Management of Traditional Projects: Individual Project Initiation Documentation (PID)

This document is a Project Initiation Documentation (PID) for the Management of Traditional Projects module. It includes the purpose, project definition, objectives, scope, constraints, desired outcomes, stakeholders, and project approach.

Awarding Body: Arden University
Programme Name: MSc Project Management
Module Name: Management of Traditional Projects.
Assignment Task 2: Individual Project Initiation Documentation
(PID)
Assessment Title: PRM7006
Student Number: STU115881
Tutor Name:
Word Count: 3000
Page | 0

Page | 1
2021

Contents
1. Purpose.....................................................................................................3
2. Project Definition.......................................................................................4
2.1 Background - Guyana Geology and Mines Commission (GGMC)..........4
2.2 Project Objectives................................................................................5
2.3 Project Scope.......................................................................................5
2.4 Constraints and assumptions...............................................................6
2.4.1 Assumptions...................................................................................6
2.4.2 Constraints.....................................................................................6
2.5 Project Tolerances................................................................................6
2.6 Desired Outcomes................................................................................7
2.7 Stakeholders........................................................................................7
2.8 Organizational challenges....................................................................7
3. Project Approach.....................................................................................10
4. Project Plan................................................................................................0
4.1 Project Product Description..................................................................0
4.2 Project Timeline...................................................................................1
5. Business Case............................................................................................0
5.1 Reasons................................................................................................0
5.2 Expected Benefits................................................................................0
5.3 Risks.....................................................................................................1
5.4 Costs....................................................................................................1
5.5 Project Options.....................................................................................1
6. MPMS Team Structure...............................................................................3
6.1 Role Descriptions.................................................................................5
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6.2 RACI Matrix...........................................................................................7
7. Communication Management Strategy.....................................................9
7.1 Interested Parties.................................................................................9
7.2 Communication Plan..........................................................................11
8. Project Controls.......................................................................................11
Conclusion.....................................................................................................12
References.....................................................................................................13
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1. Purpose
Project Management (PM) has been a part of every functional organization
and is the most widely used model in the management of an organization
(Huemann, et al, 2017). As Project Management developed into a more
functional approach, the usage of a systematic approach in undertaking a
project was adapted.
The purpose of this Project Initiation Documentation (PID) is to define the
project, Mineral Property Management System (MPMS) implementation,
within the Guyana Geology and Mines Commission (GGMC). The project’s
management and overall success will be assessed using the PID through a
thorough analysis of the requirements by the project. The PID will further
provide a directional approach taking into consideration the scope of the
project.
As outlined in the assignment requirement, the three primary purposes of
the PID are
1) To ensure there is a firm basis for the project before requesting project
board approval for project delivery
2) To provide a baseline against which the ongoing project viability can
be assessed
3) To provide a single source of reference for how the project will be
managed and controlled
Overall, the PID for the MPMS is regarded as sentient document that will give
direction by highlighting the project’s current status, controls and plans.
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2. Project Definition
This project will seek to provide a user-friendly, technological approach
through implementing a Mineral Property Management System for the Land
Management Administration Division of GGMC. This will be done through a
computerized system and in keeping with the vision of GGMC to increase
electronic access.
2.1 Background - Guyana Geology and Mines Commission
(GGMC)
As a result of the highly competitive nature of mining within Guyana, the
Guyana Geology and Mines Commission (GMMC) was birthed to be the
regulatory force for Guyana’s mining. The organization is governed by the
Mining Act of 1989 and provides a guiding force in ensuring that mining is
done in keeping with the Act. Of course, the permission for mining is sought
