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Need to choose a IT based company and have to do the documents which are given below.

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PROJECT MANAGEMENT PLAN TEMPLATE This Project Management Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com PROJECT MANAGEMENT PLAN COMPANY NAME STREET ADDRESS CITY, STATE ZIP CODE DATE Project Management Plan Template www.ProjectManagementDocs.com TABLE OF CONTENTS INTRODUCTION ................................................................................................................................ 2 PROJECT MANAGEMENT APPROACH ................................................................................................ 2 PROJECT SCOPE................................................................................................................................ 3 MILESTONE LIST .............................................................................................................................. 3 SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 4 CHANGE MANAGEMENT PLAN ......................................................................................................... 4 COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 5 COST MANAGEMENT PLAN .............................................................................................................. 7 PROCUREMENT MANAGEMENT PLAN............................................................................................... 9 PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 9 SCHEDULE MANAGEMENT PLAN.................................................................................................... 10 QUALITY MANAGEMENT PLAN ...................................................................................................... 11 RISK MANAGEMENT PLAN ............................................................................................................. 13 RISK REGISTER .............................................................................................................................. 13 STAFFING MANAGEMENT PLAN ..................................................................................................... 13 RESOURCE CALENDAR ................................................................................................................... 15 COST BASELINE ............................................................................................................................. 15 QUALITY BASELINE ....................................................................................................................... 16 SPONSOR ACCEPTANCE .................................................................................................................. 17 1 Project Management Plan Template www.ProjectManagementDocs.com INTRODUCTION The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section. Total Software Incorporated (TSI) has recently approved the SmartVoice project to move forward for project initiation within the research and development (R&D) group. This project will result in the development of new voice recognition software and supports TSI’s corporate strategy of providing progressive solutions to clients which improve productivity in both the workplace and home environment. While voice recognition software is currently available, TSI believes that new technological developments will enable our team to develop a solution far superior to what is currently available. TSI has been successful in gaining market share because of its aggressive pursuit of product quality, ease of use, flexibility, and customer service. Additionally, customers understand that our products may be applied to a wide range of uses for business and personal functions. By leveraging our reputation for superior quality and user-friendly products, and capitalizing on new technology, TSI can position itself as the premier provider of effective and easy to use voice recognitions software in today’s marketplace. PROJECT MANAGEMENT APPROACH This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any resource constraints or limitations. If there are any decisions which must be made by specific individuals—for example authorizing additional funding by the project sponsor—this should also be stated here. It should be written as an Executive Summary for the Project Management Plan. The Project Manager, Joe Green, has the overall authority and responsibility for managing and executing this project according to this Project Plan and its Subsidiary Management Plans. The project team will consist of personnel from the coding group, quality control/assurance group, technical writing group, and testing group. The project manager will work with all resources to perform project planning. All project and subsidiary management plans will be reviewed and approved by the project sponsor. All funding decisions will also be made by the project sponsor. Any delegation of approval authority to the project manager should be done in writing and be signed by both the project sponsor and project manager. The project team will be a matrix in that team members from each organization continue to report to their organizational management throughout the duration of the project. The project manager is responsible for communicating with organizational managers on the progress and performance of each project resource. 2 Project Management Plan Template www.ProjectManagementDocs.com PROJECT SCOPE State the scope of the project in this section. The scope statement from the project charter should be used as a starting point; however, the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section, the better the product. This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders. The scope of TSI’s SmartVoice project includes the planning, design, development, testing, and transition of the SmartVoice voice recognition software package. This software will meet or exceed organizational software standards and additional requirements established in the project charter. The scope of this project also includes completion of all documentation, manuals, and training aids to be used in conjunction with the software. Project completion will occur when the software and documentation package has been successfully executed and transitioned to TSI’s manufacturing group for production. All SmartVoice project work will be performed internally and no portion of this project will be outsourced. The scope of this project does not include any changes in requirements to standard operating systems to run the software, software updates or revisions. MILESTONE LIST Provide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which provides some insight to the major milestones. This section should also mention or discuss actions taken if any changes to the milestones or delivery dates are required. The below chart lists the major milestones for the SmartVoice Project. This chart is comprised only of major project milestones such as completion of a project phase or gate review. There may be smaller milestones which are not included on this chart but are included in the project schedule and WBS. If there are any scheduling delays which may impact a milestone or delivery date, the project manager must be notified immediately so proactive measures may be taken to mitigate slips in dates. Any approved changes to these milestones or dates will be communicated to the project team by the project manager. Milestone Complete Requirements Gathering Complete SmartVoice Design Complete SmartVoice Coding Complete SmartVoice Testing and Debugging Complete Transition of Description All requirements for SmartVoice must be determined to base design upon This is the theoretical design for the software and its functionality All coding completed resulting in software prototype Date 2/28/xx All functionality tested and all identified errors corrected Completed software and documentation transitioned 8/31/xx 3 5/31/xx 7/31/xx 11/30/xx Project Management Plan Template www.ProjectManagementDocs.com SmartVoice to TSI Production to operations group to begin production SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE This section should discuss the WBS, WBS Dictionary, and Schedule baseline and how they will be used in managing the project’s scope. The WBS provides the work packages to be performed for the completion of the project. The WBS Dictionary defines the work packages. The schedule baseline provides a reference point for