CPMGT301 Phoenix Warehouse & Shipping Company Project Management Plan Paper Using the scenario that was selected by you in Week 2; Write a 1200 word paper

CPMGT301 Phoenix Warehouse & Shipping Company Project Management Plan Paper Using the scenario that was selected by you in Week 2;

Write a 1200 word paper that contains:

a 800-word section regarding a Risk Management Plan in which you include the

following:

· Identify potential risks (there should be at a minimum 3 risks identified) for the project and discuss how you

developed/determined the list (i.e. there are various techniques to identify risk….one is to use a brainstorming session) . NOTE: These are risks for the project….not risks that will occur once day-day operations of the project

begins….focus on the project phases here.

· Discuss the likelihood and impact analysis of those identified risks. Do not just say the risk is “High” and leave it at that, you need to discuss the way you arrived at/performed the analysis. Discuss for each risk you have

identified.

· Discuss how you will manage (i.e. mitigate, accept, transfer, etc) each of those risks you have identified.

As a hint….that is 3 topics/areas to discuss which means there should be 3 sections/areas in this portion of the paper body….DO NOT try to combine all 3 areas into a single paragraph for each risk. So for example you should list/discuss Risk and how determined in one section….then move on to likelihood/impact in a new

paper section, etc…..this creates a logical flow of how the risk plan is developed.

a 400-word section regarding a Project Control Plan in which you discuss control mechanisms for this project.

Format your project plan consistent with APA guidelines. Grading Guide
Content
Met
Partially
Met
Not
Met
Comments:
Risk Management Plan
Identified potential risks for the project and discussed how you
developed/determined the list
Discussed the likelihood and impact analysis of those identified risks.
Discuss the way you arrived at/performed the analysis.
Discussed how you will manage (i.e. mitigate, accept, transfer, etc)
those risks.
The Risk Management Plan is 800 words in length.
Project Control Plan
The student discusses control mechanisms for this project in 400 words.
Total
Total
Available Earned
120
Writing Guidelines
Met
Partially
Met
Not
Met
The paper—including tables and graphs, headings, title page, and
reference page—is consistent with APA formatting guidelines and
meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference
page.
Paragraph and sentence transitions are present, logical, and maintain the
flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and
punctuation.
Total
Total
Available Earned
30
Assignment Total
#
150
Comments:
Running head: PROJECT COMMUNICATION MANAGEMENT PLAN
Project Communication Management Plan
Hank Stump
CPMGT/301
November 18, 2019
Gary Denney
1
PROJECT COMMUNICATION MANAGEMENT PLAN
2
Project Communication Management Plan
Communication Management Plan
The warehouse and shipping company seeks to update the computer software tasked with
tracking, receiving, shipping, and inventory of its freight goods. The software initially used
became outdated and will eventually become obsolete, hence the need for updating the softwarethe purpose of the project. As such, there needs to be an active and proactive communication
plan between the various stakeholders involved in the project (Buzzanell, 2012).
Communications Management Approach
The project manager should take an active and proactive role in ensuring communication
is effective throughout the project. There are numerous communication requirements for the
project. There should be an initial kick-off meeting at the start of the project, which essentially
explains and explores the objectives and deliverables of the project, as well as developing the
project’s implementation plan (Buzzanell, 2012). There should be frequent meetings by the
whole team to evaluate the status of the project in terms of the deliverables. Communications and
meetings by specific departments, like the technical design team is also encouraged.
Communication on sensitive aspects of the project, such as changes or updates should be
communicated in writing after approval by relevant stakeholders (Buzzanell, 2012). The project
manager should set the precedence for the communication culture and conflict resolution. He
should determine the tone and language used.
Communication Management Constraints
Communication patterns are constrained by the schedule, budget, and allocation of
resources. As such, the frequency and intensity of formal communication regarding the project
PROJECT COMMUNICATION MANAGEMENT PLAN
3
should be limited to time and schedule of meetings or any other preset avenues of
communication as required (Lammers, 2011).
Project Stakeholders and Stakeholders Communication Requirements
Stakeholder
The
Role in Project
Department
Shipping Sponsors the project N/A
Company
Project Manager
Communication Role
Communicates