from the organization by customers to being exploration and is done through
its five (5) technical division that is equipped with trained and qualified
personnel within the areas of Mines, Environment, Petroleum and Geological
Services (Ministry of Natural Resources, 2021).
As mining grew within Guyana, the need to upgrade the operations was
realized, and along came an increase in staff count to match the demand.
Moving away from paper-based operations to utilizing technology to conduct
daily activities as a result of the increase in demand was realized. As such,
the organization continues to assess its areas of improvement within its
Divisions to better serve its internal and external stakeholders.
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GGMC Vision
‘As the recognized repository of all information on Guyana’s mineral
resources with increased electronic access to all information… while giving
high regard to employees welfare and development’ (GGMC, 2021).
2.2 Project Objectives
Project objectives ensure that there is an aim to achieve after the project.
The MPMS project objective is to successful implement a computerize
management system that will improve the overall efficiency of GGMC
application process.
In ensuring that the objectives are achieved, the PRINCE2 methodology will
be used. According to Malsam (2021), PRINCE2 provides 6 useful elements
for project objective achievement:
- Scope
- Costs
- Timescales
- Risk
- Quality
- Benefits
With that said, the primary objective for the project is to enable GGMC
workers within the Land Management Department to increase their
productivity by 30% by the end of 2023 through the successful
implementation of an application software system for processing land
applications to achieve the company’s vision of increasing electronic access.
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2.3 Project Scope
The scope of MPMS is as follows
a) Software to be evaluated by the relevant subject matter expertise for
suitability for its intended functions
b) Proposal created and submitted for Management review and approval
c) Execution of MPMS within the internal operations of GGMC
2.4 Constraints and assumptions
2.4.1 Assumptions
a) The Project will receive project board approval
b) The project will achieve desired outcomes
c) The MPMS will provide a useful means in ensuring that GGMC
employees work is made easier
d) Overall efficiency and effectiveness of GGMC Land Management
Administration will be achieved
2.4.2 Constraints
a) Given the fluctuating prices for products, it is uncertain whether the
Project Budget will be complied with
b) A phased approach to the project implemented is required as opposed
to a full implementation
c) Project Board can delay the project start date given their authority over
the project.
2.5 Project Tolerances
1) Time – 12 months for project completion
2) Cost - $2,600,000 for successful execution +- 20%
3) Quality – Quality checks to ensure that the System is fit for use
4) Functionality – Assessment of System functionality to ensure that it is
user-friendly for all.
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2.6 Desired Outcomes
The ultimate desired outcome for the MPMS is for it be functioning effectively
and efficiently. Also, the ability to increase job performance, customer
satisfaction, and employee satisfaction is expected.
2.7 Stakeholders
According to PMBOK (2017), Project Stakeholders can be defined as
‘individuals and organizations that are actively involved in the project, or
whose interests may be positively or negatively affected as a result of
project execution or completion; they may also exert influence over the
project and its results. Therefore, the Stakeholders of MPMS are as follows
a) GGMC Board of Directors/Project Board
b) GGMC Land Management Administration Employees
c) GGMC Internal & External Customers
It is a given that stakeholders relationship management is critical to the
success of this project; as such stakeholders' interests are kept at the helm
when undertaking any project (Takagi et al., 2019) given their level of
importance.
2.8 Organizational challenges
At present, the challenge lies in the on-time completion of customers'
applications and as such, they need to adopt an electronic processing
system. However, this in itself, possesses challenges relating to software
expertise that does not exist within GGMC and as such will have to be sought
from an external service provider.
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Also, the reliability of the internet service is not feasible given the fluctuation
in bandwidth speed and as such will need to be stabilized. Another challenge
lies with the transition of staff from the paper-based system to an electronic
system given the unfamiliarity of staff with the newfound electronic system.
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3. Project Approach
This internal project of the MPMS within GGMC will ensure that it follows
the necessary bureaucratic process that is required according to the
Company’s operating procedures. As such, the linear or waterfall
approach is capitalized on so that project control is possible and ensures
that each phase is completed before moving onto the next phase.
According to the APM Body of Knoweldge (2019), this sequential approach
is suitable for programmes where ‘each step provide only partial
capability until the final desired state is reached’ as is most useful for
MPMS project which is be within a ‘stable and low risk environment’ (APM
Book, 2019).
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MPMS PROJECT – LINEAR APPROACH
Page | 9
Concept
GGMC Employee/ customer consultation
GGMC Stakeholder analysis
Identification of MPMS benefits
Definition
Design of MPMS
Breakdowm of MPMS Project cost and timescales
Layout of MPMS functions & features
MPMS Project Team Formation
Deployment
MPMS Plan execution
Monitoring of MPMS Project
Reporting to GGMC Project Board
Transition
Adoption
Benefit
realization
Testing of MPMS Software
Training of staff
Extended project life cycle
OutputSource: created for this assignment