managing project progress as it pertains to schedule and timeline. The schedule baseline and work breakdown structure (WBS) should be created in Microsoft Project. The WBS can be exported from the MS Project file. The WBS for the SmartVoice Project is comprised of work packages which do not exceed 40 hours of work but are at least 4 hours of work. Work packages were developed through close collaboration among project team members and stakeholders with input from functional managers and research from past projects. The WBS Dictionary defines all work packages for the SmartVoice Project. These definitions include all tasks, resources, and deliverables. Every work package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet project requirements. The SmartVoice Project schedule was derived from the WBS and Project Charter with input from all project team members. The schedule was completed, reviewed by the Project Sponsor, and approved and base-lined. The schedule will be maintained as a MS Project Gantt Chart by the SmartVoice Project Manager. Any proposed changes to the schedule will follow TSI’s change control process. If established boundary controls may be exceeded, a change request will be submitted to the Project Manager. The Project Manager and team will determine the impact of the change on the schedule, cost, resources, scope, and risks. If it is determined that the impacts will exceed the boundary conditions then the change will be forwarded to the Project Sponsor for review and approval. The SmartVoice boundary conditions are: CPI less than 0.8 or greater than 1.2 SPI less than 0.8 or greater than 1.2 If the change is approved by the Project Sponsor then it will be implemented by the Project Manager who will update the schedule and all documentation and communicate the change to all stakeholders in accordance with the Change Control Process. The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A, Project Schedule and Appendix B, Work Breakdown Structure. CHANGE MANAGEMENT PLAN This section should describe your change control process. Ideally, this process will be some type of organizational standard which is repeatable and done on most or all projects when a change is necessary. Changes to any project must be carefully considered and the impact of the change 4 Project Management Plan Template www.ProjectManagementDocs.com must be clear in order to make any type of approval decisions. Many organizations have change control boards (CCBs) which review proposed changes and either approve or deny them. This is an effective way to provide oversight and ensure adequate feedback and review of the change is obtained. This section should also identify who has approval authority for changes to the project, who submits the changes, how they are tracked and monitored. For complex or large projects the Change Management Plan may be included as an appendix to the Project Management Plan or as a separate, stand-alone document. We have a detailed Change Management Plan template available on our website. The following steps comprise TSI’s organization change control process for all projects and will be utilized on the SmartVoice project: Step #1: Identify the need for a change (Any Stakeholder) Requestor will submit a completed TSI change request form to the project manager Step #2: Log change in the change request register (Project Manager) The project manager will maintain a log of all change requests for the duration of the project Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor) The project manager will conduct an evaluation of the impact of the change to cost, risk, schedule, and scope Step #4: Submit change request to Change Control Board (CCB) (Project Manager) The project manager will submit the change request and analysis to the CCB for review Step #5: Change Control Board decision (CCB) The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information Step #6: Implement change (Project Manager) If a change is approved by the CCB, the project manager will update and re-baseline project documentation as necessary as well as ensure any changes are communicated to the team and stakeholders Any team member or stakeholder may submit a change request for the SmartVoice Project. The SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or schedule must meet his approval. All change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not. COMMUNICATIONS MANAGEMENT PLAN The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed to ensure project success. You should give considerable thought to how you want to manage communications on every project. By having a solid communications management approach you’ll find that many project management problems can be avoided. In this section you should provide an overview of your communications management approach. Generally, the Communications Management Plan defines the following: • Communication requirements based on roles 5 Project Management Plan Template www.ProjectManagementDocs.com • • • • • • What information will be communicated How the information will be communicated When will information be distributed Who does the communication Who receives the communication Communications conduct For larger and more complex projects, the Communications Management Plan may be included as an appendix or separate document apart from the Project Management Plan. We have a detailed Communications Management Plan template available on our website. This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication requirements change. This plan identifies and defines the roles of SmartVoice project team members as they pertain to communications. It also includes a communications matrix which maps the communication requirements of this project, and communication conduct for meetings and other forms of communication. A project team directory is also included to provide contact information for all stakeholders directly involved in the project. The Project Manager will take the lead role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix below. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it, and to whom to communicate. Communication Type Weekly Status Report Weekly Project Team Meeting Project Monthly Review (PMR) Project Gate Reviews Technical Design Review Description Email summary of project status Meeting to review action register and status Present metrics and status to team and sponsor Present closeout of project phases and kickoff next phase Review of any technical designs or work associated with the project Frequency Format Weekly Email Weekly Monthly Deliverable Owner Project Sponsor, Team and Stakeholders Status Report Project Manager In Person Project Team Updated Action Register Project Manager In Person Project Sponsor, Team, and Stakeholders Status and Metric Presentation Project Manager As Needed In Person Project Sponsor, Team and Stakeholders Phase completion report and phase kickoff Project Manager As Needed In Person Project Team Technical Design Package Project Manager 6 Participants/ Distribution Project Management Plan Template www.ProjectManagementDocs.com Project team directory for all communications is: Name Title E mail Office Phone Cell Phone John Davis Joe Green Project Sponsor Project Manager Senior Programmer Programmer Sr. Quality Specialist Quality Specialist Technical Writer Testing Specialist j.davis@tsi.com j.green@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx h.walker@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx j.black@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx m.white@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx r.smith@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx t.sunday@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx k.brown@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx Herb Walker Jason Black Mary White Ron Smith Tom Sunday Karen Brown Communications Conduct: Meetings: The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled meeting and all participants are expected to review the agenda prior to the meeting. During all project meetings the timekeeper will ensure that the group adheres to the times stated in the agenda and the recorder will take all notes for distribution to the team upon completion of the meeting. It is imperative that all participants arrive to each meeting on time and all cell phones and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting minutes will be distributed no later than 24 hours after each meeting is completed. Email: All email pertaining to the SmartVoice