Complete critical elements XI and XII of your final project and submit them, along with your revised milestones, as a complete project management plan.You will also complete a short paper addressing knowledge areas and process groups (sections I and II of the critical elements) and turn it in with your project management plan. Your final project should be a complete, polished artifact containing all of the critical elements. It should reflect incorporation of feedback gained throughout the course.To complete this assignment, review the Final Project Guidelines and Rubric document.Ill add the rest of the information after accepted
qso345_cost_and_procurement_management_plan_template.docx
qso345_project_scenario_one_technical_redesign.docx
qso345_project_scenario_two_procure_a_new_software_vendor.docx
qso_345_final_project_guidelines_and_rubric.pdf
e10_pdf_eng.pdf
qso_345_final_project_guidelines_and_rubric.pdf
e10_pdf_eng.pdf
qso_345_milestone_two_guidelines_and_rubric.pdf
qso_345_milestone_one_guidelines_and_rubric.pdf
qso_345_milestone_four_guidelines_and_rubric.pdf
qso_345_milestone_three_guidelines_and_rubric.pdf
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QSO 345 Cost and Procurement Management Plan Template
Use this template to create your own cost and procurement management plans for Milestone Five.
Include all sections and tables identified in this template in your final submission. Note: This template
represents only the minimum requirements. If you prefer, you can add elements to your template that
you believe a project manager might find useful.
Project Cost Management
Introduction
Provide a brief summary of what your Project Cost Management Plan covers.
Cost Management Approach
Describe your cost management approach, including at what level of the WBS you will manage costs.
You should also describe what method you used to estimate project costs (e.g., analogous, parametric,
three-point estimate), and what types of metrics will you use to control your project costs (e.g., earned
value and cost variances).
Project Costs
Estimate all costs at the level each cost will be managed according to the cost management approach
section above. Provide a brief introduction of what the table covers, in addition to the WBS ID at the
level the cost will be managed, the WBS name associated with that WBS ID, and the estimated cost.
Remember to total all your cost estimates to create a total cost baseline.
WBS ID
Example:
1.1
WBS Name
Example:
Design web interfaces labor
Total Cost Baseline
Estimated Cost
Example:
$10,500
$
Table 1, Project Cost Breakdown
Reporting Format
Describe how costs will be reported throughout the project, how the reports will be sent, what the
reports will cover, and what the reporting frequency will be.
Cost Variance Response Process
Describe your cost management approach, including the thresholds you have set on each of the cost
metrics described in the cost management approach (e.g., cost variance). Also describe what happens if
a cost metric goes above or below your defined thresholds.
Cost Change Control
Explain the cost change control process and how requests for changes to costs will be handled.
Project Budget
Provide a breakdown of the project budget by category (e.g., labor, materials). Note that your total
budget should be based on your estimated costs plus contingency and management reserves.
Remember to briefly describe what your budget table covers and create a total budget figure. Your total
should match your budget estimates in your Project Charter. Example:
Budget Category
Cost Estimate
Example:
Labor
Example:
$100,000
Contingency
Reserve
Example:
$50,000
Management
Reserve
Example:
$10,000
Total Budget
Total Budget
Example:
$160,000
$
Table 2, Project Budget Breakdown
Project Procurement Management
Introduction
Provide a brief summary of what your project procurement management plan covers.
Definition of Procurements
Provide a brief summary of what is covered in your procurement table, which should cover the
procurements needed, the justification for each procurement, when the procurement should be
completed, and who can approve the procurement. Example:
Item/Service
Example:
New Servers
Justification
Example:
New servers are required
to handle the new
website load
Needed by
Example:
July 2016
Approval
Example:
Jon Smith – PM
Joe Brown – IT
Manager
Table 3, Needed Procurements
Contract Type
Describe the types of contracts that can be used for procurements, and detail any contract type
limitations.
Cost Determination Basis
Explain the how costs will be determined for procurements (e.g., RFQ, RFI, RFP) and the process that will
be used to submit the requests and vet the possible vendors.
Contract Approval Process
Define the process and the rules or guidelines required for each of the procurements to be approved.
