diversity intelligence project plan

Diversity Intelligence www.kfishermsis.com/di

PROJECT MANAGEMENT DOCUMENTATION

ATTIMAKULA , PALLAVI- SOFTWARE DEVELOPMENT BATAR, SPRIHA-QA ANALYST

FISHER, KENNETH- PROJECT MANAGER GUPTA, NISHANT- DATA ANALYST

KAURA, KARAN- FINANCE MANAGER LAM, UYEN - QUALITY ANALYST

MALI, NARENDRA-MARKETING MANAGER SHRISTIRAJ, NISHANT - ASSISTANT PROJECT MANAGER

VAGHELA, MITTAL- DATA ANALYST

DECEMBER 1, 2016

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12/1/2016 Project Management Documentation 1

CONTENTS

Project Management Documentation .......................................................................................................... 2

Executive Summary ................................................................................................................................... 2

SDLC Deliverables ...................................................................................................................................... 5

Requirements ............................................................................................................................................ 5

System Architecture .................................................................................................................................. 8

Integration Management .......................................................................................................................... 9

Scope Management ................................................................................................................................ 11

Time Management .................................................................................................................................. 13

Quality Management .............................................................................................................................. 34

Cost Management ................................................................................................................................... 47

Communication Management ................................................................................................................ 54

HR Management ..................................................................................................................................... 59

Risk Management ................................................................................................................................... 64

Stakeholder Management ....................................................................................................................... 70

Table of Diagrams ................................................................................................................................... 77

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PROJECT MANAGEMENT DOCUMENTATION

EXECUTIVE SUMMARY

Upon reviewing our requirements, we are proposing the development of a system named “Diversity

Intelligence” built on a web based platform. It will provide its users the ability to better understand

different cultures in relation to interpersonal communication and international business etiquette. The

site will utilize smart and responsive web design to ensure ease of use and will employ efficient web

tools and technology to crowd source valuable cultural data and to also automate processes when

possible. We plan to initially market our site to College professors, specifically those who teach business

communications and cultural studies, in an attempt to have their studies provide data for the system.

Upon developing a serviceable data set from our users, we aim to mine this data for valuable analytics.

Our team focused on the nine PMBOK knowledge areas when planning and developing our system

through all phases of the development lifecycle. This document examines each knowledge area and

discusses its function within our project.

When conducting business internationally, the challenges a person must handle are new and unfamiliar.

Culture is one of those challenges that can affect the entire company. Thus, before entering the foreign

country, it is important to know about the manners and customs in that new culture. Some areas that

Diversity Intelligence provides data on include:

1. Level of culture

Culture encompasses all kinds of things such as how we eat, play, dress, work, think, interact and

communicate. Each country has its own elements of culture:

- Language

- Verbal

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- Non-verbal

- Religion

- Values and attitudes

- Manners and customs

- Material elements

- Education

- Social institutions

Therefore, it is important to conduct cultural analysis before entering or doing business with new

country

2. Business culture

Foreign cultures have different ways of doing business. So, when conducting international business, it is

of great importance to consider PESTLE (politics, economics, social, technology, legal, and environment).

Especially, the socio-cultural environment is an even more important aspect. Doing business with

another culture is not an easy task and to be successful, every foreign company should be aware and

follow some rules that make their business activity more compatible. For example, in some cultures, the

persons involved in international business deals would like to build up close relationships first and

establish the fidelity and trust of their trade counterparts before doing business contracts and activities

with them.

3. Greetings

Language is one of the major issues when it comes to negotiations with trade partners from other

cultures. Foreign partners not only speak languages other than one’s own, but also have a tendency, for

cultural reasons, to think in different ways and have different priorities in the way in which they do

business. For example, some people prefer to do their business meetings with foreigners in a formal way,

and would be offended to be addressed by their first name; some might believe that the use of an

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informal style and first name would signal to the partners that they are trusted. Two partners from these

different cultural backgrounds could easily misunderstand each other if they negotiate without a

previous knowledge of one another’s assumptions and values.

The website will give some main issues to help international business person do business abroad,

especially when greeting and meeting foreign partners including handshake, eye contact, business cards

exchanged, communication style and so on.

4. Culture “fit”-the business trend that most of company now consider

Many companies leverage their culture to promote their brand. It allows potential consumers to view

who they are as an organization; and every public interaction they have will help define and reinforce the

organization and the culture that permeates it. Moreover, culture fit is becoming a major recruitment

factor. Candidates are observing the organization’s environment to get clues about the culture. They’re

checking out future employers on-line to see what others have to say about the organization’s culture.

It’s a very simple premise: happy employees make for happy, successful organizations!

5. Authentic Information

The information on the website has to be specific and authentic. One person's view cannot always fall in

line with the other, the information is majorly provided for business purposes and has to have some

reliable source. So the premium business members, the professor members and student members do

contribute to the same rather than just providing the data. They can debate over the forum, and validate

the points, the point with the maximum number of likes or in line views will be voted up than the others.

6. Government Policies

Government policies play a very important role in International Businesses. Many countries like to favor

a lot of international business as compared to some of them which depend hugely on their internal

policies. The ruling party plays a very important role in this aspect too.

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SDLC DELIVERABLES

Planning Phase

Problem Statement, Requirements, Scope

Analysis Phase

System Name and Summary, Feasibility Notes, Timeline Development

Design Phase

Site Hosting Set Up, Site Development and Design, Use Case Study/Diagram

Implementation Phase

Content Development, Manuals, Testing

Maintenance Phase

Full Content Development, Monitor and Maintain Security

REQUIREMENTS

The objective is that the website will help international business person succeed with any potential

venture in a thriving new economy, understanding the culture, the people, etiquette and the way they

do business. So the first requirement will be designing an IT solution (website) that is adaptable and

modular to accommodate the implementation of additional functional requirements and services. More

specifically, the website needs to be easy enough to navigate individuals through a complex array of

different culture, secure enough to hold sensitive private data and powerful enough to withstand peak

traffic in the hundreds of thousands of concurrent users. The website will focus on the attitudes and

values of people of each country (customs and culture) and examine business ethics, introducing the

typical cultural and ethical differences that business people may encounter when doing business or

working with people from different country.

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The website will give two main deliverables. The first thing is providing information about how

international business meeting are conducted and business gifts given in different countries. Also, the

website will provide International success tips & secrets to build international business relationships.

Another requirement is implementing a marketing plan for the website. We will focus first on two things.

First, advertising on the top three search engines such as Google, Yahoo and Bing. In addition, we will

use social media to attract more users by using:

- Facebook ads: target people from a specific location, friends of your current fans, or someone who

“like” other pages, among other options such as age and interests. Also, target updates by location,

demographics and language by creating one brand Page on Facebook.

- YouTube: creating video content introduce about the website to reach a larger audience on the

world's largest video site.

Also, there are some specific requirements for building the website:

1. Functional requirements

1.1 Technology Based System: The web portal enables the users to research and share cultural

information, which might help them during business or recreational trips, to plan and know more about

the place, people and preferences.

1.2 Membership: Defining different categories of membership to give special privileges to the people

who really need the information. Categories can be Premium, which will be used basically by business

professionals and large companies to input data, use the available data in database and comment on

some facts which they feel is not correct. Membership for Professors and students will include adding

information, and participating in forums and blogs.

2. Data requirements

2.1 Business Professionals and Companies: People who intend to use this website for business purpose

can add the information relating to their region and veracity, which will include categories such as food

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preferences, back door easy business habits, etc. Similarly big companies can contribute or the same if a

group of their professionals are going on a business tour or vice versa if they are expecting a business

from other parts of the world.

2.2 Internet: Although a lot of websites are present in the global virtual market of internet which gives a

lot of trivial data, we can analyze and collect the important information for our purpose and incorporate

in our database.

2.3 Forum: Professors, students and professionals can discuss on the website regarding any information

which they feel is very important and need attention or which may misguide some business. The

information will be filtered based on the number of favorable points in their favor. Use of research

magazine and internet will be a part of database too.

3. System requirements

3.1 Usability: the website should be easy and simple to use for the first time. The website needs to have

at least two requirement for usability: efficiency of use and low perceived workload.

3.2 Interoperability: The website should associate with the ease with which the system can be integrated

with other system (e.g., browsers, legacy applications, and required databases). For example: the

website shall interoperate with the following browsers: Internet Explorer 4.0, Facebook, and PayPal.

