(Mt) – Project Control Artefacts Worksheet

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MGT6154.E1 Course Project Assignment The course project assignment, worth 55% of the overall grade, is an opportunity for you to create a project plan and project management documentation for a project of your choosing. We start with a business case and project charter and follow a nine-step project lifecycle to create a complete project plan. In addition to project plan documents, we will create artifacts necessary for managing project execution as well. You are encouraged to use project management documents and forms you are familiar with and use the forms publicly available at various internet sources (please respect any intellectual property / copyright restrictions). The course project assignment consists of the following deliverables: 1. Project Selection – 10% of the course project grade; due by Saturday of Week-2 at 11:55PM Central Time. 2. Project Scope Artifacts –10% of the course project grade; due by Saturday of Week-3 at 11:55 PM Central Time. 3. Project Schedule Artifacts – 10% of the course project grade; due by Saturday of Week-4 at 11:55 PM Central Time. 4. Project Budget Artifacts – 10% of the course project grade; due by Saturday of Week-5 at 11:55 PM Central Time. 5. Project Control Artifacts – 10% of the course project grade; due by Saturday of Week-6 at 11:55 PM Central Time. 6. Finalize Project Plan & Approval – 10% of the course project grade; due by Saturday of Week-7 at 11:55 PM Central Time. 7. Perform Project Work Artifacts – 10% of the course project grade; due by Saturday of Week-8 at 11:55 PM Central Time. 8. Project Performance & Change Management Artifacts – 10% of the course project grade; due by Saturday of Week-9 at 11:55 PM Central Time. 9. Final Project Documents – 20% of the course project grade; due by Thursday of Week-10 (Last Day of Class) at 11:55 PM Central Time. Please refer to the Assignment Description and Course Project Requirements & Assignment Scoring Guide below for detailed assignment expectations. Course Project Description The MGT6154.E1 course project builds on the concepts necessary for performing project management activities as a project manager, project lead, or coordinator. The course project involves applying best practices derived from Project Management standards in the PMBOK® Guide (6th edition). It is intended to build a practical understanding of project management tools, techniques, and processes. We take a project from start to finish in the course project using a stepwise (nine step) approach starting with the initiating processes of project selection and approval, then the planning processes for the major success factors of Scope, Schedule, and Budget, followed by planning for execution and control. Each week, beginning with Week-2 (see listing above), you will be required to deliver the major artifacts of each project management step. You are welcome to customize these artifacts to fit your interest or industry, but they should be compliant with the basic artifacts as described in the PMBOK® Guide (6th edition). You are welcome to use any publicly available document, template, or another reference for your course project deliverables; however, you must synthesize any external sources and create your own work. Also, all sources and references must be properly cited using APA 6.0 compliant citations. Step 1 – Project Selection and Approval – Week 2 The first steps we will examine are the processes used to begin the project; Develop Project Charter and Identify Stakeholders. The processes in this portion of our nine-step project life cycle correspond directly to the Initiating process group defined by PMI. In the beginning of a project (Project Initiation) we are concerned with gaining authority to perform the project. The project manager usually documents an initial vision for the project – the initial project scope and expectations are documented in the Project Charter document. A critical part of this step is to gain the authority to perform the project and to create and document initial definition of project scope, requirements, goals, and objectives. Another step at the beginning of a project is to begin to identify project stakeholders by producing the initial Stakeholder Register and the project Stakeholder Management Strategy. Section 4.1 of the PMBOK® Guide (6th edition) Develop Project Charter describes the process and importance of the Project Charter document. Section 13.1 of the PMBOK® Guide (6th edition) Identify Stakeholders describes the process of identifying the people, groups, or organizations that could impact or be impacted by the project and describes the development of the project Stakeholder register. Section 13.2 of the PMBOK® Guide (6th edition) Plan Stakeholder Management describes the process of developing appropriate management strategies to effectively engage stakeholders throughout the project lifecycle and documenting these strategies in the project stakeholder register using the Stakeholder Analysis Matrix. For this portion of the course project you will develop the following project management artifacts: 1. Project Charter 2. Initial project Stakeholder Register 3. Stakeholder Management Strategy/Stakeholder Analysis Matrix Project Selection and Approval – Scoring Guide Due date: by Saturday of Week-2 at 11:55PM Central Time. 10% of the course project grade Activity Percent Develops Project Charter document per PMI definition. 20% Develops Stakeholder Register document per PMI definition. 20% Develops Stakeholder Management Strategy/Stakeholder Analysis Matrix. 20% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills (grammar, mechanics style, etc…). 20% Total Percent Grade Conversion Percent Letter Grade 100% 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 2 – Project Scope Artifacts – Week 3 The second step in our nine-step project lifecycle is to develop the project scope. After the initiation of the project, the project manager and stakeholders work together to define the scope of the project. Defining the project scope is an iterative process that, in practice, can take some time to complete; for this assignment only, a high-level definition of scope is required. The PMBOK® Guide (6th edition) describes several processes are used to define the scope of a project including: Plan Project Scope Management, Collect Requirements, Define Scope, and Create WBS. Section 4.2 of the PMBOK® Guide (6th edition) Develop Project Management plan describes the Scope Management plan document. Scope planning is intended to create the Project Scope Management plan which describes how the project manager and the project team will collect requirements, develop project scope statement, how the WBS will be developed, and how scope verification will take place and how project scope will be controlled. The other processes, Collect Requirements, Define Scope, and Create WBS, are described in chapter 5 of the PMBOK® Guide (6th edition). The project scope baseline consists of the Project Scope Statement, the WBS, and the WBS dictionary. For this portion of the course project you will develop the following project management artifacts: 1. Scope Management Plan/Statement 2. Project Scope Statement 3. Work Breakdown Structure (WBS) and WBS dictionary. Project Scope Artifacts – Scoring Guide Due date: by Saturday of Week-3 at 11:55PM Central Time. 10% of the course project grade Activity Percent Develops High-Level Scope Management/Statement Plan per PMI definition. 20% Develops Project Scope Statement. 20% Develops Work Breakdown Structure (WBS) and WBS Dictionary. 20% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills (Grammar, mechanics style, etc…). 20% Total Percent 100% Grade Conversion Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 3 – Project Schedule Artifacts – Week 4 The third step in our nine-step project lifecycle is to develop the project schedule. After the team has developed the scope and objectives for the project – the project schedule can be efficiently considered. In practice; schedule development often happens simultaneously with the scope and budget development processes. Developing the project schedule is an iterative process that can take some time to complete. For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. Multiple processes are used in this step including: Plan Schedule Management, Define Activities, Sequence Activities, Human Resource Planning, Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule. Sections 4.2 and 6.1 of the PMBOK® Guide (6th edition) Develop Project Management plan and Plan Schedule Management describe the Schedule Management plan document. Schedule planning is intended to create the Project Schedule Management plan and to select a scheduling methodology (i.e., Critical Path Method (CPM)), a scheduling tool (i.e., Excel, MS Project, etc.…), and sets the format and establishes the criteria for developing and controlling the project schedule. The other processes, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule are described in chapter six of the PMBOK® Guide (6th edition). Human Resource planning is defined in chapter nine of the PMBOK® Guide (6th edition). The project schedule baseline is a version of the schedule model that is accepted and approved by the project management team; it contains planed (baselined) activity start and finish dates. For this portion of the course project you will develop the following project management artifacts: 1. Schedule Management Plan/Statement 2. Project Milestone List 3. Resource Requirements 4. Project Roles and Responsibilities (RACI) or other Responsibility Assignment Matrix (RAM). 5. Project Schedule (you can use MS Excel or MS Project or another scheduling tool if you have access to these applications; otherwise a table or sequenced list with start/finish dates and activity durations is acceptable). Be sure to identify your project’s critical path. Project Schedule Artifacts – Scoring Guide Due date: by Saturday of Week-4 at 11:55PM Central Time. 10% of the course project grade Activity Develops Schedule Management Plan/Statement per PMI definition. Percent 15% Develops Project Milestone List. 15% Resource Requirements & Project Roles & Responsibilities Matrix. 15% Project Schedule and Critical Path documentation 15% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. 