Project should be professional, free of errors, and provide brief communication. Email should be distributed to the correct project participants in accordance with the communication matrix above based on its content. All attachments should be in one of the organization’s standard software suite programs and adhere to established company formats. If the email is to bring an issue forward then it should discuss what the issue is, provide a brief background on the issue, and provide a recommendation to correct the issue. The Project Manager should be included on any email pertaining to the SmartVoice Project. Informal Communications: While informal communication is a part of every project and is necessary for successful project completion, any issues, concerns, or updates that arise from informal discussion between team members must be communicated to the Project Manager so the appropriate action may be taken. COST MANAGEMENT PLAN The Cost Management Plan clearly defines how the costs on a project will be managed throughout the project’s lifecycle. It sets the format and standards by which the project costs are 7 Project Management Plan Template www.ProjectManagementDocs.com measured, reported, and controlled. Working within the cost management guidelines is imperative for all project team members to ensure successful completion of the project. These guidelines may include which level of the WBS cost accounts will be created in and the establishment of acceptable variances. The Cost Management Plan: • Identifies who is responsible for managing costs • Identifies who has the authority to approve changes to the project or its budget • How cost performance is quantitatively measured and reported upon • Report formats, frequency and to whom they are presented For complex or large projects the Cost Management Plan may be included as an appendix to the Project Management Plan or as a separate, stand-alone document. We have a detailed Cost Management Plan template available on our website. The Project Manager will be responsible for managing and reporting on the project’s cost throughout the duration of the project. The Project Manager will present and review the project’s cost performance during the monthly project status meeting. Using earned value calculations, the Project Manager is responsible for accounting for cost deviations and presenting the Project Sponsor with options for getting the project back on budget. All budget authority and decisions, to include budget changes, reside with the SmartVoice Project Sponsor. For the SmartVoice Project, control accounts will be created at the fourth level of the WBS which is where all costs and performance will be managed and tracked. Financial performance of the SmartVoice Project will be measured through earned value calculations pertaining to the project’s cost accounts. Work started on work packages will grant that work package with 50% credit; whereas, the remaining 50% is credited upon completion of all work defined in that work package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole hour. Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a monthly basis by the Project Manager to the Project Sponsor. Variances of 10% or +/- 0.1 in the cost and schedule performance indexes will change the status of the cost to yellow or cautionary. These will be reported and if it’s determined that there is no or minimal impact on the project’s cost or schedule baseline then there may be no action required. Cost variances of 20%, or +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to red or critical. These will be reported and require corrective action from the Project Manager in order to bring the cost and/or schedule performance indexes back in line with the allowable variance. Any corrective actions will require a project change request and be must approved by the CCB before it can be implemented. Earned value calculations will be compiled by the Project Manager and reported at the monthly project status meeting. If there are indications that these values will approach or reach the critical stage before a subsequent meeting, the Project Manager will communicate this to the Project Sponsor immediately. 8 Project Management Plan Template www.ProjectManagementDocs.com PROCUREMENT MANAGEMENT PLAN The Procurement Management Plan should be defined enough to clearly identify the necessary steps and responsibilities for procurement from the beginning to the end of a project. The project manager must ensure that the plan facilitates the successful completion of the project and does not become an overwhelming task in itself to manage. The project manager will work with the project team, contracts/purchasing department, and other key players to manage the procurement activities. For larger projects or projects with more complicated procurement management requirements, you can include the Procurement Management Plan as a separate document apart from the Project Management Plan. We have a detailed Procurement Management Plan available on our website. The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager is authorized to approve all procurement actions up to $50,000. Any procurement actions exceeding this amount must be approved by the Project Sponsor. While this project requires minimal or no procurement, in the event procurement is required, the Project Manager will work with the project team to identify all items or services to be procured for the successful completion of the project. The Project Manager will then ensure these procurements are reviewed by the Program Management Office (PMO) and presented to the contracts and purchasing groups. The contracts and purchasing groups will review the procurement actions, determine whether it is advantageous to make or buy the items or resource required services internally, and begin the vendor selection, purchasing and the contracting process. In the event a procurement becomes necessary, the Project Manager will be responsible for management any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and communicate this to the purchasing and contracts groups. PROJECT SCOPE MANAGEMENT PLAN It is important that the approach to managing the projects’ scope be clearly defined and documented in detail. Failure to clearly establish and communicate project scope can result in delays, unnecessary work, failure to achieve deliverables, cost overruns, or other unintended consequences. This section provides a summary of the Scope Management Plan in which it addresses the following: • Who has authority and responsibility for scope management • How the scope is defined (i.e. Scope Statement, WBS, WBS Dictionary, Statement of Work, etc.) • How the scope is measured and verified (i.e. Quality Checklists, Scope Baseline, Work Performance Measurements, etc.) • The scope change process (who initiates, who authorizes, etc.) 9 Project Management Plan Template www.ProjectManagementDocs.com • Who is responsible for accepting the final project deliverable and approves acceptance of project scope We have a detailed Scope Management Plan available on our website which can be included as an appendix to the Project Management Plan for larger or more complex projects. Be sure to review it and determine if it's necessary for managing your project. Scope management for the SmartVoice Project will be the sole responsibility of the Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager, Sponsor, and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Sponsor for acceptance. Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the final project deliverables and project scope. The Project Sponsor is responsible for formally accepting the project’s final deliverable. This acceptance will be based on a review of all project documentation, testing results, beta trial results, and completion of all tasks/work packages and product functionality. SCHEDULE MANAGEMENT PLAN This section provides a general framework for the approach which will be taken to create the project schedule. Effective schedule management is necessary for ensuring tasks are completed on time, resources are allocated appropriately, and to help measure project performance. This section should include discussion of the scheduling tool/format, schedule milestones, and schedule development roles and responsibilities. Be sure to check out the detailed Schedule Management Plan available on our website. The separate Schedule Management Plan is suitable for larger projects or projects where the schedule management is more formalized. Project schedules for the SmartVoice Project will be created using MS Project 2007 starting with the deliverables identified in the project’s Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which must be performed to complete each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development. 