4. Project Plan
The project plan for the MPMS aims to provide an outline for the
achievement of objectives. Furthermore, it will be used as a method to
indicate the costs associated which the project so that the Project Board will
be able to monitor the project progress.
4.1 Project Product Description
Process technology is one of the fundamental decisions a company can
make that advances operational effectiveness and provides a strategic
ground for enhancing outputs (Patil, Narkhede & Akarte 2012). The
Mineral Property Management System is a user-friendly software interface
that would allow for an employee within the Land Management
Administration of GGMC to easily enter, process, and retrieve a customer
application. The System is designed for interfaces with internal and
external users. The ability to have a System software that allows for on-
the-go access gives light to a new method in engaging in business
transactions for GGMC. Simply put, customers would be able to make
applications online without having to physically visit the office. This will
ultimately place GGMC at a competitive advantage within operational
efficiency.
The setup of the System follows multiple functionalities which include
i) Mobile application adaptability for ease of application by the
customer. A similar feature to the web application, however,
applicants will be able to manage their properties and to interact
with top-level decision-makers about required information for
managing their properties.
ii) Payments can be made online using the System that is safe and
secure.
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iii) It provides for an online mapping system. Integration of industry
mapping tools with the back-end database to perform operations
such as boundary descriptions and viewing customized maps
showing locations of properties.
iv) The email notification feature is enabled so that both customers and
employees are notified of a change in System update.
v) Custom Reporting Tool will be used to generate a report for
stakeholders
vi) Extensive Security & Audit features to protect the information being
entered. the system will include security and audit features that will
provide transaction history and last user. A staff only and customer
management feature is included in this service.
vii) Administration Interface - will allow users with approved credentials
to manage the system without interacting directly with the
database.
11

12

Figure 1: MPMS Outline
12

4.2 Project Timeline
Table 1: Project timeline
Jan.,
202
2
Feb.,
202
2
Mar.
,
202
2
Apr.,
202
2
May
,
202
2
June
,
202
2
July,
202
2
Aug
,
202
2
Sept.
,
2022
Oct.,
202
2
Nov.,
2022
Dec.
,
202
2
Management discussion of Project
Feasibility
Approval of project budget
Consultation meeting with System
Consultant/Developer
Purchase of equipment required
Trial run of MPMS Software
Rectification of issues from trial run
Training of employees on MPMS
Software
Full phase implementation of MPMS
Source: created for this assignment
13

5. Business Case
5.1 Reasons
The increase in the number of miners within Guyana’s landscape and the
traditional method of paper-based approach for application is currently
proving to be a hindrance in the efficiency and effectiveness of the Land
Management Administration as a result of time management. This
hindrance has resulted in disgruntled and dissatisfied customers who
constantly lodge complaints about the easy access in engaging in
business as well as gaining information on application status.
From the Management perspective, there is a lack of transparency and
accountability given that paper-based methods are a lengthy process
when investigating an application query. Therefore, the current
application process can be seen as inadequate and outdated. Ultimately a
better relationship will be built it the customers and other stakeholders.
5.2 Expected Benefits
The anticipated benefits for the implementation of a Mineral Property
Management System are as follows
i) Increase in employee daily output for application processing
ii) Easy retrieval of application status thereby increasing customer
satisfaction
iii) Easy traceability in application process during application query by
Management
iv) Satisfied employees in having a user-friendly and effective method
of processing application
v) Increase in revenue for GGMC
vi) Increase in staff productivity
14