20% (Grammar, mechanics style, etc.). Total Percent 100% Grade Conversion Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 4 – Project Budget Artifacts – Week 5 The fourth step in our nine-step project lifecycle is to develop the project budget. After the team has developed the scope and objectives and the project schedule has been developed, the Project Manager (you) can finalize the project budget. However, two processes, Plan Procurements and Conduct procurements are essential steps that should happen early in the project. They are included here because the costs of procurements (should there be any must be determined for budget development is complete. In practice; project budget development usually happens simultaneously with the scope and schedule development processes. Developing the project budget is an iterative process that, in practice, can take some time to complete. For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. Several project management processes are used to develop the project budget including: Plan Procurements, Plan Cost Management, Estimate Costs, and Determine Budget. Sections 4.2 and 7.1 of the PMBOK® Guide (6th edition) describe the Cost Management plan document and Plan Cost Management. The Cost Management plan sets out the format and establishes the criteria for planning, structuring, estimating, budgeting, and controlling project costs. The Plan Procurements and Conduct Procurement processes are defined in chapter 12 of the PMBOK® Guide (6th edition). The Estimate Cost and Determine Budget processes are defined in chapter seven of the PMBOK® Guide (6th edition). For this portion of the course project you will develop the following project management artifacts: 1. Cost Management Plan/Statement 2. Procurement Management Plan/Statement 3. Activity/Procurement Cost Estimates list 4. Cost Performance Baseline (Budget) Project Budget Artifacts – Scoring Guide Due date: by Saturday of Week-5 at 11:55PM Central Time. 10% of the course project grade Activity Percent Cost Management Plan/Statement. 15% Procurement Management Plan/Statement 15% Activity/Procurement Cost Estimates list. 15% Cost Performance Baseline (Project Budget) 15% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. (Grammar, mechanics style, etc…). 20% Total Percent Grade Conversion 100% Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 5 – Project Control Artifacts – Week 6 The fifth step in our nine-step project lifecycle is to validate project controls. In this step you will document the project management processes needed to support governance for the project. There are several processes used in this step including Plan Communications, Plan Quality, Plan Risk Management, Identify Risks, Qualitative Risk Analysis, Quantitative Risk Analysis, and Plan Risk Responses. In practice; the project control documents are created and updated simultaneously along with the other project management processes. Validating project controls is an iterative process that, in practice, can take some time to complete. For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. One essential process, Plan Change Management, is not specifically identified in the PMBOK® Guide (6th edition) is the process of planning for change management to guide the Perform Integrated Change Control process. Most performing organizations will have an enterprise policy on how changes to project scope, schedule, or costs are managed and for their projects. The project manager will extend and integrate these organizational polices into the project management plan. For purposes of this assignment, you will create a high-level change management plan for your project. Plan Communications is defined in chapter 10 of the PMBOK® Guide (6th edition). Plan Quality is defined in chapter eight of the PMBOK® Guide (6th edition). Plan Risk Management is defined in chapter 12 of the PMBOK® Guide (6th edition). For this portion of the course project you will develop the following project management artifacts: 1. Communications Management Plan/Statement 2. Quality Management Plan Management Plan/Statement 3. Risk Management Plan/Statement 4. Change Management Plan/Statement Project Control Artifacts – Scoring Guide Due date: by Saturday of Week-6 at 11:55PM Central Time. 10% of the course project grade Activity Percent Communications Management Plan/Statement. 15% Quality Management Plan Management Plan/Statement 15% Risk Management Plan/Statement. 15% Change Management Plan/Statement 15% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. (Grammar, mechanics style, etc.…). 20% Total Percent 100% Grade Conversion Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 6 – Finalize Project Plan & Approval – Week 7 The sixth step is to finalize the Project Plan and obtain stakeholder approval. The approved project management plan becomes the baseline for performance measurement of all areas of the project. The project manager and the project team should manage the project from this point forward against the baseline. If there are changes required to the scope, cost, schedule, or configuration of the product or service or any project documents from this point forward, the project manager must ensure that the planned change control is executed. The project management process applied in this step is Develop Project Management Plan. The Develop Project Management Plan process is defined in chapter four of the PMBOK® Guide (6th edition). For this portion of the course project you will develop the following project management artifacts: 1. A finalized Project Management Plan – The Project Management Plan and all the subsidiary plan artifacts created to date, prepared and presented for stakeholder approval. Project Control Artifacts – Scoring Guide Due date: by Saturday of Week-7 at 11:55PM Central Time. 10% of the course project grade Activity Percent A finalized Project Management Plan – The Project Management Plan and all of the subsidiary plan artifacts created to date, prepared and presented for stakeholder approval. 60% Submission demonstrates significant compliance with PMI standards. 20% Submission demonstrates professional and effective communication skills. (Grammar, mechanics style, etc.). 