10 Project Management Plan Template www.ProjectManagementDocs.com Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources must agree to the proposed work package assignments, durations, and schedule. Once this is achieved the project sponsor will review and approve the schedule and it will then be base lined. In accordance with TSI’s organizational standard, the following will be designated as milestones for all project schedules: • Completion of scope statement and WBS/WBS Dictionary • Base lined project schedule • Approval of final project budget • Project kick-off • Approval of roles and responsibilities • Requirements definition approval • Completion of data mapping/inventory • Project implementation • Acceptance of final deliverables Roles and responsibilities for schedule development are as follows: The project manager will be responsible for facilitating work package definition, sequencing, and estimating duration and resources with the project team. The project manager will also create the project schedule using MS Project 2007 and validate the schedule with the project team, stakeholders, and the project sponsor. The project manager will obtain schedule approval from the project sponsor and baseline the schedule. The project team is responsible for participating in work package definition, sequencing, duration, and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved. The project sponsor will participate in reviews of the proposed schedule and approve the final schedule before it is base lined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation. QUALITY MANAGEMENT PLAN This section discusses how quality management will be used to ensure that the deliverables for the project meet a formally established standard of acceptance. All project deliverables should be defined in order to provide a foundation and understanding of the tasks at hand and what work must be planned. Quality management is the process by which the organization not only completes the work, but completes the work to an acceptable standard. Without a thorough Quality Management Plan, work may be completed in a substandard or unacceptable manner. This section should include quality roles and responsibilities, quality control, quality assurance, and quality monitoring. 11 Project Management Plan Template www.ProjectManagementDocs.com For larger or more complex projects, the Quality Management Plan may be included as an appendix or separate document. A detailed Quality Management Plan is available for use on our website. All members of the SmartVoice project team will play a role in quality management. It is imperative that the team ensures that work is completed at an adequate level of quality from individual work packages to the final project deliverable. The following are the quality roles and responsibilities for the SmartVoice Project: The Project Sponsor is responsible for approving all quality standards for the SmartVoice Project. The Project Sponsor will review all project tasks and deliverables to ensure compliance with established and approved quality standards. Additionally, the Project Sponsor will sign off on the final acceptance of the project deliverable. The Project Manager is responsible for quality management throughout the duration of the project. The Project Manager is responsible for implementing the Quality Management Plan and ensuring all tasks, processes, and documentation are compliant with the plan. The Project Manager will work with the project’s quality specialists to establish acceptable quality standards. The Project Manager is also responsible for communicating and tracking all quality standards to the project team and stakeholders. The Quality Specialists are responsible for working with the Project Manager to develop and implement the Quality Management Plan. Quality Specialists will recommend tools and methodologies for tracking quality and standards to establish acceptable quality levels. The Quality Specialists will create and maintain Quality Control and Assurance Logs throughout the project. The remaining member of the project team, as well as the stakeholders will be responsible for assisting the Project Manager and Quality Specialists in the establishment of acceptable quality standards. They will also work to ensure that all quality standards are met and communicate any concerns regarding quality to the Project Manager. Quality control for the SmartVoice Project will utilize tools and methodologies for ensuring that all project deliverables comply with approved quality standards. To meet deliverable requirements and expectations, we must implement a formal process in which quality standards are measured and accepted. The Project Manager will ensure all quality standards and quality control activities are met throughout the project. The Quality Specialists will assist the Project Manager in verifying that all quality standards are met for each deliverable. If any changes are proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation. Quality assurance for the SmartVoice Project will ensure that all processes used in the completion of the project meet acceptable quality standards. These process standards are in place to maximize project efficiency and minimize waste. For each process used throughout the project, the Project Manager will track and measure quality against the approved standards with 12 Project Management Plan Template www.ProjectManagementDocs.com the assistance of the Quality Specialists and ensure all quality standards are met. If any changes are proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation. RISK MANAGEMENT PLAN This section provides a general description for the approach taken to identify and manage the risks associated with the project. It should be a short paragraph or two summarizing the approach to risk management on this project. Since risk management is a science in itself, we have many risk management templates available on our website. Look for the detailed Risk Management Plan, Risk Register along with templates for performing a risk assessment meeting. The approach for managing risks for the SmartVoice Project includes a methodical process by which the project team identifies, scores, and ranks the various risks. Every effort will be made to proactively identify risks ahead of time in order to implement a mitigation strategy from the project’s onset. The most likely and highest impact risks were added to the project schedule to ensure that the assigned risk managers take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Risk managers will provide status updates on their assigned risks in the bi-weekly project team meetings, but only when the meetings include their risk’s planned timeframe. Upon the completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base. RISK REGISTER The Risk Register for this project is provided in Appendix C, Risk Register. STAFFING MANAGEMENT PLAN Discuss how you plan to staff the project. This section should include discussion on matrixed or projectized organizational structure depending on which is being used for this project. This section should also include how resources will be procured and managed as well as the key resources needed for the project. The SmartVoice Project will consist of a matrix structure with support from various internal organizations. All work will be performed internally. Staffing requirements for the SmartVoice Project include the following: Project Manager (1 position) – responsible for all management for the SmartVoice Project. The Project Manager is responsible for planning, creating, and/or managing all work activities, 13 Project Management Plan Template www.ProjectManagementDocs.com variances, tracking, reporting, communication, performance evaluations, staffing, and internal coordination with functional managers. Senior Programmer (1 position) – responsible for oversight of all coding and programming tasks for the SmartVoice Project as well as ensuring functionality is compliant with quality standards. Responsible for working with the Project Manager to create work packages, manage risk, manage schedule, identify requirements, and create reports. The Senior Programmer will be managed by the Project Manager