Deliverable 7 – JBH Project Plan
Competencies
- Identify the role projects play in meeting the goals of an organization.
- Explain the activities that occur when initiating a project.
- Classify the components of project planning.
- Evaluate project implementation techniques.
- Evaluate project performance.
- Distinguish project management methodologies and tools.
Scenario
You are a Senior Project Manager for JBH Software Solutions and are about begin on a new project and training a new associate at the same time. The scope of the project is a total system upgrade for the customer service area. The project has a budget of $15 Million and has a duration of 24 months for completion. Since you are the Senior Project Manager, upper management is looking to you for guidance and best practices for the project management lifecycle at JBH.
There are some uploads from the other deliverables
Instructions
Create a project plan for JBH Software Solutions that includes required documentation such as business case, risk mitigation plan, communication plan, scope statement, scorecard, and project timelines. Include details about methodologies and tools used to manage the project. Review the deliverables from prior modules as a guide to complete this assignment.
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DELIVERABLE 1 – KINGSTON-BRYCE KICK-OFF PROJECT PLAN 5
Deliverable 1 Revised- Kingston-Bryce Kick-off Project Plan
Jamie Raines
Rasmussen College
GEB3
4
22CBE Section 01CBE Business Project Management
Felicia Roquemore
October 18th, 2020
Deliverable 1 – Kingston-Bryce Kick-off project plan
Introduction
Kingston-Bryce Limited is a custom furniture manufacturing company that specializes in hand-crafted dining room tables. The Board of Directors has identified an opportunity to purchase a competitor that also specializes in custom furniture, which will enable KBL to expand operations and triple their workforce. The project will take 18 months to complete. The project plan below outlines important information regarding purchasing the new company. It will provide details such as the tasks and milestones, key stakeholders, project descriptions, and project timeline.
Tasks and milestones
Different tasks and milestones are required for Kingston-Bryce Limited to purchase another furniture company. The tasks also need to be completed within 18 months. The project plan below has broken up the significant milestones by quarters. The milestones indicate the completion of essential tasks. They motivate the project team members to ensure that they finish their tasks within the specified time. Work-breakdown structures and Gantt charts are essential in outlining the project tasks and milestones. WBS involves breaks down the project deliverables into smaller elements. On the other hand, a Gantt chart refers to the visual view of tasks scheduled over a specified duration.
Project plan
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Work-breakdown structure |
TASKS AND MILESTONES |
LEADER |
START |
END |
DAYS |
% DONE |
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1 |
Planning |
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Monday, November 2, 2020 |
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1.1 |
Establish a Team |
[Student’s Name] |
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1.2 |
Amalgamation Kick-Off meeting |
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1.3 |
Amalgamation Planning |
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1.4 |
Collection of data |
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2 |
Strategy Execution |
Monday, November 9, 2020 |
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2.1 |
Establishment of Integrated Services (HR, IT, etc.) |
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2.2 |
Standardization of Workflow |
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2.3 |
Analysis of labor and material reduction |
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2.4 |
Organization & Client Communication |
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2.5 |
Designing the Site |
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2.6 |
Manufacturing Layout |
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2.7 |
Consolidation of the Warehouses |
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2.8 |
Logistics |
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3 |
Monitor & Control |
Monday, October 18, 2021 |
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3.1 |
Identify notable developments |
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3.2 |
Employee Training and evaluation |
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| 4 |
Project Closing |
Wednesday, June 1, 2022 |
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4.1 |
Review |
Project description
Kingston-Bryce Limited deals with custom furniture, mainly specializing in hand-crafted dining tables. KBL board of directors identified a chance to buy a competitor in the same industry. The acquisition will enable Kingston-Bryce Limited to expand its operations and triple its employees. The project will take 18 months to complete. The objective of the plan is to ensure successful completion of the company acquisition.
The main problem to be addressed in the project is the evaluation of the feasibility of the company acquisition. There are different risks involved in the process such as client retention, adjustment of KBL into the new change and even misalignment of the objectives of the companies. The employees may not be able to adjust to the new partnership. Hence, more employee training will be needed to ensure competency at their work.
