4.3 Project
team composition and organization
It
is recommended that the project team be constituted as multi-disciplinary
multi-departmental team with members coming from marketing, public relations,
direct customer-facing operations and IT departments. There will be a
collective ownership of the project with tasks that are spread among these
stakeholders. The project will follow the standard project management team
organization which calls for a division of labour within the team. Figure 2 illustrates the organization
structure with members from the organization and representatives from an IT
consultant or vendor who can work with the team to guide it in both technical
and functional areas. In addition,
there is a need to activate or create an oversight body such as steering
committee that can provide high management support for the project in terms of project
funding, strategic change management approvals, and status monitoring to ensure
that the project is completed as expected.
Figure 4: Project team organization chart
4.4 Work Breakdown
Structure and deliverables
per milestone
Table
6 summarizes the projects milestones and their respective deliverables.
Table 6:
Project WBS milestones and deliverables
|
WBS
|
Task Name
|
Deliverables
|
|
1
|
Approve
Project
|
Approved project budget and signed contract with
consultant
|
|
2
|
Create
project team
|
Complete project team
|
|
3
|
Acquire
Tablets (ipad2 or equivalent)
|
Trouble free iPad2 Tablets
|
|
4
|
Develop
and activate Google +
|
Activated BAC Google+ site
|
|
5
|
Create
and activate commissions-based revenue sharing in BAC website
|
Enhanced website for commission-based revenue streams
|
|
6
|
Create
and activate YouTube Account
|
At least 12 – 15 YouTube video content
|
|
7
|
Activate
Blogging presence
|
Activated BlogSpot site
|
|
8
|
Turnover project to
operations
|
Project Completion with user sign-off
|
4.4.1 Activity duration
Table 7 shows a high
level activity Gantt chart for the milestone tasks calculated from MS Project and
summarized using MS Excel worksheet for this paper. The project WBS details are in Annex B. This proposal aims to start the project after
the Christmas holiday rush and the second week of January 2013 is the target
start. The project is expected to last
until the first week of December 10`3, just before the holiday season, with a
cumulative contingency of plus or minus 20 days to accommodate delays in any of
the milestone tasks.
4.5 General
Project performance metrics
The proposed
Web 2.0 business improvement project will have performance metrics that
quantitatively assess the performance of the team, individually and
collectively by the Project Manager or in tandem with existing work performance
measures implemented by the company HR department. But the basic measures will include meeting
budgets, deadlines, and the planned or anticipated quality and quantity of
deliverables. These metrics include the
following:
Table 8:
Project performance metrics
|
Areas
|
Metrics
|
|
Team Performance
|
·
Attendance – not
more than 10% lost time within a week due to aggregate tardiness or absences
in any project activity that includes presentations, staff meetings, and
engagements with 3rd party suppliers and corporate departments. This translates to no more than 2 days
unplanned absence in a month. Any tardiness is recorded and compensated for
by leaving late for home. This is expected to maximize the member’s
utilization in the project.
·
100% compliance with
computing security standards. This
requires the use of automatic screen blanking or screensaver, computer
lockout, and auto log out from the company network as well as the use of
secure VPN (Virtual Private Network) when telecommuting. This ensures security of user data,
significantly reducing the risk of anyone eavesdropping into member PC when
not around.
|
|
Quality of deliverables
|
·
100% compliance with
the objectives set for each planned deliverable.
·
No more than10%
error rate in data accuracy, syntax, spelling and diction in generating
reports for internal and external use.
|
|
Time Management Performance
|
·
Deadlines of project
deliverable to be met 90% of the time.
The 5% instance when deadlines are not met should not exceed more than
20% of the allocated time for the task to be completed. This means that a
two-day delay can be tolerable in a 20-day task duration, provided that the
down line task that depends on the delayed task will not be severely
penalized by the delay. Towards this end, the tasks have built-in slacks as
contingency for unplanned events that could cause a delay. Every effort must be done to ensure that
down line tasks can absorb delays in a previous tasks to which they depend.
|
|
Cost Performance
|
·
Not more than 10% cumulative
budget overrun for the entire project budget as initially approved. This ensures a tight reign over project
expenses to ensure the project will not go overboard unless absolutely
demanded to complete a project deliverable. Nevertheless, any unplanned upward
cost adjustments will require approval by the steering committee.
|
|
Ethical Conduct
|
·
100% compliance with
workplace ethics as defined by HR.