Performance Metrics for Procurement Activities
This section should describe all metrics (e.g., product quality, on-time delivery, cost per unit) that will be
used to rate the vendors being considered for each procurement. Each metric should have a rating scale
(e.g., 1–3) that will be defined in this section, as well as the selection methodology that will be used for
the metrics (e.g., the highest-scoring vendor should be selected).
QSO 345 Project Scenario One: Technical Redesign
Module One: Project Topic
You are the project manager responsible for one of the projects in the overarching CIMS project
program portfolio, and you will be managing the technical redesign due to the new federal
requirements. Chief Gravill, your project sponsor, needs the technical software designs to be reviewed
and the new federal requirements incorporated. Then the development, testing, validation, pilot, and
deployment plans need a complete reworking. In addition to updates for the internal platform, updates
are needed for all websites to comply with inclusion and disability standards. This project must be
completed first before the vendor selection team can create the new requests for proposal (RFPs) and
start vetting the new software vendors. Your development team has been given high-level sizing of six
months and $300,000. The rest of the project team and operational costs are estimated to be $150,000.
Chief Gravill says the project cannot take more than six months and has approved $200,000 more in the
budget if the project can be done within four months.
Module Two: Project Charter and Stakeholder Management
Chief Gravill brings you into an introductory meeting to introduce you to the various people you will
work with, and to talk through what the technical redesign must cover. As you sit at the table, the chief
introduces you to all the parties he has pulled into the meeting.
Jared White is the assistant chief and comes from the Durham Regional Police Services; Sergeant
Samatha Zemora is from the York Regional Office; Mary Jones is the Director Operations for the Niagara
Regional Office, and Gary Duluth is the office manager for the Hamilton Office.
Kay Tuttle stands up and explains that she is the new assistant director and has taken over from the
Federal Regulators Office to oversee the implementation of the new requirements. Manoj Saraff is the
technology manager for the development team you will work with, and he introduces you to Scott Wall
and Ashok Patel, who are his lead developers and future members of your project team. You are told
that Tami Langford will be one of your key contacts because she is the product manager for the new
platform.
After introductions, Tami talks through the critical milestones that need to be accomplished over the
next months. For the project to get back on track, the project team needs to assess all the new software
requirements quickly within the next month. Once all requirements have been defined, the team has
two weeks to fully assess the impacts, risks, and likely costs that will impact all the affected
stakeholders. By month four, the project team should have a new technical specifications and
requirements document to be included in the vendor RFPs. Tami and the chief discuss how this project
has only been approved for $450,000, and Samatha says, “I hope it is much less than that; there are
other projects that need to get funded.” Finally, Tami explains that by the last month, the project team
should be ready to meet with the RFP project team so they can meet with the possible vendors that will
be used to implement the new requirements.
Kay said she is okay with Tammy’s timeline, but she warned that she would have to escalate to her
superiors if the PRIDE offices were not able to show compliance with the new requirements by the first
part of next year. Everyone in the room nodded in agreement, knowing that, if the project was not
tracking on time, Kay could shut the whole project down and cause the project team to be let go with
one phone call. The chief said, “We know, Kay. Thanks for the reminder. We will get this done long
before the deadline, right?” He looks to you for confirmation.
After the meeting, the chief and Kent Masters, who worked on the first project, debrief you on all the
stakeholders and provide the final details you need to get going. Kent says that, even though he will not
be working on this project with you, he wants you to know about several constraints and dependencies
on the project, including:
●
●
●
●
The requirements must be reviewed and approved by the technical team and Kay before they
can be used in the technical specs.
All regional offices must sign off on the preliminary specs.
Costs for implementation in the regional offices cannot be more than $50,000 or take longer
than one month.
The RFP team will need to be debriefed on all the requirements specs needed for the RFP.
As Kent is walking out, he leans over and says, “I have a few notes I kept on the last project about all the
people you met that may give you a little more background. I’ll send them to you.” His email is
reproduced below, including his original typos and mistakes:
Email
From: Masters, Kent
Subject: Notes on project participants
Congrats on your new role!
Here are some of the notes I took early on about everyone, let me know if this helps.
Chief – The boss and the one who signed us up for this project and pretty much calls the shots on the
PRIDE group and is the one behind the idea for the project.