Key stakeholders
These are people, groups, or establishments that may influence the project’s decisions, activities, and outcomes. This project’s internal stakeholders include KBL management, team manager, accounting managers, and team participants (Pinto, 2019). External stakeholders include suppliers, competitors, and clients.
Timeline
The project timeline for the KBL project is 18 months. The project will be commenced on November 2, 2020, and end on or before June 2, 2022. The timeline will help track and manage the planned project tasks by breaking down the project’s lifespan into smaller durations.
References
Pinto, J. K. (2019). Project Management. [Bookshelf Ambassadored]: Retrieved from https://ambassadored.vitalsource.com/#/books/9780134730509/cfi/6/8!/4/2/68@0:91.7
Kingston-Bryce Scorecard 1
Kingston-Bryce Scorecard 3
Deliverable 5 – Kingston-Bryce Score Card
Jamie Raines
Rasmussen College
GEB3422CBE Section 01CBE Business Project Management
Felicia Roquemore
December 1st, 2020
Score Card Description
· Timeline: 0=complete; 1=Needs additional time
· Project Duration: 0=completed; 1 Needs additional time.
· Budget: 0=Meets the budget; 1=exceeds the budget
· Meeting frequency: 1=All meetings attended; 2= attended more than 2 meetings; 3=attended less than one meeting
· General score: 1=below standards; 3=meets the standards; 5 exceeds standards
Kingston-Bryce Scorecard
Objectives
Time
line
Project
Duration
Budget
Meeting Frequency
Score
Budget
Actual
Heads of Department
Managing responsiveness and commitment
0
0
0
1
3
$40,000
$40,000
Warehouse Planning
Offering quick budget responses.
1
1
0
2
3
$30,000
$30,000
Warehouse Crew
Adhering to all guidelines and attending every meeting.
0
0
0
1
2
$2.8 Million
$2.8 Million
Supplies
Obtaining all supplies within stipulated time.
0
0
1
1
3
$0.9
Million
$1.9 Million
Vendors
Proactive and avail themselves in in person meetings
0
0
1
1
3
$0.7
Million
$1 million
Design
Every design to be accomplished within stipulated time.
0
0
0
3
3
$600,000
$700,000
Hiring & Training process
Initiate hiring process earlier and adhere to recruitment guidelines for quality personnel.
1
1
0
3
3
$750,000
$810,000
What would be some key performance indicators (KPIs) to determine if your project is successfully performing? And why is this important?
The KPIs to determine whether the project is successful or not will be the cost efficiency in terms of the activities that will be executed based on the plan. Second KPI is completion of the anticipated activities within the allocated time frame and the last KPI will be Alignment with the organizational goal. The more the goals are aligned, the better the performance and hence the success can be determined.
Is there a possibility of scope creep?
There is no possibility for a scope creep. This is because every element of the scope will be well explained and offers the necessary explanations.
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DELIVERABLE
2
5
Deliverable 1 – Kingston-Bryce Business Case
Jamie Raines
Rasmussen College
GEB
3
4
22CBE Section 01CBE Business Project Management
Felicia Roquemore
October 20th, 2020
Deliverable 2
Kingston-Bryce Business (KBL) Case
As the appointed Project Manager for KBL, the assigned duty is creating a business case that will aid the Board of Directors in continuing with the acquisition process. A successful acquisition process will enable KBL to triple its current workforce and widen the existing operations. The project anticipates to cost $5 million and will last for 18 months.
Project Scope
For a successful acquisition process, KBL will execute the project through four major predetermined phases. During the first phase, two significant tasks ought to be executed. These are the formulation of the acquisition team and assigning them specific duties and responsibilities while the other task will be incorporate in-depth analysis of the existing competitors. Phase one activities are expected to run for ten weeks. The goal of the phase is the verification of KBL productivity and how it can be motivated.
The second phase will also comprise of two major tasks. The initial task will be a critical evaluation of the existing financial statement to generate profit reports. This will take 12 months. The results of the task will determine whether KBL will proceed with the acquisition process or not. The second task involves an examination of the necessary legal documents required in executing documentation. This will take six weeks. The result will help determine whether competitors are compliant or not.