who will provide performance feedback to the functional manager. Programmer (1 position) – responsible for coding and programming for the SmartVoice Project. All coding and programming tasks will be reviewed by the Senior Programmer prior to implementation. Responsibilities also include assisting with risk identification, determining impacts of change requests, and status reporting. The Programmer will be managed by the Project Manager and feedback will be provided to the functional manager for performance evaluations by the Project Manager and Senior Programmer. Senior Quality Specialist (1 position) – responsible for assisting the Project Manager in creating quality control and assurance standards. The Senior Quality Specialist is also responsible for maintaining quality control and assurance logs throughout the project. The Senior Quality Specialist will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations. Quality Specialist (1 position) – responsible for assisting the Project Manager and Senior Quality Specialist in creating and tracking quality control and assurance standards. The Quality Specialist will have primary responsibility for compiling quality reporting and metrics for the Project Manager to communicate. The Quality Specialist will be managed by the Project Manager who will provide feedback, along with the Senior Quality Specialist to the functional manager for performance evaluations. Technical Writer (1 position) – responsible for compiling all project documentation and reporting into organizational formats. Responsible for assisting the Project Manager in Configuration Management and revision control for all project documentation. Responsible for scribing duties during all project meetings and maintaining all project communication distribution lists. The Technical Writer will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations. Testing Specialist (1 position) – responsible for helping establish testing specifications for the SmartVoice Project with the assistance of the Project Manager and Programmers. Responsible for ensuring all testing is complete and documented in accordance with TSI standards. Responsible for ensuring all testing resources are coordinated. The Testing Specialist will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations. The Project Manager will negotiate with all necessary TSI functional managers in order to identify and assign resources for the SmartVoice Project. All resources must be approved by the 14 Project Management Plan Template www.ProjectManagementDocs.com appropriate functional manager before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace. RESOURCE CALENDAR Include a Resource Calendar as part of your project plan. The resource calendar identifies key resources needed for the project and the times/durations they'll be needed. Some resources may be needed for the entire length of the project while others may only be required for a portion of the project. This information must be agreed to by the Project Sponsor and Functional Managers prior to beginning the project. The SmartVoice Project will require all project team members for the entire duration of the project although levels of effort will vary as the project progresses. The Project is scheduled to last one year with standard 40 hour work weeks. If a project team member is not required for a full 40 hour work week at any point during the project, their efforts outside of the SmartVoice Project will be at the discretion of their Functional Manager. SmartVoice Resource Calendar 180 160 Hours per month 140 120 PM Programmers 100 Quality Specs 80 Tech Writer Testing Spec 60 40 20 0 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Month COST BASELINE This section contains the cost baseline for the project upon which cost management will be based. The project will use earned value metrics to track and manage costs and the cost baseline provides the basis for the tracking, reporting, and management of costs. The cost baseline for the SmartVoice project includes all budgeted costs for the successful completion of the project. 15 Project Management Plan Template www.ProjectManagementDocs.com Project Phase Planning Budgeted Total $350,000 Design $250,000 Coding $200,000 Testing $175,000 Transition and Closeout $150,000 Comments Includes work hours for all project team members for gathering requirements and planning project Includes work hours for all project team members for work on SmartVoice conceptual design Includes all work hours for coding of SmartVoice Includes all work hours for testing (including beta testing) of SmartVoice software Includes all work hours for transition to operations and project closeout QUALITY BASELINE This section should include the quality baseline for the project. The purpose of this baseline is to provide a basis for ensuring that quality can be measured to determine if acceptable quality levels have been achieved. It is important for all projects to clearly define and communicate quality standards and the quality baseline serves this purpose. The SmartVoice Project must meet the quality standards established in the quality baseline. The quality baseline is the baseline which provides the acceptable quality levels of the SmartVoice Project. The software must meet or exceed the quality baseline values in order to achieve success. Item Voice Recognition Compatibility Supporting Documentation Acceptable Level At least 98% recognition level with 2% or less errors in text No errors associated with running software with compatible applications Less than 1% failure rate in beta testing new users to run setup and execute software functionality 16 Comments Using standard TSI English language databases Using the _______ suite of applications Project Management Plan Template www.ProjectManagementDocs.com SPONSOR ACCEPTANCE Approved by the Project Sponsor: __________________________________________ Date: ___________________ This free Project Management Plan Template is brought to you by www.ProjectManagementDocs.com 17 BUSINESS CASE TEMPLATE This Business Case Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com BUSINESS CASE COMPANY NAME STREET ADDRESS CITY, STATE ZIP CODE DATE Business Case Template www.ProjectManagementDocs.com TABLE OF CONTENTS 1. EXECUTIVE SUMMARY .......................................................................................................... 2 1.1. 1.2. 1.3. 1.4. 2. 3. 3.1. 3.2. 3.3. 4. 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. 5. 6. 7. 8. Issue .............................................................................................................................................................2 Anticipated Outcomes ..................................................................................................................................2 Recommendation .........................................................................................................................................3 Justification ..................................................................................................................................................3 BUSINESS CASE ANALYSIS TEAM ......................................................................................... 4 PROBLEM DEFINITION ........................................................................................................... 4 Problem Statement .......................................................................................................................................4 Organizational Impact ..................................................................................................................................5 Technology Migration ..................................................................................................................................5 PROJECT OVERVIEW ............................................................................................................. 6 Project Description .......................................................................................................................................6 Goals and Objectives....................................................................................................................................7 Project Performance .....................................................................................................................................7 Project Assumptions.....................................................................................................................................8 Project Constraints .......................................................................................................................................8 Major Project Milestones .............................................................................................................................8 STRATEGIC ALIGNMENT ....................................................................................................... 