Project Management Task Allocation

This assignment details the time allocation for various project roles including developer, technology consultant, marketing consultant, program consultant, promoter, supporter, and chief information officer. It provides specific tasks assigned to each role, the estimated hours required for completion, and highlights key collaborative activities.

Running head: IT PROJECT MANAGEMENT TECHNIQUES 1
Project management of information technology
Name:
Institution:

IT Project Management Techniques 2
Table of contents
1.0 Introduction……………………………………………………………………….. 3
2.0 Managing Information and Technology projects………………………………….. 3
2.1 Traditional approach…………………………………………………………… 4
2.2 Agile approach………………………………………………………………….. 4
2.3 Lifecycle………………………………………………………………………… 5
3.0 Identifying critical roles and stake holders…………………………………………. 6
3.1 System thinking approach………………………………………………………. 6
3.2 Crucial roles…………………………………………………………………….. 6
3.3 Stakeholders……………………………………………………………………... 7
4.0 Project management plan……………………………………………………………. 7
4.1 Basic components………………………………………………………………... 7
4.2 Importance in improving of IT project success………………………………….. 8
5.0 Contemporary IT project…………………………………………………………….... 8
5.1 Project Schedule………………………………………………………………….. 8
6.0 Project Budget………………………………………………………………………… 12
6.1 Project activities cost…………………………………………………………….. 12
6.2 Resource cost…………………………………………………………………….. 15
7.0 Application of process group modules………………………………………………….15
8.0 Decision making process………………………………………………………………. 16
9.0 Current issues in IT project management………………………………………………..17
10.0 Effective communication in IT project…………………………………………………18
10.1 Importance in solving IT problems..................................................................…....19
11.0 Significance of quality software in projects…………………………………………….19
12.0 Conclusion………………………………………………………………………………19
Reference…………………………………………………………………………………….. 22

IT Project Management Techniques 3
Appendices………………………………………………………………………………….23
1. Change request………………………………………………………………………... 23
2. Change and issue log…………………………………………………………………. 24
3. Milestone list………………………………………………………………………….. 24
4. Stakeholder register…………………………………………………………………… 25
5. Resource breakdown structure…………………………………………………………25

IT Project Management Techniques 4
1.0 Introduction
Managing of information technology projects has different approaches. It helps in the
understanding of different processes that are involved in the information and technical project
management processes, the methods used in its analyzing, and approaches employed to identify
critical roles and stakeholders in the project. The building blocks of a project master plan and its
importance in improving the success of information technology is also looked. A project
framework is adapted to write a project master plan, for a simulated real-world contemporary
information project is shown. The application of process groups’ model to manage information
technology projects of various complexities and scale is made. Decision-making process and
other aspects of the information and management technology is analyzed.
2.0 Managing information and technology projects
2.1 Traditional approach
The major stages in the traditional approach is a step-by-step approach (Mir and
Pinnington, 2014). Its stages are the initiation, planning, production or execution, monitoring and
controlling, and closing. The success of the project greatly depends on the initiating stage.
Understanding of the business environment is crucial and any deficiencies taken note of and a
recommendation made. Activities that take place at this juncture I analyzing requirements of the
firm, current operations, finance including a budget, stakeholders, project charter and the
strength and weakness of the firm, the available opportunities, and threats.

IT Project Management Techniques 5
Planning of the project follows the initiation with the aim of accomplishing the set goals
of the project. Details are set out on how to plan and scope statement is developed, followed by
the selection of a planning team. Doable goals are set out, and a breakdown of work structure
created. Activities to take place to achieve the feasible is then identified and organized in a
sequence. Estimation of resource required, time and cost are also done then the schedule and
budget developed. The risk is planned for, quality assurance measures designed and the program
is presented for formal approval.
In the execution process, the project management plan doable is executed through
allocation and management of the available resources and budgets. At the monitoring and
controlling stage, ongoing activities are put to measure. The current development and
performance of the project are also measured. Issues and risks are corrected using the formulated
corrective action and only approved changes implemented.
At the project controlling stage, the progress of the project is tracked. It is ensured to be
within the time frame allocated, and the budget. Finally, the closing stage consists the formal
acceptance of the project. The contract is closed together with the project.
2.2 Agile approach
The agile approach is flexible and efficient and has its framework. The first framework is
scrum that is based upon systematic interactions. It involves roles, sprints, and artifacts. Any
obstacle that may prevent the efficient working of the team is eliminated by scrum master who is

