction or dissatisfaction with this
project.
This is providing all features which we demanded in an efficient way.
3. Please provide suggestions on how our organization could improve its project
delivery capability in the future.
Try to make GUI more attractive which should support all type of users including
beginners and experts in a same way.

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