3.3 Timeliness: the website must ensure that its persistent information is current:

- When one user updates some data, the system shall ensure that other users shall automatically see

the update within 2 seconds.

- The website shall automatically transfer “old” information from on-line storage to off-line archives

after specific days.

3.4 Security: identify which security options needed for protecting the website and its sensitive data and

communications from accidental, malicious, or unauthorized access, use, modification, destruction, or

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disclosure. Especially, the website has to ensure the confidentiality of all information entrusted to it,

whether stored or communicated

3.5 Maintenance: the website shall ensure that authorized modifications during maintenance will not

inadvertently allow unauthorized individuals access to the system.

SYSTEM ARCHITECTURE

Our web-portal deals with the information from different countries and tradition. Considering this

system, we are keeping country selection as first step of our website.

Architecture blocks are as follows:

Two tier system

1. For the general public to gain information for free.

2. For Professors, Historians and Businessman.

(People who are interested to get the info by paying)

Charges: 3 Types of payment options

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1. Monthly $10 subscription

2. Quarterly $25 subscription

3. Annually $95 subscription

INTEGRATION MANAGEMENT

1. Integration management is a collection of processes required to ensure that the various elements

of the projects are properly coordinated. It involves making trade-offs among competing objectives

and alternatives to meet or exceed stakeholder needs and expectations.

o Initiating: We have defined all the in-scope and out of scope of the project. And we have defined

project goals and the desired deliverables like all the detailed information about the country in

business perspective.

o Planning: The project management plan is the master plan that includes all planning documents for

the project, such as the budget, schedule, resources, and scope statement. It also includes how the

development of the website will go step by step and then we will integrate all the modules like login

page, registration page, Home page, different country pages etc.

o Executing: Execution of the modules which are defined in the planning phase like culture, business

modules. Direct and Manage Project Work process includes performing the work defined in the

PMP to achieve project goals.

o Monitoring and controlling: Monitor and Control project work process includes tracking and

reviewing the progress of the project. We need to update the information continuously in the

website according to customer’s requirements and we need to update the project plan and project

document if require.

o Closing: The Close Project or Phase is the process of formal completion of all project related

activities. We will generate overall report which will include all the detailed deliveries and what are

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requirements which are expected from the client. At the end of this phase of a project, we will

create a lesson learned document which includes what was done right, wrong etc. It is required to

be completed in order for the project to be completed.

1.1 Comprised of:

Project plan development: Integrating and coordinating all project plans to create a consistent,

coherent document

Project plan execution: Carrying out the project plan, according to the strategy, plan and activities as

per the plan.

Integration management: Coordinating changes across the project

1.2 Five processes in integration management

Develop project charter

Develop project management plan

Direct and manage project work

Perform integrated change control

Close project or phase

1.3 Four keys to project integration management

Get Buy-In

Create a Plan of Attack

Be Willing to Make Tradeoffs

Learn From Your Mistakes (And Successes)

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SCOPE MANAGEMENT

1. Definition: The processes required to ensure that the project includes all the work required, and

only the work required, to complete the project successfully. Scope refers to the detailed set of

deliverables or features of a project. These deliverables are derived from a project’s requirements.

Diversity Intelligence scope details:

IN SCOPE

1. Objectives- Provides initial information of each country/region

2. Phases- Scope covers each SDLC phase which includes Planning, Analysis, Design Implementation,

and Maintenance

3. Budget- Cost scope of the project is minimal for now.

4. Schedule- We will be finishing our planning phase within 2 weeks. Then we will start the

implementation phase which will be completed by the end of October. Our website will be ready by the

1st week of December.

5. Develop website

6. Provide contribute abilities for country information

OUT OF SCOPE

1. Social Networking-Facebook

2. Online buying and selling

3. We don’t provide any kind of traveling ticket or Visa for foreign countries.

OUT OF SCOPE

1. Full Content development for all countries and regions

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1.1 The term scope has two distinct uses: Project Scope and Product Scope

Project Scope- The work that needs to be accomplished to deliver a product or service

Product Scope- The features and functions that characterize a product or service

Scope control - It is the process of managing the scope of the project so that any changes to the

project scope are handled in a controlled way. This implies that we will need to set up a change

control process.

1.2 Three processes form part of Project Scope Management - planning, controlling, and closing.

Planning- The planning process is when an attempt is made to capture and define the work that

needs competition.

Controlling- The controlling and monitoring processes are concerned with documenting tracking,

scope creep, tracking, and disapproving/ approving project changes.

Closing- The final process, closing, includes an audit of the project deliverables and an assessment

of the outcomes against the original plan.

1.3 Scope management tips

Tip # 1 - Make it visual – E.g. Story maps & Burn up charts

Tip # 2 - Communicate planning methodology

Tip # 3 - Involve end users during scope definition and development

Tip # 4 - Put yourself in your client’s shoes

Tip # 5 - And finally, keep it simple

1.4 Scope Creep

Refers to uncontrolled changes or continuous growth in a project's scope. Occurs when the scope of a

project is not properly defined, documented, or controlled and is generally considered harmful

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Five steps to avoid scope creep:

Understand the Outcome

Be Critical of Your Client’s Ideas

Clearly Define the Scope of Works

Price Right

Get It in Writing

TIME MANAGEMENT

1. Definition: Project Time Management includes the required processes to ensure the timely

completion of the project. Project managers will oversee projects from start to finish and utilize

time management skills to complete their work in the most efficient, cost-effective ways

possible.

Timeline of the project:

The Project started on August 26th 2016 and will end on December 12th 2016; 8 hours working per day

not including Saturday, Sunday and Holiday.

1. Work Breakdown Structure:

Diversity Intelligence team create its WBS for its project as following. We divided the project into 4

levels: the level 1 will be the deliverable which is the Diversity Intelligence website. The 2nd level is based

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on 5 phases of project management to be easy to monitor and control (initiation, planning, execution,

control and closeout). After finishing the WBS to packages, we coded the activities in the WBS according

to their level to easily monitor and control.

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Time management, figure 1, diversity intelligence WBS

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2. Schedule:

The Diversity Intelligence project team developed a project schedule for the team’s project by utilizing

the Microsoft Project, then input the milestone, activities, durations and allocated resources for each

activity as follow. The life cycle of the project is 76.5 days (from August 26th 2016 to December 12th

2016) and the project has 59 activities which are allocated in 5 phases. In general, 5 phases of the

project will have the following timeline:

Initiation: 4.13 days. In this phase, we will evaluate the need and the potential of the market to

have project idea about what we will deliver to the customers.

Planning: 12 days. We want to make sure that everything is go through in the beginning and

plan detail tasks for each phase to better perform, monitor and control. Especially, in this phase,

we will define requirements for the project as well as for the system and conduct 9 Project

Management plans:

o Scope management plan

o Cost management

o Quality management plan

o HR management plan

o Time management plan

o Risk management plan

o Communication plan

o Stakeholders plan

o Integration plan

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Execution: 57.25 days. In this phase, we will start building and updating the website according

to requirements.

Control: 64 days. We will start controlling the project after the scope plan is approved

Closeout: 1.63 days. In this phase, we will collect and submit all documents to professor and

announce the end of the project. Moreover, in this phase, we will do lessons learned for better

performance for the next projects. Also, we will conduct project team evaluation to evaluate

each member's performance to reward as well as give feedback for their better performance in

the future.

