alpha case study - project management plan sample

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PROJECT MANAGEMENT PLAN

Project Name: Project Alpha Sponsor: BoNa – Bob Smith Project Manager: Agatha Maia Expected Start Date October 26/2015 Expected End Date September 06/2016

1. SUMMARY OF CASE STUDY ................................................................................................................................................................................................................... 3

2. SUMMARY FROM PROJECT CHARTER .................................................................................................................................................................................................... 4

3. SUMMARY OF STAKEHOLDER ANALYSIS ................................................................................................................................................................................................ 4

4. CHANGE MANAGEMENT PLAN .............................................................................................................................................................................................................. 5

5. CONFIGURATION MANAGEMENT PLAN ................................................................................................................................................................................................. 6

6. SCOPE MANAGEMENT PLAN ................................................................................................................................................................................................................. 7

7. REQUIREMENTS MANAGEMENT PLAN .................................................................................................................................................................................................. 7

8. SCOPE BASELINE .................................................................................................................................................................................................................................... 8

8.1 SCOPE STATEMENT ........................................................................................................................................................................................................................................ 8 8.2 WBS ........................................................................................................................................................................................................................................................ 11

9. SCHEDULE MANAGEMENT PLAN ......................................................................................................................................................................................................... 12

10. SCHEDULE BASELINE ........................................................................................................................................................................................................................ 12

11. COST MANAGEMENT PLAN ............................................................................................................................................................................................................. 14

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12. COST BASELINE ................................................................................................................................................................................................................................ 19

13. QUALITY MANAGEMENT PLAN ........................................................................................................................................................................................................ 21

13.1 QUALITY POLICY AND QUALITY ASSURANCE ..................................................................................................................................................................................................... 21 13.2 QUALITY CONTROL MEASUREMENTS .............................................................................................................................................................................................................. 23

14. PROCESS IMPROVEMENT PLAN ....................................................................................................................................................................................................... 23

15. HUMAN RESOURCES MANAGEMENT PLAN ..................................................................................................................................................................................... 26

16. COMMUNICATION MANAGEMENT PLAN ........................................................................................................................................................................................ 33

17. RISK MANAGEMENT PLAN............................................................................................................................................................................................................... 33

18. PROCUREMENT MANAGEMENT PLAN ............................................................................................................................................................................................. 45

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1. Summary of Case Study

BoNA plans to introduce a new Loyalty Credit Card and doing a partnership with JBC (Largest coffee company in the North). And they estimate that due to this their customer base will increase by 3% and also this partnership will bring in additional annual revenue.

JBC wants to launch the credit card as soon as possible without any delay as they have heard rumors that their biggest competitor is also planning to launch a new credit card. All the personnel are informed about their responsibilities and roles for the project.

The design of the new card is decided to include the JBC logo on 25% of the card and other information on rest of the card. Also updates of the computer systems are to be completed before December due to 'System Freeze'. And the updates of scripts, documents and websites containing information about JBC are essential for customer support.

The design, updates and other changes are then approved by the experts, supervisors etc. and the Loyalty Credit Card is launched and all the existing and new customers are provided with a Welcome Kit to enlighten them on the new features of the credit card.

For the Project Selection of launching a new Loyalty Credit Card, BoNA did a survey with several companies like JBC (Coffee Company), RDL (Electronics Company), DRF (Juice Company) and some other companies. After the completion of the survey, they reviewed the result and got the result that JBC will help them reach their goals that they have set up. And so they decided that they will select the project to do the partnership with JBC for the new Loyalty Credit Card rather than doing it with any other company.

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2. Summary from Project Charter

High Level Scope: A new loyalty card between BoNA and JBC companies

The BoNA expected to expand their customer database 3 % and also brings 30 million additional annual revenue

High Level Time: 10 months As a constraint the project time can't exceed the duration of 10 months

High Level Cost: Up to 10 million The cost will be defined in cost baseline with a constraint of 10 million dollars ( Range between 3 million up to 10 million)

3. Summary of Stakeholder Analysis

On the following document we had identified who the stakeholders are, what it is important to them for this particular project and how we will approach them.

ID Name Role Functional Area What is Important to this Stakeholder? Supportive? [Yes/No]

Approach

01 Sally Evert Supervisor Project Management

Reaching the project objectives; [Yes] Send a Status Report

02 Bob Smith VP of New Business

Sponsor Getting return on $ 10MM investments Wants to meet market launch date Ensure to prevent cost overruns by having CEO approve extra funds; Keeping the project life cycle in 10 months or less;

[Yes] Invite to inspire

03 Jack Adams CEO of the Bank

Executive Making sure we don’t spend more than the $10 MM without giving a really good reason; Making 3% annual profit;

[Yes] Send a Status Report (Time

& Cost);

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04 Mary Jones VP of Computer Dept.

IT Including $ 2MM for computer changes; The project plan provide enough time for the changes; Making sure we don’t launch it on December;

[Yes] Manage needs and resources;

Control results;

Invite for update

meeting;

05 Sam Snead VP of Marketing Dept.

Marketing Hiring a graphic design ($ 72K) Providing 1 month for designing project


Control results;

Invite for update

meeting;

06 Joseph

Underwood VP of Call centre

Customer Service Adding 2 people for the new call centre demands


Control results;

Invite for update

meeting;

4. Change Management Plan The Level of the Change is going to be determined by the Board of Change, The member of the Board of Changes are:

• Leader: Bob Smith – VP of New Business • Counselor: Mary Jones – VP IT • Counselor: Joseph Underwood – VP of Call Center

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Item Minor Remedy Major Remedy Amendments in Scope Project Manager Bob Smith Amendments in Cost Project team and stakeholders Jack Adams

Amendments in Schedule Project Manager and Functional Manager

Ensure multiple meetings with the stakeholders.

Refer to Change Request Forms.

5. Configuration Management Plan

Process Description Notes

Configuration Manager

Mary Jones manages this section. There should be a backup source.

Document Location A file server for the project called BoNA

Structured according to both project management process groups and execution phases.

Version Control Person

Person assigned by Mary. Assigns work for each team.

Access Control Designed by Project Manager Project Management team and version control has control over it. Templates PM will enhance the

documentation. Use OPA templates for software aspect of the project.