20% Total Percent Grade Conversion Percent Letter Grade 92 – 100% A 100% 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 7 – Perform Project Work Artifacts – Week 8 The seventh step in our nine-step project lifecycle is to perform the project work. In this step, you will do the work planned to create the product, service, or result of the project. The processes in this step are primarily associated with the Executing process group as defined in the PMBOK® Guide (6th edition). Project execution is an iterative process that, in practice, can take some time to complete. For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. Several project management processes are used in the Perform Project work step including: Acquire Project Team, Develop Project Team, Perform Quality Assurance, Distribute Information, Administer Procurements, and Direct and Manage Project Execution. Acquire Project Team, Develop Project Team defined in chapter nine of the PMBOK® Guide (6th edition). Perform Quality Assurance is defined in chapter eight of the PMBOK® Guide (6th edition). Manage Communications is defined in chapter 10 of the PMBOK® Guide (6th edition). Administer Procurements is defined in chapter 12 of the PMBOK® Guide (6th edition). For this portion of the course project you will develop the following project management artifact(s): 1. Interpersonal skills assessment (leadership, communication, etc.) required for project management – Describe the interpersonal skills you will apply to control risk in your project. 2. Conflict management assessment. This is a summary describing the conflict management tools and techniques required of the project manager for successful execution of your project. 3. Quality assurance assessment – Describe the tools and techniques you will apply to assure quality (product or service and project management) in your project. 4. Distribute Information updates – Describe the tools and techniques you will apply to distribute information in your project. Project Control Artifacts – Scoring Guide Due date: by Saturday of Week-8 at 11:55PM Central Time. 10% of the course project grade Activity Percent Interpersonal skills assessment. 15% Conflict management assessment 15% Quality assurance assessment. 15% Distribute Information updates 15% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. (Grammar, mechanics style, etc…). 20% Total Percent 100% Grade Conversion Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 8 – Performance & Change Management Artifacts – Week 9 The eighth step in our nine-step project lifecycle is to monitor project performance and manage project change. In this step, you will do the work planned to create the product, service, or result of the project, but you also ensure that project performance is monitored, and change is managed. The processes in this step are primarily associated with the Executing process group as defined in the PMBOK® Guide (6th edition). Project execution is an iterative process that, in practice, can take some time to complete. For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. Several project management processes are used in the Project Performance & Change Management steps including: Monitor and Control Risks, Control Scope, Control Schedule, Control Costs, and Integrated Change Control. Monitor and Control Risks is defined in chapter eleven of the PMBOK® Guide (6th edition). Control Scope is defined in chapter five of the PMBOK® Guide (6th edition). Control Schedule is defined in chapter six of the PMBOK® Guide (6th edition). Control Costs is defined in chapter seven of the PMBOK® Guide (6th edition). Integrated Change Control is defined in chapter four of the PMBOK® Guide (6th edition). For this portion of the course project you will develop the following project management artifact(s): 1. Risk Control assessment – Describe the tools and techniques you will apply to control risk in your project. 2. Scope Control assessment – Describe the tools and techniques you will apply to control scope in your project. 3. Schedule Control assessment – Describe the tools and techniques you will apply to control scope in your project. 4. Cost Control assessment – Describe the tools and techniques you will apply to control cost in your project. 5. Integrated Change Control assessment- Describe the tools and techniques you will apply to control cost in your project. Project Control Artifacts – Scoring Guide Due date: by Saturday of Week-9 at 11:55PM Central Time. 10% of the course project grade Activity Percent Risk Control assessment. 12% Scope Control assessment 12% Schedule Control assessment. 12% Cost Control assessment 12% Integrated Change Control assessment 12% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. (Grammar, mechanics style, etc.…). 20% Total Percent 100% Grade Conversion Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Step 9 – Final Project Documents – Week 10 The ninth and final step in our nine-step project lifecycle complete the work planned to create the product, service, or result of the project and close the project. Two processes are applied in this step; Close Procurements and Close Project or Phase. The processes in this step are primarily associated with the Executing process group as defined in the PMBOK® Guide (6th edition). Project execution is an iterative process that, in practice, can take some time to complete. Close Procurements is defined in chapter 12 of the PMBOK® Guide (6th edition). Close Project or phase is defined in chapter four of the PMBOK® Guide (6th edition). For purposes of this assignment, we will keep our deliverables as simple as possible, but sufficient enough to be meaningful. The Close Procurements is the process that formalizes the closing of vendor activity on