PROJECT MANAGEMENT PLAN

SMARTVOICE PROJECT

COMPANY NAME : TOTALLY SOFTWARE

SUBMITTED BY:
BACKGROUND AND OBJECTIVES OF PROJECT

Totally Software (TS) recently launched the SmartVoice project to carry and present the project
in the Innovation Work conference at APIM. The project will drive the development of new voice-
recognition software and support TS's enterprise technology to provide customers with dynamic
answers to improve profitability in the work environment and family conditions. While voice
confirmation software is now accessible, TS believes that new mechanical advancements will
enable our team to build an answer that is easier to obtain than it is now.

Due to the strong pursuit of item quality, adaptability, customer management and convenience,
TS has achieved fruitful results in picking up a piece of pie. In addition, customers understand
that our projects may be related to the broad employment of business and personal abilities. By
leveraging our quality and easy-to-use products and benefiting from new innovations, TS can
position itself as a leading provider of compelling and easy-to-use voice-confirmation software in
today's business centers.
PROJECT MANAGEMENT APPROACH

According to the project plan and its subsidiary management plan, the project manager has
general experts and obligations to supervise and execute the project. The project team will
include staff from code collection, quality control/affirmation collection, professional portfolio
collection and test collection. The project manager will use all assets to perform the project
arrangement. All project and backup executive plans will be evaluated and approved by project
support. All subsidy options are also provided by project support. Any designation of an approved
expert for the project manager should be recorded as a hard copy and marked by project support
and project manager (Linares et. al., 2017).

The project team will become a network, and colleagues from each association will continue to
answer their authority management throughout the project. It is the responsibility of the project
manager is responsible for communicating with the level manager on the advancement and
execution of each project asset (Safder et. al., 2018).
PROJECT SCOPE
The scope of TS's SmartVoice program includes the scheduling, planning, improvement, testing
and modification of the SmartVoice voice confirmation package. The software will meet or
exceed the authoritative software principles and additional prerequisites established in the
project contract. The scope of the project also includes all documentation, manuals and
preparations to help with software-related use. When the software and documentation package
are effectively executed and changed to the assembly bundle of the TS for generation, the project
completion is completed (Mahmood et.al., 2015).

All SmartVoice project work will be performed internally and will not redistribute any part of this
project. The scope of the project does exclude any adjustments to the prerequisites of the
standard working framework to run software, software updates or corrections(Safder et. al.,
2018).
PROJECT SCOPE MANAGEMENT PLAN
The scope management is the prime responsibility of project manager. Work Breakdown
Structure (WBS), scope statement and WBS Dictionary, describes the scope of SmartVoice. The
sponsor, the stakeholders and the sponsor will approve the project jointly. The approval
documents include the performance measurement reports and the quality checklists (Linares et.
al., 2017).

The changes may be proposed by the stakeholders, the project manager or any project team
member. However, the changes request will be submitted to the project manager for evaluation.
If the project manager believes that the change is worth to be implemented, he will send the
request of change to project sponsor and change control for acceptance. When the change
documents are approved, the project manager shall implement these changes in the related
project documents. The changes will then be communicated to all the stakeholders of the project.
Based on change feedbacks from the stakeholders and the inputs by the project manager, the
project sponsor has the responsibility for final acceptance of the project scope and deliverables
(Mahmood et.al., 2015).

It is responsibility of project sponsor to approve and accept the final deliverable. This is based on
the review of all necessary project documents, trial results, testing results and completion of all
the project packages and tasks along with their functionality (Linares et. al., 2017).

MILESTONE LIST

The chart below shows the actual achievements of the SmartVoice project. The outline uniquely
relates to actual project outcomes, such as the outcome of a project phase or door audit. There
may be smaller achievements that are excluded from this outline, but are included in the project
calendar and WBS. If there are any planned delays that may affect the achievement or shipping
date, the project manager must be promptly notified so that proactive measures can be taken to
properly consider the date. The project manager will communicate any recognition changes to
these achievements or dates to the project team.
 Milestone Description Date
Collection of All requirements for SmartVoice must be 28/06/19
requirements determined to base design upon
Design of SmartVoice The functionality and theoretical design of software. 15/07/19
Coding of SmartVoice The prototype after the coding is completed for the 15/08/19
software.
Debugging and Testing of To check the functioning of SmartVoice and correct 10/09/19
SmartVoice the errors detected.
The transition of Software The formal documentation of the software so that 30/09/19
to TS production operations department may proceed with the
production of SmartVoice officially.

COMMUNICATIONS MANAGEMENT PLAN

This section will describe the communication mechanism for the project. This provide the
guidelines to the project manager and other team members for communication and the changes
to be made in communication processes if required. The role of the team members is vital as they
are the part of project and will actively participate in the communication process. The modes of
communication and the rules to conduct the communication is discussed below:

Meetings:
The project agenda will be distributed by the project manager 2 days before the meeting. It is the
responsibility of the team members to read and understand the meeting agenda. The time will
be specific for each meeting and the timekeeper will make sure by noticing the time that the
meeting is concluded in the stipulated period. The recorder will note the important notings in
the meeting and the minutes will be distributed the very next day after meeting to the attendees
and the other stakeholders. The project manager has to tell every team member to reach meeting
hall in time and avoid the usage of mobile phone so as to avoid distractions.

Email:
The emails pertaining to the SmartVoice project will be error free, professional and brief to keep
communication straight and clear. It is to make sure that the email is distributed to the right
participants to whom the sender intends to share the information. The sensitive nature of project
must be understood before sending the emails. The organizational standardized structure must
be followed when the attachments are used. If there is an issue to be discussed in email, the
nature and introduction of issue along with the recommendations must be forwarded to the
recipients.