what
and is the client of the
they require out of the
project.
project.
Ensures all activities Head of IT in the Instructs the project
of the project take company.
implementers on the
place
status of the project,
without
challenges and within
instruction,
conflict
schedule.
resolution, and other
management roles.
Project team
Tasked
with Consists of outsources Communicates
implementing
the IT talent and members progress to the project
specifics
the of the company’s IT manager, challenges,
of
project.
Technical team
the
department.
A subsidiary of the IT
department
and the like.
and Performs
the
same
project team tasked outsourced talent.
tasks as the project
with
the
team, constrained by
IT
technical
delivering
technical
and
and
IT
PROJECT COMMUNICATION MANAGEMENT PLAN
deliverables
of
the
4
requirements.
project.
Customer
Conducts tests on the N/A
Feedback
updated software to
effectiveness
determine
utility of the project
its
effectiveness,
on
the
and
deliverables.
The table identifies the relevant stakeholders needed. The project stakeholders include the
company, the employees and the project team. The company and its upper echelon are tasked
with financing the project and assembling the project team. The project team is led by a project
manager, who should be an employee of the company, preferably the head of IT in the company.
After the project team implements the update, tests should be carried out by clients.
Communication Methods/Mediums
MS Project, the most valuable planning tool, is also an important aspect of
communication in the management of the project. The project manager may use the same to
discuss and monitor the progress of the project and as a tool for communicating with the
company. Meetings mainly use verbal communication, although accompanying notices of the
same and certain data-specifics be communicated via E-mail and relevant documents supplied in
hard copy (Lammers, 2011). Changes are also communicated via E-mail, to ensure such sensitive
and otherwise important information is recorded and retrievable. For the execution and
implementation, verbal and non-documented communication is allowed, although any challenge
or success in implementation should be documented. Records of meetings, changes or updates
should also be documented for easy access and retrieval.
PROJECT COMMUNICATION MANAGEMENT PLAN
References
Journal
Buzzanell, P. M. (2012). Linda Putnam’s Contributions Toward a Research Home for
Organizational Communication Studies in Management Communication
Quarterly. Management Communication Quarterly, 26(3), 482–486.
https://doi.org/10.1177/0893318912453435
Journal
Lammers, J. C. (2011). Management Communication Quarterly Forum: Institutionalism and
Organizational Communication. Management Communication Quarterly, 25(1), 151–
153. https://doi.org/10.1177/0893318910389279
5
Performance Measures, Compensation, and Rewards
Hank Stump
November 11, 2019
CPMGT/301
Gary Denney
Introduction
•
Performance measure entails gathering,
scrutinizing, and reporting performance data.
•
The performance data could be retrieved from
an individual, a team, or the whole organization.
•
Performance measure enables organizations to
implement strategies that would result in
improved performance.
•
This presentation uses the employee incentive
plan scenario provided earlier to define and
identify;
•
The various performance measures,
Figure 1: Image illustrating the essence of
performance measure, rewards, and compensation
•
Rewards compensation practices
Source:(Maas, 2018).
•
And compensation practices
Performance Measure Practices
•
The Target Approach
•
Numbers are used in setting and monitoring
the minimum performance thresholds.
•
Employees are given a specific target they
are supposed to meet.
•
The targets must be achieved to be
considered for compensation for each day
(Groen, Wouters & Wilderom, 2017).
•
The performance of each employee and the
organization is measured against the set
targets.
•
Any deviation is rectified immediately.
Figure 2: Performance measure practices
Source: (Groen, Wouters & Wilderom, 2017).
Performance Measure Practices
•
•
The Rankings Approach
•
Establishes whether one practice is better than the other.
•
Identifies the critical elements of the project success.
•
Designs team responsibilities (Groen, Wouters & Wilderom, 2017).
•
Outlines the elements of success
The intelligent Approach
•
Written and confidential evaluation.
•
Functional manager implements the written evaluation.
•
Establishes the appropriate performance measures for each employee