the project. In Close Procurements, the project manager and stakeholders work together to confirm that all elements of the vendor contracts have been satisfied. All documentation created by the vendor should be archived with other project documentation and final vendor payments should be addressed. The Close Project or Phase is the process that formalizes closure of the overall project or project phase. In the Close Project or Phase process, the project manager and stakeholders work together to confirm that all elements of the project or project phase have been satisfied. Lessons learned should be documented and all project records archived. For this portion of the course project you will develop the following project management artifact(s): 1. Lessons Learned – Document any lessons learned you experienced while completing the course project. 2. Final Project Plan and documents – Compile, in a presentable from, all the documents you created for the course project and submit to the instructor for “archiving” and attach your final document to your course retrospective discussion post Project Control Artifacts – Scoring Guide Due date: by Thursday of Week-10 (Last day of class) at 11:55 PM Central Time. 20% of the course project grade Activity Percent Lessons Learned. 30% Final Project Plan and documents 30% Submissions demonstrate significant compliance with PMI standards. 20% Submissions demonstrate professional and effective communication skills. (Grammar, mechanics style, etc…). 20% Total Percent Grade Conversion 100% Percent Letter Grade 92 – 100% A 82 – 91% B 72 – 81% C 62 – 71% D 0 – 61% F Project Selection and Approval Project charter Project name Company-wide Omni-Channel Revamp. Problem statement Execution of an Omni-Channel retail strategy has been a struggle that we have been going through as a company. We have to devise superior ways of executing this new strategy as OmniChannels have become a key part of modern-day business operations. Project objectives I. Reduce each order’s substitutions and shorts by 50%. II. Improve productivity through shopping as well as retrieving. III. Introduce buy-in from major company stakeholders. IV. Raise customer satisfaction. Project measurement methodology I. A percentage rise or decrease of substitutions as well as shortages. II. Measure the productivity of partners after raising the number of shopping units per partner hour. III. Identify every retriever’s time. Project approval requirements This project chatter has been approved by all project sponsors: Mark Ansari: CEO Michael Graham: Marketing manager Andrew Sharma: Executive manager Expectations Through proper execution of the Omni-Channel retail strategy, the project is expected to strengthen company brands to reach out to more consumers at all possible touchpoints of the purchasing experience, both online and offline. The project is expected to present a more relevant customer experience across all the company’s retail stores (Savastano & Anagnoste, 2020). The holistic approach will go beyond optimizing the current sales channel individually, focusing on making sure customers get unified experiences anywhere they interact with the company brand. Project scope The Omni-Channel retail strategy will first be implemented in the company’s pilot store which is the region’s leading retail store. Eventually, the strategy will be rolled out to other company stores in the region when deemed a success. Stakeholders. The company’s Executive manager and senior company management team are the main sponsors of this project. Company customers approve the project schedule and make various key decisions (Edward, 2018). The project manager will make sure that appropriate decisions are made when enrolling the project by working closely with the whole project execution team. The project manager will also negotiate for project resources, assign responsibilities according to the project framework, and maintain constant communication with all contractors. Initial project Stakeholder Register Name Title Requirements Classification Michael Marketing Wants to ensure that the company’s Graham Manager marketing strategies are structured Internal toward enabling consumers to convert seamlessly on all company channels. (project sponsor) Andrew Sharma Executive Wants customers to have a unified Internal Manager experience of the company’s brand at different shopping touchpoints and across all company channels. John Smith Manager Wants to ensure there is a seamless End client transition as well as a consistent shopping experience throughout different end-user channels. Peter Salman Project Manager Wants to develop a project plan, Internal and monitor the project schedule, cost, and scope throughout the project implementation. Wants to measure project performance and initiate corrective initiatives. Stakeholder Management Strategy/Stakeholder Analysis Matrix Stakeholder Position Impact Influence How the stakeholder contribute to the project? can Michael Project manager High High Graham Could raise complaints and halt the project if the need arises. Andrew Executive Sharma manager John Smith Manager High High Could halt the project if it does not seem to work as planned. Medium Medium Could advise the project team members to make sure they meet consumer requirements. Peter Salman Project manager High High Could influence and pressure project team members to focus on task completion within the set time and budget. References Edward B. Farkas. (2018). Review Guide to the Project Management Body of Knowledge 6th Edition. PODIUM, 34. https://doi.org/10.31095/podium.2018.34.6 