IT Project Management Techniques 6
one of the major systematic interaction functions (Schwalble, 2015). Another role is played by
the product owner. He can either be a customer or stakeholder and has an active involvement in
every stage of the project. He is expected to give feedback on every job done on the project. The
scrum team plays the role of product implementation and consists of up to 7 team members.
Sprint is the core unit of work in the scrum and should be a maximum of four weeks for
easier planning and tracking of progress. The three top artifacts are the product backlog, sprint
backlog and sprint burn down the chart.
Extreme programming (XP) in agile approach practices test-driven developments where
tests are used to capture any defect of codes in software thus ensuring high-quality products at
the end of the project. Agile also uses continuous integration (CI) to eliminate integration issues
in projects enabling a rapid deployment of the final products. Pair programming is another of
agile practices that are considered controversial this practice spreads the knowledge of the
project across team members.
2.3 Lifecycles
In the agile process flow consists of concept, inception, construction, release, production,
and retirement. Concepts are first envisioned and prioritized. At beginning team members are
then identified, funds allocated and a discussion on requirements made. Working software is
delivered based on iteration requirements at the construction stage by developing team members.
The final release of iteration into products then follows. Production continues to undergo

IT Project Management Techniques 7
afterward and at the retirement comes to the end-of-life activities, customer migration and
notification is included.
The traditional life cycle is a step-by-step process and consists of initiation, planning,
execution, performance, and closing of the project.
3.0 Identifying critical roles and stakeholders
3.1 System approach
In employing system thinking approach, the situation is first defined and consideration of
whether the method is applicable. Behavioral patterns are then developed, and the underlying
structure evolved then simulated. Leverage points are then identified and an alternative structure
formed. Simulation of the alternative structure follows, and an adoption approach developed.
3.2 Crucial roles
In the information and technology projects, critical parts can be identified by employing a
system thinking approach. The role of a project manager is one of these functions. The manager
identifies projects and deals with them. He also analyzes the goals of the project and formulates
ways to achieve the said goals. Project performance is also analyzed by the project manager and
its day-to-day development. The project manager is the one to close the project and put into the
record the lessons learned from the project.

IT Project Management Techniques 8
Another role is the role of a team leader. He is the one who initiates projections by
actually putting words into action for goals to be achieved. The team leader acts as a model by
using his behavior to shape others such as observing of time. Negotiations for the project
provides is done by the team leader and serves as a listener to the employees. He coaches team
members by encouraging them to maximize their potential. A team leader also partakes in work.
A team member is a crucial role, and there is a criterion of one intending to be a team
member (Fleming and Koppelman, 2016). Technical skills of the person are taken into
consideration, their problem-solving skills, interpersonal skills, and organizational skills.
3.3 Stakeholders
They are individuals who are actively involved in projects or have something to lose if
the projects fail. The top management is a stakeholder and may consist of company’s president,
vice-president, directors and division managers. The project team is also a stakeholder. It
consists of people working on the project on a part-time basis.
4.0 Project management plan
4.1 Basic components
The first element is the scope management; it helps with the description of what is
essential in the project and what should be out. The main products of the project are specified

IT Project Management Techniques 9
and stipulate a way to measure the performance of the project. Scheduling is the second
component. Its contents include precedence diagrams, resource histograms, Gantt charts and
project life cycle and they help in showing the key deliverables of a project. The third component
is resource management. Every product should have an assignee who takes it responsibility. The
project hierarchy is established, the delegation of authority done, and role descriptions made.
Lastly, is the budgeting and cost management component. Estimation of cost and budgeting is
done and agreed upon.
4.2 Importance of improving IT project success
Project master plan ensures that the end product is part of what was set out in the goals of
the project as a method is defined and chaos organized. Delays and overrunning of costs are
avoided by project plans as a schedule and plan are established. When people come together in
projects, ideas are shared, and inspiration is offered to one another enforcing and encouraging
teamwork. Resources are maximized as project plans ensure that resources are used efficiently
and economically.
5.0 Contemporary information technology project
Project management plan using a Scrum framework, the project will be estimated to take
one hundred and twenty days. A day is dedicated to planning the project’s development begins.
Meetings are then held daily to check on the progress and factors such as what is completed,
what is yet to be completed and the challenges faced in the completion.

