Project Management: Big Data Implementation Project

This document provides a project plan for the implementation of Big Data in a financial firm, covering areas such as risk management, quality management, procurement management, and stakeholder management.

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Project Management
Big Data Implementation Project
4/25/2019

Project Plan
Table of Contents
Introduction...........................................................................................................................................2
Purpose..............................................................................................................................................2
Project Background...............................................................................................................................2
Risk Management Plan..........................................................................................................................2
Methodology & Approach.................................................................................................................2
Risk Register.....................................................................................................................................3
Risk Quadrant Analysis.....................................................................................................................4
Mitigation & Treatment Plan.............................................................................................................5
Quality Management Plan.....................................................................................................................7
Methodology.....................................................................................................................................7
Quality Metrics..................................................................................................................................7
Planned & Actual Project Schedule Value.....................................................................................7
Planned & Actual Project Cost Value............................................................................................8
Defect Density...............................................................................................................................8
Customer Satisfaction & Feedback................................................................................................8
Acceptance of Deliverables...........................................................................................................9
Procurement Management Plan.............................................................................................................9
Methodology.....................................................................................................................................9
Tools & Material to be procured......................................................................................................10
Contract Type..................................................................................................................................10
Procurement Method.......................................................................................................................10
Stakeholder Management Plan............................................................................................................11
Methodology...................................................................................................................................11
Stakeholder Map..............................................................................................................................11
Stakeholder Communication and Reporting....................................................................................13
Conflict Management Plan..............................................................................................................14
References...........................................................................................................................................15
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Project Plan
Introduction
Project Management is one of the necessary disciplines and every project now involves the
elements of project management to make sure that the project success is achieved. There are
various areas under project management that need to be synced with each other in order to
achieve the desired project outcomes.
Some of the significant areas under project management include risk management, quality
management, procurement management, and stakeholder management. The report includes
the planning and analysis of these areas for the Big Data implementation project in an
organization.
Purpose
The purpose of the report is to cover the project management guidelines for the areas as risk
management, quality management, procurement management, and stakeholder management.
Project Background
The project is being carried out for a medium-scale financial firm called FinManage
Corporations. The firm currently has its offices in 7 different locations and there are several
projects that run in parallel. There is good market reputation and extensive customer base that
the organization has established since its 9 years in the business.
The management of the data sets is one of the issues that have come up for the organization.
There are data storage issues and the problems of data loss that are witnessed. The
management of these issues and problems can be done by the implementation of Big Data
tools in the organization. Big Data is the technology that can manage huge clusters of data
(Daki, El Hannani, Aqqal, Haidine & Dahbi, 2017).
Risk Management Plan
There may be various risks that may emerge in the project. The management of these risks
will be done by using a defined methodology and a series of steps.
Methodology & Approach
The risk management methodology that will be used in the project will include five major
phases as risk identification, risk analysis, risk evaluation, risk treatment, and risk closure.
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Project Plan
In the first phase, the identification of the risks will be done by using some of the data
collection techniques. The sources of data will be the employees and management of the
organization, existing systems, historical data, and market information. The use of data
gathering techniques as surveys and observations will be done to identify the risks that may
come up in the process (Wateridge, 2011).
The second phase will be risk analysis. The use of qualitative analysis technique will be done
to identify the risk impact and probability levels and analyse the risks to determine their
severity and priority levels. The third step will be the evaluation step in which the risk scores
will be allotted and the risks will be classified as acceptable or non-acceptable.
The risks identified as non-acceptable in the evaluation will be needed to be treated. The
application of the treatment strategies as share, transfer, avoid, or mitigate will be applied on
the risks.
The completion of the risk treatment will be determined and if the risk treatment is
completed, the risk will be sent for risk closure.
Risk Register
There are various risks identified for the Big Data Implementation project. The risk register
for these issues is prepared and included in the table below.
Risk
ID
Name Description Probability Impact
1 Technical
Failure
The Big Data Implementation will be
done for all the seven locations of the
organization. There may be technical
errors and gaps that may be
encountered.
6 8
2 Network
Compatibility
Issues
The existing network architecture
and topology may not be sufficient
for the required implementation.
7 8
3 Security and
privacy attacks
There will be migration of the legacy
data needed for the implementation
project and the data sets will be fed
in the Big Data tool. There may be
8 9
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Project Plan
information security and privacy
attacks that may come up as a result.
4 Schedule
Overrun
The project resources may not follow
or be unable to proceed as per the
estimated values of schedule (Clarke,
2015).
4 7
5 Market
inflations
There may be changes in the market
inflation rates that may bring down
the cost of the tools and equipment.
3 4
6 Budget
Overrun
The project resources may not follow
or be unable to proceed as per the
estimated values of costs.
4 7
7 Operational
Errors
There are operational errors/mistakes
that may be encountered.
7 4
8 Ethical
concerns
The ethical standards and policies
may not be adhered with during the
project timeline.
3 6
9 Communication
gaps
The resources and stakeholders may
not maintain effective
communication in the project.