vii) Increase in application turnaround time
viii) GGMC full ownership of the software
ix) Long term investment for the organization
5.3 Risks
With technology, there are always inherent risks posed. Managing the risk
in a project within a complex environment ensures that quality, cost, and
time objectives are achieved (PMI, 2013). Within this project, the following
are seen as the major risks
i) Software upgrades/adjustments
ii) Management disagreement in software functionality
iii) Consultant/Contractor unable to deliver a timely project resulting in
delay
iv) Budget not being approved
5.4 Costs
The costs associated are as follows
Activity Cost (G$)
Hiring of Software Consultant $500,000
Procurement of Internet
Infrastructure
$1,200,000
Hiring of Temporary Staff $400,000
Purchase of Furniture/Office
Equipment
$500,000
TOTAL $2,600,00
Source: created for this assignment
5.5 Project Options
The necessity of this project cannot go unnoticed for its invaluable
contribution it would have not only on the employees in productivity but the
15

customer satisfaction in having their application process with speed. The
options are to change the current process so that the overall system can be
improved or to remain in the same position. However, the most feasible
option is to transform the current process to improve the overall operational
capability of the Land Administration Department. Also, the utilization of a
Joint Venture will be done with the Guyana Telephone and Telegraph
Company to enable mobile download of the MPMS app via PlayStore. Joint
Ventures are known for their resource-sharing advantages (Channon &
Sammut-Bonnici 2015) and GGMC will capitalize on this benefit.
16

6. MPMS Team Structure
The success of any project lies with the Team that is established to fulfill
the relevant duties and responsibilities to effectively and efficiently
complete the project. Given the level of project importance, the
embedded PMO will be used so that the project functions are delivered
by the Project Team Lead while the overarching processes are approved
by GGMC Board. The following is the Project Management Team for MPMS:
Figure 2: MPMS Project Management Team
Source: created for this assignment
17
PROJECT BOARD
- GGMC
DIRECTORS
System
Consultant/
Developer
Secretary Finance
Controller
Quality Control
Officer
Project
Team Lead

Figure 3: Embedded PMO
Source: PMBOK Guide, 2017
18

6.1 Role Descriptions
Each Member within the Project Management Team is assigned particular
tasks to ensure that the project is completed promptly. The following
table explains the role descriptions for the team
Table 2: Role Descriptions for Project Management Team
Team Member Description Key Competencies
Project Board - Reviews
documentation by
Project Team Lead
- Make changes to the
Project
- Instruct/direct the
Project Manager on
matters pertaining to
the project
- Financing the project.
- Conflict resolution
- Leadership
- Decision-making
Project Team
Lead
- Manage the project
Lifecycle
- Ensure that the
project is on schedule
- Solve conflicts
amongst team
members
- Communicate to
Project Board on
project status
- Planning
- Time management
- Communication
- Negotiation
- Conflict management
- Problem solving
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- Report to Project
Board on any
unforeseen risks on
the project and make
recommendations to
manage risk
System
Consultant/Devel
oper
- Recommend the
appropriate software
program and software
infrastructure to be
used.
- Develop the software
system to be used
- Provide answers to
technical queries on
System usage
- Work along with team
members to ensure
program requirements
are met
- Troubleshooting
- Problem solving
- Communication
- Attention to detail
- Trustworthy
Secretary - Record minutes of
meetings being held
- Distribute and respond
to correspondences,
as needed
- Set meetings as
directed by the Project
Team Lead
- Communication
- Trustworthy
- Attention to detail
Finance
Controller
- Ensure that the
project is going
according to budget
- Communication
- Financial management
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- Notify Project Team
Lead of any
overspending
- Suggest cost-effective
measures in finance
spending
- Reporting
- Trustworthy
Quality Control
Officer
- Conduct quality
checks of the System
after the Consultant
would have finished
with the mock-up
- Conduct audits of the
project to ensure that
deliverables are being
met
- Attention to detail
- Communication
Source: created for this assignment
6.2 RACI Matrix
Interdependencies within any project occur as a result of the relationship and
networking that is required for a successful project. The RACI Matrix is useful
in explaining these interdependencies for the MPMS project (APM Book,
2019). According to Khan & Quraishi (2014), software projects, like the
MPMS, that utilize the RACI matrix, minimize delivery challenges and
improve the chances of a successful outcome.
Responsible – who is tasked with ensuring that the job is completed?
Accountable – who is the decision-maker?
Consulted – whose permission needs to be sought before proceeding?
21