Folder Structure As per OPA requirement. Use PM folders of Pre-Initiation, Initiation, Planning, Execution (M/C) and Closing. Within Execution use the folder structure as per the Project Schedule (i.e.

whether deliverable/phase based or both)

Principles From OPA – Project Manager Ease in accessing, traceability, documenting, numbering and change control.

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6. Scope Management Plan The project manager is responsible for communicating with organizational managers on the progress and performance of

each project resource.

Activity Responsible Notes Scope Management Project manager Verify the portfolio and OPAs.

Define Scope Project team and stakeholders Multiple meetings to define the scope. Collect Requirements Project Manager and Functional

Manager Ensure multiple meetings with the stakeholders.

Create WBS Project Manager and Functional Manager

Use the boardroom to develop the WBS.

Develop WBS dictionary Project team Develop the WBS dictionary and make sure that it will fit the requirements. Control/Change Scope Functional manager and project

manager Change/control the scope and send to the change management.

Approve Scope Sponsor Verify and validate the changes on the scope with the functional manager.

7. Requirements Management Plan

Business Need Stakeholders Functional Area Requirements Priority Owner Getting return on investments through increasing the customers loyalty and expanding customers base

Bob Smith Sponsor JBC’s name and logo (pink coffee cup) must be prominently displayed on the credit card

High Project Manager

and VPs

Keeping the original budget Making 3% annual profit;

Jack Adams Executive High-efficient Cost Control Plan. High Send a Status Report (Time &

Cost);

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Ensure the budget and lifetime for the computer changes.

Mary Jones IT Updates to BPS (the bank’s provisioning credit card system); Updates to VIS (the bank’s interface system to VISA); Updates to BLS (the bank’s loyalty computer system);

High Manage needs and resources; Control results; Invite for update

meeting;

Ensure the credit card design meets/exceeds the bank’s quality standards.

Sam Snead Marketing Hiring a graphic design within the deadline; Providing milestone for designing project and control schedule;


meeting; Ensure the call Center is going to be ready for absorbing the new demand.

Joseph Underwood

Customer Service Adding and training 2 people for the new call centre demands; Validate the new script and testing the changes through test/cases scenarios. Updating new process and procedures documentation for the back office.


meeting;

8. Scope Baseline

8.1 Scope Statement

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Project Scope Description

A partnership between Java Beans Coffee Company (JBC) and of North America Company (BoNA) to launch a new co-branded loyalty credit card in order to expand customer base and improve client loyalty

Project Acceptance Criteria

The deliverables will be accepted upon analyse and validate by the sponsor based on the follow criteria:

• JBC’s name and logo (pink coffee cup) must be prominently and equally displayed on the credit card

• Hold time up to 3 min and answer time up to 1 min

• Help Desk response up to 24 hours

Project Deliverables

New credit card design; Computer system updates; Call center and back office procedures and process documentations update;

Project Contrains

A signed contract must be provide before starting the project: Due to computer systems issues the card cannot be launched in December: Computer System changes: Any extra budget must be approved by the bank CEO:

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Project Assumptions

Launching the card in 10 months to avoid competitors: No business risks are expected by the Sponsor Bob Smith:

Project Exclusions

Sales Increasing at the coffee house: Popularity increasing in order to launch a different product in the future:

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8.2 WBS

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9. Schedule Management Plan

Activity Responsible Notes List Activity Project Manager and Functional

Manager Expert judgment, verify portfolios and deliverables.

Sequence Activity Project Manager and Functional Manager

Multiple meetings, expert judgement and verify portfolios.

Estimate Resources Project Manager and Functional Manager

Multiple meetings, expert judgement and verify cost control.

Describe Resources Project Manager and Functional Manager

Multiple meetings, expert judgement and verify OPAs and Procurement Department.

Develop Schedule Project team Use MS Project to develop schedule and allocate resources. Calculate Critical Path as well.

Control/Change Schedule

Project Manager and Project Team

Use Group Decision-Making to develop the Changing Plan and validate it.

Approve Schedule Sponsor Verify and validate deadlines on the schedule with the functional manager and Project Manager.

10. Schedule Baseline

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Item Resources and AssignmentsDuration

(days)Start Finish

1 BoNa Credit Card 227 26 October 2015 06 September 20 16 1.1 Sign the legal contract 30 26 October 2015 04 Dece mber 2015 1.2 Project Management 16 07 December 2015 28 December 2015 1.2.1 Develop Project Charter 5 07 December 2015 11 December 2015 1.2.2 Scope 6 14 December 2015 21 December 2015 1.2.3 Develop Scope Statement 1 14 December 2015 14 December 2015 1.2.4 Create the WBS & Dictionary 5 15 December 2015 21 December 2015 1.2.5 Develop all Management Plans 5 14 December 2015 18 December 2015 1.2.6 Develop Schedule 3 22 December 2015 24 December 2015 1.2.7 Determine Budget 5 22 December 2015 28 December 2015 1.3 Call Center Updates 20 03 May 2016 30 May 2016 1.3.1 Acquisit Resources 10 03 May 2016 16 May 2016 1.3.2 Hire team members 15 03 May 2016 23 May 2016 1.3.3 Train new team members 5 24 May 2016 30 May 2016 1.3.4 Develop back office script 2 03 May 2016 04 May 2016 1.4 Computer System Updates 181 29 December 2015 06 Se ptember 2016 1.4.1 Design System Changes code 60 29 December 2015 21 March 2016 1.4.2 Update System Changes 30 22 March 2016 02 May 2016 1.4.3 Test Software code changes 90 03 May 2016 05 September 2016 1.4.4 Deploy System Computer Changes 1 06 September 2016 06 September 2016 1.5 Card Design 42 28 December 2015 24 February 2016 1.5.1 Collect Requirements for Brand Design 1 29 December 2015 29 December 2015 1.5.2 Hire Designer 2 30 December 2015 31 December 2015 1.5.3 Develop Brand 15 01 January 2016 21 January 2016 1.5.4 Develop Security Encription 5 29 December 2015 04 January 2016 1.5.5 Design card 24 22 January 2016 24 February 2016 1.6 Marketing Campaign 180 29 December 2015 05 Septemb er 2016 1.6.1 Develop Campaign Strategy 40 29 December 2015 22 February 2016 1.6.2 Design Advertisement (TV + Social Media) 30 22 January 2016 03 March 2016 1.6.3 Approve Campaign 1 03 March 2016 03 March 2016 1.6.4 Launch Campaign 1 05 September 2016 05 September 2016

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Milestone: ID Milesto ne Before Date After Date 01 Sign up the contract to get the Project

started 25/10/2015 26/10/2015

02 Approve the system changes 25/11/2015 05/01/2016 03 Deploy the system changes 25/12/2015 28/03/2016 04 Approve the Card Design 25/11/2015 20/01/2016 05 Hire a Designer to develop the card 25/12/2015 05/01/2016 06 Provide training to the new call center

team 25/02/2016 10/08/2016

11. Cost Management Plan

The Cost Management Plan defines how the cost will be managed through the Project Lifecycle. It’s a guideline for measuring, managing, controlling and reporting the budget and the Project Cost. The document also indicates who are responsible for each action and who has the authority to sign changes.

