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Complete critical elements XI and XII of your final project and submit them, along with your revised milestones, as a complete project management plan.You will also complete a short paper addressing knowledge areas and process groups (sections I and II of the critical elements) and turn it in with your project management plan. Your final project should be a complete, polished artifact containing all of the critical elements. It should reflect incorporation of feedback gained throughout the course.To complete this assignment, review the Final Project Guidelines and Rubric document.Ill add the rest of the information after accepted qso345_cost_and_procurement_management_plan_template.docx qso345_project_scenario_one_technical_redesign.docx qso345_project_scenario_two_procure_a_new_software_vendor.docx qso_345_final_project_guidelines_and_rubric.pdf e10_pdf_eng.pdf qso_345_final_project_guidelines_and_rubric.pdf e10_pdf_eng.pdf qso_345_milestone_two_guidelines_and_rubric.pdf qso_345_milestone_one_guidelines_and_rubric.pdf qso_345_milestone_four_guidelines_and_rubric.pdf qso_345_milestone_three_guidelines_and_rubric.pdf Unformatted Attachment Preview QSO 345 Cost and Procurement Management Plan Template Use this template to create your own cost and procurement management plans for Milestone Five. Include all sections and tables identified in this template in your final submission. Note: This template represents only the minimum requirements. If you prefer, you can add elements to your template that you believe a project manager might find useful. Project Cost Management Introduction Provide a brief summary of what your Project Cost Management Plan covers. Cost Management Approach Describe your cost management approach, including at what level of the WBS you will manage costs. You should also describe what method you used to estimate project costs (e.g., analogous, parametric, three-point estimate), and what types of metrics will you use to control your project costs (e.g., earned value and cost variances). Project Costs Estimate all costs at the level each cost will be managed according to the cost management approach section above. Provide a brief introduction of what the table covers, in addition to the WBS ID at the level the cost will be managed, the WBS name associated with that WBS ID, and the estimated cost. Remember to total all your cost estimates to create a total cost baseline. WBS ID Example: 1.1 WBS Name Example: Design web interfaces labor Total Cost Baseline Estimated Cost Example: $10,500 $ Table 1, Project Cost Breakdown Reporting Format Describe how costs will be reported throughout the project, how the reports will be sent, what the reports will cover, and what the reporting frequency will be. Cost Variance Response Process Describe your cost management approach, including the thresholds you have set on each of the cost metrics described in the cost management approach (e.g., cost variance). Also describe what happens if a cost metric goes above or below your defined thresholds. Cost Change Control Explain the cost change control process and how requests for changes to costs will be handled. Project Budget Provide a breakdown of the project budget by category (e.g., labor, materials). Note that your total budget should be based on your estimated costs plus contingency and management reserves. Remember to briefly describe what your budget table covers and create a total budget figure. Your total should match your budget estimates in your Project Charter. Example: Budget Category Cost Estimate Example: Labor Example: $100,000 Contingency Reserve Example: $50,000 Management Reserve Example: $10,000 Total Budget Total Budget Example: $160,000 $ Table 2, Project Budget Breakdown Project Procurement Management Introduction Provide a brief summary of what your project procurement management plan covers. Definition of Procurements Provide a brief summary of what is covered in your procurement table, which should cover the procurements needed, the justification for each procurement, when the procurement should be completed, and who can approve the procurement. Example: Item/Service Example: New Servers Justification Example: New servers are required to handle the new website load Needed by Example: July 2016 Approval Example: Jon Smith – PM Joe Brown – IT Manager Table 3, Needed Procurements Contract Type Describe the types of contracts that can be used for procurements, and detail any contract type limitations. Cost Determination Basis Explain the how costs will be determined for procurements (e.g., RFQ, RFI, RFP) and the process that will be used to submit the requests and vet the possible vendors. Contract Approval Process Define the process and the rules or guidelines required for each of the procurements to be approved. Performance Metrics for Procurement Activities This section should describe all metrics (e.g., product quality, on-time delivery, cost per unit) that will be used to rate the vendors being considered for each procurement. Each metric should have a rating scale (e.g., 1–3) that will be defined in this section, as well as the selection methodology that will be used for the metrics (e.g., the