IT Project Management Techniques 10
5.1 Project schedule
WBS Task Name Duration Start Finish Resource
Names
0 Implementation of
technology
building project
110 days Wed 6/7/17 Tue 11/7/17
1 Starting the
project plan
21 days Wed 6/7/17 Wed 7/5/17
1.1 Formation of
project steering
committee
2 days Wed 6/7/17 Thu 6/8/17 Project
Manager,
Supporter
1.2 Communicate
with other
software
developers
1 day Wed 6/7/17 Wed 6/7/17 Project
Manager,
Promoter,
Supporter
1.3 Plan the
business case
2 days Thu 6/8/17 Fri 6/9/17 Project
Manager
1.4 Examine the
business case
3 days Mon
6/12/17
Wed
6/14/17
Project
Manager
1.5 Identify and
meet with the
stakeholders
4 days Thu 6/15/17 Tue 6/20/17
1.5.1 Create
stakeholder
register
4 days Thu 6/15/17 Tue 6/20/17 Marketing
consultant,
Project
Manager
1.6 Define project
deliverables
2 days Wed
6/21/17
Thu 6/22/17 Chief
information
officer,
Marketing
consultant,
Project
Manager
1.7 Creation of
schedule and
budget
3 days Fri 6/23/17 Tue 6/27/17 Chief
information
officer,
Project
Manager
1.8 Complete the
project charter
draft
1 day Wed
6/28/17
Wed
6/28/17
Project
Manager

IT Project Management Techniques 11
1.9 Finalize the
project charter
3 days Thu 6/29/17 Mon 7/3/17 Chief
information
officer
1.10 Kick off
meeting
2 days Tue 7/4/17 Wed 7/5/17 Project
Manager
2 Organizing and
preparing the
project plan
31 days Thu 7/6/17 Thu 8/17/17
2.1 Identification
of project risks
19 days Thu 7/6/17 Tue 8/1/17
2.1.1 Risk related
meeting
10 days Thu 7/6/17 Wed
7/19/17
Project
Manager
2.1.2 Discuss
procedural, scope,
schedule, cost and
management
issues
9 days Thu 7/20/17 Tue 8/1/17 Project
Manager,
technology
consultant,
2.2 Recruitment of
human resources
5 days Wed 8/2/17 Tue 8/8/17
2.2.1 Hiring of
technology
specialists and
programmers
1 day Wed 8/2/17 Wed 8/2/17 technology
consultant
2.2.2 Merger of
technology
specialists and
programmers
1 day Thu 8/3/17 Thu 8/3/17 technology
consultant,
Marketing
consultant
2.2.3 Hiring of
information and
technology
consultant and
advertising
consultant
1 day Fri 8/4/17 Fri 8/4/17 Project
Manager,
Marketing
consultant
2.2.4 Hiring of
programing
consultant
2 days Mon 8/7/17 Tue 8/8/17 Project
Manager
2.3 Discussion of
form of contract
7 days Wed 8/9/17 Thu 8/17/17 Consultant
3 Carrying out the
project plan
50 days Fri 8/18/17 Thu
10/26/17
3.1 Identification
of project methods
30 days Fri 8/18/17 Thu 9/28/17
3.1.1 Discuss the
suitability of agile
8 days Fri 8/18/17 Tue 8/29/17 Consultant,
Developer ,