WBS Task Name Duration Start Finish Predecessors

1 Diversity

Intelligence

Project

76.5

days

Fri

8/26/16

Mon

12/12/16

1.1 Initiation 4.13

days

Fri

8/26/16

Thu

9/1/16

1.1.1 Evaluation 2 days Fri

8/26/16

Mon

8/29/16

1.1.2 Create

Project Idea

2 days Tue

8/30/16

Wed

8/31/16

3

1.1.3 Present

Project Idea

1 hr Thu

9/1/16

Thu

9/1/16

4

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1.1.4 Project Idea

Approved

1 hr Thu

9/1/16

Thu

9/1/16

4

1.2 Planning 12 days Fri

9/2/16

Mon

9/19/16

1.2.1 Create Scope

Management

1 day Fri

9/2/16

Fri 9/2/16 6

1.2.2 Draft scope

management

1 day Mon

9/5/16

Mon

9/5/16

8

1.2.3 Approve

Scope statement

1 day Tue

9/6/16

Tue

9/6/16

9

1.2.4 Determine

Project Team

1 day Wed

9/7/16

Wed

9/7/16

10

1.2.5 Acquire

Project team

1 day Thu

9/8/16

Thu

9/8/16

11

1.2.6 Project Team

Kickoff Meeting

1 day Fri

9/9/16

Fri 9/9/16 12

1.2.7 Define

requirements

1.5 days Mon

9/12/16

Tue

9/13/16

1.2.7.1 Define user

requirements

4 hrs Mon

9/12/16

Mon

9/12/16

13

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1.2.7.2 Define

content

requirements

4 hrs Mon

9/12/16

Mon

9/12/16

13

1.2.7.3 Define

system

requirements

4 hrs Tue

9/13/16

Tue

9/13/16

13

1.2.8 Define

specific

functionality

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.9 Define risks

and risk

management

approach

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.10 Define cost

management

plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.11 Define HR

management

plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.12 Define

stakeholders

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

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management

plan

1.2.13 Define

Integration plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.14 Define

communication

plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.15 Define

quality

management

plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.16 Define Time

management

plan

1 day Wed

9/14/16

Wed

9/14/16

15,16,17

1.2.17 Develop

Project Plan

1 day Thu

9/15/16

Thu

9/15/16

18,19,20,21,22,23,24,25,26

1.2.18 Submit

Project Plan

1 day Fri

9/16/16

Fri

9/16/16

27

1.2.19 Milestone:

Project Plan

Approval

1 day Mon

9/19/16

Mon

9/19/16

28

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1.3 Execution 57.25

days

Tue

9/20/16

Thu

12/8/16

1.3.1 Project

Kickoff Meeting

0.5 days Tue

9/20/16

Tue

9/20/16

29

1.3.2 Verify &

Validate User

Requirements

0.5 days Tue

9/20/16

Tue

9/20/16

29

1.3.3 Website

design

5 days Tue

9/20/16

Tue

9/27/16

32

1.3.4 Website

development

1 day Tue

9/27/16

Wed

9/28/16

33

1.3.5 Testing

Phase round 1

1 day Thu

9/29/16

Thu

9/29/16

34

1.3.6 Feedback

from users 1

1 day Wed

9/28/16

Thu

9/29/16

34

1.3.7 Update

website round 1

6 days Thu

9/29/16

Fri

10/7/16

36

1.3.8 Testing

Phase round 2

3 hrs Fri

10/7/16

Fri

10/7/16

37

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1.3.9 Feedback

from users 2

2 hrs Mon

10/10/16

Mon

10/10/16

38

1.3.10 Update

website round 2

5 days Mon

10/10/16

Mon

10/17/16

39

1.3.11 Testing

Phase round 3

3 hrs Mon

10/17/16

Mon

10/17/16

40

1.3.12 Feedback

from users 3

3 hrs Tue

10/18/16

Tue

10/18/16

41

1.3.13 Update

website round 3

6 days Tue

10/18/16

Wed

10/26/16

42

1.3.14 Testing

Phase round 4

2 hrs Wed

10/26/16

Wed

10/26/16

43

1.3.15 Feedback

from users 4

1 hr Thu

10/27/16

Thu

10/27/16

44

1.3.16 Update

website round 4

4 days Thu

10/27/16

Wed

11/2/16

45

1.3.17 Testing

Phase round 5

2 hrs Wed

11/2/16

Wed

11/2/16

46

1.3.18 Feedback

from users 5

1 hr Thu

11/3/16

Thu

11/3/16

47

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1.3.19 Update

website round 5

4 days Thu

11/3/16

Wed

11/9/16

48

1.3.20 Testing

Phase round 6

2 hrs Wed

11/9/16

Wed

11/9/16

49

1.3.21 Feedback

from users 6

1 hr Thu

11/10/16

Thu

11/10/16

50

1.3.22 Update

website round 6

14 days Thu

11/10/16

Wed

11/30/16

51

1.3.23 Install Live

System

2 hrs Wed

11/30/16

Wed

11/30/16

52

1.3.24 Acceptance

test

1 hr Thu

12/1/16

Thu

12/1/16

53

1.3.25 User Training 3 days Fri

12/2/16

Tue

12/6/16

54

1.3.26 Go Live 2 hrs Thu

12/8/16

Thu

12/8/16

55

1.4 Control 64 days Mon

9/12/16

Thu

12/8/16

1.4.1 Project

Management

64 days Mon

9/12/16

Thu

12/8/16

10

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1.4.2 Risk

Management

64 days Mon

9/12/16

Thu

12/8/16

10

1.5 Closeout 1.63

days

Thu

12/8/16

Mon

12/12/16

1.5.1 Audit

Procurement

3 hrs Thu

12/8/16

Fri

12/9/16

56

1.5.2 Document

Lessons Learned

3 hrs Fri

12/9/16

Fri

12/9/16

61

1.5.3 Update

Files/Records

1 hr Fri

12/9/16

Fri

12/9/16

62

1.5.4 Gain Formal

Acceptance

1 hr Fri

12/9/16

Fri

12/9/16

63

1.5.5 Archive

Files/Documents

1 hr Fri

12/9/16

Fri

12/9/16

64

1.5.6 Project team

evaluation

4 hrs Mon

12/12/16

Mon

12/12/16

65

Time management, figure 6, project schedule

4. Time management control tools:

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The Project Calendar will show us where are we right now in the project timeline. For example,

according to the following calendar, on Thursday 17th 2016, we have to do update and test for

the round 6 then we will get feedback on the same day for our next move.

Moreover, we will use Gantt chart and Network Diagram to monitor and control each activity.

These charts will show how manage percentage of the job is completed or which activity is

behind the schedule for us to have taken necessary actions in time to make sure that the project

will be on time. For instance, according to the following Gantt chart, On November 17th 2016, we

are still in the Execution phase, especially is conducting the update and testing round 6.

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Gantt Chart

2. Processes involved in the project time management

2.1. Define Activities

Identify specific actions to be proceeded to produce the project deliverable. Creating Work Breakdown

Schedule (WBS) is the important step in time management. So, Project Managers try to identify the

deliverables at the lowest level in WBS (work packages). For example, Diversity Intelligence team create

its WBS for its project as following:

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By breakdown the scope into managerial level, Project Manager will easy to check the status of each

activities to ensure that the project will be on time. Moreover, defining activities plays an important role

in estimating, scheduling, monitoring and controlling the project later. Also, Project Manager need to

identify three basis things in this phase:

- Input:

o Scope baseline: including deliverables, constraints and assumptions documented in the project scope

baseline

o Enterprise environment factors that can influence the project

o Organizational process assets such as scheduling methodology, lessons learned knowledge base.

- Tools & Techniques:

o Decomposition (work packages- the smallest level of the project)

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o Templates which list activities from previous projects and are used for identifying schedule

milestones.

o Expert judgment: project manager or project team who has experience and skill required for

developing and managing the project.

- Outputs:

o Activity list which includes all scheduled activities required for the project

o Activity attributes which define the multiple components associated with each activity.

o Milestone list will identify all milestones and indicates whether the milestone is mandatory or

optional.

In general, the define activities data flow diagram as per below.

Time Management, figure 2, activity definition data flow diagram

2.2. Sequence Activities

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This process identifies the relationships among the project activities and activities are sequenced using

the logical relationships. Activities in the project are connected to at least one predecessor and one

successor. Project manager often uses lead or lag time between activities to make sure that the time for

completing the project is reasonable. Sequencing can be done by using manual or automated

techniques.

Time management, figure 3, sequence activities

The Precedence diagramming method (PDM) in sequence activities will include four types of

dependencies or logical relationships:

- Finish to start (FS): the initiation of the successor activity depends on the completion of the

predecessor activity.

- Finish to finish (FF): the completion of the successor activity depends on the completion of the


- Start to start (SS): the initiation of the successor activity depends on the initiation of the


- Start to finish (SF): the completion of the successor activity depends on the initiation of the


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The Project Manager can use leads and lags to ensure the requirement of timely completion of the

project. Moreover, Project Manager can standardize the schedule network by implementing the

schedule network templates to make the project schedule network diagram.