Informed – who are the individuals that are required to be kept up to date
with project proceedings?
Project Task Project
Board
Project
Manag
er
System
Consultant/Dev
eloper
Secreta
ry
Financia
l
Controll
er
Qualit
y
Contr
ol
Office
r
Management
discussion of
Project Feasibility
A/C R I I I I
Approval of project
budget
A/C R I I I I
Consultation
meeting with
System
Consultant/Develop
er
C R A I I I
Purchase of
equipment required
C A/R I I I I
Trial run of MPMS
Software
C A R I I I
Rectification of
issues from the
trial run
C A R I I I
22

Training of
employees on
MPMS Software
C A R I I I
Full phase
implementation of
MPMS
A/C R I I I I
Source: created for this assignment
7. Communication Management Strategy
The successful implementation of this project relies heavily on effective and
efficient communication amongst the internal and external stakeholders of
the project. There it is imperative to ensure that a communications strategy
is developed so that stakeholder engagement is controlled and has a logical
flow of information.
7.1 Interested Parties
For the MPMS project, interested parties consist of individuals that have a
direct impact on the project. The key status for the interested parties are
driver who is individuals/groups that will push the project towards its
completion, approver is individuals/groups without whose approval the
project cannot advance to the relevant stages and they make the majority of
23

the project decisions and contributor are individuals/groups that will
enhance the project through their skills and capabilities with overall
responsibility for the project deliverables. The varying individuals/groups
within the communication strategy are laid out in the table below.
Party Status
Project Board Approver
Project Manager Driver
System Consultant/Developer Contributor
Secretary Contributor
Finance Controller Contributor
Quality Control Officer Contributor
Source: created for this assignment
24

7.2 Communication Plan
Communication is key throughout the project lifecycle so as to ensure that that every stakeholder group is
kept up to date. The communication plan is in keeping with the purpose, objective, and scope described at
the beginning of the PID. The table below describes the communication plan that will be used by the
MPMS project
Stakeholde
r Group
Goals,
Motivations &
Interests
Interest
Level
Key
Messages
Informati
on
Required
from the
Project
Information
Provided to
the Project
Method Freq
uenc
y
Format Respon
sible
Project
Board
Ensuring that the
project achieves
success and is
useful.
Approver - Ensuring
that
constraints
such as
time,
quality,
and
budget are
met.
Approves
MPMS
project
Approves
budget
Be kept
abreast
with
project
progress
Approval to
continue the
project
Interjects on
project
noncomplian
ce
- Meetin
g
- Report
s
Mont
hly
Microsoft
Word
Document
Project
Manage
r
24

Project
Manager
- Professional
growth and
job
satisfaction.
- Ensuring that
project is
completed
promptly
Driver - Assess
individual
performan
ce
- Ensures
project
completion
in keeping
with the
time,
budget,
and quality
- Project
Status
Report
- Perfor
mance
feedba
ck
- Status
Report
- Team
meetin
gs
- One-
on-one
meetin
gs
Week
ly
Microsoft
Word
Document
Project
Manage
r
System
Consulta
nt/Devel
oper
- Providing a
quality
product
- Increased
recognition for
quality work
Contribut
or
- Areas that
require
assistance
- Issues
arising
from
softwar
e
system
- The
function
ality of
the
software
system
- Report
s
Week
ly
Microsoft
Word
Document
Project
Manage
r
Secretar
y
- Providing
quality and
accurate
documentatio
n
- Ensuring that
documentatio
n is completed
Contribut
or
- Supportive
function to
the project
- Project
require
ments
- Project
informati
on
- Report
s
- Meetin
g
minute
s
Week
ly
Microsoft
Word
Document
Project
Manage
r
25