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SCRUM Project
Manager
3.1.2 SDLC based
waterfall model
12 days Wed
8/30/17
Thu 9/14/17 Developer ,
Project
Manager
3.1.3 Problem
solving strategy
for conflict
solution
10 days Fri 9/15/17 Thu 9/28/17 Chief
information
officer,
Consultant,
Developer ,
Marketing
consultant
3.2 Update charter 8 days Fri 9/29/17 Tue
10/10/17
Project
Manager,
Promoter,
Supporter
3.3 Formalize of
contract
5 days Wed
10/11/17
Tue
10/17/17
Project
Manager
3.4 Hold meeting
with manager and
consultant
7 days Wed
10/18/17
Thu
10/26/17
Consultant,
Project
Manager
4 Finishing the
project plan
8 days Fri 10/27/17 Tue 11/7/17
4.1 Acceptance of
project
deliverables
2 days Fri 10/27/17 Mon
10/30/17
Consultant,
Project
Manager
4.2 Finalizing the
lessons learned
1 day Tue
10/31/17
Tue
10/31/17
Chief
information
officer,
Consultant,
Project
Manager
4.3 Project report 2 days Wed
11/1/17
Thu 11/2/17 Project
Manager
4.4 Update as well
as archive of
documents
1 day Fri 11/3/17 Fri 11/3/17 Project
Manager
4.5 Project closure
document
2 days Mon
11/6/17
Tue 11/7/17 Project
Manager
WBS Task Name Duration Start Finish Resource
Names
0 Implementation of
information and
technology project
110 days Wed 6/7/17 Tue 11/7/17

IT Project Management Techniques 13
6.0 Project budget
6.1 Project activities cost
WBS Task Name Duration Resource
Names
Cost
0 Implementation of
information and
technology project
110 days $555,000.00
1 Starting the
project plan
21 days $104,480.00
1.1 Formation of
project steering
committee
2 days Project
Manager,
Supporter
$9,440.00
1.2 Communicate
with other
software
developers
1 day Project
Manager,
Promoter,
Supporter
$5,920.00
1.3 Plan the
business case
2 days Project Manager $6,400.00
1.4 Examine the
business case
3 days Project Manager $9,600.00
1.5 Identify and
meet with the
stakeholders
4 days $17,600.00
1.5.1 Create
stakeholder
register
4 days Marketing
consultant,
Project Manager
$17,600.00
1.6 Define project
deliverables
2 days Chief
information
officer,
Marketing
consultant,
$15,680.00

IT Project Management Techniques 14
Project Manager
1.7 Creation of
schedule and
budget
3 days Chief
information
officer, Project
Manager
$19,920.00
1.8 Complete the
project charter
draft
1 day Project Manager $3,200.00
1.9 Finalize the
project charter
3 days Chief
information
officer
$10,320.00
1.10 Kick off
meeting
2 days Project Manager $6,400.00
2 Organizing and
preparing the
project plan
31 days $116,520.00
2.1 Identification
of project risks
19 days $84,520.00
2.1.1 Risk related
meeting
10 days Project Manager $32,000.00
2.1.2 Discuss
procedural, scope,
schedule, cost and
management
issues
9 days Project
Manager,
Architectural
consultant,
DBA consultant
$52,520.00
2.2 Recruitment of
human resources
5 days $20,800.00
2.2.1 Hiring of
technology
specialists and
programmers
1 day Technology
consultant,
programming
consultant
$4,400.00
2.2.2 Merger of
technology
specialists and
programmers
1 day Technology
consultant,
programming
consultant,
Marketing
consultant
$5,600.00
2.2.3 Hiring of
technology
consultant and
advertising
consultant
1 day Project
Manager,
Marketing
consultant
$4,400.00
2.2.4 Hiring of
DBA
2 days Project Manager $6,400.00

IT Project Management Techniques 15
2.3 Discussion of
form of contract
7 days Consultant $11,200.00
3 Carrying out the
project plan
50 days $300,160.00
3.1 Identification
of project methods
30 days $203,200.00
3.1.1 Discuss the
suitability of agile
SCRUM
8 days Consultant,
Developer ,Proj
ect Manager
$51,200.00
3.1.2 SDLC based
waterfall model
12 days Developer ,Proj
ect Manager
$57,600.00
3.1.3 Problem
solving strategy
for conflict
solution
10 days Chief
information
officer,
Consultant,
programming
consultant,
Developer ,Mar
keting
consultant
$94,400.00
3.2 Update charter 8 days Project
Manager,
Promoter,
Supporter
$47,360.00
3.3 Formalize of
contract
5 days Project Manager $16,000.00
3.4 Hold meeting
with Mick and
Tim
7 days Consultant,
Project Manager
$33,600.00
4 Finishing the
project plan
8 days $33,840.00
4.1 Acceptance of
project
deliverables
2 days Consultant,
Project Manager
$9,600.00
4.2 Finalizing the
lessons learned
1 day Chief
information
officer,
Consultant,
Project Manager
$8,240.00
4.3 Project report 2 days Project Manager $6,400.00
4.4 Update as well
as archive of
documents
1 day Project Manager $3,200.00
4.5 Project closure 2 days Project Manager $6,400.00