7 8
10 Quality issues The quality standards and policies
may not be adhered with during the
project timeline.
3 6
Risk Quadrant Analysis
High Impact, Low Probability
Schedule Overrun
Budget Overrun
Ethical Concerns
Quality Issues
High Impact, High Probability
Technical Failure
Network Compatibility Issues
Security & Privacy Attacks
Communication Gaps
Low Impact, Low Probability
Market Inflations
Low Impact, High Probability
Operational Errors
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Project Plan
The risks identified have been classified in four quadrants. These quadrants include high
impact-low probability risks, high impact-high probability risks, low impact-low probability
risks, and low impact-high probability risks.
The risks in the quadrant as high impact-high probability will be the most severe risks and
shall be treated on high probability. The risks in the quadrant as low impact-low probability
will be the least severe and may not be treated on high priority levels.
Mitigation & Treatment Plan
Risk
ID
Name Description Probabilit
y
Impact Score Evaluation Treatment
1 Technica
l Failure
The Big Data
Implementation will be
done for all the seven
locations of the
organization. There may
be technical errors and
gaps that may be
encountered.
6 8 48 Non-
acceptable
Risk transfer
– to the
vendor
2 Network
Compati
bility
Issues
The existing network
architecture and topology
may not be sufficient for
the required
implementation.
7 8 56 Non-
acceptable
Risk
avoidance –
network
feasibility and
compatibility
checks
3 Security
and
privacy
attacks
There will be migration of
the legacy data needed for
the implementation project
and the data sets will be
fed in the Big Data tool.
There may be information
security and privacy
attacks that may come up
as a result.
8 9 72 Non-
acceptable
Risk
avoidance &
mitigation –
Security tools
and controls
4 Schedule The project resources may 4 7 28 Non- Risk
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Project Plan
Overrun not follow or be unable to
proceed as per the
estimated values of
schedule.
acceptable avoidance –
Determinatio
n of schedule
variance
levels through
earned value
analysis
5 Market
inflations
There may be changes in
the market inflation rates
that may bring down the
cost of the tools and
equipment.
3 4 12 Acceptable Risk
acceptance
6 Budget
Overrun
The project resources may
not follow or be unable to
proceed as per the
estimated values of costs.
4 7 28 Non-
acceptable
Risk
avoidance –
Determinatio
n of cost
variance
levels through
earned value
analysis
7 Operatio
nal
Errors
There are operational
errors/mistakes that may
be encountered (Kitchin,
2015).
7 4 28 Non-
acceptable
Risk
avoidance –
Use of
employee
trainings
8 Ethical
concerns
The ethical standards and
policies may not be
adhered with during the
project timeline.
3 6 18 Non-
acceptable
Risk
avoidance –
Ethical
trainings
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Project Plan
9 Commun
ication
gaps
The resources and
stakeholders may not
maintain effective
communication in the
project.
7 8 56 Non-
acceptable
Risk
avoidance –
Use of
employee
trainings
10 Quality
issues
The quality standards and
policies may not be
adhered with during the
project timeline.
3 6 18 Non-
acceptable
Risk
avoidance –
Use of
Quality
trainings
Quality Management Plan
Project Quality will be one of the most important parameters for determining the project
success. The quality of the project will be planned in a series of steps.
Methodology
The methodology that will be used for managing the project quality will include the use of
PMBoK guidelines for quality management. There are various steps that are specified under
the PMBoK guidelines that will be used for managing the project quality.
As per these guidelines, project quality will be planned in the first phase. The quality
management plan will be developed in this phase. This plan will include the details of the
methodology to be used for the purpose of quality management, information on the steps to
be followed along with the quality metrics that will be used (Mikkelsen, 2009).
The quality assurance and control activities will be carried out to understand the quality status
of the project. The use of quality metrics will be done in this step.
The last will be the continuous development phase in which the project activities will be
continually improved so that the project quality is enhanced at all times.
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Project Plan
Quality Metrics
Planned & Actual Project Schedule Value
There will be estimation on the project schedule carried out during the planning and analysis
phase of the project. The project quality will be considered as per the standards only when
there will be no or positive variance levels between the estimated and the planned value.
The calculated of the schedule variance levels will be done using Earned Value Analysis
(EVA) as the technique. The use of earned value and planned value will be done to determine
the levels of schedule variance (Menze, 2013).
The value of zero or any positive value will indicate enhanced quality of the project.
However, a negative value of schedule variance will indicate the improvements necessary to
be made.
Planned & Actual Project Cost Value
There will be estimation on the project costs carried out during the planning and analysis
phase of the project. The project quality will be considered as per the standards only when
there will be no or positive variance levels between the estimated and the planned value.
The calculated of the cost variance levels will be done using Earned Value Analysis (EVA)
as the technique. The use of earned value and planned value will be done to determine the
levels of cost variance (Wang, He & Zhao, 2014).
The value of zero or any positive value will indicate enhanced quality of the project.
However, a negative value of cost variance will indicate the improvements necessary to be
made.
Defect Density
There may be certain defects that may emerge in the project. The project with enhanced
quality will be the ones that will have lower defect density.