Informal Communications:
The informal communication among the team members for success of the project is also
necessary. It helps to complete the project by addressing any issues that arise during the project
as team members discuss with each other. The useful communication may be communicated to
the project manager to make effective use of such discussions to solve the issues.
PROCUREMENT MANAGEMENT PLAN
The project manager is responsible to have an insight in to all project activities. He is also
responsible for managing these activities in depth. Project manager can approve any expense
related to the project within the range of AUD 50,000. However, any amount exceeding this will
be forwarded to project sponsor for approval.

No or minimal procurement is required for this project. However, in any case it is required, the
Project Manager shall work with the project team members to determine and manage the
procurement of items and services required for completion of project. At this point, the project
manager will ensure that these acquisitions are evaluated by the Program Management Office
(PMO) and presented to the agreement and collection gathering. The agreement and the
acquisition will review the acquisition, determine whether it is beneficial to manufacture or
purchase the things or assets needed internally, and begin the business to determine, purchase
and sign the contract.

In the event that the acquisition is ultimately essential, the project manager will be responsible
for managing any selected seller or external assets. The project manager also quantifies the
execution as it works with the merchant to provide the necessary goods and additional benefits
and communicate it to the acquisition and contract collection.

QUALITY MANAGEMENT PLAN

Every member has to play his part in effective implementation of the quality management for
SmartVoice project. The team members have to make sure that the specific activities are finished
in allocated time ranging from individual work of the team members to the final deliverables. The
roles and responsibilities of the team members are as follows:

The project manager will approve the quality standards for the project. The project sponsor has
to review and approve all the tasks and deliverables. It is the responsibility of Project Sponsor to
ensure that the compliance standards are met in order to ensure quality for the individual tasks
of the team members and the final deliverables.
It is the responsibility of project manager to successfully implement the quality standards
throughout the project and make sure that the processes, tasks and the relevant documentation
are in accordance with the project compliance standards. He shall collaborate with the project
quality specialists to approve or disapprove and task or deliverable based on set quality standards
for the project. The project manager shall also discuss these quality standards with the project
team members and the other stakeholders of the project.

The project specialist will work with the project manager for implementation of the project
quality standards. They will guide the project manager about the tools and methodologies for
tracking and monitoring of the quality of the tasks. They will make sure that these standards are
achieved to the minimum acceptance levels at least. The maintenance of quality assurance logs
throughout the project life will be the responsibility of the project specialists.

The team members of the project will help the project manager to improve quality standards by
giving useful inputs. All the other stakeholders will perform the same role in the project. They
will also make sure that they follow the quality standards while performing their project related
tasks (Kundra and Sharma, 2015).

The quality assurance department of the SmartVoice project will make sure that the quality
standards are met in every stage and task by the project team members and the project manager.
These standards are designed to increase the quality of the software. Throughout the project,
the project manager will observe the quality standards of each project activity with the help of
quality specialists and will give inputs if improvements are required. These changes will be
forwarded for approval by the project manager to the Project Sponsor and CCB. After approval,
it is the responsibility of project manager to communicate the changes to the team members and
the relevant people for documentation (Raulamo-Jurvanen et. al. , 2019).
RISK MANAGEMENT PLAN
The project team will detect, rank and score various risks based on a methodological process
defined by the management. Every member will have to make efforts in order to detect the risks
before they become critical for the project. A mitigation strategy will be followed by the project
manager and team members to avoid and minimize the risks. Few risk managers have been
appointed for this project and any potential risk will be communicated by the project manager
to the risk managers. It is thus the responsibility of the risk managers to minimize the risk and
make bi-weekly risk reports that must be presented before the stakeholders in the meetings
(Moreno et. al. , 2016).

After the project is completed, the project manager will analyze the risks of the project and the
project management process that has been adopted to minimize and mitigate the risks (de
Carvalho et. al., 2015). On the basis of this analysis, the project manager will give
recommendations for future improvements to manage the risks and these will be documented.
It will be useful as a lesson for the knowledge base.
COST BASELINE

The cost for the project SmartVoice is distributed to the tasks individually as follows:

Task Budgeted Cost Comments

Planning AUD200,000 Inputs from every team
member to gather
requirements for project
planning
Design AUD150,000 The conceptual design of the
SmartVoice project includes
working from all the project
team members.
Coding AUD135,000 The all work hours that is
utilized by the programmers
for coding to produce Smart
Voice
Testing AUD150,000 The testing of SmartVoice
after coding. The testing is
necessary to check the
validity of software.
Transition and Closure AUD125,000 The transition phase involves
working hours of every team
member and after that the
closure of project.
REFERENCES

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on project success: Cross-country and cross-industry comparisons. International Journal of
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Kundra, T. and Sharma, A., 2015. Software project management. Int. J. Res.

Linares, J., Melendez, K., Flores, L. and Dávila, A., 2017, October. Project Portfolio Management
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Mahmood, S., Niazi, M. and Hussain, A., 2015, July. Identifying the challenges for managing
component-based development in global software development: Preliminary results. In 2015
Science and Information Conference (SAI)(pp. 933-938). IEEE.

Moreno, A.M., Sánchez-Segura, M.I., Medina-Domínguez, F., Peters, L. and Araujo, J., 2016, May.
Enriching traditional software engineering curricula with software project management
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Raulamo-Jurvanen, P., Hosio, S. and Mäntylä, M.V., 2019, April. Practitioner Evaluations on
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