IT Project Management Techniques 16
document
WBS Task Name Duration Resource
Names
Cost
0 Implementation of
information and
technology project
110 days $555,000.00
6.2 Resource cost
Resource Name Type Std. Rate
Project Manager Work $400.00/hr.
Developer Work $200.00/hr.
Technology consultant Work $150.00/hr.
Marketing consultant Work $150.00/hr.
Programmer Work $200.00/hr.
Promoter Work $150.00/hr.
Supporter Work $190.00/hr.
Chief information officer Work $430.00/hr.
Consultant Work $200.00/hr.
7.0 Application of process group models
In the group types, possible performance plus process gains and losses result to actual
performance. In considering the process increases, one establishes a new way to motivate
workers; new technologies are developed, improvement of information systems resulting in
improved coordination and communication. Information, ideas, direction, and opinion is also
gained together with improved leadership. Process losses include problems in the coordination
and reporting, the motivation of workers, lack of new information, ideas or opinions and a
problematic system of administration.

IT Project Management Techniques 17
At the social facilitation in process group models, the presence of others leads to arousal
which then determines the performance level. The performance level is said to be impaired if the
task carried out is not familiar or is very difficult. On the other hand, performance level can be
said to have improved if the function is similar or is very easy.
The social loafing group is where there is a tendency of performance to put little or no
effort while working in groups. A large number of people doing a task does not mean that the
task is being done faster than one person. Conformity occurs when individuals are influenced by
groups and end up changing their behavior to match that of the group for compliance to obtain a
reward from the group or to avoid costs.
High-performance teams are created by members. Resistant people are avoided in the
team during placement by considering selecting people with skills and experience. Considering
the situation is crucial, goals are clarified, and members undergo intense training. The individual
reward is linked to team performance by use of appropriate measures. Members are influenced
by the group by encouraged communication, cooperation, and participation.
8.0 Decision-making process.
In solving a range of information technology project issues, the first step is to identify the
decision. In the identification of the decision, the technological problem is recognized and
decided on addressing it. A determination is then made on why this decision will make a
difference in the project. The next step is to gather information on the computer to enable the

IT Project Management Techniques 18
making of decisions based on facts and data. Only relevant information should be picked and
value judgment made (Larson and Grey, 2013). After identifying the issue and its decision, a
project manager may seek potential causes of the problem, the individuals involved in the matter
not leaving the processes participating in the case. Constraints on the decision-making process
are also determined.
Identifying of various possible solutions to the issue established is done after one has a
clear understanding of the problem. The consideration of alternatives at your disposal helps in
the determination of the best cause of action to achieve your goals. The next step will be to
weigh the evidence. This process contributes to determining which alternative is best by
evaluating for feasibility, acceptability, and desirability. The pros and cons of the decision are
considered, and the choice with the highest chance of success is considered.
When a time to make a decision comes, the alternatives is where one of the options is
chosen. One should be well informed of the pros and cons of the preferred option and its
potential risks. The next step is taking action. Here, a plan is created for implementation
(Kerzner, 2013). Required resources are identified, and the support of employees and
stakeholders sought so that the scheme can be efficiently executed. Arising questions and
concerns from the staff and interested parties are then addressed. Reviewing of the decision is
done as the last step in the decision-making process. It involves evaluating the effectiveness of
the decision and recommending on what can be done in future to improve on the decision.
9.0 Current issues in IT project management.