The third phase will be in for six additional activities. The results from this phase will mark the steps to be taken in the final stage. The first task will be liability analysis, and it is approximated to take two weeks. The results will be essential in determining areas that need reinforcement. The second task will be an examination of competitor capabilities. It is expected to take two weeks. The third task will be tax compliance assessment. It is expected to take two weeks. The fourth task will be employee compliance, which will take another four weeks because its number is slightly higher. The fifth and sixth activities will be an evaluation of client feedback and risk assessment, respectively. The two will take a total of five weeks.
The fourth phase, which is also final, will entail three significant activities. The first task is to present the results gathered to the board of directors, which will last for a maximum of four weeks to allow the board members to have a high-end review of what has been presented. The second activity will be the acquisition process, which will incorporate the signing of necessary agreements. It will last for
1
2 weeks
. The very last task is sealing the deal that has been made by the involved parties.
Pros
Successful acquisition of KBL will enhance the current operations and performance via the provision of extra services and products towards its clients. Secondly, profitability will be positively impacted and also the number of available products will be high.
Cons
The primary cons associated with the case include; uncertain future budget after the successful acquisition. Second is additional expenses because of the increased workload in the organization.
Opportunities
Successful acquisition of KBL will ensure that clients can be venturing into novel market opportunities that were initially dominated by the firms clinched. KBL will result in the creation of expansion room for the company and hence enhanced performance.
Limitations
The major limitation is the capacity to maintain a complicated process after a successful acquisition process. Centralizing the various firms and hiring of additional employees can be problematic.
Assumptions
Any assumptions made during the acquisition process ought to be accounted for in this case.
Funding Schedule
$5 million is allocated for the process. Funding for the project will be completed in phases, and success in one phase will pave the way for the next phase. Sequential financing of the project will allow the organization to pump inadequate resources when needed. The following schedule should be followed.
Timeline
of Acquisition
Milestones
8 weeks
10 weeks
6 weeks
2 weeks
2 weeks
2 weeks
4 weeks
2 weeks
6 weeks
4 weeks
12 weeks
2 weeks
Timeline
Analysis of liabilties
Analysis of legal documents
Financial evaluation
Analysis of to be acquired company
Establish project acquisition team
Risk assessment
Review of customer feedbacks
Staff review
Assessment of tax complance
Evaluation of assets
1
2
3
4
Closure of purchase
Acquisition (purchase agreement)
Presentation of findings to Board of Mgt
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PROJECT MANAGEMENT 6
Deliverable 4 – Kingston-Bryce Attempt 2
Jamie Raines
Rasmussen College
GEB3422CBE Section 01CBE Business Project Management
Felicia Roquemore
November 1st, 2020
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Communication |
Method |
Frequency |
Goal |
Owner |
Audience |
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Project Kickoff |
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Beginning of the project |
The Project Kickoff email will outline the project purpose, deliverables, and guidelines for completion and timelines for such completions. The email will also list team members and their corresponding responsibilities, all the stakeholders and sponsors of the project. The email address will be AcquisitionprojectKBL@gmail.com and will be sent to all the relevant stakeholders. |
Project Manager |
Project Sponsor, Kingston-Bryce Limited (KBL) Board of Governors Project team consisting of both employees from Kingston-Bryce Limited (KBL) and the competitor. |
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Project Status Reports |
Weekly |
The project status reports will review the status of the project from the current week and discuss any potential risks witnessed, how to mitigate such risks, strains in time and resource scheduling and delays in timelines. Project status reports will e sent using the same email address for the project and will prompt responses from the project team and other stakeholders to allow for the project to be successfully run to completion. |
Project manager |
Project team, Kingston-Bryce Limited (KBL) Board of Directors |
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Project Review |
In person meetings |
After the completion of each milestone |
After each milestone, there will be physical meetings to present project deliverables, review the quality of the deliverables and deliberate on any improvements that need to be made going forward. The goal of the project review meetings is to discuss how to better the project, take advantage of some of the risks that present with positive impact and improve on the ones that threaten the well-being of the project. |
Kingston-Bryce Limited (KBL) Board of Directors, Project Sponsor s, Kingston-Bryce Limited (KBL) Board of Directors employees, employees of the competitor |
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Project Summary Updates |
Video Conferencing |
After each physical meeting |