highest-scoring vendor should be selected). QSO 345 Project Scenario One: Technical Redesign Module One: Project Topic You are the project manager responsible for one of the projects in the overarching CIMS project program portfolio, and you will be managing the technical redesign due to the new federal requirements. Chief Gravill, your project sponsor, needs the technical software designs to be reviewed and the new federal requirements incorporated. Then the development, testing, validation, pilot, and deployment plans need a complete reworking. In addition to updates for the internal platform, updates are needed for all websites to comply with inclusion and disability standards. This project must be completed first before the vendor selection team can create the new requests for proposal (RFPs) and start vetting the new software vendors. Your development team has been given high-level sizing of six months and $300,000. The rest of the project team and operational costs are estimated to be $150,000. Chief Gravill says the project cannot take more than six months and has approved $200,000 more in the budget if the project can be done within four months. Module Two: Project Charter and Stakeholder Management Chief Gravill brings you into an introductory meeting to introduce you to the various people you will work with, and to talk through what the technical redesign must cover. As you sit at the table, the chief introduces you to all the parties he has pulled into the meeting. Jared White is the assistant chief and comes from the Durham Regional Police Services; Sergeant Samatha Zemora is from the York Regional Office; Mary Jones is the Director Operations for the Niagara Regional Office, and Gary Duluth is the office manager for the Hamilton Office. Kay Tuttle stands up and explains that she is the new assistant director and has taken over from the Federal Regulators Office to oversee the implementation of the new requirements. Manoj Saraff is the technology manager for the development team you will work with, and he introduces you to Scott Wall and Ashok Patel, who are his lead developers and future members of your project team. You are told that Tami Langford will be one of your key contacts because she is the product manager for the new platform. After introductions, Tami talks through the critical milestones that need to be accomplished over the next months. For the project to get back on track, the project team needs to assess all the new software requirements quickly within the next month. Once all requirements have been defined, the team has two weeks to fully assess the impacts, risks, and likely costs that will impact all the affected stakeholders. By month four, the project team should have a new technical specifications and requirements document to be included in the vendor RFPs. Tami and the chief discuss how this project has only been approved for $450,000, and Samatha says, “I hope it is much less than that; there are other projects that need to get funded.” Finally, Tami explains that by the last month, the project team should be ready to meet with the RFP project team so they can meet with the possible vendors that will be used to implement the new requirements. Kay said she is okay with Tammy’s timeline, but she warned that she would have to escalate to her superiors if the PRIDE offices were not able to show compliance with the new requirements by the first part of next year. Everyone in the room nodded in agreement, knowing that, if the project was not tracking on time, Kay could shut the whole project down and cause the project team to be let go with one phone call. The chief said, “We know, Kay. Thanks for the reminder. We will get this done long before the deadline, right?” He looks to you for confirmation. After the meeting, the chief and Kent Masters, who worked on the first project, debrief you on all the stakeholders and provide the final details you need to get going. Kent says that, even though he will not be working on this project with you, he wants you to know about several constraints and dependencies on the project, including: ● ● ● ● The requirements must be reviewed and approved by the technical team and Kay before they can be used in the technical specs. All regional offices must sign off on the preliminary specs. Costs for implementation in the regional offices cannot be more than $50,000 or take longer than one month. The RFP team will need to be debriefed on all the requirements specs needed for the RFP. As Kent is walking out, he leans over and says, “I have a few notes I kept on the last project about all the people you met that may give you a little more background. I’ll send them to you.” His email is reproduced below, including his original typos and mistakes: Email From: Masters, Kent Subject: Notes on project participants Congrats on your new role! Here are some of the notes I took early on about everyone, let me know if this helps. Chief – The boss and the one who signed us up for this project and pretty much calls the shots on the PRIDE group and is the one behind the idea for the project. Comes to every meeting and early and is very interested in the success of the project. He likes to get weekly updates in a status