The content of this document are:

• Roles and Responsibilities; • Cost Analyses; • Acceptance Variance; • Budget Changes; • Cost Reports;

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Roles and Responsibilities:

Activity Responsible Notes

Estimate Analogous Cost

Project Manager Expert judgment, verify portfolios, Scope Statement and Inspection of all the requirements,

Develop Bottom Up Budget

Functional Manager – Procurement Team

Based on the deliverables and requirements. According to the Quality Assurance and the specifications. Procurement Team working with Supplies.

Control the Budget – Cost Analyses

Functional Manager – VIP Financial and Project Manager

The Financial Department is responsible for calculating the costs – Cash Flow X Earned Value X Actual Cost - each 15 days and analysing it with the Project Manager, who is going to relate to the Planned Cost.

Ask for Cash flow Functional Manager – VIP Financial & New Projects and Project Manager

Based on the Cost Analyses the Project Manager and the VIP New Projects are going to ask for money monthly – by 15th of each month through formal email.

Send Cost Report Functional Manager – VIP Financial and Project Manager

A Cost Report must be created based on the Cost Analyses made by the VIP Financial and the Project Manager and must be sent to the Sponsor and the Head Direction according with the data bellow.

Approve changes Sponsor According to the acceptance variance the cost that need an approve must be send to the sponsor according to the form below.

Cost Analyses:

The VIP – Financial is going to be the responsible for managing the cost of the Project through the life cycle. He is going to create reports based on the Cashflow and the Actual Cost. These reports must be sent and analysed by the VIP of New Projects and the Project Manager. Based on the analyses the Project Manager is going to create the Cost Report.

The Project Manager and the VIP of New Projects are responsible for creating a Contingent Plan in case of Overspend Cost and behind Schedule according to the follow table:

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Item Acceptance % Notes

Schedule

Behind Schedule by10% Justify the delay and show Plan to cover it.

Schedule

Behind Schedule > 10% < 25% Detailed justification of the delay and show Plan to cover it monthly.

Schedule Behind Schedule over 25%

Summon up the Sponsor and VIP’s to decide either keep the Project or end it. Present a detailed justification of the delay and if applies a Contingent Plan.

Budget Over Spent by 5% Justify the overspent and show Plan to cover it.

Budget Over Spent > 5% <15% Detailed justification of the overspent and show Plan to cover it monthly.

Budget Over Spent over 15% Summon up the Sponsor and VIP’s to decide either keep the Project or end it. Present a detailed justification of the delay and if applies a Contingent Plan.

Acceptance Variance: The VIP of Financial is responsible for signing the Orders to buy materials and pay Team Work. He is going to validate them

according to the Bottom Up Budget and the Actual Cost. Anything that is either not contented in the Project or over invoiced must be approved according to the Table below:

Deliverable Variance Responsible Note

Card By 10%

VIP of Marketing Send Order to the Sponsor contenting justification.

Card Over 10%

VIP of Marketing Summon up meeting with VIP’s, Sponsor and Project Manager to approve extra cost – present justification.

Call Centre By 10% VIP of Call Centre Send Order to the Sponsor contenting justification.

Call Center Over 10%

VIP of Call Centre Summon up meeting with VIP’s, Sponsor and Project Manager to approve extra cost – present justification.

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Computer Changes By 5% VIP of IT Send Order to the Sponsor contenting justification.

Computer Changes Over 5% VIP of IT

Summon up meeting with VIP’s, Sponsor and Project Manager to approve extra cost – present justification..

Marketing By 15%

VIP of Marketing Send Order to the Sponsor contenting justification.

Marketing Over 15%

VIP of Marketing Summon up meeting with VIP’s, Sponsor and Project Manager to approve extra cost – present justification.

Budget Changes: For the Variances that are going to occur during the Project Life Cycle, for example a salary or an extra tax, it makes

necessary a change in the Budget. The Changes must be asked using the form below. It must be sent to the Sponsor 30 before it is needed. The Sponsor is going to either approve or change the deliverables according to the objectives of the Project. He might ask a special meeting with the VIP’s and the Project Manager.

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Cost Reports: The Cost Report sent to the Sponsor must content the following data:

• Cost Variance - CV; • Schedule Variance - SV;

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• Earned Cost - EC; • Actual Cost - AC; • Planned Cost - PC; • Cost Performance Index - CPI; • Schedule Performance Index - SPI;

Based on the data above the report must also content the Final Cost and Final Schedule showing the Schedule Forecasts and the new projections for the Project Life cycle.

12. Cost Baseline

item Work Package Budget

1 BoNA Credit Card $5.945.000,00

1.1 Initiating $40.000,00

1.1.1 Sign contract $35.000,00

1.1.2 Project Charter $5.000,00

1.2 Planning $200.000,00

1.2.1 Develop Management Plans $60.000,00

1.2.2 Scope $20.000,00

1.2.3 Develop Schedule $50.000,00

1.2.4 Develop Cost Management Plan $10.000,00

1.2.5 Estimate Cost $30.000,00

1.2.6 Determine Budget $30.000,00

1.2.7 Approve Budget $0,00

1.3 Execution $5.705.000,00

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1.3.1 Human Resource Support $70.000,00

1.3.2 Design Phase $2.000.000,00

1.3.2.1 Centre scripting changes $200.000,00

1.3.2.2 Branding changes $300.000,00

1.3.2.3 Computer System changes $1.500.000,00

1.3.2.3.1 Outsourced $1.000.000,00

1.3.2.3.2 In-House cost $500.000,00

1.3.3 Building phase $3.000.000,00

1.3.3.1 Centre scripting changes $225.000,00


1.3.3.3 Computer System changes $2.500.000,00

1.3.3.3.1 Outsourced $1.500.000,00

1.3.3.3.2 In-House cost $500.000,00

1.3.3.3.3 Testing of software code changes $500.000,00

1.3.4 Back office support process and procedure changes $200.000,00

1.3.5 Quality Support $110.000,00

1.3.6 Deployment $225.000,00

1.3.6.1 Call Center $50.000,00


1.3.6.3 Computer Changes $125.000,00

1.3.7 Market launch $100.000,00

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13. Quality Management Plan

Activity Responsible Notes and Tools Quality Policy Project manager and Quality

Manager Based on OPAs, portfolios and legislation.

