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Project Management Plan: “Assessment of Cisco System, Development of PMC”

1. Theory of Project Assessment

1.1 Cisco Systems “Project Analysis”

The Cisco System is known for designing and selling Internet protocol (IP) centred networking products (Claise et al., 2012). Furthermore, the organisation offer vast array of services related to Information Technology (IT) Industry.

 1.1.1 Cisco Project Under Evaluation

This contextual investigation depicts Cisco IT’s in-house utilisation of Cisco remote connectivity and Cisco IP Communications advancements in conjunction with a creative working environment outline to make a more successful work environment for Cisco’s workforce.

1.1.2 Project Objectives

Objectives were to raise profitability, upgrade coordinated effort, expand worker fulfilment, and decrease real estate and innovation costs. The Cisco worldwide system is an innovative organisation that is one of the biggest and most complex.  Cisco workers are mostly on the move and spend less time for working on a single particular desk or working area (Andy Neely et al., 2015). In light of the requirements vision was to empower the workers to induce creativity by increasing portability-using elements of Cisco IP Communications innovation. The new environment would empower them to pick any workspace for whatever length of time that they required it, it can be exactly an hour or throughout the day.

1.2 Principles of Project Management Measuring Success at Cisco

A project is a temporary endeavour undertaken to achieve specific goals and objectives having a defined start and finish. The project management is discussed considering the triple constraints (Iron Triangle) Scope, time, Cost, and Quality (Liu et al., 2013).

Project management is a concept that uses established set of principles and standards to lead a project from its start point till the end ensuring all deliverables are met according to the customer’s requirements.

1.2.1 Criterion for Success or Failure

The success criterion was established in the scope statement of Cisco Systems for improving office workspace with introduction of IT systems. Project success criterions are the standards established on which the project is evaluated and termed successful or unsuccessful (Kiran and Kinghorn, 2013). The success parameters can be explained as following

Table 1 Cisco Project Success Criterion

Cisco Systems Project
Success CriterionDescription
    Enable collaborationIncreasing chance of planned and unplanned meeting and removing distances via collaboration over technology like e-mail, voice mail, Cisco VT Advantage telephony. 
    Reducing real estate costBy removing the traditional seats or locations to employees the organization will be able to free two third of the space. This will allow the Cisco Systems to save real estate cost by 37%.
    Minimizing Infrastructural CostA wireless system does not use wires or cables that make it very compatible and easily accessible where as reduces cost for maintain complex porting and extended wiring.

1.2.2 Triple Constraint and Criterion for Project Success

1.2.2.1 Project Schedule Management

Management of project schedule is very important criterion for success, since sponsors require the desired output at a particular amount of time (Liu et al., 2015). To manage project schedules (Time) techniques like critical path method and network diagram is used to analyse the dependencies between task and then designing it according to the competencies and resource availability (Kuchta, 2014).  The project manager can use techniques like crashing and fast tracking to get back on schedule (Mishra and Mahanty, 2014).

1.2.2.2 Project Cost Management

 Cost management is another significant factor for achieving project success like every project has definite start and finish similarly the project also has a defined budget (Mishra and Mahanty, 2014). The cost incurred in achieving the deliverable is defined in Planned value of each task (Doloi, 2012). Furthermore, project manager uses earned value management techniques to manage the cost during the execution. Task as closely monitored and earned value is continuously mapped with planned value enabling increased control over cost and increases chances for success (Love et al., 2012).

1.2.2.3 Project Scope

The project scope is a factor that defines success as the output meets the expectations/requirements of the clients (Adams and Foltz, 2012). The project is successful when all deliverables are aligned according to the client’s requirements (McCann, 2013). Failing to deliver any one of the deliverables the project is deemed a failure.

1.2.2.4 Quality

Quality is meeting stakeholder’s expectations in terms of number of defects in a system produced. The quality is defined by the customer shows that how much tolerant client is towards defects (Liu et al., 2015). The project will be termed as failure if it delivers a major defect towards the customer. Other wise success lays in meeting stakeholders expectations.

Project manager can create a win-win scenario by using lean six-sigma technique or ISO PDCA cycle in addition to deployment of Quality management system comprising of quality assurance and control (Cusworth and Franks, 2013).

1.2.3 Various Other Criterion for Project Succes

The above table shows various other factors for success like user involvement and top management support with clear requirements defined. Proper planning and communicating realistic expectations help achieving project success.

Similarly the above table shows the factors that contribute to project failure like if the customer or clients inputs are not effectively taken or client is not effectively engaged with in the process (Burke, 2013). Henceforth would result in incomplete requirements and escalating to changing requirements frequently. These factors lead to failure of a project.

1.3 Principles of Project Management for System Life Cycle Stage

Project management principles refer to the utilisation of information, abilities, apparatuses, and strategies to effectively manoeuvre project activities or work packages. The activities are with a specific end goal to meet or surpass sponsors/clients requirements and desires from a task (Cervone, 2011). Meeting or surpassing sponsors needs and desires constantly includes adjusting and finding a balance among components scope, time, cost, and quality. This is important since partners might be with contrasting needs or wants (Drouin et al., 2012).