on time
- Ensure that
information is
distributed
promptly
Finance
Controll
er
- Ensuring that
the budget is
adhered to
Contribut
or
- The
project is
scheduled
based on
budgeting
- Project
cost
- Project
cost
adheren
ce
- Report
s
Week
ly
Microsoft
Word
Document
Project
Manage
r
Quality
Control
Officer
- The project is
done in a
quality and
timely manner
Contribut
or
- A quality
project is
provided
- Key
deliver
ables
and
time
frame
to
achiev
e the
same
- Whether
project
deliverab
les are in
keeping
with
quality
standard
s
- Report
s
Week
ly
Microsoft
Word
Document
Project
Manage
r
End-
users of
the
Softwar
e
- Advantages of
the software
implementatio
n
Contribut
or
- Benefits of
the
software
- Wheth
er it’s
on
time
-
- Feedbac
k on
software
capabilit
y
- Advisor
y
circular
s
- adverti
sement
Upon
proje
ct
comp
letion
- Verbal
announ
cemen
t
- Launch
meetin
Project
Manage
r
26

(custom
ers/empl
oyees/a
gencies)
s g
27

8. Project Controls
Pertinent to the stakeholder within MPMS is ensuring that there is control
over the project so that milestones are achieved promptly. It is known that
projects that are uncontrolled ultimately become unsuccessful and to
prevent this from occurring, the necessary controls measure will be in place
by the Project Manager. First and foremost, periodic reporting is mandatory
so that the drivers of the project are aware of the project status and of any
additional decisions that are to be made.
Embedded within project management principles is the requirement for
formal reporting as a medium of communication. Therefore, being the
primary control within the MPMS project, reporting will be abided by for
compliance purposes as well as ensuring that accurate information is
recorded effectively. These reports will take the format of project updates
and change requests.
27

Conclusion
The Project Initiation Document has proven to be a very useful tool in
ensuring organization within the project. For the MPMS, the PID will ensure a
systematic layout of the key concepts that should be covered and ensure
that a fully-fledged project management compliance is adhered to. The
intention behind utilizing a PID for the MPMS project is to bring structure and
a logical way of addressing the requirements set forth by the project. This
document will guide the Project Manager in ensuring a successful
background is created for the completion of the project.
28

References
Channon, D., and Sammut-Bonnici, T., (2015). Joint Ventures. Wiley
Encyclopedia of Management.
Guyana Geology and Mines. Available from:
https://www.ggmc.gov.gy/page/who-we-are [Accessed 24 November 2021]
Huemann, M., Keegan, A., and Turner R., (2017). Human resource
management in the project-oriented organization. International Journal
Project Management, 26(5), pp. 577–585, 2018.
Khan, P., and Quaraishi, A., (2014). Impact of RACI on delivery & outcome of
software development projects. 4th ed. Conference on Advanced Computing
& Communication Technologies.
Ministry of Natural Resources. Available from: https://nre.gov.gy/guyana-
geology-and-mines/ [Accessed 24 November 2021]
Ogbeiwi, O., (2017). Why written objects need to be really SMART. British
Journal of Health Care Management, 23 (7).
Patil, PP., Narkhede, BE., and Akarte, MM., (2012), 'Impact of process
technology on manufacturing outputs in an Indian packaging product
manufacturing company: A case study', Performance Improvement, vol. 51,
no. 7, pp. 14-20
Malsam, W., Available from: https://www.projectmanager.com/blog/prince2-
methodology [Accessed 4 December 2021]
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PMBOK Guide. (2017). A guide to the project management body of
knowledge. 6th edition. Newtown Square, PA.
Project Management Institute, (2013). A Guide to Project Management Body
of Knowledge. (PMBOK); 4th Edition.
Takagi, A., Hirashima, M., Nozaki D., and Burdet E., (2019). Individuals
physically interacting in a group rapidly coordinate their movement by
estimating the collective goal. Tokyo Insitute of Technology.
Webster, R., and Dalcher, D., (2019). APM Body of Knowledge. 7th edition.
Ibis House: Regent Park
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