I need some help week 4 group

Question description

This is part of the assignment i need to get done by tomorrow wednesday to turn in.

 Communication Management Plan: Once you have identified all the stakeholders—which include the team, sponsor, functional managers, and customer—you must determine the best way to communicate with them. Communication goes both ways, so plan how they communicate back to the project. A communication plan must include what needs to be communicated, why, between whom, in what format, how often, and who is responsible for doing it.

Here is what we have so far for the team.

McBride Project Management Plan

Project Plan

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

Methodology and Business Case

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

Project Goal

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

History

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

Stakeholders

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

Goal

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

Project Charter

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

Project Scope

Project Name:	Expand Computer Network Operations of McBride Financial Services to Eight Locations	Date:	July  29,2013
Project Objectives	To expand a fully functional information system at eight different locations in five states.
Product Scope Definition	Hugh McBride, CEO of McBride Financial Services, and his team of brokers have provided conventional, FHA, and VA loans to customers in Boise, Idaho.  The firm provides the necessary tools and documents to the customer looking to purchase a new home, refinance a mortgage loan, or sell a home.  To expand the firm in five states, the technological operations must have the ability to process mortgage applications and execute them back to the main headquarters in actual time.
Project Requirements	The project is expected for completion within 1 year.  McBride Financial Services will execute payment to Smith Systems Consulting for labor and technical configuration and installation.  This will also include training employees at each location and meeting the expectations of communication to the headquarters.
Project Limitations	Excluded from the project is an additional backup system to store the data at each location or a central location.
Project Deliverables	Project manager will provide documentation of weekly status reports during the implementation, configuration, and testing phases of the network operations for each facility.
Project Constraints	·      Delay of computer equipment ·      Minimal Software Licenses ·      Slowness between network communication
Project Members	The member of the project are the project manager, the project team, Hugh McBride (CEO), and site brokers from each of the eight locations
Milestones	Network Operation Task Completion Dates: Network Design –  09/10/13 Installation of Network Cables – 10/8/13 Hardware Procurement – 10/9/13 Hardware Setup (Computers, Printers, Wi-Fi) – 11/6/13 Implementation (Documentation, Training) – 12/4/13
Fund Limitation	Approximately $1 million
Approval Requirements	Approval on documentation to finalize each initial phase for each location from the project manager, Hugh McBride, and the designated site broker at each location.

 

 

 

 

Work Breakdown Structure

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

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

Schedule Management Plan

(David)

 

Stakeholder Analysis

Communication Management Plan

Quality Management Plan

Risk Management Plan

Procurement Plan

Cost Management Plan

Staffing Plan

Conclusion

 

References

University of Phoenix. (2013). Virtual Organizations [Multimedia]. Retrieved from University of Phoenix, CMGT411 Project Planning Management website.

Lee S.H., Pena-Mora F., Park M. (2006). Dynamic planning and control methodology for strategic and operational construction project management (2006) Automation in Construction, 15 (1), pp. 84-97.

Project Stakeholder Management. (n.d.). Retrieved from http://www.projectstakeholder.com/

Karlsen, J. T. (2002). Project stakeholder management. Engineering Management Journal, 14(4), 19-24. Retrieved fromhttp://search.proquest.com/docview/208967981?accountid=458

            Marchewka, J. T. (2009). Information technology project management: Providing measurable      organizational value (3rd ed.). Hoboken, NJ: Wiley.

            Steinberg, T. (1989). Developing a computer security charter. SIGSAC Rev. 6, 4 (January 1989), 12-19. DOI=10.1145/382093.382679 http://doi.acm.org/10.1145/382093.382679

 

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