2.3. Estimate Activity Resources

This process includes the estimation of type and quantities of material, people, equipment, or supplies

required to perform each activity. This process will consist a lot of activities as follow:

Time management, figure 4, estimate activity resources

Project Manager will do resource breakdown structure by identifying resources by resource category

and resource type. The resource breakdown structure is useful for organizing and reporting project

schedule data with resource utilization information. There are two methods for estimating activity

resources. The first one is top-down estimating which will be done by Project Managers who will

estimate the cost for the whole project then allocate it to every activity in the WBS. The second method

is bottom-up estimating which will be done by person who is in charge of that activity. Furthermore,

Project Manager can take advantage from the project management software to plan, organize and

manage resource pools and develop resource estimates for better results.

2.4. Estimate Activity Durations

This process will estimate the number of work periods needed to complete individual activities with

estimated resources. Approximating the number of work periods needed to complete the activity is

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necessary because the Project Manager want everything is on the schedule. This process consists of

information from activity scope of work, required resource types, estimated resource quantities and

resource calendar. Yet, nowadays, Project Manager can use some project management software

program for scheduling and estimating resources as well as activity durations. For project management,

the Project Manager will use resource calendars to type, quantity, capability resources which can

influence the duration of schedule activities. The popular tool for estimating activity durations in project

management is three-point estimates which is called PERT (Program Evaluation and Review Technique)

to define an approximate range for an activity’s duration:

- Most likely (tm): the duration of the activity depends on other participants and interruptions.

- Optimistic (t0): the activity duration is based on analysis of the best-case scenario for the activity.

- Pessimistic (tp): the activity duration is based on analysis of the worst-case scenario for the

activity.

Expected activity duration is calculated based on the following formula:

Time management, figure 5, activity duration formula

2.5. Develop schedule

This process will analyze activity sequences, durations, resource requirements and schedule constraints

to create a schedule. Developing schedule will consist of analytical techniques such as critical path

method, critical chain method, what-if analysis and resource leveling.

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- Critical path method: calculate the early start, early finish, late start and late finish without

resources references for all activities. The difference between early and late date is called total float.

And critical path will include activities which has zero total float.

- Critical Chain Method: after the critical path is defined, resource availability is input and allocated

to all activities and this will change the critical path. And the resource constrained critical path is known

as the critical chain. This method will buffer the schedule to manage uncertainty.

- What-if analysis: this analysis will answer the question “What if the situation represented by

scenario “X” happens? This method is used to assess the feasibility of the project schedule under

adverse conditions and prepare contingency plan to mitigate the impact of unexpected situation.

- Resource leveling: schedule network analysis technique applied to a schedule that has already

been analyzed by the critical path method. This method is important in case of over-allocated resources

such as when one resource is assigned to two or more activities at the same time. Yes, resource leveling

often causes the change of critical path. A project schedule is often presented in milestone charts, bar

charts, project schedule network diagrams. For example, the Diversity Intelligence project team

developed a project schedule for the team’s project by utilizing the Microsoft Project, then input the

milestone, activities, durations and allocated resources for each activity as follow:

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2.6. Control Schedule

This process is for monitoring the status of the project to update project progress and manage changes

to the schedule baseline. This process consists of activities:

- Determine the current status of the project schedule.

- Influence the factors that create schedule changes.

- Determine that the project schedule has changed.

- Manage the actual changes as they occur.

The input of control schedule process has the project management plan, project schedule and work

performance information as well as organizational process assets. Then Project Managers will use

Earned value (EV), schedule variance (SV) and schedule performance index (SPI) to assess the

magnitude of schedule variations. After doing schedule variance analysis, project team can propose

change requests if applicable. Then change request will reviewed through the Perform Integrated

Change Control process and if it is necessary for the completion of the project, the change request will

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be approved and project manager will take some action to ensure that the project will be completed. In

general, the control process will have 4 steps:

- Set up baseline

- Measuring the schedule (often use Earned Value to assess the status of the project)

- Compare actual project with the project plan

- And take actions.

QUALITY MANAGEMENT

1. Quality, defined as superiority in kind, doesn't just happen. Think of a company that you believe is a

good example of quality. Perhaps it is Toyota in the automobile industry, or maybe Apple and its

consumer products. Few watches are as mechanically sound as Rolexes, and Armani makes one of the

best suits money can buy.

The quality and standards of the website are maintained using the following tools

1. Flow Chart:

We have used flow chart to keep a track on the flow of process. A flow chart is a type of diagram that

represents an algorithm, workflow or process, showing the steps as boxes of various kinds and their

order by connecting them with arrows.

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2. Check Sheet:

We are using check sheet tool to keep tracks of the defects on daily basis. This helps us to fix the bugs

and maintain the standards.

3. Histogram:

We are using histogram to represent the defects and fixings in series of intervals. In the below graph,

the X- axis has the type of fixings and the Y- axis has the count of occurrence's.

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4. Pareto Chart:

We are using this tool in order to keep the track of defects. Pareto chart helps our team to focus on

problems that offer the greatest potential for improvement, by showing different problems' relative

frequency or size in a descending bar graph, which highlights the problems' cumulative impact.

5. Control Chart:

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Control chart which also known as Behavioral chart or Shewhart chart helps us to track whether the

process is in control or not.

Usability: the website should be easy and simple to use for the first time. The website needs to have at

least two requirement for usability: efficiency of use and low perceived workload.

Interoperability: The website should associate with the ease with which the system can be integrated

with other system (e.g., browsers, legacy applications, and required databases). For example: the

website shall interoperate with the following browsers: Internet Explorer 4.0, Facebook, and PayPal.

Timeliness: the website must ensure that its persistent information is current:

- When one user updates some data, the system shall ensure that other users shall automatically see

the update within 2 seconds.

- The website shall automatically transfer “old” information from on-line storage to off-line archives

after specific days.

Security: identify which security options needed for protecting the website and its sensitive data and

communications from accidental, malicious, or unauthorized access, use, modification, destruction, or

disclosure. Especially, the website has to ensure the confidentiality of all information entrusted to it

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Each of these organizations has become known for the quality of its products, but each had to work

very hard to get that reputation and has to continue to work hard to maintain it. Organizations don't

achieve quality simply by stating it as a core value; successful organizations go through a thoughtful

and meaningful process to identify and improve their quality management system. A quality

management system is the totality of organizational processes, people, internal controls, resources,

and goals focused on producing a given output that meets defined specifications.

Quality Management includes establishment of:

• Quality Policy

• Quality Objectives

• Quality Planning

• Quality Assurance

• Quality Control

Use Case

A use case study performed on our site will analysis the process and workflow of our system

Best practices would be to display a successful use case on our site to show our users how our site

works and that it works well

Our use case will follow the process of a user signing up for the site, adding their cultural information

and the process of accessing other cultural information

Use Case Diagram

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1.1 Quality Policy

The quality policy is the only true definition of quality that counts in your organization. Provided that

you take into account the few important items the standard asks for, you can define and measure

quality any way you choose.

• Make sure the policy builds on current corporate objectives and values

• It must be fully integrated with those concepts

Part of the reason why you need a well written quality policy is to make your employees understand

that their job affects product quality, and therefore the success of the company. Employees must be

made aware that their individual contribution is important to the company’s overall success.

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If the quality policy is simply written to satisfy the requirements of ISO 9001:2008 then it might be

worthless. You should keep it simple and keep it relevant to your organization. Make it meaningful to

the people in your organization.

The quality policy should act as a driver for continual improvement. You will be required to ensure that

you continually improve the degree to which the organization's products and services meet customer

requirements and to measure effectiveness of the processes responsible. To this end the continual

improvement principle implies that you should adopt the attitude that improvement is always possible

and that organizations should develop the skills and tools necessary to drive improvement.

ISO 9000 is a quality management standard that presents guidelines intended to increase business

efficiency and customer satisfaction. ISO 9001 standard requires a written, well defined quality policy

that is communicated and understood within an organization.

The ISO 9001 family of quality management systems standards is designed to:

1. Help organizations ensure that they meet the needs of customers and other stakeholders.

2. Also, meeting statutory and regulatory requirements related to a product.

1.2 Quality Objectives:

The quality objectives are the main method used by companies to focus the goal(s) from the Quality

Policy into plans for improvement. The Quality Policy is created with the Customer Requirements in

mind, then quality objectives are linked back to the Customer Requirements through the Quality Policy.