IT Project Management Techniques 19
Firstly is the lack of project mandate in the information and technology project
management. The lack of missions and objectives makes the recovering of an at-risk project to
improve. Providing an order in a blueprint form for your program is advisable. The mandate
should contain business case, project justification, and high-level requirement and success
criteria. It should be communicated to every person who is concerned about the project and put
into writing with an approved budget as it affects every critical decision on the project.
Secondly, unclear expectations is an issue. Even with a mandate at hand, when there is no
detail gathering and expectations of stakeholders in an IT project, it becomes an issue. Such
details should be put into writing for further references (Fryer, Antony and Douglas, 2015).
Thirdly, poor communication between IT and the business. Managing projects is
challenging, managers should ensure that miscommunication in the project does not end up
derailing their efforts. Both internal and external communications should be well established.
Lastly, lack of user input is an issue. Many IT projects are involved with the
transformation of business processes (Barke, 2013). Managers should aim to update users on the
progress of the project to make the process smoother as end users work with project deliverables.
10.0 Effective communication in IT
10.1 Importance in solving IT problems

IT Project Management Techniques 20
Adequate disclosure in information and technology management plan is necessary for
solving problems because it is through communication that the goals of a project are articulated.
Without goals, a project will have problems associated with poor performance and time wastage.
After articulation of project goals, better expectations are set on how the goals will be met
through communication (Alias, Zawawi, Yousouf and Aris, 2014). When this is done, then the
problem of poor performing projects is avoided.
Communication also helps in the formulation of a project process that works for
everybody. The problem of underperformance and unproductivity of workers is solved. It is
through communication that task dependencies and how they will be met are discussed. Effective
communication also helps in the communication of risks and issues and how they can be solved
(Wilhinson, 2016). In projects, communication helps in the understanding of one another’s roles
and everyone’s impact on the project. It further helps in the building of a strong bond within the
team members of a project. Furthermore, communication promotes individuals working on
projects to enjoy their jobs.
11.0 Significance of Software quality in projects
Ensuring high software quality in projects is important (Srimath, Dinesh and Suthuraman,
2017). Defective software in projects causes an effect to the bottom-line and leads to financial
losses. Defective software can also delay the launching of projects because work on the product
will be repeated. Fixing a faulty software is costly and causes incurring of unplanned for
excessive costs to the project.

IT Project Management Techniques 21
12.0 Conclusion
In conclusion, many aspects need to be considered in information and technology project
management. Every aspect of the project is crucial for the project to achieve the goals it has set
out. Proper procedures and systems should be adhered to when carrying out of projects. The
planning of the project is the key essential to achieving desired results in a project. Lastly,
communication should be effective in the project to improve on the results of the project.
References
Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining critical success
factors of project management practice: A conceptual framework. Procedia-Social and
Behavioral Sciences, 153, 61

IT Project Management Techniques 22
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Fryer, K. J., Antony, J., & Douglas, A. (2015). Critical Success Factors of Continuous
Improvement in the Public Sector: A review of literature and some key findings.-69.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. (2013). Project Management: The Managerial Process with MS
Project. McGraw-Hill.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Srimathi, S., Dinesh, S., & Sethuraman, R. (2017). A Review On Critical Success Factors In
Construction Project.
Wilkinson, S. J. (2016). Measuring project success in local government. ANZAM.

IT Project Management Techniques 23
Appendices
1. Change request

IT Project Management Techniques 24
Project name: Information Technology project Date: 8/18/2017
Change requestor: Project Manager Change no: 7843
Change categories: Schedule, Cost and resources
Describe the requested changes: There are more hiring of both a technology expert as well as
advertising consultant at rates of $150/hour. The total number of days work is for two days per
week– for up to four weeks. There is hiring of developer and programming consultant. The
maximum rate of a developer (analyst/programmer) is $80/hour and programming for two
days per week to four weeks at a rate of $200/hour. Therefore, it shows changes in scope.
Hiring of more resources is increasing the total budget and change in budget causes delay in
project plan to complete.
Describe the reason for change: More resources are required to implement the system perfectly
Describe technical changes: Change into constraints such as regulations, price of input and
quantities of the input
Describe risks to consider for change: Delay in completion of project plan
Estimate resources and cost require to implement changes: Hiring of both a technology expert
as well as advertising consultant, programmer and developer. Cost is estimated to be $25,000
more.
Disposition: Approve
Change board approval
Role
Project Manager
Consultant
Project name: information technology project
2. Change and issue log
Change
and
issue
Descriptio
n
Reported
by
Assigne
d to
Statu
s
Priorit
y
Date
reported
Date
resolved
Resolutio
n
Resource
s
Hire of
extra
resources
Consulta
nt
Project
Manage
r
Close
d
Mediu
m
07/28/201
7
10/19/201
7
Hire
limited
resources
Budget Increase in
cost
Consulta
nt
Project
Manage
r
Activ
e
High 08/12/201
7
08/29/201
7
Decrease
other cost
Schedule Delay in Consulta Project Activ High 09/28/201 11/72/20 Lessen

