Assume that you are the Information Technology IT project ma

Assume that you are the Information Technology (IT) project manager for a Global Cosmetic product and distribution company with over 100 retail stores, three manufacturing plants, and 10 distribution centers throughout North America, Europe, and Asia. The company planned to replace the existing core financial, time and labor systems with Commercial off the shelf (COTS) product from Oracle. You are asked to lead a team of 50 professionals involved in the design, development, test, documentation, training, pilot, security, database administration, and other related disciplines. You are given $10M in budget to implement the project with 24 months ( time to complete). Using the above information provide response for the following questions:

1. Identify at least 10 stakeholders for the project and list them as high, medium, and low based on their power and interest

2. Create a high level Work Breakdown Structure (WBS) showing major tasks associated with the project. Please use the standard software development life-cycle (design, development, testing – unit-system-integration, piloting, training, development)

3. Create a high level project schedule using excel

4. Identify at least 10 risks for your project

5. Provide your assessment of the project.

Solution

1.

It is very conceivable to place stakeholders into various compartments. There are a few people whose feelings can influence the whole group\'s demeanor and approach towards the work close by.

There are other people who, however extremely urgent to the venture\'s prosperity, are not vocal about their feelings.

There are yet other people who apply extensive control over asset preparation, and one flag of their little finger can move a great deal of capital as well as labor or potentially framework towards the bearing of your venture.

stakeholders are normally one or the greater part of the accompanying:

The methodology a project manager needs to embrace for every quadrant needs to consider its level of interest and power, which impacts the level of effect it can have on the venture. This learning will frame a key component of how you supervisor each of your partners.
Low (Interest) - Low (Authority) quadrant. These partners require an essentially system that will promise them that the venture is addressing their needs. They require the least level of administration.
Low (Interest) - High (Authority) quadrant. This partner gathering can employ huge control over your venture and how you oversee them must guarantee they are kept educated in like manner holding their significant support. It requires an ostensible measure of administration time because of their low enthusiasm for the venture, however should be particular to the partner\'s part in the venture.

High (Interest) - Low (Authority) quadrant. Disregarding this gathering in light of the fact that their power is low is an awful administration system. Their enthusiasm for the venture is high so your administration endeavors are more prominent than the past gathering and concentrate on persuading them that their advantages are being adjusted.

High (Interest) - High (Authority) quadrant. As you would expect these partners require the venture administrator to painstakingly and nearly deal with their approaches to keep them educated and strong as the venture advances.

2. The project supervisor ought to recognize the significant deliverables, including venture administration. The significant deliverables ought to dependably be characterized as far as how the venture will really be sorted out. The periods of the venture life cycle might be utilized as the primary level of decay with the venture deliverables rehashed at the second level

The above WBS in figure 2 is for illustrative purposes and is not expected to speak to the full venture scope

then again infer this is the best way to arrange a WBS on this kind of venture.

In the wake of recognizing the significant deliverables, the venture administrator ought to choose if sufficient cost and length gauges can be produced at an adequate level of detail for every deliverable. If not, the venture administrator needs to recognize constituent segments of the deliverable as far as substantial, unquestionable results to encourage execution estimation. On the off chance that yes, then the venture administrator ought to check the rightness of the deterioration:

Are the lower level things important and adequate for finish of the disintegrated thing? If not, the constituent segments must be adjusted (added to, erased from, or reclassified).

Is every thing unmistakably and totally characterized? If not, the portrayals must be reconsidered or extended.

Can every thing be suitably planned? Planned? Appointed to a particular hierarchical unit

(e.g., office, group, or individual) who will acknowledge obligation regarding agreeable consummation of the thing? If not, corrections are expected to give sufficient administration control.

3.For this part of the question you need to work it out on excel sheet

4. Project Risks

1.   Change Management

Change administration over-burden :Countless asks for drastically raises the unpredictability of the venture and diverts key assets.

2. Partners

Partners get to be separated :At the point when partners disregard extend interchanges.

Partners have off base desires

Partners create off base desires (trust that the venture will accomplish something not in the prerequisites, arrange, and so forth).

3. Correspondence

Extend group misjudge necessities :At the point when necessities are confounded by the venture group a hole creates between desires, prerequisites and work bundles.

4. Assets and Team

Asset setbacks :Inability to secure adequate assets for the venture.

Expectations to absorb information prompt to deferrals and cost invade :When your venture group need to get new abilities for the venture there\'s a hazard that efficiency will be low.

5. Engineering

Engineering neglects to pass administration forms :Plan for any design or innovation administration forms that the venture may need to pass.

6. Plan

Configuration is infeasible :The plan isn\'t conceivable, is unreasonably expensive or doesn\'t bolster the prerequisites.

7. Specialized

Innovation parts aren\'t fit for reason :Innovation parts are low quality.

8. Combination

Postponements to required framework :Deferrals to framework, for example, equipment or programming.

9. Prerequisites

Prerequisites neglect to adjust to methodology :Your prerequisites strife with the association\'s system. On the off chance that you sense this is the situation, show it as a hazard.

10. Authority

Extend group need power to finish work : If you need particular powers required to convey the venture list this as a hazard.