All Hansrajani as Content Manager. Rohit Hansrajani

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project and subsidiary management plans will be reviewed and approved by the
project supervisor, Dr. Peter Carr, and clients, Omer Faheem. Exterior
requirements and changes from either supervisor or client will be delivered to
the project team in a periodic occasion. 
All funding decisions will also be made by the project sponsor. Any
delegation of approval authority to the project manager should be done by both
the project sponsor and project manager. Changes will be tracked in revisions
to the project plan.

Project Manager, Sudesh Gubale, has the overall authority and responsibility
for managing and supervising this project according to Project Charter, this
Project Management Plan and its Subsidiary Management Plans. The project team
will consist of personnel from the communication group, quality
control/assurance group, scheduling group, and technical research group. In
addition, since this project is operated on a relatively small project team,
all the human resource tasks will be distributed to each team member, and will
be undertaken on a self-couscous basics.

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project team will be a matrix in that team members from each organization
continue to report to their organizational management throughout the duration
of the project. The communication group will be led by Himani Nagpal. The
Quality Assurance and Human Resources would be managed by Jyotsna Sengupta. The
research group, led by Donghao Xie, will operate along with Lin Nie and Rohit
Hansrajani as Content Manager. Rohit Hansrajani will also be the head of
Schedule group. Through the life cycle of the project, the project manager is
responsible for communicating with each individual department managers on the
progress and performance of each project resource.For
this TWF project, the stakeholders, who are not specifically members of our
team, are Dr. Peter Carr and our client Omer Faheem. Every week, our team will
update data we collected to professor to ensure that the data is suitable for teachers
and students in Pakistan. Every two weeks, professor and team members will
arrange a meeting with the client, Omer Faheem, the director of ITA centre.
After each meeting, changes will be made according to the feedback given by
professor and the client. Throughout the whole cycle of project, professor will
play the role of a mentor, and Omer will be the first-degree client.To
complete this project, an appropriate team member structure is necessary. In
our project team, there are six important roles, i.e. project manager,
communication manager, quality assurance manager, research manager, schedule
manager and content manager. Here are the responsibilities of each role:Project
manager: a leader for the whole project team, who is responsible for manage and
communicate with all manager teams; Communication
manager: the person who promotes a project’s mission, product and services.
She/he need to make sure our team has an appropriate path to communicate with
the public and our clients. Also, its responsibility includes managing the
communication inside the project team; Quality
assurance manager: this position plays a crucial role in the project team by
ensuring the data reach a certain standard of quality. The manager need to
monitor project performance and improve the quality of the results;Research
manager: The manager is responsible for the management and the coordination of
internal and external research work and projects. In our team, he/she need to
control the program scope;Schedule
manager: It is a specific type of administrative and office support manager.
The manager is in charge of maintaining a project’s calendar, including
appointments, meetings, and conferences. Also, the manager must establish the
standard and procedure for each stage of our project;

manager: The main responsibility of content manager is to keep all data
displayed to the client in a fresh and informative manner. Also, after each
meeting and feedback, optimizing the data and making sure every content
complies with the overall goal of project.Change
management is the discipline that guides how we prepare, equip and support
individuals to successfully adapt change in order to drive organizational
success and outcomes. While all changes are unique for project team, we need to
have a sufficient structured plan for all team members moving from their
current stage to their future stage.In the
processing of project, plenty of change situations may happen. For the internal
change, the project team might meet the reassignment of staff. For the external
change, the team may receive a negative feedback from professor or clients
which requires the changing of the project content or procedure. When meeting
these situations, the team can never assume that everyone knows why this change
is needed. It is necessary for the project manager to let stakeholders and
every team member have a clear understanding of why the change is needed and
how this will improve the performance or results of the project. Therefore,
when the team are going through a change, we need to strictly base on the
change request(CR) flow which is shown in form 5.1. For
each change request, the project manager should evaluate and prioritize it.
First, assign the change request to a qualitative level, such as high, medium
and low. This step will help project manager to arrange the change plan
schedule when there are several of changes during the same period. Then,
defining the type of the change by its scope, time, duration, resources,
deliverables, processes and quality. Classification step is to make sure that
the manager can customize the change plan directly and accurately. During the
change, establishing a well-communicated and achievable milestone is necessary.
According to Marcotte, an expert of change management, 70% of changes fail
because people believe that results relative to the effort aren’t worth it, or aren’t
working. After evaluating its significance and making the change plan, the
state of each change request need to be assigned, e.g. open, work in progress,
testing and closed.

The end
result of an change management capability is that individuals embrace change
more quickly and effectively, and organizations are able to respond quickly to
environmental changes, embrace strategic initiatives, and adopt new technology
more quickly and with less productivity impact. A risk
is an event or condition that, if occurs, could have a positive or negative
effect on a project’s objectives. Therefore, Risk Management is the vital
process of identifying, assessing, responding to, monitoring, and reporting
risks. In this section, Risk Management Plan defines how risks associated with
the TWF project will be identified, analyzed, and managed.The
project manager working with the project team and project sponsors will ensure
that risks are actively detected, analyzed, and controlled throughout the life
of the project. Risks will be identified as early as possible in the project to
minimize their impact via constantly reviewing and reflecting by project team.The
steps for accomplishing this are outlined in the following sections. The
project manager, Sudesh Gabale, will undertake the majority of the tasks of the
Risk Manager for this project.

identification section will involve related personnel including the project
team, appropriate stakeholders. It will contain an evaluation of environmental
factors, organizational culture and the project management plan. Careful
attention will be given to the project deliverables, assumptions, constraints,
work breakdown structure (WBS), cost/effort estimates, resource plan, and other
key project documents.All
risks identified will be assessed to identify the range of possible project
outcomes. Qualification will be used to determine which risks are the top risks
to pursue and respond to and which risks can be ignored.1.1.1       
Qualitative Risk AnalysisThe
probability and impact of occurrence for each identified risk will be assessed
by the project manager, with input from the project team using the following
percentage of occurrence of a certain event. Usually an event with 70% of
occurrence can be defined as high probability.ImpactThis
factor identifies the extent the event could affect the whole project. Usually
a high risk means that it has the potential to greatly impact project cost,
project schedule or performancePerformanceRisks
that fall within either high probability or high impact will have risk response
planning which may include both a risk mitigation and a risk contingency plan. 1.1.2       
Quantitative Risk AnalysisAnalysis
of risk events that have been prioritized using the qualitative risk analysis
process and their effect on project activities will be estimated, a numerical
rating applied to each risk based on this analysis, and then documented in this
section of the risk management plan.  1.2   
major risk will be assigned to a project team member for monitoring purposes to
ensure that the risk will not “fall through the cracks”.For
each major risk, one of the following approaches will be selected to address
it:· Avoid
– eliminate the threat by eliminating the cause·
Mitigate – Identify ways to reduce the probability or the impact of the risk·
Accept – Nothing will be doneFor
each risk that will be mitigated, the project team will identify ways to
prevent the risk from occurring or reduce its impact or probability of
occurring. This may include prototyping, adding tasks to the project schedule,
adding resources, etc.

each major risk that is to be mitigated or that is accepted, a course of action
will be outlined for the event that the risk does materialize in order to
minimize its impact.The
level of risk on a project will be tracked, monitored and reported throughout
the project lifecycle.The
most noticeable events will be maintained by the project team and will be kept
as part of the project status reporting process for this project.

will be notified of significant changes to risk status as a component to the
Executive Project Status Report.


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