Quality Assurance Project manager and Quality Manager

Expert judgement, stakeholders expectations and specified parameters.

Quality Checklist Project Team and Quality Team The Team work has to fill the check list due each task accomplished. Quality Control Measurements

Project Team and Quality Team Expert judgement to analyse the data and report the results.

Control/Change Quality Project manager and Quality Manager

Use Group Decision-Making to develop the Changing Plan and validate it.

Approve Quality Plan Sponsor Verify and validate the performance of the Quality Plan with the functional manager.

13.1 Quality Policy and Quality Assurance

Activity Deliverable Relationship Assurance Parameter Owner Quality Product Credit Card External **ISO/IEC(International Electro-technical

Commission) 7810

VP Marketing – Sam Snead

Quality Process Credit Card External Code of Conduct for the Credit Card Industry of Canada, according to financial Consumer Agency of Canada.


Quality Process Call Center External Personal Information Protection and Electronic VP Call Center – Joseph

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Documents Acts – PIPEDA (Federal Legislation)

Underwood

Quality Process Help Desk Internal OPA 1234 – Help Desk Answer VP IT – Mary Jones Quality Process Back Office

Paper Work Internal ISO(International Organisation for

Standardization) 9000 VP Call Center – Joseph Underwood

**The characteristics specified included in ISO/IEC 7810 are

• Physical dimensions. • Resistance to bending,flame,chemicals,temprature and humidity. • Toxicity. • All bank cards should have thickness of 0.76mm .

85.60mm(or)3.370in

5 53.98mm

(or) 2.215in

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13.2 Quality Control Measurements

Date Test Condition Expected Result Responsible Acceptable? (Y/N)

System Codes Design Eliminating errors. VP IT – Mary Jones

Deployment of the System Software bugs get fixed. VP IT – Mary Jones

Credit Card Security Encryption

Security coding VP IT – Mary Jones

Card Design Need to get 2% cash back from each purchase.


Call Center Occurrence Simulation

VP Call Center – Joseph Underwood and VP IT – Mary

Jones

14. Process Improvement Plan

The process improvement plan is a component of project management plan. Its purpose is to document how the project team will analyze various processes, determine where improvements can be made and implement improvement measures.

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Process boundaries ID Process Start Completion Inputs Outputs

1 Card design Process starts immediately upon an order being placed for material from the operations manager.

Process is complete once the card has been built.

Materials, written work order

Acknowledged work authorization from the technician.

2 Call center scripting

Process starts after hiring members.

It is completed after training the hired members for scripting.

Human Resource

Script for the card.

3 System Update

Starts after the material being shipped to the required location.

Ends at the final check from the quality engineer.

System software

Updated script and software.

4 Market launch

Starts after branding and scripting.

Ends at the stage of marketing accomplishment.

Designs and strategies

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Process configuration: Process configuration is a graphical representation of the project’s processes. Process metrics:

ID Metric Acceptable mean value

Upper control limit

Lower control limit

1 Core material waste 7% 9% 5%

2 Time from material ordered

35min 40min 32min

3 Time from system updated

45min 40min 42min

4 Market launch 20min 15min 12min

Card design, call center scripting, system update, market launch.

Acknowledged work authorization from the technician. Script for the card. Updated script and software.

Materials, written work order Human Resource System software Designs and strategies.

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Targets for Improved Performance Metric Current or

target values Acceptable mean value

Upper control limit

Lower control limit

Core material waste

Current 7% 9% 5%

Time from ordered material to line ready

Target 35min 40min 32min

Time from system update to line ready

Target 45min 40min 42min

Time from market launch

Current 20min 15min 12min

15. Human Resources Management Plan

The Human Resources Management Plan describes the end-to-end process that the project will use to meet its Human Resources requirements. It indicates the resources that are required, how they will be acquired and developed, how day-today management will be formed. The document also says for how long the resources will be needed, either permanently or short term work.

The content of this document is:

• Roles and Responsibilities; • Process of Acquiring; • Process of Developing;

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• Process of Managing; • Responsibility Assignment Matrix; - Check document 5.0 Responsibility Matrix Assignment; • Work Performance Reports; • Organizational Matrix;


Activity Responsibl e Notes

Develop Project Staff Assignment

Project Manager and Functional Managers

Expert judgment, verify portfolios, Scope Statement, inspection of all the requirements and OPA’s.

Create Project Statement of Work

Project Manager Based on the Project Staff Assignment. This document contents the Responsibility Assignment Matrix.

Acquire Human Resources

Functional Manager – Human Resources Team

The Human Resources Team and Functional Managers have to follow the Process of Acquiring contents in this document.

Develop Team performance

Functional Manager and Human Resources Team

The Human Resources Team and Functional Managers have to follow the Process of Developing contents in this document.

Gather Work Performance Data

Functional Manager and Human Resources Team

Based on the Project Schedule and Project Budget. Use check list according to the activities of the Project. Real data.

Create work performance reports

Project Manager and Human Resources Team

Compare data with the Project Schedule and Project Cost. Check Project Requirements and Quality Assurance.

Process of Acquiring:

The Human Resources Team will select candidates according to the Project Statement of Work and the Responsibility Matrix Assignment. The Functional Manager of each area will select the best candidate among the Human Resources Team Preselected team and their sources must be based on the requirements of the project. Upon select the team work, the hiring must follow the rules of hiring content in the OPA regarding. Check out the sections below:

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Item Notes Documents required Use the List of Document for the New Employees – Check List

Hiring Deadline New employees are able to start every Monday but the documents must be sent by the 15th of each month.