(Groen, Wouters & Wilderom, 2017).
The Appropriate Financial Compensation And Rewards
•
Direct financial compensation
•
Given to employees through salary
increment and bonus.
•
It could be difficult to establish and
quantify (Maas, 2018).
•
Financial compensation is based on base
pay, job classification, merit increases, and
performance appraisal (Maas, 2018).
•
May be given in the form of salary,
benefits, insurance, paid expenses, and
short-term incentives.
Figure 3: Appropriate financial compensation and
rewards
Source: (Maas, 2018).
The Appropriate Financial Compensation And Rewards
•
•
Indirect financial Compensation
•
Free transport services.
•
Health and medical insurance cover (Greene, 2018).
Non-financial compensation
•
Free internet services.
•
Materials and resources provided by the company.
•
Flexible work schedules.
•
Personal use of laptops and other company equipment (Greene, 2018).
The Rationale For Selecting Financial Compensation And Rewards
•
Salary is necessary because it is the most effective form of motivation.
•
The nature of work employees would engage in require salary and bonus
compensation (Cappelli & Conyon, 2018).
•
The organization requires specific performance rewards and compensations.
•
These financial rewards and compensations must cover benefits, compensations,
recognitions, and appreciations (Cappelli & Conyon, 2018).
•
They promote proper reward and compensation schemes.
•
They allow proper job classification and descriptions.
•
A company can easily undertake special compensations.
A Human Resource Plan For The Project In The Scenario
•
•
•
Organize for a meeting with the CEO of the company
•
Draw budgetary constraints (Groen, Wouters & Wilderom,
2017).
•
Decide on the implementation plan.
Get Quotation form vendors
•
Design a request for proposal.
•
Send bids and invitation for bids.
•
Receive a quotation from vendors.
Submit the quotation for approval
•
Seek the guidance of the senior management.
Figure 4: A plan for HR implementation
process
•
Evaluate all proposals (Groen, Wouters & Wilderom,
2017).
Source: (Groen, Wouters & Wilderom,
2017).
•
Select the most appropriate proposal.
References
•
Cappelli, P., & Conyon, M. J. (2018). What Do Performance Appraisals Do?. ILR
Review, 71(1), 88-116.
•
Greene, R. J. (2018). Rewarding performance: Guiding principles; custom strategies.
Routledge.
•
Maas, K. (2018). Do corporate social performance targets in executive compensation
contribute to corporate social performance?. Journal of Business Ethics, 148(3), 573585.
•
Groen, B. A., Wouters, M. J., & Wilderom, C. P. (2017). Employee participation,
performance metrics, and job performance: A survey study based on self-determination
theory. Management Accounting Research, 36, 51-66.
Running head: PROJECT ACTIVITIES AND SEQUENCING SCENARIO
Project Activities and Sequencing Scenario
Hank Stump
CPMGT/301
November 4, 2019
Gary Denney
1
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
2
Project Activities and Sequencing Scenario
Introduction
The shipping company and warehouse utilize computer software to manage tracking,
shipping, receiving, and inventory. An up-to-date version of the software that the firm uses has
been released. The updated software has been improved regarding functionality, interface, and
security. The updated software will provide higher value to the firm compared to the old version.
The project aims to update the existing software to the new version. The updating needs to be
conducted when outside office hours to avoid interfering with the day-to-day operations of the
company.
Scope of the Project
The scope of the project is limited to the updating of the software used by the shipping
company and warehouse for tracking, shipping, receiving, and inventory management, installed
in 15 computers. The deliverable at the end of the project is an updated software installed and
running in 15 computers where the old software is installed. The updating of the software is
critical to help enhance the operations of the company and secure the company from attacks that
may be perpetrated due to the errors in the old software. The project team will face several
constraints in the implementation process. One limitation is that the updating cannot be done
from 7 a.m. to 7 p.m. Monday through Saturday as normal operations take place at that time. The
second constraint is that only manual updating can be done. Thirdly, two trained staff members
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
3
are needed for updating. Time is constrained to 5.5 hours, and the updating can only be done at a