meeting and emails if there are any major roadblocks. Wants this whole project to get done asap and wants to make sure the project does not go over budget. Kay – Regulator and can shut us down if the project doesn’t go well She requires a monthly status update meeting just for her but doesn’t really want nor does she respond to any other communication. All she cares about is that the new software meets all the federal requirements by August of next year. Jared – Durham Office He is always late to meetings and does not come to the most meetings. He hates the new federal requirements and is only involved because he has been told to. He doesn’t respond to email because he not a technical guy but will return your phone calls if you have questions. Rarely ever offers any feedback and just wants the project to be over. Samatha (Sam) - York office Loves to help out on the project and jumps in whenever asked. She will do whatever it takes for this project to be successful but fights to make sure to keep the cost down since she is using her work to progress her career and show she keeps public spending low. Attends every meeting and she likes to be cc’d on all project communication and has been a significant help in removing project roadblocks. Sam is favorite among the government leadership and the Chief. She knows many of the leadership personally and can be a huge asset if she is on board with what you are trying to do. Watch out because if she doesn’t like you, you will never get anything approved. Gary – Hamilton office The Chief and Gary go way back and have been friends since childhood. Gary has questions from time to time and loves to just IM you rather than email or phone. He does not attend meetings but says he reads the notes. The Chief goes to Gary for advice so even though he doesn’t attend meetings you have to make sure he isn’t misinformed with what is going on. Wants this project to be over quickly because he feels like he has more important things to work on. Mary – Niagara Office Use to be a consultant for a big firm, she is really smart and has a lot to say when she attends meetings. Most of the project team is intimidated by Mary and don’t listen to what she has to say because she thinks she is smarter than everyone. Mary comes to about half the meetings and always asks for the most up to date project documentation before she will answer questions. Mary used to work for Niche Technology and doesn’t really care how long the project takes she just wants us to use Niche. Tami – like the second boss to the chief Tami has been the Product Manager for this new platform from the beginning. She is an excellent resource. Comes to every meeting meets with the stakeholders regularly to understand their needs and make sure that the new platform meets all their needs. She is fastest on email will but will also take IMs or phone calls. She doesn’t have the final say on projects but she does influence their direction and if the project is considered successful or not. Manoj – Technology Manager Manoj is excellent to work with and works directly with this dev team to make sure that all technical work is done on time. He has a lot of opinions about how the software should be developed and is very concerned that the vendors will not be able to deliver on time, to specs, and within budget. Manoj will be the technical validation for all the technical documents, and he has to sign off on the designs before they can be considered “done.” He comes to the meetings he can and said he would get more engaged once the project progresses to the technical work. Due to his schedule its best to set up meetings with him to talk through the project or what you need from him. I’ll look through my stuff and send you anything else I can find; please let me know if you have any questions! Kent Masters, CAPM Technical Project Manager Module Three: Scope Management Kent stops by your office and asks how the project is progressing. You tell him that the charter has been approved and you are are starting the scope management plan. Kent says, “Oh, I think I have something that could help you with your work breakdown structure.” He tells you that when the new federal requirements came in, they had started a requirements document. After a review of the email and reviewing with the project team, you find that the requirements document comprehensively covers what needs to be incorporated into the new vendor RFP. Email From: Masters, Kent Subject: Start of requirements document See the requirements document we created. Objective Update internal software to meet Federal requirements Requirements ● ● ● Update Constituents Regional Police Websites to comply with Federal accessibility requirements ● ● ● Update internal and websites to comply with Federal Security Standards ● ● ● Specs and Requirements Reviews ● ● Update software within RMS to meet Federal requirements to share geographic and statistical information Implement a joint computer aided dispatch system for police and fire agencies. Create and implement data integrity standards for all PRIDE offices Ensure website accessibility guidelines are incorporated into constituents website style guides. Develop and implement an inclusion lens, integrating