Integration The Integrations occur every Monday, full day, with the Human resources Team.

Work Performance Evaluation Functional Manager will use the 30 days Evaluation Form in order to give to the new employee a constructive feed back.

Process of Developing: The Functional Managers are welcome to suggest any activity that can help to develop the Team Work according to the rules

below:

• Alcohol and unlawfully are not allowed; • Activities involving religion and policy are not allowed; • Activities discriminatory or that exclude members are not allowed; • The activities must be submitted to the HR Department in order to get a approving; • The Company will pay for expenses up to $ 80 per employee; • Activities planned during the work time need also an authorization from the Head Direction;

Added note: In order to support the Human Resources demand in the Project one Human Resource Senior will be indicated

to work close to the team. Following their roles and responsibilities:

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1. Select the candidates to hire; 2. Integrate the new employees; 3. Support to the Call Center Training; 4. Support in activities to develop Team Work; 5. Support in gathering the work performance data and developing reports;

Process of Managing: The Functional Managers and VIP’s are responsible for managing their team. They have to Lead their team in order to meet

the Project Requirements and the Project Schedule and Budget expectations. In case of replacement team either replacement or off employee, the Functional Managers and the VIP’s must follow the

rules below:

1. According to the OPA, the off employee form must be sent by the 10th of each month; 2. The manager must report the reasons and failures; 3. The off employee must fill the evaluation of management form in order to get a feed back; 4. Personal and discriminatory reasons will be not accepted;

Responsibility Assignment Matrix: - Check the content of this Document in 5.0 Responsibility Matrix Assignment; Work Performance Reports; The Work Performance Report must be sent to the Sponsor, VIP’s and Functional Managers. It will content the following

information:

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• Project Schedule Comparative – Time and Activities X Performance Data; • Project Budget – Earned Value and Actual Cost Z Human Performance Data; • Knowledge area score; • Integration Score; • Team Work Score; • Improvement Plan;

The information above must be showed individually and as a team. The Functional Managers and the Human Resources

Team are responsible for developing and following up an Improvement Plan, in case of low track. Organizational Matrx:

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Responsibility Assessment Matrix

This document contents a detailed description of the Human Resources used in the Project. Description:

Human resource Description Quantity Status Period Project Notes

Lawyer Responsible for the legal permissions and regulations. 01 We have 1 month Permanent

Graphic Designer Responsible for designing the card dynamics. 01 Hire 2 months Short time

Call Center Officer Regulates the scripting and other updates related to the project. 01 We have 10 months Permanent

Marketing Officer Responsible for all the campaigns and advertising. 02 We have 10 months Permanent

Programmer Senior Responsible for oversight of all coding and programming tasks for the project.

02 We have 10 months Permanent

Programmer Junior Responsible for oversight of all coding and programming tasks for the project.


Quality Officer Senior Responsible for quality control and assurance logs throughout the project.


Quality Office Junior Responsible for creating and tracking quality control and assurance standards. 01 We have 6 months Permanent

Project Manager Responsible for planning, creating and managing all work activities. 01 We have 10 months Permanent

Project Assistant Senior

Responsible for tracking, communicating, internal coordination. 01 We have 10 months Permanent

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Project Assistant Junior

Responsible for project documentations. 02 We have 10 months Permanent

HR Officer Responsible for hiring team members and staffing for the project. 01 We have 10 months Permanent

RACI:

WBS Work packages and activities Sponsor Project

Manager Designers Department

Head's 1.1 Legal contract R A I A 1.2 Project management C A I R 1.3 Call center updates I I R A 1.4 Computer system updates I C A R 1.5 Card design C I A R 1.6 Marketing campaign R I A C

R - Responsible "The Doer"

A - Accountable The buck stops here

C - Consulted "In the loop"

I - Informed "Kept in the picture"

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16. Communication Management Plan

Audien ce Description and Purpose Thesaurus Owner Medium Prevalence VP of New Business Update the schedule and monitor cost -Slide update

-Status report Project Manager -Email -Weekly

CEO of the Bank Report financial balance -Slide update Project Manager -Email -Weekly VP of Computer Dept. Ensure resources, time and budget

required -Meeting - Project Schedule

Project Manager -Face to face -Call -Email

-Daily -Weekly

VP of Marketing Dept. Provide the guideline to design the card

-Meeting - Project Schedule


-Daily -Weekly

VP of Call centre Ensure resources required -Meeting - Project Schedule


-Daily -Weekly

Project Management Office Update the Project -Status report - Project Schedule

Project Manager -Email -Weekly

17. Risk Management Plan The risk management plan defines the approach taken to identify, manage, score and rank the impacts on the project. The

risks must be identified ahead of time in order to implement a mitigation strategy from the project’s onset. The most severe and the highest impact risks must be add to the schedule and the budget according to the risk response

plan. The content of this document are:

• Roles and Responsibilities; • Impact rating;

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• Probability rating; • Risk assessment matrix; • Risk response plan;


Activity Responsible Notes Identify Risks Project Manager, Functional

Manager and stakeholders Expert judgment, verify portfolios, Interviews, OPAs, Scope Statement and Inspection of all the requirements,

Risk Breakdown Structure

Project Manager Use the boardroom to develop the RBS.

Risk Register Project Manager and Functional Manager

Expert judgment, verify portfolios, Interviews, OPAs, Scope Statement and Inspection of all the requirements,

Perform Qualitative Analysis

Project Manager and Functional Manager

Use the boardroom to develop the WBS.

Perform Quantitative Analysis

Project Manager and Functional Manager

Inspection all the requirements, use expert judgement and decomposition.

Risks Responses Plan Project Team Use Group Decision-Making to develop the Changing Plan and validate it.