9 COST BENEFIT ANALYSIS ..................................................................................................... 9 ALTERNATIVES ANALYSIS .................................................................................................. 10 APPROVALS ........................................................................................................................ 11 1 Business Case Template www.ProjectManagementDocs.com 1. EXECUTIVE SUMMARY This section should provide general information on the issues surrounding the business problem and the proposed project or initiative created to address it. Usually, this section is completed last after all other sections of the business case have been written. This is because the executive summary is exactly that, a summary of the detail that is provided in subsequent sections of the document. This business case outlines how the Web Platform (WP) Project will address current business concerns, the benefits of the project, and recommendations and justification of the project. The business case also discusses detailed project goals, performance measures, assumptions, constraints, and alternative options. 1.1. Issue This section should briefly describe the business problem that the proposed project will address. This section should not describe how the problem will be addressed, only what the problem is. Because of an expanding client base, Smith Consulting has moved to a de-centralized business model over the last 2 years. As we continue to support more clients in more locations, the administration of our workforce has become more difficult. Until now, many of our internal requirements such as reporting, payroll activities, and resource management have been done via legacy mainframe systems. As our workforce expands in numbers and area, these legacy mainframe systems have become inadequate to effectively manage these administrative activities. This inadequacy is manifested in higher costs and increased employee turnover which we have seen over the last 12 months. In order to more effectively manage our administration, reduce costs, and improve employee turnover, Smith Consulting must move to a web-based application as outlined in this business case for the WP Project. By doing so, employees will assume a greater role in managing their administrative issues, have access to timesheets securely online, and the company can manage its administration from one central and common platform. 1.2. Anticipated Outcomes This section should describe the anticipated outcome if the proposed project or initiative is implemented. It should include how the project will benefit the business and describe what the end state of the project should be. Moving to a centralized web-based administrative platform will enable Smith Consulting to manage its employee payroll systems and administrative functions in a seamless and consolidated manner. This technology migration will reduce overhead costs associated with the large workforce currently required to manage these tasks. Decentralized employees will have more autonomy to manage their payroll elections, training, reporting, and various other administrative tasks. The company will also benefit from more timely and accurate financial reporting as a result of our regional managers’ ability to enter and continuously update their financial metrics. This real time 2 Business Case Template www.ProjectManagementDocs.com access reduces errors, improves cycle time, and is readily available to any authorized user. 1.3. Recommendation This section summarizes the approach for how the project will address the business problem. This section should also describe how desirable results will be achieved by moving forward with the project. Various options and alternatives were analyzed to determine the best way to leverage technology to improve the business processes and reduce the overhead costs within Smith Consulting. The approach described herein allows us to meet our corporate objectives of continuously improving efficiency, reducing costs, and capitalizing on technology. The recommended WP Project will methodically migrate the data and functions of our current mainframe system to our new web-based platform in order to preserve data integrity and allow adequate time to train all employees and managers on their responsibilities and respective administrative functions. The web-based platform is compatible with all other current IT systems and will improve the efficiency and accuracy of reporting throughout the company. Some of the ways that this technology will achieve its desired results are: • Employees will be able to enter and edit their timesheet data at any time from any location instead of phoning their data to their regional manager for entry into the mainframe system • Timesheet and payroll data will be immediately accessible for quality control and reporting purposes which will reduce the need for staff in non-billable positions to gather, analyze and compile data • Employees will have the ability to register for training which reduces the burden on managers and training staff 1.4. Justification This section justifies why the recommended project should be implemented and why it was selected over other alternatives. Where applicable, quantitative support should be provided and the impact of not implementing the project should also be stated. The migration of payroll and other administrative functions from the legacy mainframe system to the web-based platform will result in greater efficiency with regards to company resources and business processes. The WP Project is also aligned with corporate strategy and objectives since it uses technology to improve the way we do business. While other alternatives and the status quo were analyzed, the WP Project was selected for proposal in this business case because it provides the best opportunity to realize benefits in an expedited manner while also allowing for the greatest improvement in efficiency and cost reduction. Other alternatives assumed greater risk, provided less benefits, were too difficult to define, or were not suitably aligned with current corporate strategy and/or objectives. Initial estimates for the WP Project are: 3 Business Case Template www.ProjectManagementDocs.com • • • • 15% reduction in overhead costs in the first 12 months 10% decrease in employee turnover in the first 12 months 50% immediate decrease in time to generate weekly and monthly financial reports 25% immediate decrease in the amount of time it takes to resolve payroll issues 2. BUSINESS CASE ANALYSIS TEAM This section describes the roles of the team members who developed the business case. It is imperative that participants and roles are clearly defined for the business case as well as throughout the life of the project. The following individuals comprise the business case analysis team. They are responsible for the analysis and creation of the WP Project business case. Role Description Name/Title Executive Sponsor Provide executive support for the project John Doe, VP Operations Technology Support Provides all technology support for the project Jane Smith, VP Information Technology Process Improvement Advises team on process improvement techniques Jim Jones, Process Team Lead Project Manager Manages the business case and project team Steve Smith, Project Manager Software Support Provides all software support for the project Amy White, Software Group Lead 3. PROBLEM DEFINITION 3.1. Problem Statement This section describes the business problem that this project was created to address. The problem may be process, technology, or product/service oriented. This section should not include any discussion related to the solution. Since its inception, Smith Consulting has relied upon a mainframe system to manage payroll and other administrative employee functions. As the number of employees grows, so does the burden placed upon headquarters to effectively manage the company’s administration at acceptable levels. In the last two years Smith Consulting has hired 5 employees into overhead positions to help manage and run the day to day administration operations. These positions provide little or no return on investment as they are not billable positions and only maintain the status quo; they do nothing to improve the management of the company’s administration. Additionally, employees must currently call their regional managers to enter their work hours and raise any concerns regarding payroll and administrative tasks. This places a large burden on managers who much balance these requirements with their day to day billable tasks. 