Comes to every meeting and early and is very interested in the success of the project. He likes to get
weekly updates in a status meeting and emails if there are any major roadblocks.
Wants this whole project to get done asap and wants to make sure the project does not go over budget.
Kay – Regulator and can shut us down if the project doesn’t go well
She requires a monthly status update meeting just for her but doesn’t really want nor does she respond
to any other communication.
All she cares about is that the new software meets all the federal requirements by August of next year.
Jared – Durham Office
He is always late to meetings and does not come to the most meetings.
He hates the new federal requirements and is only involved because he has been told to.
He doesn’t respond to email because he not a technical guy but will return your phone calls if you have
questions.
Rarely ever offers any feedback and just wants the project to be over.
Samatha (Sam) – York office
Loves to help out on the project and jumps in whenever asked. She will do whatever it takes for this
project to be successful but fights to make sure to keep the cost down since she is using her work to
progress her career and show she keeps public spending low.
Attends every meeting and she likes to be cc’d on all project communication and has been a significant
help in removing project roadblocks.
Sam is favorite among the government leadership and the Chief. She knows many of the leadership
personally and can be a huge asset if she is on board with what you are trying to do. Watch out because
if she doesn’t like you, you will never get anything approved.
Gary – Hamilton office
The Chief and Gary go way back and have been friends since childhood.
Gary has questions from time to time and loves to just IM you rather than email or phone. He does not
attend meetings but says he reads the notes.
The Chief goes to Gary for advice so even though he doesn’t attend meetings you have to make sure he
isn’t misinformed with what is going on.
Wants this project to be over quickly because he feels like he has more important things to work on.
Mary – Niagara Office
Use to be a consultant for a big firm, she is really smart and has a lot to say when she attends meetings.
Most of the project team is intimidated by Mary and don’t listen to what she has to say because she
thinks she is smarter than everyone.
Mary comes to about half the meetings and always asks for the most up to date project documentation
before she will answer questions.
Mary used to work for Niche Technology and doesn’t really care how long the project takes she just
wants us to use Niche.
Tami – like the second boss to the chief
Tami has been the Product Manager for this new platform from the beginning. She is an excellent
resource.
Comes to every meeting meets with the stakeholders regularly to understand their needs and make sure
that the new platform meets all their needs.
She is fastest on email will but will also take IMs or phone calls.
She doesn’t have the final say on projects but she does influence their direction and if the project is
considered successful or not.
Manoj – Technology Manager
Manoj is excellent to work with and works directly with this dev team to make sure that all technical
work is done on time.
He has a lot of opinions about how the software should be developed and is very concerned that the
vendors will not be able to deliver on time, to specs, and within budget.
Manoj will be the technical validation for all the technical documents, and he has to sign off on the
designs before they can be considered “done.”
He comes to the meetings he can and said he would get more engaged once the project progresses to
the technical work.
Due to his schedule its best to set up meetings with him to talk through the project or what you need
from him.
I’ll look through my stuff and send you anything else I can find; please let me know if you have any
questions!
Kent Masters, CAPM
Technical Project Manager
Module Three: Scope Management
Kent stops by your office and asks how the project is progressing. You tell him that the charter has been
approved and you are are starting the scope management plan. Kent says, “Oh, I think I have something
that could help you with your work breakdown structure.” He tells you that when the new federal
requirements came in, they had started a requirements document. After a review of the email and
reviewing with the project team, you find that the requirements document comprehensively covers
what needs to be incorporated into the new vendor RFP.
Email
From: Masters, Kent
Subject: Start of requirements document
See the requirements document we created.
Objective
Update internal software to meet Federal
requirements
Requirements
●
●
●
Update Constituents Regional Police Websites
to comply with Federal accessibility
requirements
●
●
●
Update internal and websites to comply with
Federal Security Standards
●
●
●
Specs and Requirements Reviews
●
●
Update software within RMS to meet
Federal requirements to share
geographic and statistical information
Implement a joint computer aided
dispatch system for police and fire
agencies.
Create and implement data integrity
standards for all PRIDE offices
Ensure website accessibility guidelines
are incorporated into constituents
website style guides.
Develop and implement an inclusion
lens, integrating AODA requirements,
to provide guidelines and standards of
practice across various areas of
service.