The term project management in many cases is used to depict an enterprise’s way to deal with the management of operations. Every project is marked by the delivery of a specific deliverable and objective where as deliverable or objective is a tangible and a verifiable work product. Every stage is marked with a specific deliverable and after the assessment of deliverable being according to the standards the product is allowed to move to next stage other wise appropriate corrective actions are made (Zwikael, 2012).

Table 4 Project Management Principles and Lifecycle Stage

Project Management Principles and Life Cycle Stage
StagesAppropriate PrincipleOutput
Project ConceptualisationConduct Feasibility studyProject is feasible or not
Project InitiationSign Project Charter/ Design a Scope StatementSigned Charter and Scope
Project PlanningProject team meetings, quality parameters and Risk AssessmentProject Plan
Project ImplementationQuality Assurance, Risk Monitoring and Control, Critical Path Method management, WBS, Lean or Agile management.Deliverable According to Customer requirements
Project ClosureStakeholder meeting, Presentations and Outcome managementLessons Learnt

1.4 Elements Involved in Project Closure

Following table explains the essential elements that need consideration for project closure (Alexandra-Mihaela and Danut, 2013).
Table 5 Essential Elements for Project Closure

Project closure is a significant aspect of the project management and it is the last stage in the undertaking life cycle. The task closure report is documented and submitted to the program manager or senior management for assessment and client’s approval (Gido and Clements, 2014). The Program director is responsible for all the exercises included in the undertaking conclusion report and regarding project as closed when all the exercises have been finished. The project manager is responsible for having a last meeting with the colleagues to discuss about what were the issues and how was their experience all through the venture and where they needed to improve. The project manager directed an overview of the project and communicated the deliverable to the consumers (Burke and Barron, 2014).

2. Project Plan

2.1 Project Initiation Document

2.1.1 Document History

Table 6 Document History

Document Owner                                   Project Management Consultancy
Document Location             United Kingdom
Document Status                  Planning Stage
Revision History                   1st July 2015

Table 7 Version Information

Version numberRevision datePrevious revision dateSummary of changesChanges marked
0.11.20151st July 20155th June 2015Project Plan Updated
     
     

2.1.2 Approvals        

Table 8 Project Approval

NameSignatureResponsibilityDate of issueVersion
PMC- Program Manager Overall Monitoring1st June 20150.11.2015
Sponsor Approval15th June 20150.11.2015
Project Manager Project deliverables29th May 20150.11.2015

2.2 Introduction to “Upgrade Database” Project

Currently the organization is performing its operation manually that results in excessive cost and low productivity. The project is being initiated to increase efficiency of the organization and allow them to achieve growth and induce innovation in work processes.

2.2 Key Deliverable

Table 9 Key Deliverables

ActivitiesDeliverable Date
Project Feasibility Study23-8-15
Technology Need Assessment26-8-15
Tech equipment Procurement21-8-15
Data Base Framework Setup4-09-15
Portal For Financial Records23-9-15
Portal for Sales Person Sales Data Recording29-09-15
Portal for Project team roles and Responsibilities4-09-15
Project Evaluation portal15-09-15
One touch Project report generation tool20-09-15
Data Base Online Web Integration4-11-15
Project Interactive desktop on Database4-12-15

2.3 Project Plan

2.3.1 Work Breakdown Structure

Table 10 Work Breakdown Structure

1. B2B Marketplace Launch Work Breakdown Structure
IDTask NameDurationStartFinishPreResource
 1. Planning Phase60 days12/22/143/13/15 Project Manager
 1.1 Defining Scope15 days12/22/141/9/15 Quality & Risk Manager/ Project team
 1.2 Stakeholder Meetings10 days1/12/151/23/153Presenters/ Project Manager
 1.3 Scope Signing35 days1/26/153/13/154Project Manager/ Support Members
 2. Database Procurement and Installation80 days3/16/157/3/155,2IT Manager
 2.1 Market research for information30 days3/16/154/24/155Market Research Team
 2.2 Required equipment List Finalization25 days4/27/155/29/157Project Team/ Market Research Team
 2.3 Procurement of equipment17 days6/1/156/23/158IT / Database / Risk Manager
 2.4 Database equipment installation20 days6/1/156/26/158Database Manager
 2.5 Working Inspection5 days6/29/157/3/1510IT manager
 3. Data Base Framework Setup35 days7/6/158/21/1511,6Project Manager/ IT manager
 3.1 Portal For Financial Records21 days7/6/158/3/1511IT analyst
 3.2 Portal for Sales Person Sales Data Recording23 days7/6/158/5/1511Consultant/IT analyst
 3.3 Portal for Project team roles and Responsibilities35 days7/6/158/21/1511Software programmer
 3.4 Project Evaluation portal27 days7/6/158/11/1511Marketing Manager/ Software Engineer
 3.5 One touch Project report generation tool32 days7/6/158/18/1511Customer Care officer/ Software Programmer
 4. Data Base Online Web Integration45 days7/6/159/4/1511Marketing Manager/IT analyst/ Designer
 5. Project Interactive desktop on Database90 days9/7/151/8/1616,12Project Manager/ IT manager
 6. Closure of the project20 days1/11/162/5/1619Project manager / Project Team