The goal of the Project Summary Updates is to update all stakeholders of the project who were unable to attend physical meetings related to the project on the success of the project, progress, potential issues and effectiveness of the project in utilization of resources allocated and time. After each meeting, all stakeholders will be informed of the proceedings of such meetings and the key issues that were raised. |
All stakeholders |
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Task Progress reports |
Daily |
Collaboration applications |
At the end of each day, discussions will be held to exchange ideas on the proceedings of the day. Members will discuss on the tasks of the day outlining challenges and opportunities in the activities. There will also be discussions on the best way to improve project deliverables. The project team will be added to a WhatsApp group where members will be allowed to express their concerns and thoughts on the project on a daily basis. This allows for team building and information sharing. Collaboration will also improve on the outcomes of the project. |
Project manager and project team members |
Project Manager, Kingston-Bryce Limited (KBL) employees, employees of the competitor |
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Project progress updates |
At the end of each week, there will be discussions on collaboration applications to discuss the state of the project and any potential improvements that can be made. These meetings are specifically for the KBL employees and are meant to discuss the welfare of the company during acquisition process. Google hangouts will be used as the collaboration tools to effectively engage all employees on the project and its successes and limitations. |
Kingston-Bryce Limited (KBL) employees. |
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Crisis meeting |
At the onset of a crisis |
Physical meeting |
In the event of a new risk developing, or any crisis related to the project, there will be physical meetings. The aim of these meetings will be to make the team members aware of the new development and to deliberate on feasible solutions towards mitigating the crisis. With positive risks, the team will discuss whether to accept, enhance, exploit or share. The negative response to risk will include avoiding, accepting, mitigating or transferring. Meetings will allow for input of team members on the best way to proceed. |
Project members |
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Project status updates |
Conference calls |
At the end of each week, the progress of the project, the notable successes, failures and opportunities for improvement will be mentioned. These updates will also mention any challenges and potential risks to the project. The critical issues to do with funding or resource allocation or timelines will be discussed with the executive to ensure that the project remains on track. |
Kingston-Bryce Limited (KBL) Board of Directors, Project Sponsor | |||||||||
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Communities of Practice forums |
In-person meeting s |
weekly |
Communities of practice meetings will be held weekly to exchange ideas on how best to improve the project, how to overcome challenges and responsibilities to be distributed. All team members will be expected to engage in interprofessional interactions and share information valuable to the project. |
Project team members |
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Project Tasks and Responsibilities Distribution |
In-person meeting |
At the beginning of the project |
This meeting will outline which members have been assigned to which responsibilities, the timelines for completing such tasks, financial resources allocated to the tasks, expected deliverables and interdependence between tasks |
Project manager and project coordinator |
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Project Closing Executive summary |
At the end of the project |
At the end of the project, before termination, a physical meeting will be held to determine what worked and what did not, the overall efficiency of the project, review of deliverables, comments from the stakeholders, comparison of the budget and timelines with the initial plans. |
Project sponsor, Kingston-Bryce Limited (KBL) Board of Directors, Kingston-Bryce Limited (KBL) employees and competitor’s employees. |
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PROJECT MANAGEMENT METHODOLOGIES AND TOOLS 2
Deliverable 6 – Kingston-Bryce FAQ
Jamie Raines
Rasmussen College
GEB3422CBE Section 01CBE Business Project Management
Felicia Roquemore
November 20th, 2020
What is Project Management Methodology?
Project Management Methodology refers to the overall approach that is followed to meet the project goals. Various examples include; Selection of deliverables to be produced for a specific project, naming and numbering scheme for a Work Breakdown Structure.
What is Project Phase?
A Project Phase is a rational grouping of allied activities and their associated deliverables.
What is a Project Milestone?
A project milestone is a character that marks a period in time when an event will occur during a project lifecycle.
What is Project Schedule?
A Project Schedule refers to an input to the project Management Plan and it contains a list of activities, activity attributes duration estimates, planned start date, planned finish date, and resource assignments.
What is a Project Management Plan?
A Project management Plan refers to an assortment of management plans across all areas of expertise in project management.
When do I assess a Risk in a Project?
Risk should be assessed throughout the entire project management process and in the context of the project to determine if and when a risk trigger has occurred and whether a premeditated contingency plan is effective.