Achieve compliance with the Web
Content Accessibility Guidelines
(WCAG) to ensure that websites and
web content are accessible to people
with disabilities.
Implement encryption technology to
meet the requirements of the RCMP
security policy
Create a data backup and disaster
recovery plans
Replace all software interfaces to
comply with Federal data encryption
standards
All technical specs have to be reviewed
and approved by Federal regulators
before RFPs can be created
Technical designs need to be reviewed
and approved by internal technical
teams
New vendor search and RFP teams ready to
vendor search
●
●
The vendor search and RFP teams
need to be fully debriefed on all the
new specs and technical requirements
to create the RFPs
All technical specs and requirements
need to be fully documented to hand
off to the new Project Team
Good luck and let me know if you have any questions.
Kent Masters, CAPM
Technical Project Manager
Module Four: Time Management
You arrive early on Monday morning knowing there is still a lot to be done, and as soon as you walk in
the door your phone rings. You pick it up, and it is the chief. You give him an update on where you are
on the project, and he asks you how long you estimate your project will take to complete.
You explain that you have not completed the time management plan for the project yet but should have
it soon. He tells you he needs the estimates by the end of the week. You explain it should not be a
problem because you have already broken down all the work and have your WBS ready to start your
activity durations and task sequencing, as well as the information needed to create your network
diagram. You explain that the network diagram will enable you to identify the critical path of the project,
which will provide the best estimate of the timeline.
The chief says, “Okay, I don’t know what all that means, just let me know when this project will be done
by the end of the week, okay?” You explain you will make sure it happens, and you pull out all your work
on the scope management plan to get going on your time management plan.
“Oh, one more thing,” the chief says. He tells you that you will need to build in one or two weeks for the
RFP debrief once all the technical teams have the new designs complete. Lastly, he reminds you that the
regulator takes at least four weeks to complete reviews once all the legal reviews are done. You thank
the chief again and hang up.
Right after you hang up, Manoj, the technology manager, stops by your office and hands you his team’s
estimates on how long it will take to complete each of the objectives to use in your time management
plan.
Time sizing estimates:
•
•
•
•
•
•
•
•
•
•
Internal software to meet Federal requirements designs contract work: 150 hrs
Federal accessibility requirements design contract work: 100 hrs
Accessibility SME work: 40 hrs
New security requirements contract work: 100 hrs
Security SME work: 50 hrs
Procurement of new software: 8 to 16 weeks
Procurement of new laptops: 4 to 8 weeks
Enterprise modeling software installation and training: 2 to 3 weeks
Internal tech team reviews and sign off for each objective complete: one to two weeks
Internal tech lead debrief with the RFP team: 40 hours
He says that is all his team could come up with for their components, and any other items you may have
from the work breakdown you will have to estimate yourself.
You thank him for his help and after he leaves you jump in and start your estimates on all the project
activities.
Module Five: Cost and Procurement Management
After a long day of meetings, the chief stops by your office and asks how the cost estimates and budget
breakdowns are going. You tell him you are just waiting on some estimates from Manoj. He seems
pleased and reminds you that the RFP teams are internal teams that will not require any costs. You
thank him for that feedback, and as he leaves, you notice you just received the email from Manoj you
were waiting for with the high-level estimates on costs that will be related to the project.
Email
From: Patel, Manoj
Subject: Costs and equipment estimates
It’s been great working with you so far on the project. Working with my team, I did some preliminary
sizings for your cost and procurement management plan.
For the technology contractors needed to update internal software to meet Federal requirements
usually, cost us between $140 to $200 hr for at least 100 to 150 hrs. For the federal accessibility
requirements, it will take about 100 hrs with the same contractor rates, but we will also need a subject
matter expert (SME) for about 40 hrs to review the designs at about $200 an hr. The new federal
security requirements will likely take about 100 hours at the $140 to $200 hr plus we will need a security
SME for about 50 hrs at $250 hr. The equipment that we need will include an enterprise software
license for the enterprise modeling, new developer laptops, and some new internal cloud needed so the
team can quickly collaborate on the designs at the various regional offices; equipment, software, and
training should run us 200k. In speaking wit …
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