Week 5 for McBride Project

timer Asked: Aug 8th, 2013

Question Description

I’m studying and need help with a Computer Science question to help me learn.

I have this due tonight can you help? I have this portion for the team assignment. thank you 

 Cost Management Plan: Develop a cost plan for your project that identifies the allocation and cost of resources for your project. This estimate is applied across the calendar, making a budget that the finance department must know about so they can ensure the funds are available. Estimating the cost of each activity within each work package is the most accurate way. After performing bottom-up addition, see if your estimate meets the constraint allocated by upper management for the project. If not, you must either negotiate for more money or reduce quality or scope to ensure it is realistic to complete the project as defined with the funds available.  

McBride Project Management Plan

Project Plan

“McBride Financial Services is a start-up regional mortgage lender headquartered in Boise, Idaho. The firm will specialize in conventional, FHA, and VA loans for home purchasing and refinancing” (University of Phoenix, 2013).   Based on the transcript of the conversation between Hugh McBride (HM), of McBride Financial Services and Abram LaBelle (AL) of Smith Systems Consulting discussing the computer network needed for McBride’s planned offices, the company intends to expand its operations into eight locations.  The first locations will be located in Boise, Idaho, and Sioux Falls, South Dakota, with the Boise location identified as the McBride Financial Services home office.  There will also be two additional facilities in North Dakota, two more in Wyoming, one in Montana and an additional facility in Rapid City, South Dakota. 

Methodology and Business Case

Often, construction and multiple geographic locations introduce a dynamic and risky element to the process.  McBride Financial Services will sequence the installations in a phased approach to make the most efficient use of manpower and resources and reduce program risk.  As the (Lee, et. al, 2006) article illustrates, “construction projects are inherently complex and dynamic, involving multiple feedback processes and nonlinear relationships” (p. 84).  To address this issue, the first two installations will occur simultaneously with the main headquarters at the Boise, Idaho, as one location and the other at the Sioux Falls, South Dakota, locale.  There will be a programmed pause after the initial two installations to provide an opportunity to conduct lessons learned, refine the process, and train the installation teams.  Subsequent installations will occur in pairs over a six month period to allow time for final site preparations at each of the proposed locations.  The desired goal is a fully functional information system at each of the eight McBride Financial Services locations within one year.

Project Goal

McBride financial service has a goal of being the premier one stop mortgage company in five states.  This goal has led to the decision to expand and grow to eight more businesses opening up.  What this report will do is give a brief history of the company and their mission, and provide a look at who the primary stakeholders will be and the plan for each office.


McBride as a company is known for the ability to provide homeowners with the ability to stay with one company through the entire process of buying or selling a home.  Staying on the cutting edge of technology for the industry has proven well for McBride. This has helped them to complete their mission of providing fast and effective way to process mortgage applications.


According to "Project Stakeholder Management" (n.d.), A project’s stakeholders are defined as “any person or organization that is actively involved in a project, or whose interests may be positively or negatively affected by execution or completion of the project” (Definition of Project Stakeholders). The primary stakeholder in this business plan is Hugh McBride the owner of this company.  The secondary stakeholder will be the brokers at each office. The project management team will ensure each stakeholder has an equal voice in the execution of the project.  As Karlson (2002), illustrates in his article Project Stakeholder Management, each stakeholder will have his or her own interest in the project that may cause different priorities and conflicts. To mitigate those conflicts and balance the various stakeholder priorities, the program manager will ensure active stakeholder participation in the program process.  Each site broker will have a large role in the company because of them being the primary expense and the primary income, so hiring well-qualified people will be a main goal for McBride to accomplish.


The goal for McBride is to open up eight offices for financial services in in Idaho, North Dakota, South Dakota, Montana, and Wyoming.  The Idaho office will be the main office with the others reporting to Idaho.  Staffing goals are that the main office will staff the administrative assistants that will handle the necessary paper work.  All other offices will have two to three brokers that will handle all the services in that region. 

Project Charter

The overall goal of the project is to have eight offices McBride Financial Services all computer-networked for provision of conventional, FHA, and VA loans for home purchasing and refinancing services. The main stakeholders of the project are McBride Financial Services and Smith Systems Consulting Company together with the employees. It is expected that the sequence outlined for installation purposes and the time assigned will be adequate for the project. The project should be complete within a year. It is also assumed that the staff will be able and willing to adjust to the new information system after the first training. As Steinberg (1989) illustrates, “a charter is a written description of the means by which stated responsibilities will be carried out” (Steinberg, 1989, p. 12).  For McBride Financial Services, the project responsibilities are divided such that McBride Financial Services provides the funds for execution while Smith Systems Consulting will provide the labor and the technical knowhow as well as train McBride’s staff on the information system. The overall project is expected to cost approximately $1 million. While the schedules and timelines have been set, there is a risk of delays due to the importation of some of the equipment that may require more shipping time and risk of default by different suppliers. A monitoring program for the project is in place and there are milestones set that aim at evaluating the progress at each stage.

Project Scope


Work Breakdown Structure

The Work Breakdown Structure (WBS) is a hierarchical structure of the work that needs to be done to make the project a reality.  Marchewka, J. T. (2009, p.154), states, “The WBS also provides a bridge or link between the project’s scope and the detailed project plan that will be entered into a project management software package”.  The consultants for the project will be using Microsoft Project to create the WBS.  They will be producing charts and reports as part of the deliverables for submission at the status meetings with Hugh McBride at regularly intervals once the project begins.  The WBS is an iterative process that will be revised several times before the sponsor signs off on it.