IT Project Management Techniques 25
plan nt Manage
r
e 7 other
project
activities
time
3. Milestone list
Task Name Duration Expected Start
Starting the project plan 0 day Wed 6/7/17
Organizing and preparing the
project plan
0 day Thu 7/6/17
Carrying out the project plan 0 day Fri 8/18/17
Finishing the project plan 0 day Fri 10/27/17
4. Stakeholder register
ID Stakeholde
r role
Responsibilitie
s
Status Categor
y
Interes
t
Influenc
e
Managemen
t strategy
PM-
05
Project
Manager
Estimate the
budget
Engage
d
Keep
informed
High Low Add to
weekly
status
meeting
DV-
09
Developer Prepare the
schedule
Engage
d
Manage
closely
High High Add to
weekly
status
meeting
AC-
04
Technology
consultant
Develop the
system
Engage
d
Monitor Low Low Add to
distribution
list of the

IT Project Management Techniques 26
status report
MC-
03
Marketing
consultant
Draw a system
architecture
meet with
organizational
requirements
Engage
d
Keep
informed
High Low
DC-
10
Programing
consultant
Provide
marketing plan
Engage
d
Manage
closely
High High Add to
distribution
list of the
status report
P-39 Promoter Provide
training
Engage
d
Manage
closely
High High
S-37 Supporter Promote the
system
Engage
d
Manage
closely
High High
CIO
-02
Chief
information
officer
Support the
project plan
Engage
d
Keep
satisfied
Low High Add to
weekly
status
meeting
C-
43
Consultant Collect
information
about the
project
Engage
d
Monitor Low Low Add to
weekly
status
meeting
5. Resource break down structure
Resource Name Work
Project Manager 720 hrs
Formation of project steering committee 16 hrs
Communicate with other information and technology players 8 hrs
Plan the business case 16 hrs
Examine the business case 24 hrs
Create stakeholder register 32 hrs
Define project deliverables 16 hrs
Creation of schedule and budget 24 hrs
Complete the project charter draft 8 hrs
Kick off meeting 16 hrs
Risk related meeting 80 hrs
Discuss procedural, scope, schedule, cost and management issues 72 hrs

IT Project Management Techniques 27
Hiring of technology consultant and advertising consultant 8 hrs
Hiring of programmer 16 hrs
Discuss the suitability of agile SCRUM 64 hrs
SDLC based waterfall model 96 hrs
Update charter 64 hrs
Formalize of contract 40 hrs
Hold meeting with manager and consultant 56 hrs
Acceptance of project deliverables 16 hrs
Finalizing the lessons learned 8 hrs
Project report 16 hrs
Update as well as archive of documents 8 hrs
Project closure document 16 hrs
Developer 240 hrs
Discuss the suitability of agile SCRUM 64 hrs
SDLC based waterfall model 96 hrs
Problem solving strategy for conflict solution 80 hrs
Technology consultant 88 hrs
Discuss procedural, scope, schedule, cost and management issues 72 hrs
Hiring of programming consultant to assist with the software
design
8 hrs
Merger of software interfaces with the programmes 8 hrs
Marketing consultant 144 hrs
Create stakeholder register 32 hrs
Define project deliverables 16 hrs
Merger of software interfaces with the programmes 8 hrs
Hiring of technology consultant and advertising consultant 8 hrs
Problem solving strategy for conflict solution 80 hrs
program consultant 168 hrs
Discuss procedural, scope, schedule, cost and management issues 72 hrs
Hiring of technology consultant to assist with the software design 8 hrs
Merger of software interfaces with the programmes 8 hrs
Problem solving strategy for conflict solution 80 hrs
Promoter 72 hrs
Communicate with other information and technology players 8 hrs
Update charter 64 hrs
Supporter 88 hrs
Formation of project steering committee 16 hrs
Communicate with other information and technology players 8 hrs
Update charter 64 hrs
Chief information officer 152 hrs
Define project deliverables 16 hrs
Creation of schedule and budget 24 hrs
Finalize the project charter 24 hrs