·
Zero complaints from
external stakeholders (higher management, consultants and suppliers) on
ethical conduct or behaviour of team members, shortfalls in expected
commitments and deliverables, on time start of meetings, etc.
·
Zero incidence of
misdemeanors resulting in local police or court action.
·
Zero complaints from
fellow team members about violent, intimidating, abusive or generally
offensive behaviour.
|
4.5.1 Project Milestone Metrics
Each milestone will be marked with a
status progress report to be provided to the project sponsor or the project
steering committee. The metrics of each
milestone differ based on the expected deliverables as indicated in Table
9. Some of the metrics, such a signed
contract are essentially the main deliverables expected in a milestone and
their availability on the expected date will comprise a positive metric result
for the team.
Table 9:
Milestone Metrics
|
WBS
|
Task
Name
|
Metrics
|
|
1
|
Approve Project
|
Project
budget as planned and signed contract with consultant on the committed date
|
|
2
|
Create project team
|
Complete
project team members
|
|
3
|
Acquire Tablets
(ipad2 or equivalent)
|
iPad2
tablets with 0% returns or warranty calls within 12 months.
|
|
4
|
Develop and
activate Google +
|
On-Time
completion of task
|
|
5
|
Create and activate
commissions-based revenue sharing in BAC website
|
On-Time
completion of task
|
|
6
|
Create and activate
YouTube Account
|
On-Time
completion of task
|
|
7
|
Create and activate
blogging presence
|
On-Time
completion of task
|
|
8
|
Project turnover to
users
|
Complete
user confidence through a sign-off on committed date
|
4.5 Communication Plan
The project will generate regular
project status reports as well as generate summaries for fulfilment reports
from 3rd party vendors and consultants, both of which will be
presented to project stakeholders consisting of project sponsors, management
and team members with the objective of ensuring a smooth flow of information
that is needed by them for appropriate action or fore purely informational
purposes. Towards this end,
communications channels shall be supported by both tradition channels such as
No project can be implemented with any success unless the results and
anticipated problems in the project are communicated clearly within the group
and to its external stakeholders such as project sponsors in higher management
(Charvat, 2002).
Table 10:
Communications Project Plan
|
Information
|
Author
|
Frequency
|
Key
Audience
|
Action
(I,C,A)
|
Communication Channel
|
|||||||
|
Project status and deliverables report
|
Project Manager
|
Weekly and Monthly
|
Steering Committee, Team members
|
I,C
|
Presentation in regular meeting via
PowerPoint, emailed document or through shared document access in Google
Docs.
|
|||||||
|
Vendor delivery report
|
Vendor
|
As Needed
|
Project Manager
|
I,C
|
Emailed document or through shared
document access in Google Docs.
|
|||||||
|
Issue and problem log and resolution
|
Project Manager, ERP Vendors
|
Monthly or as required
|
Steering Committee, Departments Heads
depending on the nature of issues to be resolve
|
I,C
|
Emailed document or through shared
document access in Google Docs
|
|||||||
|
Contingency and Risk Mitigation Plan
|
Project Manager
|
Start of project and with new risks
identified
|
Project Sponsor, V{ Finance, HR
Director, IT Director and
Team members
|
C,A
|
Emailed document or through shared
document access in Google Docs
|
|||||||
|
Project team performance
assessment
|
Project Manager
|
Weekly and Monthly
|
HR Head and
to each team member
|
I,C
|
Weekly staff meeting
|
|||||||
|
Actual vs. Budget expense report
|
Accounting Head
|
Weekly, Monthly,
|
Project Manager
|
I,C
|
Weekly staff meeting
|
|||||||
|
Internal policy and standards change
recommendations
|
Project Manager
|
As required
|
Steering Committee
|
A
|
Reposited in Google Docs for online
access
|
|||||||
|
Request for additional budget
|
Program Manager
|
As required
|
Project Sponsor
|
A
|
Special presentation to Steering
Committee with advanced emailed documentation
|
|||||||
Key: I:
Information only; C: For review and comments; A: For review and approval
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