Savastano Marco & Anagnoste Sorin. (2020). Pioneering Strategies in Retail Settings: An Empirical Study of Successful Practices. Management Şi Marketing, 15(4), 643–663. https://doi.org/10.2478/mmcks-2020-0037 Vladislava A. Aliulova, & Marina V. Petrochenko. (2021). the quality assessment of reusable project documentation. Vestnik MGSU, 16(6), 730–740. https://doi.org/10.22227/19970935.2021.6.730-740 Project Selection and Approval Project charter Project name Company-wide Omni-Channel Revamp. Problem statement Execution of an Omni-Channel retail strategy has been a struggle that we have been going through as a company. We have to devise superior ways of executing this new strategy as OmniChannels have become a key part of modern-day business operations. Project objectives I. Reduce each order’s substitutions and shorts by 50%. II. Improve productivity through shopping as well as retrieving. III. Introduce buy-in from major company stakeholders. IV. Raise customer satisfaction. Project measurement methodology I. A percentage rise or decrease of substitutions as well as shortages. II. Measure the productivity of partners after raising the number of shopping units per partner hour. III. Identify every retriever’s time. Project approval requirements This project chatter has been approved by all project sponsors: Mark Ansari: CEO Michael Graham: Marketing manager Andrew Sharma: Executive manager Expectations Through proper execution of the Omni-Channel retail strategy, the project is expected to strengthen company brands to reach out to more consumers at all possible touchpoints of the purchasing experience, both online and offline. The project is expected to present a more relevant customer experience across all the company’s retail stores (Savastano & Anagnoste, 2020). The holistic approach will go beyond optimizing the current sales channel individually, focusing on making sure customers get unified experiences anywhere they interact with the company brand. Project scope The Omni-Channel retail strategy will first be implemented in the company’s pilot store which is the region’s leading retail store. Eventually, the strategy will be rolled out to other company stores in the region when deemed a success. Stakeholders. The company’s Executive manager and senior company management team are the main sponsors of this project. Company customers approve the project schedule and make various key decisions (Edward, 2018). The project manager will make sure that appropriate decisions are made when enrolling the project by working closely with the whole project execution team. The project manager will also negotiate for project resources, assign responsibilities according to the project framework, and maintain constant communication with all contractors. Initial project Stakeholder Register Name Title Requirements Classification Michael Marketing Wants to ensure that the company’s Graham Manager marketing strategies are structured Internal toward enabling consumers to convert seamlessly on all company channels. (project sponsor) Andrew Sharma Executive Wants customers to have a unified Internal Manager experience of the company’s brand at different shopping touchpoints and across all company channels. John Smith Manager Wants to ensure there is a seamless End client transition as well as a consistent shopping experience throughout different end-user channels. Peter Salman Project Manager Wants to develop a project plan, Internal and monitor the project schedule, cost, and scope throughout the project implementation. Wants to measure project performance and initiate corrective initiatives. Stakeholder Management Strategy/Stakeholder Analysis Matrix Stakeholder Position Impact Influence How the stakeholder contribute to the project? can Michael Project manager High High Graham Could raise complaints and halt the project if the need arises. Andrew Executive Sharma manager John Smith Manager High High Could halt the project if it does not seem to work as planned. Medium Medium Could advise the project team members to make sure they meet consumer requirements. Peter Salman Project manager High High Could influence and pressure project team members to focus on task completion within the set time and budget. References Edward B. Farkas. (2018). Review Guide to the Project Management Body of Knowledge 6th Edition. PODIUM, 34. https://doi.org/10.31095/podium.2018.34.6 Savastano Marco & Anagnoste Sorin. (2020). Pioneering Strategies in Retail Settings: An Empirical Study of Successful Practices. Management Şi Marketing, 15(4), 643–663. https://doi.org/10.2478/mmcks-2020-0037 Vladislava A. Aliulova, & Marina V. Petrochenko. (2021). the quality assessment of reusable project documentation. Vestnik MGSU, 16(6), 730–740. https://doi.org/10.22227/19970935.2021.6.730-740 Project Scope Artifacts Project scope statement. Project justification. The company has a gap in the market where it has failed to attract new prospective customers and has been losing some of its existing customer bases. The company has thus had financial difficulties as the revenue streams have significantly reduced. Trying to address this challenge, the company enrolled in an Omni-channel retail strategy to enhance customers’ experience whose execution has been a struggle (Simin & Qi, 2022). The company’s CEO and the board have decided to launch the Company-wide Omni-Channel Revamp across all shopping touchpoints of the company. Product characteristics and requirements. In place of failing strategies aimed at enhancing customers’ shopping experience across all company’s