Impact Rating:

The impact rating will be measure on scale of 1 to 5 according to the table below:

Quantitative Qualitative 1-20% Negligible 21-40% Minor 41-60% Moderate 61-80% Significant 81-100% Severe

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Probability Rating:

The risk probability will be measure on a percentage scale according to the table below:

Quantitative Qualitative 1-20% Very low 21-40% Low 41-60% Medium 61-80% High 81-100% Very High

Risk Assessment Matrix:

Impa

ct (

Con

sequ

ence

/ S

ever

ity)

Severe Considerable management and monitoring required

Considerable management and monitoring required

Manage and monitor risks

Manage and monitor risks required

Extensive management (Fact)

Significant Management and monitoring required

Management and monitoring


Must manage and monitor risk


Moderate Risk may be worth accepting with monitoring


Management effort worthwhile mitigate and monitor risks



Minor Accept Risk Risk may be worth accepting with monitoring

Mitigate and monitor risks

Should manage mitigate and monitor risk

Should manage mitigate and monitor risk

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Negligible Accept Risk Accept + Monitor Risk

Accept + Monitor Risk

Manage mitigate and monitor risk

Manage mitigate and monitor risk

Very Low Low Medium High Very High

Likelihood (Probability)

Risk response plan:

The risk response plan it will classify the risks in Accept (will accept the risk), Mitigate (Reduce the impact or the probability on the project) and Avoid (Do not do the activity or changed). The plan must contain a high detail of the impact on the following documents within the project:

• Project Requirements • Bottom up Budget • Project Schedule • Responsibility assignment matrix

The strategies for negative or positive Risks are going to base on the table below:

Acceptance The Risk is positive or the it is not going to change the situation.

Not Accept The Risk implies in changing the project or include an activity.

Mitigate The Risk implies a reduction of probability or impact – double check documents or improve training.

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The Risk Response is the process of developing strategies and determining actions, to enhance opportunities and reduce

risks to the project’s objectives. This plan also applies for the schedule and budget according to the deliverables of the project. The content of this document are:

• Identification and Performance – Table 1 and Table 2; • Risk Response Action; • Risk Response Cost – Table 3; • Risk Response Schedule; • Risk Response Milestone; • Risk Change Request;

Identification and Performance:

The Risks below were identified by the Project Management Team, Stakeholders and Functional Managers involved in the Project. They based on expert judgement; portfolio, interviews, OPA’s the Scope Statement and Inspection of the requirements. A project team member is assigned to take responsibility for each risk response. This process ensures that each risk requiring a response has an owner monitoring the responses, although the owner may delegate implementation of a response to someone else. The Structure below maps the likely risks identified within the deliverables:

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Table 1 - Identification

S.No Deliverable RBS Detail Owner

1.1.1 Card Interface Color or design chosen don't be accepted by the customers. VIP of Marketing

1.1.2 Card Security Encryption Error to read the card in the coffee shop machines. VIP of Marketing and Quality Support

1.1.3 Card Manufacturing Bad quality of material resulting in replacement. VIP of Marketing and Quality Support

1.1.4 Card Functionality Lack of support and training in the coffee houses. VIP of Marketing and VIP of New Business

1.2.1 Computer System

Local Service Interface between new system and the credit card company might not be able to send the data VIP of Computer System


Technology Limit The hardware might not be able to run the new system with a good performance. VIP of Computer System


System Design New system change might causes delay in the Call Centre. VIP of Computer System


Network Poor network management can cause a delay on some activities which depends on internet. VIP of Computer System


Performance Work Programmers might don't be familiar with the necessaries changes. VIP of Computer System


Security Data Lack of security information could cause a lost of customers data. VIP of Computer System


Project Dependency The delay on the previous activities might cause a late work on the project. VIP of Computer System

1.3.1 Call Center Personal Skills New employees showing Insufficient communication skills VIP of Call Centre

1.3.2 Call Center Experience New employees with no enough experience might slow down the Call Centre Process VIP of Call Centre

1.3.3 Call Center Reliability Lack of knowledge about the OPA, Policies and Law. VIP of Call Centre and Lawyer

1.4.1 External Competition Main competitor is going to lunch same product close to our launch date. VIP of Marketing and VIP of New Business

1.4.2 External Adherence Lack of disclosure of the Project in the coffee houses. VIP of Marketing and VIP of New Business

1.4.3 External Partnership Bad quality of the coffee reflect on the BoNa brand. VP of New Business1.5.1 Organizational Marketing Campaign No efficient Communication Vehicle chosen resulting in low sales. VIP of Marketing

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Table 2 - Performance

S.No Detail Probability ImpactRisk Assessment

Probability Impact DetectabilityOverall Risk

1.1.1 Color or design chosen don't be accepted by the customers. Low Moderate Accept 26% 40% 85% 12%1.1.2 Error to read the card in the coffee shop machines. Low Severe Not accept 40% 100% 90% 44%1.1.3 Bad quality of material resulting in replacement. Very Low Severe Not accept 15% 100% 75% 20%1.1.4 Lack of support and training in the coffee houses. Medium Severe Mitigate 55% 100% 60% 92%1.2.1 Interface between new system and the credit card company might not be able to send the data Low Moderate Mitigate 22% 60% 90% 15%1.2.2 The hardware might not be able to run the new system with a good performance. Low Significant Not accept 30% 80% 85% 28%1.2.3 New system change might causes delay in the Call Centre. Medium Significant Mitigate 49% 60% 65% 45%

1.2.4 Poor network management can cause a delay on some activities which depends on internet. Low Moderate Not accept 35% 80% 90% 31%

1.2.5 Programmers might don't be familiar with the necessaries changes. Low Significant Not accept 35% 100% 50% 70%

1.2.6 Lack of security information could cause a lost of customers data. Medium Severe Not accept 50% 100% 60% 83%

1.2.7 The delay on the previous activities might cause a late work on the project. Medium Severe Mitigate 45% 60% 60% 45%

1.3.1 New employees showing Insufficient communication skills Medium Moderate Mitigate 52% 60% 40% 78%

1.3.2 New employees with no enough experience might slow down the Call Centre Process Medium Moderate Not accept 50% 100% 40% 125%

1.3.3 Lack of knowledge about the OPA, Policies and Law. Medium Severe Not accept 55% 100% 40% 138%

1.4.1 Main competitor is going to lunch same product close to our launch date. Very High Moderate Mitigate 85% 60% 90% 57%

1.4.2 Lack of disclosure of the Project in the coffee houses. Medium Severe Not accept 50% 100% 60% 83%

1.4.3 Bad quality of the coffee reflect on the BoNa brand. Low Severe Mitigate 35% 100% 60% 58%1.5.1 No efficient Communication Vehicle chosen resulting in low sales. Low Severe Not accept 35% 100% 30% 117%

Qualitative Analysis Quantitative Analyses

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Risk Response Action:

The Table below define the strategic and actions to reduce the Risks identified in the Project:

S.No Detail OwnerRisk Assessment

Response Plan

1.1.1 Color or design chosen don't be accepted by the customers. VIP of Marketing Accept (Considerer a Positive Risk)

1.1.2 Error to read the card in the coffee shop machines. VIP of Marketing and Quality Support Not Accept Provide extra tests on the spot

1.1.3 Bad quality of material resulting in replacement. VIP of Marketing and Quality Support Not Accept Spend time checking material (use check list)

1.1.4 Lack of support and training in the coffee houses. VIP of Marketing and VIP of New Business Mitigate Improve training and rise members

1.2.1 Interface between new system and the credit card company might not be able to send the data VIP of Computer System Mitigate Provide extra tests on the spot

1.2.2 The hardware might not be able to run the new system with a good performance. VIP of Computer System Not Accept Develop Initial tests to avoid surprises

1.2.3 New system change might causes delay in the Call Centre. VIP of Computer System Mitigate Provide extra tests on the spot

1.2.4 Poor network management can cause a delay on some activities which depends on internet. VIP of Computer System Not Accept Develop Initial tests to avoid surprises. It might change the current network

1.2.5 Programmers might don't be familiar with the necessaries changes. VIP of Computer System Not Accept Provide extra meetings to ensure commitment

1.2.6 Lack of security information could cause a lost of customers data. VIP of Computer System Not Accept Provide extra tests on the spot. It might result in extra cost

1.2.7 The delay on the previous activities might cause a late work on the project. VIP of Computer System Mitigate Check the HR Management Plan. It might result in payment of extra hours

1.3.1 New employees showing Insufficient communication skills VIP of Call Centre Mitigate Improve training and check content

1.3.2 New employees with no enough experience might slow down the Call Centre Process VIP of Call Centre Not Accept Spend time checking references

1.3.3 Lack of knowledge about the OPA, Policies and Law. VIP of Call Centre and Lawyer Not Accept Improve training and check content

1.4.1 Main competitor is going to lunch same product close to our launch date. VIP of Marketing and VIP of New Business Mitigate Develop a long term improvement plan to keep the Project up.

1.4.2 Lack of disclosure of the Project in the coffee houses. VIP of Marketing and VIP of New Business Not Accept Develop plan to check on the partner. Use resources that we have.

1.4.3 Bad quality of the coffee reflect on the BoNa brand. VP of New Business Mitigate Develop plan to check on the partner. Use resources that we have.

1.5.1 No efficient Communication Vehicle chosen resulting in low sales. VIP of Marketing Not Accept Reach a higher number of media

RISK RESPONSE PLANNING

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Risk Response Cost:

S.NoRisk Assessment

Cost $ Response PlanCost $ - Response Plan

1.1.1 Accept - (Considerer a Positive Risk) -

1.1.2 Not Accept 90.000,00 Provide extra tests on the spot 40.000,00

1.1.3 Not Accept 95.000,00 Spend time checking material (use check list) 19.000,00

1.1.4 Mitigate 50.000,00 Improve training and rise members 45.833,33

1.2.1 Mitigate 100.000,00 Provide extra tests on the spot 14.666,67

1.2.2 Not Accept 90.000,00 Develop Initial tests to avoid surprises 25.411,76

1.2.3 Mitigate 120.000,00 Provide extra tests on the spot 54.276,92

1.2.4 Not Accept 100.000,00 Develop Initial tests to avoid surprises. It might change the current network 31.111,11

1.2.5 Not Accept 100.000,00 Provide extra meetings to ensure commitment 70.000,00

1.2.6 Not Accept 200.000,00 Provide extra tests on the spot. It might result in extra cost 166.666,67

1.2.7 Mitigate 80.000,00 Check the HR Management Plan. It might result in payment of extra hours 36.000,00

1.3.1 Mitigate 100.000,00 Improve training and check content 78.000,00

1.3.2 Not Accept 75.000,00 Spend time checking references 93.750,00

1.3.3 Not Accept 100.000,00 Improve training and check content 137.500,00

1.4.1 Mitigate 100.000,00 Develop a long term improvement plan to keep the Project up. 56.666,67

1.4.2 Not Accept 150.000,00 Develop plan to check on the partner. Use resources that we have. 125.000,00

1.4.3 Mitigate 150.000,00 Develop plan to check on the partner. Use resources that we have. 87.500,00

1.5.1 Not Accept 100.000,00 Reach a higher number of media 116.666,67

1.198.049,80 TOTAL BUDGET: 5.945.000,00

RISK ON THE BUDGET 20%TOTAL: 7.143.049,80

TOTAL COST - RESPONSE PLAN:

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Risk Response Schedule:

S.No Response Plan Start Finish DurationActivity Link - according to Schedule

1.1.1 (Considerer a Positive Risk)

1.1.2 Provide extra tests on the spot 05/09/2016 06/09/2016 2 1.4.3 - Text software code changes SIMULTANEOUS

1.1.3 Spend time checking material (use check list) 25/02/2016 25/03/2016 30 1.5.5 - Design Card AFTER

1.1.4 Improve training and rise members 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS

1.2.1 Provide extra tests on the spot 05/09/2016 06/09/2016 2 1.4.3 - Text software code changes SIMULTANEOUS

1.2.2 Develop Initial tests to avoid surprises 17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code BEFORE

1.2.3 Provide extra tests on the spot 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work AFTER

1.2.4 Develop Initial tests to avoid surprises. It might change the current network17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code BEFORE

1.2.5 Provide extra meetings to ensure commitment 29/12/2015 21/03/2016 84 1.4.1 - Design System Change Code SIMULTANEOUS

1.2.6 Provide extra tests on the spot. It might result in extra cost 17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code SIMULTANEOUS

1.2.7 Check the HR Management Plan. It might result in payment of extra hours 18/12/2015 28/12/2015 11 1.2.5 - Develop all Management Plans AFTER

1.3.1 Improve training and check content 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS

1.3.2 Spend time checking references 03/05/2016 16/05/2016 14 1.3.1 - Acquire Team Work SIMULTANEOUS

1.3.3 Improve training and check content 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS

1.4.1 Develop a long term improvement plan to keep the Project up. 12/12/2015 21/12/2015 10 1.2.2 - Scope SIMULTANEOUS

1.4.2 Develop plan to check on the partner. Use resources that we have.

1.4.3 Develop plan to check on the partner. Use resources that we have.

1.5.1 Reach a higher number of media 29/12/2015 22/02/2016 56 1.6.1 - Develop Campaign Strategy SIMULTANEOUS

RISK RESPONSE PLANNING

* Use resource to check on the partner during 1 year after launch of the credit card.