The WBS is a logical decomposition of the project plan.  The highest level with the Unique WBS code one beside it is the Computer Network which is the end result of the project.  Level two is broken down into five phases; the Business Case, Project Charter and Plan, Execute and Control, Close Project, and Evaluate Project.  Each phase is further sub-divided into specific activities and important deliverables.  The Execute and Control phase is the most in-depth of the phases and shows the sub-phases of analysis, design, construction, testing, and implementation.  Each sub-phase is broken down into more detail activities.  The lowest levels represent work packages which comprise all the work necessary for completion of that sub-deliverable.  The WBS is therefore, the groundwork for determining the cost and schedule of the project.


Schedule Management Plan



Stakeholder Analysis

            A stakeholder is anyone who will benefit from the success or failure of a project.  McBride Financials are trying to carve out a share of the real estate market for themselves.  The successful outcome of this project will help the company gain a substantial foothold in the market.  Its failure, however, will be a win for their competitors.  The major stakeholders in this project are Hugh McBride, Smith Systems Consulting, the employees of McBride Financial Services, and the vendors they will be procuring goods and services from.  Select members of the various groups will participate in the various stages.  The project charter and project plan identifies who these individuals are and their roles and responsibilities. 

A stakeholder analysis helps the project manager in determining who to assign to certain tasks.  Marchewka, J. T. (2009, p. 110) suggests “one may start with the published organizational chart and then add to it as the complexities of the informal organization become known.” Important stakeholders are those who will provide resources to the project. As the sponsor of the project, Hugh McBride will only participate in the project at a high level but will be very influential sustaining it.  The list should also include both those who would benefit from the successful outcome of the project and also those who would benefit from its failure. 

The analysis process continues with indicating the stakeholders’ interest by putting relevant notations beside them; positive, negative, neutral, questionable.  Next note the level of influence each stakeholder has on the project by using a range of values to represent extremely high influence through to no influence in the decision-making process.  Another critical step in the analysis process involves assessing the risk of conflicts between certain individuals or groups.  At this point it should be easier to start labeling the individuals with their respective roles such as sponsor and product owner, consultants, and organization champion along with their objectives.  Finally, Marchewka, J. T. (2009, p. 111) suggests outlining strategies for the stakeholders relationships.  Understanding who the players are and the role each fills is vital in fostering good working relationships between the different sets of stakeholders.


Communication Management Plan

A communication management plan is a change management tool important in the management of any project and vital in ensuring desired behaviors. Communication involves the deliverance of relevant and clear message between project parties so as to ensure the objectives of the project are met (Letavec, Rollins, & Altwies, 2008). The main objective of communication is to facilitate a two-way information flow and to make use of the dialogue in channeling efforts in the right direction so as to meet the set objectives.

The main elements of a communication management plan include: Date, Name of stakeholder, title of stakeholder, the type of information required, frequency at which it is required, team member responsible for compiling the information and the delivery channel to be used. These entries ensure there is consistency and information needs are well documented (Letavec, Rollins, & Altwies, 2008). It also ensures that the implementers are aware of the needed information and communicates with the stakeholders in good time to promote project efficiency. It should ideally be developed at the design phase of the project before commencement of the project activities so as to be used regularly and consistently. Through a communication plan, channels of communication to different stakeholders are set out. For example, Smith Systems will be aware of what information is needed when and what channels are to be used in delivering this information to Mcbride Financial Services.

Quality Management Plan

An effective quality management plan must ensure that both the product and process meets the customer’s needs.  McBride Financial Services looks at quality management as a holistic endeavor and embraces the functionality found in established standards, such as Lean Six Sigma illustrated in figure one.  All projects managed by McBride financial Services will ensure Black Belt certified personnel are available in support of the project and Green Belt certified staff are assigned to each project. This creates an environment that, as Wagner, (1997) illustrates in his article Total Quality Management: A Plan for Optimizing Human Potential? “it becomes very important to monitor the system and to constantly seek ways for further improvement. Making the system better is the essence of a quality organization” (Wagner, 1997, p. 243).  McBride Financial Services accomplished this with a robust approach toward a culture dedicated to the elimination of waste within the organization’s processes.


Figure 1.

            The scope of the McBride Financial Services expansion includes building modification and information system infrastructure development.  In order to ensure the implementation effort at the various locations are standardized, McBride Financial Services will comply with the ISO 9001:2008 certification standards.  The is largely due to the fact the ISO 9001:2008 sets the criteria for a quality management system and can be certified to, providing McBride Financial Services with a certified quality management system.

            In line with the inherent controls and audits compliance with the ISO 9001:2008 provides, McBride Financial Services will be tracking the key project milestones of network design, installation of network cables, hardware procurement, hardware setup, and implementation with specific entry and exit criteria for each event at each physical location.  McBride Financial Services’ designated project managers and local site managers will approve documentation to initiate entrance or exit milestones and ensure the program remains within the proposed $1 million budget.



Risk Management Plan


Procurement Plan


Cost Management Plan


Staffing Plan




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