What is Project deliverable?
A project deliverable is a product that is produced after the completion of one or a few activities. A deliverable is a provable element that can be reviewed to determine that various activities were performed to finalize a project phase.
What is Change Management in Project Management?
This refers to anything which converts projects, tasks, processes, structures, and job function. It includes tools and procedures used to manage change in a project and the project team.
What is Project Lifecycle?
A project lifecycle refers to the unique stages which a project follows throughout the project framework. The stages include the initiation phase, planning, phase, execution phase, control and monitoring phase, and project conclusion.
What are some Project Management Tools?
Project management tools refer to software’s which aid an individual or a team to efficiently organize activities and manage a project and other tasks.
References
Charvat, J. (2003). Project management methodologies: selecting, implementing, and supporting methodologies and processes for projects. John Wiley & Sons.
Wells, H. (2012). How effective are project management methodologies? An explorative evaluation of their benefits in practice. Project management journal, 43(6), 43-58.
Chin, C. M. M., & Spowage, A. C. (2010). Defining & classifying project management methodologies. PM World Today, 12(5), 1-9.
Analysis of correlation and regression
Introduction of scenario and data set
According to the U.S. Geological Survey (USGS), the probability of a magnitude 6.7 or greater earthquake in the Greater Bay Area is 63%, about 2 out of 3, in the next 30 years.
In April 2008, scientists and engineers released a new earthquake forecast for the State of California called the Uniform California Earthquake Rupture Forecast (UCERF).
Data is provided for the magnitude of earthquake measured on the Richter scale and Depth of the earthquake measured in km.
Using the above data, I will carry out calculation to determine if there is any correlation between magnitudes and depths of earthquakes.
I will also use the data to plot scatter plot and also construct hypothesis test for the correlation using r as a test statistics.
Scatter Plot Analysis
From the figure of the scatter plot, magnitude of earthquake on Richter scale and depth of earthquake in km are clustered hence no linear relationship . This is confirmed by the scatter plot beside.
Linear correlation Coefficient (r) and critical value of r
Using the information data set on excel, plugging formula=Correl( magnitude: Depth)= 0.0231. This is the linear correlation coefficient
Taking the number of observations, n=50, and alpha 0.05. Then take n-2, which makes 50-2=48.
Read 48 against 0.05 on the Pearson coefficient table. Since there is no 48, I read 50 against 0.05 to get critical value as 0.273.
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Testing Significance of linear correlation
To test the claim, we carry out hypothesis testing;
H0 :Pxy=0, there is no linear correlation between magnitude and depth of earthquake.
H1:Pxy ≠0, there is linear correlation between magnitude and depth of earthquake,
Calculate the linear correlation coefficient or computed r, which in this case is equal to 0.0231.
The tabulate the critical r, which in this case, is equal to 0.273.
Decision rule: computed r (0.0231) ≤ critical value of r (0.273), therefore do not reject the null hypothesis.
Conclusion; there is no linear correlation between magnitude and depth of earthquake. This means there is no sufficient evidence to support the claim of linear correlation between magnitude and depth of earthquake.
Regression Equation
From the data set on the excel, Y(depth)=B0+B1(magnitude), the regression equation is equal to; Y(depth)=9.422+0.1933(Magnitude).
The intercept of regression equation is equal to 9.422.
The slope of the regression equation is equal to 0.1933.
Equation a good model
Equation of regression is not good model. This is because independent variable(MAG) is not statistically significant. MAG p-value 0.87>t-statistics=0.16.
Predicted depth of earthquake of magnitude of 2.0 would be, 0.1933+2.0*9.422=9.8086Km.
Therefore, the predicted depth of the earthquake is 9.81 km.
Summary
There is no evidence to support the claim of the linear correlation between depth and magnitude of earthquake. Therefore, there is no significant relationship between depth and magnitude of the earthquake forecast.
Regression equation is not a good model independent variable (MAG) is not statistically significant.
Critical value of linear correlation is greater than computed r, indicates no linear correlation between depth and magnitude of earthquake.
Regression equation of the model, Y(depth)=9.422+0.1933(MAG)
Predicted depth of earthquake, having magnitude of 2.0 is 9.81 km.