The quality objectives take the goal(s) stated in the Quality Policy and turned these into statements for

improvement against which plans can be made.

These quality objectives would then be communicated to each level of the organization with

corresponding objectives and plans at each level to help meet the overall planned goal. If your

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company uses a Balanced Scorecard, this is a good format to use for this communication of quality

objectives.

The objectives need to be set for the different levels of the organization right down to objectives for

the product (e.g. one objective for the whole QMS, then individual objectives for the product or

process that supports the overall objective). These product or process objectives are often referred to

as Key Performance Indicators (or KPIs). By utilizing the KPIs that the company has identified as the

important indicators that the processes are functioning well the overall QMS objectives for

improvement become much easier to measure.

How to Make the Quality Objectives Work for You

After deciding which things to monitor, measure and improve, the important thing is to make the

Quality Objectives effective in addressing what needs to be improved. The objectives should be

designed to be S.M.A.R.T (specific, measurable, achievable, realistic and time-based) and should have

relevance at all levels of the company, meaning that each employee should understand how their job

supports meeting the Quality Objectives. To do this, the following should be addressed:

Specific. For the best results, an objective needs to be clear and specific. Instead of saying “to improve

non-conforming product,” a specific Quality Objective would be “to reduce non-conformances on the

third widget line,” if the third widget production line is showing data as the most troublesome area for

non-conforming product.

Measurable. If an objective can’t be measured, how will you know if it has been obtained? In order to

make a Quality Objective effective, it needs to be measurable, so this means that having an objective

“to reduce non-conformances on the third widget line from 15% to 5%” is much more effective than

saying “to improve quality of the products on the third widget line.” You can measure the defects being

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made, and therefore make plans to reduce the number of defects, but a vague measure of “quality” is

more ephemeral and very hard to plan improvements for.

Agreed. For an objective to be agreed it first needs to be created and approved by top level

management. Once management agrees on the objective it needs to be communicated to each level of

the organization that will be required to implement the plans to achieve the objective, and the people

at these levels of the organization need to agree that the plan is achievable. Without this buy-in they

may not fully work towards the goal and the plan may be doomed to failure.

Realistic. Being realistic with an objective will make selling it within your organization easier. If you tell

your employees that you want to reduce defects from 50% to 2%, they will not be able to see how this

is possible, especially if the plans around the object do not support the improvement. It is better to set

realistic goals and overachieve than it is to set unrealistic goals and always fall short of the expectation.

Time-Based. To be truly effective, an objective needs to have a time associated with it. To say “reduce

non-conformances on the third widget line from 15% to 5% in the next year” allows for better planning,

since a plan needs to have dates in order to be properly tracked. Again, having the time associated will

allow you to monitor how close you expect to be in achieving your goals.

1.3 Quality Planning:

Quality Planning is the process for "identifying which quality standards are relevant to the project and

determining how to satisfy them": Quality planning means planning how to fulfill process and product

(deliverable) quality requirements

By planning the quality one has to respect some principles:

• Customer satisfaction comes first: Quality is defined by the requirements of the customer.

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• Prevention over inspection: It's better to avoid mistakes than to inspect the result and repair

the defects.

• Management responsibility: Costs of quality must be approved by the management.

• Continuous improvement: Becoming better is an iteratively structured process.

1.4 Quality Assurance:

In developing products and services, quality assurance is any systematic process of checking to see

whether a product or service being developed is meeting specified requirements. Many companies

have a separate department devoted to quality assurance. A quality assurance system is said to

increase customer confidence and a company's credibility, to improve work processes and efficiency,

and to enable a company to better compete with others. Quality assurance was initially introduced in

World War II when munitions were inspected and tested for defects after they were made. Today's

quality assurance systems emphasize catching defects before they get into the final product.

Two principles included in quality assurance are:

• "Fit for purpose" (the product should be suitable for the intended purpose)

• "right first time" (mistakes should be eliminated).

1.5 Quality Control:

Goal: improve quality and involves monitoring project inputs, project performance and project

outputs.

The Project control process:

- Setting a baseline plan: elements for measuring performance

- Measuring progress and performance: Earned value (EV)

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-Pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called

Earned Value (EV)

- Comparing plan against actual

- Taking action

Quality Control tool

- Cause and effect diagram

Cause and Effect Analysis was devised by Professor Kaoru Ishikawa, a pioneer of quality management,

in the 1960s. The technique was then published in his 1990 book, "Introduction to Quality Control."

The diagrams that you create with are known as Ishikawa Diagrams or Fishbone Diagrams (because a

completed diagram can look like the skeleton of a fish).

Although it was originally developed as a quality control tool, you can use the technique just as well in

other ways. For instance, you can use it to:

• Discover the root cause of a problem.

• Uncover bottlenecks in your processes.

• Identify where and why a process isn't working.

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Quality management, figure 1, sample cause and effect diagram

- Pareto chart

A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or money), and

are arranged with longest bars on the left and the shortest to the right. In this way the chart visually

depicts which situations are more significant.

Quality management, figure 2, sample pareto chart

- Control chart

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Control charts, also known as Shewhart charts (after Walter A. Shewhart) or process-behavior charts,

are a statistical process control tool used to determine if a manufacturing or business process is in a

state of control.

Quality management, figure 3, sample control chart

- Six sigma

Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving

toward six standard deviations between the mean and the nearest specification limit) in any process –

from manufacturing to transactional and from product to service.

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Quality management, figure 4, sample six sigma diagram

COST MANAGEMENT

1. Project cost management is one of the most vital aspect of project management. It includes

activities and tools that helps us to complete a project within the approved budget. To manage our

project costs effectively and efficiently, there are three key processes we need to be able to perform.

• Project Cost Estimating

• Project Cost Budgeting

• Project Cost Control

Cost of the Project:

Domain registration: Cost: $10 to $35 per year per domain.

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Hosting: Fees vary considerably based on the complexity of website, estimated traffic and security

requirements. The estimated hosting cost of our website will be 100 to 125 dollars a year.

Cost of promoting our Website: We will be promoting our website with the help of social media

channels like Facebook, LinkedIn. For getting 30 clicks, one need to pay average 4 to 5 dollars. We will

spend around 500-600 dollars for our marketing campaign to promote our website. We aim at getting

10000 clicks on our website in launching week.

Support Staff: As of now, we will not need any support staff. But in near future, we may need some

work force. So, for now we do not have any human resource requirement.

Total initial start-up cost that we are expecting will be close to 800 dollars.

Profit Planning:

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Advertisements: Attracting advertisers will be our primary revenue criteria, as that is what will make

our financial aspirations a success. This will mainly be via Cost per click advertising. Snapshot of

revenue from 5 million page views in a year will give us revenue of 73000 dollars per annum.

Annual Page

Views

CTR % Actual Clicks Cost per Click ($) Estimated

Earnings

(Dollars)

300000 2 6000 0.75 4500

600000 2 12000 0.75 9000

800000 2 16000 0.75 12000

1000000 2 20000 0.75 15000

2000000 2 40000 0.75 30000

5000000 2 100000 0.75 75000

Affiliate links: We will share direct link of the seller’s website. When a sale will be made to our

customer, we will get the commission. E.g. Selling: Dresses, Cultural dance tutorials, God’s Idols, Crafts

etc.

We estimate a sale of 100000 dollars from our website in an entire year. The average payout in the

sales would be 20 percent. Our share of profit will be approximately 20000 dollars.

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[Two percent of 100000 visitors (i.e. 2000 visitors spending at least 50 dollars in a year)].

Sell E-books: Promote related E-Books is a very efficient way to generate revenue. We will be selling

the e-books via our website, this is perhaps one of the oldest money making strategy on the web.

Average price of an E-Book is 10 to 12 dollars. We plan to sell 10000 E books in initial year, average pay

out is 1$ per book. We are hoping a revenue of 10000 dollars in E-books business.

Premium Content: Premium content will be chargeable. We can give discounts to our premium

customer when they will buy the product or service from the affiliated links. The premium customer will

have access to more videos, pictures, content. We expect that the business professional would want

premium access to our website which will be chargeable to the tune of 50 dollars a year. If we have

1000 premium content members. We expect a revenue of 50000 dollars from this vertical.