2.3.2 Project Scheduling

Table 11 Legends For Network Diagram

Legend for Network Diagram
  #IDActivity  Pre  #IDActivity  Pre  #IDActivity  Pre
 PDatabase Installation and Automation 8.B2Required equipment List Finalization715.C3Portal for Project team roles and Responsibilities11
 APlanning Phase 9.B3Procurement of equipment816.C4 DProject Evaluation portal11
 A1Defining Scope 10.B4Database equipment installation817.C5 D1One touch Project report generation tool11
 A2 Stakeholder Meetings311.B5Working Inspection1018.DData Base Online Web Integration11
 A3Scope Signing412.CData Base Framework Setup11,619.EProject Interactive desktop on Database11
 BDatabase Procurement and Installation5,213.C1Portal For Financial Records1120.FClosure of the project19
 B1Market research for information514.C2Portal for Sales Person Sales Data Recording1121.   

2.4 Project Monitoring and Control

Risk management will be carried out by following the risk register, where it will be used to ensure all the risk are being mitigated as identified in the planning stage. Furthermore the monitoring and control process will maintain strong quality orientation where process audits will ensure that defects are not produced. Inspection will be performed at the end of each phase to ensure specifications are dully met.

2.5 Conditions at Closure Stage

The organization will have moved to paperless environment and fully automated system will be working and managers will be reporting positive reviews regarding its productivity. The sponsor will approve the project after achieve satisfactory results.

References

Adams, S. and Foltz, L. (2012) ‘Project Scope and Activities’.

Alexandra-Mihaela, P. and Danut, D. D. (2013) ‘The measurement and evaluation of the internal communication process in project management’, Annals of the University of Oradea, Economic Science Series, 22(1), pp. 1563-72 %@ 1582-5450.

Andy Neely, D. R. E. P. J. E. P., Williams, J. and LaBrie, R. C. (2015) ‘Unified communications as an enabler of workplace redesign’, Measuring Business Excellence, 19(1), pp. 81-91 %@ 1368-3047.

Burke, R. (2013) Project management: planning and control techniques.

Burke, R. and Barron, S. (2014) Project management leadership: building creative teams. John Wiley & Sons.

Cervone, H. F. (2011) ‘Understanding agile project management methods using Scrum’, OCLC Systems & Services: International digital library perspectives, 27(1), pp. 18-22 %@ 1065-075X.

Claise, B., Aitken, P. and Ben-Dvora, N. 2012. Cisco Systems Export of Application Information in IP Flow Information Export (IPFIX).

Cusworth, J. W. and Franks, T. R. (2013) Managing projects in developing countries. Routledge.

Doloi, H. (2012) ‘Cost overruns and failure in project management: understanding the roles of key stakeholders in construction projects’, Journal of construction engineering and management.

Drouin, N., Besner, C., Drouin, N. and Besner, C. (2012) ‘Projects and organisations: Adding rungs to the ladder of understanding project management and its relationship with the organisation’, International Journal of Managing Projects in Business, 5(2), pp. 175-179 %@ 1753-8378.

Gido, J. and Clements, J. (2014) Successful project management. Cengage Learning.

Kiran, S. and Kinghorn, G. 2013. Cisco Open Network Environment: Bring the Network Closer to Applications. CISCO Systems.

Kuchta, D. (2014) ‘A New Concept of Project Robust Schedule–Use of Buffers’, Procedia Computer Science, 31, pp. 957-965 %@ 1877-0509.

Liu, B., Jiang, S., Carpenter, B., Venaas, S., George, W. and Cable, T. W. (2013) ‘Cisco Systems’.

Liu, W. J., Zhang, Z. X. and Meng, T. ‘Dynamic Optimization of Project Schedule Based on Life-Cycle Economic Benefits’. Trans Tech Publ, 2504-2508 %@ 3038353582.

Love, P. E. D., Wang, X., Sing, C.-p. and Tiong, R. L. K. (2012) ‘Determining the probability of project cost overruns’, Journal of Construction Engineering and Management, 139(3), pp. 321-330 %@ 0733-9364.

McCann, D. E. X. (2013) Managing Changes in Project Scope: The Role of the Project Constraints. WALDEN UNIVERSITY.

Mishra, D. and Mahanty, B. (2014) ‘The effect of onsite-offshore work division on project cost, schedule, and quality for re-engineering projects in Indian outsourcing software industry’, Strategic Outsourcing: An International Journal, 7(3), pp. 198-225 %@ 1753-8297.

Zwikael, O. (2012) ‘Exclusive project critical success processes: a cultural diversity perspective’, International Journal of Project Organisation and Management, 4(2), pp. 143-152 %@ 1740-2891.

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