shopping touchpoints, the company will launch a revised Omni-Channel retail strategy. It will ensure that consumers are provided with all necessary information to make informed shopping decisions and enhanced the shopping experience. User acceptance criteria. Completion of the project within the specified date will lead to the project being considered a success. Project success will also be assessed on the quality of the proposal which must show a high professional standard and deliver effective quality results, that is attracting a significant number of customers. Project deliverables. I. Scope statement. II. Progress reports. III. Issue reports. IV. Weekly meeting notes. V. Final assessment. Stakeholders. ➢ Marketing department. ➢ Finance department. ➢ Human resource department. ➢ Sales department. Project exclusion. ➢ Liability for customers after the program has been deployed. ➢ Project oversight once it has been deployed. Work Breakdown structure. The work breakdown structure above is a hierarchical decomposition that is deliverableoriented, illustrating activities that need to be completed by the project team to achieve project goals and objectives, and produce all the necessary deliverables (Smit, 2021). The work breakdown structure will organize and determine the overall reach of the project. Work breakdown structure dictionary. Level WBS Element Name Description Project Launching a new business strategy to enhance the code 1 1 implementation. customer shopping experience. 1 1.0 Segment Identifying which customer is buying what type of customers. commodity and how they buy it. Segmenting the customers to ensure maximum impact. 1 2.0 Align content Designing content as well as customer support to match with a specific the habits of customers. Each customer has a unique market. journey and hence should be provided with individual attention. This will provide each customer with a hasslefree shopping experience to increase conversions. 2 2.1 Prioritize Listening to what the customers are saying across channels and different channels. Using social monitoring and analytics devices. of marketing automation can be critical in determining where time and effort should be spent 3 2.2 Integrate Tuning into what is being delivered to the company’s customer support teams will be a cornerstone of the company’s support. Omni-Channel retail strategy. Bringing the customer service team to the program will ensure the project team receives real-time feedback from the customers 4 2.3 Measure efforts Creating an effort measurement strategy that is developed around metrics, tracking customer behaviors, and comprehensive analytics reports. This makes it easy to compare and analyze project results from all communication channels. 5 2.4 Integrate This is the last step that will make all the difference to the findings. Omni-Channel retail strategy (Simin & Qi, 2022). Interweaving project insights throughout the campaign will create a seamless shopping experience. Sharing the feedback with all project management teams ranging from customer service to top managers. References Kumar, S. (2022). Scope Confirmation Exercise (Sce): A Pre-Project Exercise to Ensure a Successful Capital Market Fintech Project. Journal of Management Information & Decision Sciences, 25(3), 1–16. Simin Zhang, & Qi Li. (2022). Omni channel Supply Chain Optimization and Mode Selection Based on Smart New Retail. Mathematical Problems in Engineering, 2022. https://doi.org/10.1155/2022/7848729 Smit, M. J. (2021). Will The standard for project management and a guide to the project management body of knowledge (PMBOK® Guide) – Seventh Edition recently published by the Project Management Institute (PMI, 2021) lead to more successful delivery of projects? PM World Journal, 10(10), 1–9. Initial project Stakeholder Register Name Title Michael Graham Marketing Manager Andrew Sharma Executive Manager John Smith Manager Peter Salman Project Manager Requirements Classification Wants to ensure that the company’s marketing strategies are structured toward enabling consumers to convert seamlessly on all company channels. (project sponsor) Internal Wants customers to have a unified experience of the company’s brand at different shopping touchpoints and across all company channels. Internal Wants to ensure there is a seamless transition as well as a consistent shopping experience throughout different end-user channels. End client Wants to develop a project plan, and monitor the project schedule, cost, and scope throughout the project implementation. Wants to measure project performance and initiate corrective initiatives. Internal Stakeholde Position r Impact Influence Michael Graham Project manager High High Andrew Sharma Executive High manager High John Smith Manager Medium Medium Peter Salman High High Project manager How the stakeholder can contribute to the project? Could raise complaints and halt the project if the need arises. Could halt the project if it does not seem to work as planned. Could advise the project team members to make sure they meet consumer requirements. Could influence and pressure project team members to focus on task completion within the set time and budget. WBS Element Name code Level 1 1 Project implementation. 1 1 Segment customers. 1 2 Align content with a specific market. 2 2,1 Prioritize channels and devices. 3 2,2 Integrate customer support. 