4 Business Case Template www.ProjectManagementDocs.com Reporting is another problem area associated with the legacy mainframe system. All weekly and monthly financial reports must be generated manually which allows for a high probability of error and require significant amounts of time. These manual tasks further add to the burden and expense of the company. 3.2. Organizational Impact This section describes how the proposed project will modify or affect the organizational processes, tools, hardware, and/or software. It should also explain any new roles which would be created or how existing roles may change as a result of the project. The WP Project will impact Smith Consulting in several ways. The following provides a high-level explanation of how the organization, tools, processes, and roles and responsibilities will be affected as a result of the WP Project implementation: Tools: the existing legacy administration platform will be phased out completely as the WP Project is stood up and becomes operational. This will require training employees on the WP tools and their use in support of other organizational tools. Processes: with the WP Project comes more efficient and streamlined administrative and payroll processes. This improved efficiency will lessen the burden on managers and provide autonomy to employees in managing their administrative and payroll tasks and actions. Roles and Responsibilities: in addition to the WP Project allowing greater autonomy to employees and less burden on managers, the manpower required to appropriately staff human resources and payroll departments will be reduced. While we greatly value our employees, the reduction of non-billable overhead positions will directly reflect in our bottom line and provide an immediate return on our investment. The new platform will be managed by the IT group and we do not anticipate any changes to IT staffing requirements. Hardware/Software: in addition to the software and licensing for the project, Smith Consulting will be required to purchase additional servers to accommodate the platform and its anticipated growth for the next 10 years. 3.3. Technology Migration This section provides a high-level overview of how the new technology will be implemented and how data from the legacy technology will be migrated. This section should also explain any outstanding technical requirements and obstacles which need to be addressed. In order to effectively migrate existing data from our legacy platform to the new Webbased platform, a phased approach has been developed which will result in minimal/no disruption to day to day operations, administration, and payroll activities. The following is a high-level overview of the phased approach: 5 Business Case Template www.ProjectManagementDocs.com Phase I: Hardware/Software will be purchased and the WP system will be created in the web-based environment and tested by the IT development group. Phase II: IT group will stand up a temporary legacy platform in the technology lab to be used for day to day operations for payroll and administration activities. This will be used as a backup system and also to archive all data from the company mainframe. Phase III: The web-based platform will be populated with all current payroll and administrative data. This must be done in conjunction with the end of a pay cycle. Phase IV: All employees will receive training on the new web-based platform. Phase V: The web-based platform will go live and the legacy mainframe system will be archived and stood down. 4. PROJECT OVERVIEW This section describes high-level information about the project to include a description, goals and objectives, performance criteria, assumptions, constraints, and milestones. This section consolidates all project-specific information into one chapter and allows for an easy understanding of the project since the baseline business problem, impacts, and recommendations have already been established. The WP Project overview provides detail for how this project will address Smith Consulting’s business problem. The overview consists of a project description, goals and objectives for the WP Project, project performance criteria, project assumptions, constraints, and major milestones. As the project is approved and moves forward, each of these components will be expanded to include a greater level of detail in working toward the project plan. 4.1. Project Description This section describes the approach the project will use to address the business problem(s). This includes what the project will consist of, a general description of how it will be executed, and the purpose of it. The WP Project will review and analyze several potential products to replace Smith Consulting’s legacy payroll and administration mainframe system with a web-based platform. This will be done by determining and selecting a product which adequately replaces our existing system and still allows for growth for the next 10 years. Once selected, the project will replace our existing system in a phased implementation approach and be completed once the new system is operational and the legacy system is archived and no longer in use. This project will result in greater efficiency of day to day payroll and administrative operations and reporting, significantly lower overhead costs, and reduced turnover as a result of providing employees with greater autonomy and flexibility. Additionally, 6 Business Case Template www.ProjectManagementDocs.com managers will once again be focused on billable tasks instead of utilizing a significant portion of their time on non-billable administrative tasks. Smith Consulting will issue a Request for Information in order to determine which products are immediately available to meet our business needs. Once the product is acquired, all implementation and data population will be conducted with internal resources. 4.2. Goals and Objectives This section lists the business goals and objectives which are supported by the project and how the project will address them. The WP Project directly supports several of the corporate goals and objectives established by Smith Consulting. The following table lists the business goals and objectives that the WP Project supports and how it supports them: Business Goal/Objective Description Timely and accurate reporting Web based tool will allow real-time and accurate reporting of all payroll and administrative metrics Improve staff efficiency Fewer HR and payroll staff required for managing these activities will improve efficiency Reduce employee turnover Greater autonomy and flexibility will address employee concerns and allow managers to focus on billable tasks Reduce overhead costs Fewer staff required will reduce the company’s overhead 4.3. Project Performance This section describes the measures that will be used to gauge the project’s performance and outcomes as they relate to key resources, processes, or services. The following table lists the key resources, processes, or services and their anticipated business outcomes in measuring the performance of the project. These performance measures will be quantified and further defined in the detailed project plan. Key Resource/Process/Service Performance Measure Reporting The web-based system will reduce reporting discrepancies (duplicates and gaps) and require reconciliation every 6 months instead of monthly. Timesheet/Admin data entry Eliminate managers’ non-billable work by allowing employees to enter their data directly. Software and System Maintenance Decrease in cost and staff requirements as system maintenance will be reduced from once every month to once every 6 months with the new system. Staff Resources Elimination of 5 staff positions in HR and payroll which are no longer required as several functions will now be automated. 