Overall Profitability of the Project:

Revenue Models In Dollars

Advertisements 75000

Affiliate Links 20000

Sell E-Books 10000

Premium Content 50000

Total Revenue 155,000

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Estimating the Costs

The first step in cost management is to estimate the costs of each activity in the project. Costs include

both physical and human resource costs. Because this step often occurs in the planning phase, it is

important to understand that the estimated costs are best guesses at the actual costs of each activity.

When developing a cost estimate, we need to consider all of the resources that will be used by the

project. For example: labor, materials, and equipment, services and facilities costs.

1.1 To make sure that the guesses are close to actual costs we can use one of the following

techniques:

• Analogous Estimating: The estimates are based on past projects. It uses actual costs from a

similar type of completed project to estimate the costs of the new project. The accuracy of these

estimates will depend on the similarities between the old project and the new one.

• Parametric Modeling: In Parametric approach, estimates are based on mathematical formulas,

typically following Learning Curve model. The accuracy of these estimates depends on the assumptions

made.

• Bottom-up Estimating: The estimates are based on individual work item cost and duration

estimates. This involves estimating the smallest activities and then adding them up to create an

estimate for the entire project.

1.2 Project Cost Budgeting

After we estimate the costs for all of the project activities, we will have the necessary information to

create the project's cost baseline. The cost baseline which is approved, helps in forming the budget for

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the project. The cost baseline for the project is made by combining the cost estimates of the individual

activities over the life of the project. The project's expenditures will be measured against this baseline.

Cost management, figure 1, project cost estimating and the cost baseline

To help us determine the project budget, the several techniques are:

• Cost Aggregation: It requires us to aggregate or combine costs from an activity level to a work

package level. The final sum of the cost estimates is applied to the cost baseline.

• Buffer Analysis: We need to create a buffer or a reserve to protect against cost overruns. The

buffer should be equivalent to the risk foreseen in the project. The buffer is part of the project budget,

but it is not included in the project baseline.

• Historical Analysis: It requires us to take into consideration the estimates from closed projects

to determine the budget of the new project.

• Funding Limit Reconciliation: It requires us to adhere to the constraints imposed by the funding

limit. The funding limit is based on the limited amount of cash dedicated to our project.

1.3 Controlling the Costs

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As a project manager we should carefully monitor the cost of the projects. This includes keeping a

check to see where actual cost has varied from estimated cost. Cost control also involves keeping the

stakeholders informed about the cost discrepancies that vary too much from the cost that was

budgeted.

Once we have an approved budget and a cost baseline, the project is then ready to move into the

execution phase. During the execution phase of the project, we will need to monitor the status of the

activities. Any deviation in quality, schedule or scope for an activity will have an impact on the cost. For

this reason, project cost control requires us to check the overall status of each activity.

We can evaluate the current status against the baseline to determine any cost variance for the project.

For example: Is it progressing as planned? Is it meeting quality targets? Are its costs as planned?

Cost management, figure 2, project cost estimating management and cost variance

To effectively control the costs of the project, we need to regularly monitor and measure the

performance of the budget and revise the forecasts. There are many tools and methods to help control

the costs:

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• Earned Value Management: It uses a set of formulas to help measure the progress of a project

against the plan. It is a standard method of measuring progress of the project at any given point in

time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget

as the project proceeds.

• Forecasting: It uses the current financial situation to project future costs. The forecast is based

on budgeted cost, total estimated cost, cost commitments, cost to date, and any over or under

budgeted costs.

• Complete Performance Index (CPI): It represents the level of project performance that future

work needs to be implemented to meet the budget. The cost performance index is a ratio that

measures the financial effectiveness of a project by dividing the budgeted cost of work performed by

the actual cost of work performed. If the result turned out to be more than 1, for e.g. it is 1.25, then

the project is under budget, which is the best result.

• Variance Analysis: It involves analyzing the difference or variance between the budgeted costs

and the actual costs to indicate whether the project is on budget.

COMMUNICATION MANAGEMENT

1. Definition- The purpose of the communication plan is to ensure the Project Management

Improvement Project provides relevant, accurate, and consistent project information to project

stakeholders and other appropriate audiences. By effectively communicating the project can

accomplish its work with the support and cooperation of each stakeholder group.

A complete list of the participants in each audience can be found in the following: Audience Communication Purpose

Project Sponsor Project plans, project progress, project issues

Project Core Team Project direction, project deliverables, clear

direction and delegation of tasks

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Project Review Team Project direction, project deliverables, changes in

work processes

4. Communication Message and Delivery

The following outlines the targeted audiences, the key communication messages to be delivered, and the method for delivering the information, the communicator, and the frequency of the delivery.

Audience Message Delivery Method Delivery Frequency

Communicator

Project Sponsor Project Plans

Status Reports

Meeting and discussion about requirement and budget

Report published in Share drive, discussed with the professor

Weekly

Weekly

Project Manager

Project Manager

Project Core Team

Project Plans

Status Reports

Meeting

Report published in Share drive

Weekly

Biweekly

Project Manager

Project Manager

Project Review Team

Project Briefing

Status Reports

Meeting: Oral briefing and presentation slides

Report published in Share drive

Weekly

Biweekly

Project Manager

Project Manager

The communication plan provides a framework to manage and coordinate the wide variety of

communications that take place during the project. The communication plan covers who will receive

the communications, how the communications will be delivered, what information will be

communicated, who communicates, and the frequency of the communications.

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Communications management, figure 1, benefits of communications plan

2. Communication Objectives

Effective and open communications is critical to the success of the project.

The key communication objectives for the project are:

• Promote and gain support for the Project Management Improvement Project

• Encourage use of project management best practices

• Give accurate and timely information about the project

• Ensure a consistent message

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Communications management, figure 2, questions answered by communications plan

5. Communication Message Contents

The section outlines the contents of the key communications.

Communications management, figure 3, communications content

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Project Plans

- Current and Future Plans

- Project Issues and Problems

- Planned Project Deliverables for Next Period

Status Report

- Status Summary

- Status of Schedule

- Status of Budget

- Status of Scope

- Accomplishments Achieved

- Concerns/Issues

- Next Steps

- Project Team Members

Project Briefing

- Goals of Project Management Improvement

- Project Status

- Project Problems and Issues

- Project Checklist

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HR MANAGEMENT

1. Definition: Human resource management (HRM or simply HR) the management of human resources.

It is a function in organizations designed to maximize employee performance in service of an employer's

strategic objectives. HR is primarily concerned with the management of people within organizations,

focusing on policies and on systems. HR departments and units in organizations typically undertake

several activities, including employee benefits design, employee recruitment, “training and

development", performance appraisal, and rewarding (e.g., managing pay and benefit systems).HR also

concerns itself with organizational change and industrial relations, that is, the balancing of

organizational practices with requirements arising from collective bargaining and from governmental

laws.

HR Strategies

1. We try to recruit people of different cultures which will help us to know more about their business etiquettes, culture, food etc.

2. Online Collaboration with people from around the world for this we conduct interviews through skype.

3. If our project will be successful, then we will try to expand our business by booking hotels also for Business people who travels around the world.

4. For this we also approach hotels for the tie ups.

5. We will also give training about business etiquettes such as how to behave, greet, gifts etc. To employees of companies for which we do tie ups with different companies so that employees sent from their company for projects or for other official work to other countries will be successful in their meetings.

6. Business and requirements will change, so build in flexibility and negotiability.

7. Detailing work, service levels and price are less important than setting out partnership, relationship and problem resolution terms.

8. Multi-thread our Hiring Campaigns-Use as many different channels as we can to source potential hires. Using a single source for hiring means that we’ll spend way more money and way more time. Referrals, LinkedIn, job websites, and Craigslist are only some of the channels we can use. The broader the net we cast, the quicker we will hire and the more qualified applicants we will find who wants to explore more about the world in relation to Business.

9. Build Elasticity and Consistency into Your Hiring Model -Our departments need to be able to easily adapt to changing circumstances and workloads. We will make sure that we know how to handle excess demand – have contract recruiters, RPOs, recruiting agencies, or hiring consultants in place that

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we can go to if our team is overwhelmed. However, we will make sure the quality of the outsourced support is consistent.

Diversity Intelligence Staffing Plan

1. Ken (Project Manager) - Manages team and project to develop, test and deploy diversity

intelligence system. Takes professor input and assigns weekly tasks to team members.