* Use resource to check on the partner during 1 year after launch of the credit card.

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Risk Response Milestone:

S.No Deliverable Responsable Response Plan Milestone Date

1.1.1 Card VIP of Marketing (Considerer a Positive Risk) (Considered a Positive Risk)

1.1.2 Card VIP of Marketing Provide extra tests on the spot Validate Tests 07/09/2016

1.1.3 Card VIP of Marketing Spend time checking material (use check list) Validate Training Material 26/03/2016

1.1.4 Card VP of New Business Improve training and rise members Validate Training Material 08/06/2016


VIP of Computer System Provide extra tests on the spot Validate Tests 07/09/2016


VIP of Computer System Develop Initial tests to avoid surprises Validate Tests 22/03/2016


VIP of Computer System Provide extra tests on the spot Validate Tests 08/06/2016


VIP of Computer System Develop Initial tests to avoid surprises. It might change the current network Validate Tests 22/03/2016


VIP of Computer System Provide extra meetings to ensure commitment Validate meetings 22/03/2016


VIP of Computer System Provide extra tests on the spot. It might result in extra cost Validate Tests 22/03/2016


VIP of Computer System Check the HR Management Plan. It might result in payment of extra hours Validate Calendar Resources 29/12/2015

1.3.1 Call Center VIP of Call Centre Improve training and check content Validate Training Material 08/06/2016

1.3.2 Call Center VIP of Call Centre Spend time checking references Validate References 17/05/2016

1.3.3 Call Center VIP of Call Centre Improve training and check content Validate Training Material 08/06/2016

1.4.1 External VIP of Marketing Develop a long term improvement plan to keep the Project up. Validate Scope 22/12/2015

1.4.2 External VIP of Marketing Develop plan to check on the partner. Use resources that we have. Validate Plan 26/03/2016

1.4.3 External VP of New Business Develop plan to check on the partner. Use resources that we have. Validate Plan 26/03/2016

1.5.1 Organizational VIP of Marketing Reach a higher number of media Validate Marketing Campaign 23/02/2016

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18. Procurement Management Plan

This document it will describes how the project team will acquire services from outside the organization (BoNa), and how procurement processes will be managed. This plan identifies and defines the items to be procured, the types of contracts to be used in support of this project, the contract approval process, and decision criteria.

Procurement Management Approach

Project Manager will work with the project team to identify all items to be procured for the successful completion of the project. The Project Management Office (PMO) will review the procurement list before submitting it to the contracts and purchasing department. The contracts and purchasing department will review the procurement items, determine whether it is advantageous to make or buy the items, and begin the vendor selection, purchasing and the contracting process.

Procurement Definitions

The following procurement items have been determined to be essential for project completion and success. The following list of items, justification, and timeline are pending PMO review for submission to the contracts and purchasing department:

Item Justification Card Every deliverable related to the card will be outsourced because our company does not manufacture cards

and any features related to the card such as security encryption and the plastic card. Call Center The call center will be outsourced to a call center specialized company which are already prepared to do

this services, and with this we can save some time on training people. Marketing Campaign Our Marketing department will develop the marketing campaign but we will outsource some services such

as TV commercials, outdoors, printing and distribution of flyers.

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The purpose of the contract must follow ours quality policy and quality assurance on the following table:

Activity Deliverable Relationship Assurance Parameter Owner

Quality Product Credit Card External **ISO/IEC(International Electro-technical Commission) 7810


Quality Process Credit Card External Code of Conduct for the Credit Card Industry of Canada, according to financial Consumer Agency of Canada.


Quality Process Call Center External Personal Information Protection and Electronic Documents Acts – PIPEDA (Federal Legislation)

VP Call Center – Joseph Underwood

Quality Process Help Desk Internal OPA 1234 – Help Desk Answer VP IT – Mary Jones

**The characteristics specified included in ISO/IEC 7810 are

• Physical dimensions. • Resistance to bending, flame, chemicals, temperature and humidity. • Toxicity. • All bank cards should have thickness of 0.76mm .

85.60mm(or)3.370in

5 53.98mm

(or) 2.215in

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The following individuals are authorized to approve purchases for the project team:

Name Role Titans Project Manager Sally Evert Supervisor Bob Smith Sponsor Sam Snead VP of Marketing Department

Type of Contract to be used All items and services to be procured for this project will be solicited an analysis for each case. The project team will work

with the contracts and purchasing department to define the item types, quantities, services and required delivery dates. The contracts and purchasing department will then solicit bids from various vendors in order to procure the items within the required time frame and at a reasonable cost under the price contract once the vendor is selected.

Item to be outsourced Type of contract Justification Payment Card Fixed Price We will pay for the certain

amount of cards services and cards manufactured

Through the receipt send it by e-mail every the 10th day of each month, the payment it will be done in 20 days to the service provider.

Call Center Fixed Price We will pay for the pre determinate hours of call center services.

Through the receipt send it by e-mail every the 10th day of each month, the payment it will be done in 20 days to the service provider

Marketing Fixed Cost Plus Incentive We will pay a fixed price for the marketing services and if the service provider could get a cheaper cost for his services we will give them the extra budget.

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Seller Criteria

The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria: Evaluation Criteria Weighting Factor Ability of the vendor to provide all items by the required delivery date 3 Quality 5 Cost 4 Expected delivery date 5 Comparison of outsourced cost versus in-sourcing 3 Past performance 3 1 = not important – 5 = extremely important

These criteria will be measured by the contracts review board and/or the Project Manager. The ultimate decision will be made

based on these criteria as well as available resources.

Procurement Schedule

The following table it will describes the procurement schedule, when the deliverables should be completed.

Item Needed By Notes Card Feb 24, 2016 The service provider will continue manufacturing the cards until the end of the partnership with the

coffee shop, this schedule it is for when we need everything completed. Call Center Mar 21,2016 The call center will continue providing the service, this date it is for the go live of the call center

system. Marketing May 26,2016 The marketing campaign will keep going until the end of the partnership with the coffee shop and the

bank.