4 2,3 Measure efforts 5 2,4 Integrate findings. Description Launching a new business strategy to enhance the customer shopping experience. Identifying which customer is buying what type of commodity and how they buy it. Segmenting the customers to ensure maximum impact. Designing content as well as customer support to match the habits of customers. Each customer has a unique journey and hence should be provided with individual attention. This will provide each customer with a hassle-free shopping experience to increase conversions. Listening to what the customers are saying across different channels. Using social monitoring and analytics of marketing automation can be critical in determining where time and effort should be spent Tuning into what is being delivered to the company’s support teams will be a cornerstone of the company’s OmniChannel retail strategy. Bringing the customer service team to the program will ensure the project team receives realtime feedback from the customers Creating an effort measurement strategy that is developed around metrics, tracking customer behaviors, and comprehensive analytics reports. This makes it easy to compare and analyze project results from all communication channels. This is the last step that will make all the difference to the Omni-Channel retail strategy (Simin & Qi, 2022). Interweaving project insights throughout the campaign will create a seamless shopping experience. Sharing the feedback with all project management teams ranging from customer service to top managers. Company-wide Omni-Channel Revamp Level WBS Milestone 1 1 Project implementation 1 1.1 Segment Customers 1 2.0 Align content with a specific market 2 2,1 Prioritize channels and devices 3 2,2 Integrate customer support 4 2,3 Measure efforts 5 2,4 Integrate findings. Activities Launching new busines strategy Identifying which customer buys what type of commodity and how they buy it. Segmenting the customers to ensure maximum impact Designing content as well as customer support to match the habits of customers Listening to what the customers are saying across different channels Using social monitoring and analytics to determine where time and effort should be spent Tuning into what is being delivered to the company’s support teams Bringing the customer service team to the program will ensure the project team receives real-time feedback Creating an effort measurement strategy that is developed around metrics Interweaving project insights throughout the campaign will create a seamless shopping experience Sharing the feedback with all project management teams Duration Start Date Finish Date 1 day 10/10/2022 10/10/2022 1 day 1 day 10/11/2022 10/12/2022 10/12/2022 10/13/2022 1 day 10/13/2022 10/14/2022 2 day 1 day 10/14/2022 10/16/2022 10/16/2022 10/17/2022 1 day 1 day 10/17/2022 10/18/2022 10/18/2022 10/19/2022 1 day 10/19/2022 10/20/2022 1 day 10/21/2022 10/22/2022 10/22/2022 10/23/2022 1 day 24-Oct 23-Oct 22-Oct 21-Oct 20-Oct 19-Oct 18-Oct 17-Oct 16-Oct 15-Oct 14-Oct 13-Oct 12-Oct 11-Oct 10-Oct Week beginning 10-Nov 9-Nov 8-Nov 7-Nov 6-Nov 5-Nov 4-Nov 3-Nov 2-Nov 1-Nov 31-Oct 30-Oct 29-Oct 28-Oct 27-Oct 26-Oct 25-Oct Project Name Project CEO Project Deliverables Start Date End Date Overall Progress Schedule Management Statement The project is set to take the shortest time Possible Take the lowest cost budget plan about $2000,000 Produce the highest quality production to the customers Increase customer loyalty by using; Omni-Channel Multi retail strategy & Store rewards PROJEC Company-Wide Omni-Channel Revamp Mark Ansari 2nd October 14th November 35% Project Milestone List Stage 1: Early Stage Omnichannel Retail Strategy a. Low level of Automation b. Channels are intergrated partly (Website to offline Store) c. Omnichannel Services not 100% Reliable Stage 2: Mid Stage Omnichannel Retail Strategy a. Medium level of Automation b. Channels are integrated partly (Multichannel) c. Omnichannel Services reliable to large extent Stage 3: Optimized Omnichannel Strategy a. Advanced Innovation and Analytics b. Complete integrated and allignment c. Optimized Customer Experience PROJECT MANAGEMENT ARTIFACTS Resource Requirements Automation Solutions Requirements Website Creation Requirements Storage Equipments Requirements Physical layout Information System Requirements Strong Information System Strong Customers Communication Data OJECT MANAGEMENT ARTIFACTS Projects Roles and Responsibilities Marketing Manager: Michael Graham Ensure marketing strategies are Structured Executive Manager: Andrew Sharma Customers to have unified experience with the brand Manager: John Smith Consistency in Customers Shopping Experiences Project Manager: Peter Salman Monitor project Schedule, cost and Scope PROJECT SCHEDULE Task Responsible Set Kick-off meeting Mark Ansari Agreeing on objectives Andrew Sharma Initiation Detailed Reuirements Plan John Smith Final Resource Plan John Smith Communication and marketing System plan John Smith Staffing Peter Salma Development Company Website Development Michael Graham Development of Social Media PlatformsMichael Graham Technical Reqs. Andrew Sharma Testing Andrew Sharma Operations Information System & Hardware Configuration Michael Graham System Testing Andrew Sharma Launch Start End 2nd October 3rd October 2nd October 7th October 7th October 9th October 11th October 15th October 9th October 11th October 15th October 17th October 17th Oct 21st Oct 23rd Oct 29th Oct 21st October 23rd October 29th October 5th November 5th November 7th November 7th November 14th November 14th November 14th November Days Status 0 Complete 4 Complete 2 Complete 2 Overdue 4 In Progress 2 In Progress 4 Not Started 2 Not Started 6 Not Started 1 Week Not Started 2 Not Started 1 Week Not Started

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