2. Nishant Shristiraj (Assistant Project Manager) - As the Assistant Project Manager, He oversee

the work done by all the members and assist the Project Manager. He basically works with the Qualify

Manager and Data Analysts to keep up the scope on time.

3. Narendra (Marketing Manager) - Marketing is a varied discipline that can also include

marketplace analysis, brand development, advertising, promotions, social media, public relations and

sales. The first task of marketing manager is research, analysis and planning, with advertising, PR,

promotions and sales coming afterward.

4. Spriha (Quality Assurance Analyst) - The role is to ensure quality procedures are followed at

every step of project management. It involves detailed analysis of user requirements and ensuring that

these requirements are met, Additional task is to make sure that proper documentation is followed at

every step.

5. Karan Kaura (Finance Manager) - Review and provide financial reports, monitor accounts, and

interpret financial information to the management alongside recommend improvement activities.

Manage the preparation of company's budget and analyses company's sales, pricing, expenses, costs

and the actual performance of the company compared to the projected business plan. Perform

continuous cost reduction analyses to maintain the financial health of the company. Review operational

performance and suggest changes to improve profitability.

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6. Nishant Gupta (Data Analyst)- His job description frequently includes importing, cleaning,

transforming, validating or modeling data with the purpose of understanding or making conclusions

from the data for decision making purposes.

7. Pallavi (Software and Web Developer) - Her role is to design, code a user-friendly website and

modify it based on requirements and to cover the specifications which are in scope and to make it

visually appealing.

8. Mittal (Data Analyst and web developer)- Her role is to write Data Definition Language or Data

Manipulation Language SQL commands, be responsible for improving data quality and for designing or

presenting conclusions gained from analyzing data using statistical tools and helps pallavi to design the

website.

9. Uyen (Quality Analyst) - Her duties is to Participate in requirement and design reviews to

ensure test plans are traceable to requirements. Review and approve test plans of testing. Work with

team to coordinate, monitor, execute and document all test activities. Work with Project Manager to

plan test schedules or strategies in accordance with project scope or delivery dates.

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HR management, figure 1, functions of HR management

HR Management Core Functions:

• Staffing

• Human resource development

• Compensation and benefits

• Safety and health

• Employee and labor relations

HR Management Activities:

• Determine needs of the staff.

• Determine to use temporary staff or hire employees to fill these needs.

• Recruit and train the best employees.

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• Supervise the work.

• Harmonize relationship between company and workers.

• Manage employee relations, unions and collective bargaining.

• Prepare employee records and personal policies.

• Ensure high performance.

• Manage employee payroll, benefits and compensation.

• Ensure equal opportunities.

• Deal with discrimination.

• Deal with performance issues.

• Ensure that human resources practices conform to various regulations.

• Push the employee's motivation.

• Focus on individual who possess energy and capabilities to ensure the job done through people

to achieve results.

• Managers need to develop their interpersonal skills to be effective. Organizations behavior

focuses on how to improve factors that make organizations more effective.

• Focus on individual who possess energy and capabilities to ensure the job done through people

to achieve results.

1.1 PROJECT ORIENTATION

When new resources join the project, the Project Manager provides an orientation to the project. The

orientation involves discussing the following topics:

• Background of the project;

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• Status of the project;

• Specific job duties and expectations;

• Introduction to the existing staff; and

• Overview of the project processes, including time reporting, attendance, and status meetings.

1.3 HR Considerations for Project Managers

• Team Building

• Cultural Differences

• Leadership and Decision-making Environment

• Leveraging Strengths

• Ground Rules

• Conflict Management and Resolution

Human Resource Management is closely linked to the cost and time management planning processes

and consists of the following four activities:

• Develop HR Plan

• Acquire project team

• Develop project team

• Manage/Lead project team

RISK MANAGEMENT

1. Definition: Risk management is the identification, assessment, and prioritization of risks followed by

coordinated and economical application of resources to minimize, monitor, and control the probability

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and/or impact of unfortunate events or to maximize the realization of opportunities. Risk

management’s objective is to assure uncertainty does not deflect the endeavor from the business

goals.

Diversity Intelligence potential risks and mitigations:

Type of Risk Relation to our project Measures to resolve

Disaster Natural calamities relating to

breakdown of our work-center which may lead to loss of lives and data

Backup of important/ all the databases

Working in disaster resistance buildings

Legal Copyright contents being published on our website

Analysts to take proper precautions and reading of the data as a whole

Verify the source of the data and mention the courtesy

Theft and Fraud

Online hacking of website to access all the data

End-to-end Stealth protection(hardware firewall)

Compliance Defining the goals of the organization along with meeting the government policies

Workshops and training members on the company policies and important procedures to follow

System Complex IT structure with more than several severe flaws

Design a user friendly system

Tracking and reporting capability

Human Resource

Discriminating between two candidates based on personal preferences

Release of personal information

Accessibility to personal information through different hierarchical levels

Having more than 2 persons in the recruiting panel

Liquidity Temporary halt to cash flow Plans to sell of the portal as soon as possible

Strategic Inadequacy of business strategy

Deficiencies in implementation of strategies

Proper division of working model and scope definition

Reputational Adverse media report

Negative publicity or reviews

Proper definition about rights to edit the content or contribute to it

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Ranking of comments through ratings

Employee Imbalance between the number of technical and non-technical employees

HR should be clear in his/her vision about the kind of people, required

Emergency People taking more leaves

Many people suffering from bad health at the same time

Road accidents or unavoidable circumstances preventing the people from reaching office

Work from home options

Medical insurance covering most of the features so that employees can have access to better medical facilities

Migration Better performers moving to different companies for better pay

Establishing a better person to person relationship

Justified pay and grants to deserving employees

Regulatory Internet authorities changing the policies or ISP changing the subscription charges

Update the system in accordance to the authorities

Avoid junk usage of internet

Operating System

New version of Windows or MaC taking over the market

Adoptable individuals with quick learning capabilities

Training and orientations from the professionals

Market share

Decrease in number of users

Less renewals of memberships

Promotional offers

Publicity campaigns online and offline

Privilege memberships

Risk management, figure 1, risk management model

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Out of many available risk models, The Caisse's Risk Model defines risk into three major categories:

• Operational

• Financial

• Business

2.1 Operational Risks: The sub-categories under this risk management area, with regards to our project

Diversity Intelligence will be further classified as:

• Legal: Any content published on our website maybe a copy write content from some other

publisher or any information represented on the website may require permissions, which we might

miss to notice.

• Compliance: Every companies have a set of predefined rules and regulations which are in

accord with the present government policies. The set of these rules are referred to as Compliance

benchmark. Compliance can even be Regulatory, which refers to the goals of a particular organization,

in our case it will be meeting the information and providing it for free or charge it depending upon the

type of information.

• Disaster: It refers to the damage caused by natural hazards, like earthquakes, floods, droughts,

cyclones, etc. In the businesses online, one of the possible disaster could be failure of internet or

crashing of the website as a whole.

• Theft and Fraud: Online theft of data is the most important issue for any businesses online. Any

website should be very particular and must implement end to end protection or the stealth model.

• System Management: A risk management information system (RMIS) is an information system

that assists in consolidating property values, claims, policy, and exposure information and providing the

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tracking and management reporting capabilities to enable the user to monitor and control the overall

cost of risk management.

• Process Management: The systematic application of management policies, procedures, and

practices to the tasks of establishing the context, identifying, analyzing, assessing, treating, monitoring

and communicating.

• Human Resource: The potential risk in HR could be discrimination on hiring a favorable or

personal candidate over an able one; abuse reputation of community or release of personal

information; no focus to environmental or personal injury.

Risk management, figure 2, simplified operational risk model

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2.2 Financial Risks: Financial risk is an umbrella term for multiple types of risk associated with

financing, including financial transactions that include company loans in risk of default. The different

categories of financial risks are:

• Liquidity: A liquidity issue (crisis) occurs when a firm (or country) has a temporary cash flow

problem. Its assets are greater than its debts, but some assets are illiquid (e.g. it takes a long time to

sell a house). In an online web portal, maybe when we want to sell it, it might take a larger amount of

time or not sold at all.