7 Business Case Template www.ProjectManagementDocs.com 4.4. Project Assumptions This section lists the preliminary assumptions for the proposed project. As the project is selected and moves into detailed project planning, the list of assumptions will most likely grow as the project plan is developed. However, for the business case there should be at least a preliminary list from which to build. The following assumptions apply to the WP Project. As project planning begins and more assumptions are identified, they will be added accordingly. • All staff and employees will be trained accordingly in their respective data entry, timesheet, and reporting tasks on the new web-based system • Funding is available for training • Funding is available for purchasing hardware/software for web-based system • All department heads will provide necessary support for successful project completion • Project has executive-level support and backing 4.5. Project Constraints This section lists the preliminary constraints for the proposed project. As the project is selected and moves into detailed project planning, the list of constraints will most likely grow as the project plan is developed. However, for the business case there should be at least a preliminary list from which to build. The following constraints apply to the WP Project. As project planning begins and more constraints are identified, they will be added accordingly. • There are limited IT resources available to support the WP Project and other, ongoing, IT initiatives. • There are a limited number of commercial off the shelf (COTS) products to support both payroll and administrative activities. • As implementation will be done internally and not by the product developers or vendors, there will be limited support from the hardware/software providers. 4.6. Major Project Milestones This section lists the major project milestones and their target completion dates. Since this is the business case, these milestones and target dates are general and in no way final. It is important to note that as the project planning moves forward, a base-lined schedule including all milestones will be completed. The following are the major project milestones identified at this time. As the project planning moves forward and the schedule is developed, the milestones and their target completion dates will be modified, adjusted, and finalized as necessary to establish the baseline schedule. 8 Business Case Template www.ProjectManagementDocs.com Milestones/Deliverables Target Date Project Charter 01/01/20xx Project Plan Review and Completion 03/01/20xx Project Kickoff 03/10/20xx Phase I Complete 04/15/20xx Phase II Complete 06/15/20xx Phase III Complete 08/15/20xx Phase IV Complete 10/15/20xx Phase V Complete 12/15/20xx Closeout/Project Completion 12/31/20xx 5. STRATEGIC ALIGNMENT All projects should support the organization’s strategy and strategic plans in order to add value and maintain executive and organizational support. This section provides an overview of the organizational strategic plans that are related to the project. This includes the strategic plan, what the plan calls for, and how the project supports the strategic plan. The WP Project is in direct support of several of Smith Consulting’s Strategic Plans. By directly supporting these strategic plans, this project will improve our business and help move the company forward to the next level of maturity. Plan Goals/Objectives Relationship to Project 20xx Smith Consulting Strategic Plan for Information Management Improve record keeping and information management This project will allow for real-time information and data entry, increased information accuracy, and a consolidated repository for all payroll and administrative data 20xx Smith Consulting Strategic Plan for Information Management Utilize new technology to support company and department missions more effectively New technology will allow many payroll and administrative functions to be automated reducing the levels of staff required to manage these systems 20xx Smith Consulting Strategic Plan for Human Capital Engage the workforce and improve employee retention This project allows the employee to take an active role in managing his/her payroll and administrative elections 6. COST BENEFIT ANALYSIS Many consider this one of the most important parts of a business case as it is often the costs or savings a project yields which win final approval to go forward. It is important to quantify the financial benefits of the project as much as possible in the business case. This is usually done in the form of a cost benefit analysis. The purpose of this is to illustrate the costs of the project and compare them with the benefits and savings to determine if the project is worth pursuing. 9 Business Case Template www.ProjectManagementDocs.com The following table captures the cost and savings actions associated with the WP Project, descriptions of these actions, and the costs or savings associated with them through the first year. At the bottom of the chart is the net savings for the first year of the project. Action Type Description Purchase Web-based product and licenses Cost Initial investment for WP Project $400,000.00 Software installation and training Cost Cost for IT group to install new software and for the training group to train all employees $100,000.00 Action First year costs (- indicates anticipated savings) Reduce HR and payroll staff by 5 Savings employees An immediate reduction in overhead equal to the annual salary of 3 HR specialists and 2 payroll analysts. -$183,495.00 Managers no longer required to work non-billable payroll and administrative tasks Savings 18 regional managers currently average 16 hours per week non-billable time. It is anticipated that this number will be reduced to no more than 2 hours per week. At an average of $36.00 per hour this results in ($36.00 x 14 hours/wk reduced non-billable time x 18 managers) $9072.00 increased revenue per week. -$471,744.00 System maintenance required every 6 months instead of monthly Savings Less frequent use of IT resources working on non-value added tasks results in approximately $42,000 savings per year. -$42,000 Reduce employee turnover by 10% Savings Savings in cost to out-process exiting employee and recruit, hire, and train new employees is approximately $50,000 in the first year. -$50,000 Net First Year Savings $247,239.00 Based on the cost benefit analysis above we see that by authorizing the WP Project, Smith Consulting will save $247,239.00 in the first year alone. This represents a significant improvement in our operating costs and is a clear indicator of the benefit this project will have on the company. 7. ALTERNATIVES ANALYSIS All business problems may be addressed by any number of alternative projects. While the business case is the result of having selected one such option, a brief summary of considered alternatives should also be included—one of which should be the status quo, or doing nothing. The reasons for not selecting the alternatives should also be included. The following alternative options have been considered to address the business problem. These alternatives were not selected for a number of reasons which are also explained below. 10 Business Case Template www.ProjectManagementDocs.com No Project (Status Quo) Reasons For Not Selecting Alternative • Keep the mainframe legacy system in place • • • Alternative Option Unnecessary expenditure of funds for increased staffing levels Continued occurrence of a high number of data errors Poor and untimely reporting Lack of automation Reasons For Not Selecting Alternative • • • Outsource the implementation of a web-based platform Alternative Option Significantly higher cost Expertise already exists in house Vendor’s lack of familiarity with our internal requirements Reasons For Not Selecting Alternative • • Develop software internally • Lack of qualified resources Significant cost associated with software design Timeframe required is too long 8. APPROVALS The business case is a document with which approval is granted or denied to move forward with the creation of a project. Therefore, the document should receive approval or disapproval from its executive review board The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it. By signing this document you indicate that you approve of the proposed project outlined in this business case and that the next steps may be taken to create a formal project in accordance with the details outlined herein. Approver Name Title Black, J. President and COO Brown, A. Executive VP Signature This free Business Case Template is brought to you by www.ProjectManagementDocs.com 11 Date
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