AODA requirements, to provide guidelines and standards of practice across various areas of service. Achieve compliance with the Web Content Accessibility Guidelines (WCAG) to ensure that websites and web content are accessible to people with disabilities. Implement encryption technology to meet the requirements of the RCMP security policy Create a data backup and disaster recovery plans Replace all software interfaces to comply with Federal data encryption standards All technical specs have to be reviewed and approved by Federal regulators before RFPs can be created Technical designs need to be reviewed and approved by internal technical teams New vendor search and RFP teams ready to vendor search ● ● The vendor search and RFP teams need to be fully debriefed on all the new specs and technical requirements to create the RFPs All technical specs and requirements need to be fully documented to hand off to the new Project Team Good luck and let me know if you have any questions. Kent Masters, CAPM Technical Project Manager Module Four: Time Management You arrive early on Monday morning knowing there is still a lot to be done, and as soon as you walk in the door your phone rings. You pick it up, and it is the chief. You give him an update on where you are on the project, and he asks you how long you estimate your project will take to complete. You explain that you have not completed the time management plan for the project yet but should have it soon. He tells you he needs the estimates by the end of the week. You explain it should not be a problem because you have already broken down all the work and have your WBS ready to start your activity durations and task sequencing, as well as the information needed to create your network diagram. You explain that the network diagram will enable you to identify the critical path of the project, which will provide the best estimate of the timeline. The chief says, “Okay, I don’t know what all that means, just let me know when this project will be done by the end of the week, okay?” You explain you will make sure it happens, and you pull out all your work on the scope management plan to get going on your time management plan. “Oh, one more thing,” the chief says. He tells you that you will need to build in one or two weeks for the RFP debrief once all the technical teams have the new designs complete. Lastly, he reminds you that the regulator takes at least four weeks to complete reviews once all the legal reviews are done. You thank the chief again and hang up. Right after you hang up, Manoj, the technology manager, stops by your office and hands you his teams estimates on how long it will take to complete each of the objectives to use in your time management plan. Time sizing estimates: • • • • • • • • • • Internal software to meet Federal requirements designs contract work: 150 hrs Federal accessibility requirements design contract work: 100 hrs Accessibility SME work: 40 hrs New security requirements contract work: 100 hrs Security SME work: 50 hrs Procurement of new software: 8 to 16 weeks Procurement of new laptops: 4 to 8 weeks Enterprise modeling software installation and training: 2 to 3 weeks Internal tech team reviews and sign off for each objective complete: one to two weeks Internal tech lead debrief with the RFP team: 40 hours He says that is all his team could come up with for their components, and any other items you may have from the work breakdown you will have to estimate yourself. You thank him for his help and after he leaves you jump in and start your estimates on all the project activities. Module Five: Cost and Procurement Management After a long day of meetings, the chief stops by your office and asks how the cost estimates and budget breakdowns are going. You tell him you are just waiting on some estimates from Manoj. He seems pleased and reminds you that the RFP teams are internal teams that will not require any costs. You thank him for that feedback, and as he leaves, you notice you just received the email from Manoj you were waiting for with the high-level estimates on costs that will be related to the project. Email From: Patel, Manoj Subject: Costs and equipment estimates Its been great working with you so far on the project. Working with my team, I did some preliminary sizings for your cost and procurement management plan. For the technology contractors needed to update internal software to meet Federal requirements usually, cost us between $140 to $200 hr for at least 100 to 150 hrs. For the federal accessibility requirements, it will take about 100 hrs with the same contractor rates, but we will also need a subject matter expert (SME) for about 40 hrs to review the designs at about $200 an hr. The new federal security requirements will likely take about 100 hours at the $140 to $200 hr plus we will need a security SME for about 50 hrs at $250 hr. The equipment that we need will include an enterprise software license for the enterprise modeling, new developer laptops, and some new internal cloud needed so the team can quickly collaborate on the designs at the various regional offices; equipment, software, and training should run us 200k. In speaking wit ... Purchase answer to see full attachment