• Credit, Concentration and Counterparty: Credit risk is the possibility of a loss of market value in

the event that a borrower, an endorser, a guarantor or a counterparty does not honor its obligation to

repay a loan or fulfill any other financial obligation, or experiences a deterioration of its financial

position. Concentration risk analysis measures the fair value of all the financial products related to a

single issuer or group of issuers with similar characteristics (region, industry, credit rating).

Counterparty risk is the credit risk from current or potential exposure related to operations involving

over-the-counter financial instruments.

• Market: Market risk is the risk of financial loss arising from changes in the value of financial

instruments. The value of a financial instrument may be affected by changes in market variables,

particularly interest rates, foreign exchange rates, share prices and commodity prices. The risk arises

from the volatility of prices of financial instruments, which, in turn, result from the volatility of such

market variables.

2.3 Business Risks: These risks are broadly classified into two major categories:

• Strategic: Strategic risk is also related to the inadequacy of business strategies and deficiencies

in the implementation of strategic orientations. In building of an online web portal, proper definition of

scope strategy, the working model, work division is necessary to progress smoothly.

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• Reputational: Reputational risk is the possibility that an event related to the business practices

or relationships, its subsidiaries or its employees will adversely affect its image or cause the public to

lose confidence in it. This risk could detract from its ability to achieve its objectives.

STAKEHOLDER MANAGEMENT

1. Stakeholder management is a critical component to the successful delivery of any project, program

or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or

perceive itself to be affected by a program.

Marketing and Finance

Name Role

David Gadish Business Sponsor

Kenneth Fisher IT Project Manager

Narendra Mali Marketing Manager

Karan Kaura Finance Manager

Nishant S. IT Business Analyst

Development

Name Role


Narendra Mali Product/Marketing Manager

Karan Kaura Operations Analyst



Kenneth Fisher IT Technical Lead

Pallavi Attimakula Development Lead

Mittal Vaghela Web Developer

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Uyen Lam QA

Testing

Name Role


Narendra Mali Product Analyst

Mittal Vaghela Data/Operations Analyst



Nishant Gupta IT Technical Lead

Spriha Batar QA Lead

Uyen Lam QA

Effective Stakeholder Management creates positive relationships with stakeholders through the

appropriate management of their expectations and agreed objectives. Stakeholder management is a

process and control that must be planned and guided by underlying principles. Stakeholder

management within businesses, organizations, or projects prepares a strategy utilizing information (or

intelligence) gathered during the following common processes.

Stakeholder management for a project is the responsibility of the project manager. On larger projects

or where the project is part of a program, there may be assistance from a support function.

Stakeholder management is a vital activity, even on the smallest of projects. Project managers, using

simple procedures and investing a modest effort, can make a big difference to the eventual success of

the project simply by understanding the stakeholders and what they want.

Stakeholders are individuals or groups with an interest in the project, program or portfolio because

they are involved in the work or affected by the outcomes.

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Most projects, programs and portfolios will have a variety of stakeholders with different, and

sometimes competing, interests. These individuals and groups can have significant influence over the

eventual success or failure of the work.

Stakeholder management is a set of techniques that harnesses the positive influences and minimizes

the effect of the negative influences. It comprises four main steps:

• identify stakeholders;

• assess their interest and influence;

• develop communication management plans;

• engage and influence stakeholders.

Identifying stakeholders will be done using research, interviews, brainstorming, checklists, lessons

learned and so on. The stakeholders and their areas of interest are usually shown in a table known as a

stakeholder map. Typical types of stakeholders will include:

• Individuals and groups performing the work;

• Individuals and groups affected by the work;

• Owners, shareholders and customers;

• Statutory and regulatory bodies.

Each stakeholder will then be classified according to potential impact. This is usually shown in a matrix

that estimates interest and influence on a simple scale such as low/medium/high. Those with an ability

to directly affect the outputs or benefits are sometimes referred to as key stakeholders.

Questions to consider when assessing stakeholders are:

1. How will they be affected by the work?

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2. Will they be openly supportive, negative or ambivalent?

3. What are their expectations and how can these be managed?

4. Who and/or what influences the stakeholder’s view of the project?

5. Who would be the best person to engage with the stakeholder?

This analysis is used to develop a communication management plan. Appropriate strategies and actions

are then defined to engage with stakeholders in different parts of the matrix.

Communications with stakeholders who have high levels of interest and influence will be managed

differently from those with stakeholders of low interest and influence. Similarly, communications with

stakeholders who are inherently positive about the work will be different from those with stakeholders

who are negative.

Managers must identify who should engage with each stakeholder. In many cases the Manager will

take on the task, but it is also useful to call upon peers, senior managers or others who may be better

placed.

As a dynamic document, the communication management plan must link to other plans such as the

risk management plan and key milestones within the schedule.

Stakeholder management becomes more complex when stakeholders’ views, roles or allegiances, etc.

change throughout the life cycle. For that reason, the stakeholder management steps must be

repeated throughout the life cycle.

Figure shows a sample of the project environment featuring the different kinds of stakeholders

involved on a typical project. A study of this diagram confronts us with a couple of interesting facts.

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First, the number of stakeholders that project managers must deal with ensures that they will have a

complex job guiding their project through the lifecycle. Problems with any of these members can derail

the project.

Second, the diagram shows that project managers have to deal with people external to the

organization as well as the internal environment, certainly more complex than what a manager in an

internal environment faces. For example, suppliers who are late in delivering crucial parts may blow the

project schedule. To compound the problem, project managers generally have little or no direct control

over any of these individuals.

Stakeholder management, figure 1, project stakeholders

2. Type of Project Stakeholders

Project stakeholders can be grouped into two categories:

• Internal Stakeholders

• External Stakeholders

2.1 Internal Stakeholders

Internal stakeholders are internal to the organization. For example:

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• A sponsor

• An internal customer or client (if the project arose due to an internal need of an organization)

• A project team

• A program manager

• A portfolio manager

• Management

Another group’s manager internal to the organization (e.g. functional manager, operational manager,

admin manager, etc.).

2.2 External Stakeholders

These stakeholders are external to the organization. For example:

• An external customer or client (if project arose due to a contract)

• An end user of project’s outcome

• A supplier

• Subcontractors

• The government

• Local communities

• The media

For any project’s success it is very important for you to identify all stakeholders at the beginning of the

project and create a strategy to manage them. It will help you run the project with minimum

obstruction because the sooner you identify them, the sooner you can start communication and

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involve them with your project. In this way they will feel connected to the project, can understand the

benefit of your project and will support you whenever you need it.

3. Stakeholder influence, positive and negative

A positive stakeholder sees the project’s positive side and is benefitted by its success. These

stakeholders help the project management team to successfully complete the project.

On the other hand, a negative stakeholder sees the negative outcome of the project and may be

negatively impacted by the project or its outcome. This type of stakeholder is less likely to help your

project be completed successfully.

Competitors are negative stakeholders? Keep in mind that competitors are not negative stakeholders

because to complete your project successfully you have to manage your stakeholders proactively, but

you don’t manage your competitors or fulfil their requirements. The objective of your project is not to

fulfil your competitors’ requirements.

In some cases, general public can be a stakeholder. In this case it would be impractical to manage the

whole population so you will consult their public figures or leaders to better understand their

requirements and expectations. Some examples of this type of project are related to mining, the

environment, road, rail, dam building, etc.

It is important for manager to identify his/her project stakeholders at a very early stage of the project.

You should also note down their details, requirements, expectations, power and influence on the

project in the stakeholder register.

Some of these stakeholders will have a minimum interest or influence on the project; however, you

have to take care of them as well, because no one knows when they will become dominant

stakeholders and if the dominant stakeholders will become less influential.

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TABLE OF DIAGRAMS


Time Management, figure 2, activity definition data flow diagram

Time management, figure 3, sequence activities

Time management, figure 4, estimate activity resources

Time management, figure 5, activity duration formula


Quality management, figure 1, sample cause and effect diagram

Quality management, figure 2, sample pareto chart

Quality management, figure 3, sample control chart

Quality management, figure 4, sample six sigma diagram

Cost management, figure 1, project cost estimating and the cost baseline

Cost management, figure 2, project cost estimating management and cost variance

Communications management, figure 1, benefits of communications plan

Communications management, figure 2, questions answered by communications plan

HR management, figure 1, functions of HR management

Risk management, figure 1, risk management model

Risk management, figure 2, simplified operational risk model

Stakeholder management, figure 1, project stakeholders