central loading station.
Stakeholder’s Needs
Three stakeholders who are involved in the project and whose needs have to be
understood and fulfilled are the company, employees, and the project team. The shipping
company and warehouse need the software to be successfully updated in the 15 computers. The
company also needs updating to be done within the set constraints to avoid disrupting normal
operations. The crucial second stakeholder, employees, need their computers to be updated at the
right time to prevent disruption of the execution of their duties. The employees also require the
installation to be successful to avoid issues arising from the same. Employees also need training
to know how to use the updated software. The third key stakeholder is the project team. The
team will implement the project. The project team needs all the resources required to undertake
the project to be availed at the right time. The required resources include funds, staff, and the
software to be updated. The timely provision of the resources will help ensure that the project is
completed within the set timeline.
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
4
WBS
Diagram
Figure 1. Software Updating Project WBS
Tools and Techniques Needed
Several tools and techniques will be needed to complete the project. One tool required by
the project team is MS Project. MS Project is a software that aids in project managing through
easing project planning. The tool will help the project manager and project team to undertake the
planning phase easily and successfully. Another tool that the project team will need to complete
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
5
the project is external storage. Critical data can be lost in the process of the software update.
Such data will be saved in external storage before the beginning of the updating and saved back
in the respective computers when updating will be completed. One technique that will be used in
the project is the waterfall project management approach. The approach divides projects into
phases that are implemented sequentially (Ahmed, 2016). The technique will be adapted to the
particular project. The importance of the waterfall project management technique is to ensure
that all phases of the project are successfully implemented (Ahmed, 2016).
Milestones for the Project
One crucial milestone of the project will be the completion of requirements analysis. The
project team will carefully analyze the requirements of the project to ensure that all requirements
are met. The second milestone of the project is software updating. The goal of the project is to
update the software that the company uses for tracking, shipping, receiving, and inventory
management. The completion of the particular milestone will be critical to the success of the
project. The third milestone will be testing of the updated software. The installed software will
be tested in each computer to ensure that it works as expected. The final milestone will be system
handover. After successful testing, the system will be handed over to the company for the
undertaking of day-to-day tasks. The project will be closed after handover is complete.
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
6
Project Sequence Diagram
Table 1: Project Sequence
NO.
Project Task/Subtask
1.1
Requirements Analysis
1.1.1
Data Collection
1.1.2
Activities
•
Conduct a survey
•
Interviews
•
Brainstorming
Requirements report
•
Compile Report
development
•
Review Report
•
Present Report
Backing up data in
•
Prepare Storage
computers
•
Store Data
Commencement of updating
•
Install Software
•
Save Data
•
Functional Testing
•
Non-Functional Testing
•
Compile Report
•
Review Report
•
Present Report
1.2 Updating Software
1.2.1
1.2.2
1.3 Testing updated Software
1.3.1
1.3.2
Run different tests
Testing report development
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
Conclusion
In summary, the scope of the project is limited to updating the management system
installed in 15 computers owned by the organization. The updating will be conducted outside
office hours to avoid interfering with regular working hours. Key stakeholders of the project are
the company, employees, and the project team. The needs of the different stakeholders will be
analyzed, documented, and fulfilled.
7
PROJECT ACTIVITIES AND SEQUENCING SCENARIO
References
Ahmed, A. (2016). Software project management: a process-driven approach. Auerbach
Publications.
8

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