The defect density will be determined on the basis of the defects encountered in the project in
particular sprint and the nature of these defects will be encountered. The defects will also be
logged in the system and a suitable priority/severity level will be assigned to the defect.
The lower defect count and defect density will indicate better project quality and vice versa.
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Project Plan
Customer Satisfaction & Feedback
The primary users of the Big Data tools and techniques will be the employees and
management of the organization. The implementation process will be done in phases and it
will be essential that the employees get used to the new tools and processes.
The customer collaboration will be done at regular intervals to determine the level of
understanding and the satisfaction levels. The satisfaction levels will be determined across
five categories as very dissatisfied, dissatisfied, partially satisfied, satisfied, and extremely
satisfied.
The use of analysis tools will also be done to determine these feedback levels. The majority
of the employee and end-user feedback in the categories as satisfied or extremely satisfied
will indicate enhanced project quality and vice versa.
Acceptance of Deliverables
There will be numerous stakeholders involved in the project. These will include a
combination of the internal and external project stakeholders. There will also be various
deliverables involved in the project. Some of the primary deliverables in the project will
include project plan, Big Data implementation plan, migration report, risk report, change
management report, progress reports, successful implementation, and closure report.
The CEO of the organization will be the primary resource and the sign-off and acceptance of
these deliverables from the CEO will be essential. In the case of non-acceptance of the
deliverables by the CEO or other project stakeholders, it will indicate that the project quality
is not up to the mark. Therefore, the status of the acceptance of deliverables will be an
indication of the project quality and it will be essential to determine the same in order to
achieve project success (Rose, 2013).
The acceptance of all the deliverables will indicate that the project is as per the determined
norms and standards and there are no gaps in quality in any of the project sections or areas.
Procurement Management Plan
Methodology
The methodology that will be used for managing the project procurement processes will
include the use of PMBoK guidelines for procurement management. There are various steps
9

Project Plan
that are specified under the PMBoK guidelines that will be used for managing the project
procurements.
As per these guidelines, project procurements will be planned in the first phase. The
procurement management plan will be developed in this phase. This plan will include the
details of the methodology to be used for the purpose of procurement management,
information on the steps to be followed along with the details of the tools and equipment to
be procured will be specified (Indelicato, 2015).
The determination of the procurement methods and contract types will be done. The
determination of the resources will also be carried out along with the vendor analysis and
negotiations. The execution of the procurement methods will be done as per the selected
contract type. The delivery will be made as per the system selected.
Tools & Material to be procured
Big Data implementation project will require the procurement of Big Data tools from the
vendors present in the market. There are several vendors that are now offering the Big Data
tools and the assessment of the reliable vendor and mapping of the product with the
organization need will be done.
There will also be requirement of NoSQL cloud-based databases, such as Cassandra or
MongoDB for the project. The database will be integrated with the Big Data tools and the
data storage activities will be carried out for the organization using the same.
Contract Type
The contract type that will be used in the project will be cost plus fixed fee contracts. In this
contract type, the Procurement Manager will carry out the negotiations with the vendor of the
tools and equipment. The negotiated fee will be determined and the fixed fee will not vary
with the actual costs. The contractor will be provided with minimum incentives so that the
cost handling and control procedures are effectively carried out (Ghadamsi & Braimah,
2016).
The use of this contract type will be done so that the overall cost-savings and cost-
effectiveness of the project is enhanced.
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Project Plan
Procurement Method
The procurement method that will be used for the project will be Request for Proposal (RFP).
The information regarding the items to be procured will be circulated and the interested
vendors will submit RFP describing their quotations and service details (Westfall, Clarke &
Langendorfer, 2013).
The proposal mapping with the organization needs will be selected and meetings will be
arranged with the associated vendors. The selection of the vendors will be done by the
Procurement Manager on the basis of the negotiated terms and services.
Stakeholder Management Plan
Methodology
There will be numerous stakeholders involved in the project and the management of these
stakeholders will be necessary.
The external stakeholders associated with the project will include the CEO of the
organization, business partners of the financial firm, employees/end-users of the financial
firm, customers of the financial firm, and the vendor groups. The internal stakeholders will
include the Project Manager and the members of the project team. The identification of these
stakeholders will be done followed by the development of the stakeholder map. The influence
levels of these stakeholders along with their contribution and interests in the project will be
identified in the stakeholder map (Missionier & Loufrani-Fedida, 2014).
The communication and reporting structures will be determined as per the stakeholder map.
Stakeholder Map
Stakeholder Responsibilitie
s
Influence Interest Contribution Type
CEO Arrange funds,
acceptance of
deliverables,
business case
The
stakeholder’
s influence
in the
project will
be high.
The
stakeholder’
s interest in
the project
will be high
The
stakeholder’
s
contribution
in the
project will
be high
The
stakeholde
r is
external to
the project.
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Project Plan
Business
Partners of the
Financial Firm
Guidance and
support,
requirements
analysis
The
stakeholder’
s influence
in the
project will
be high.
The
stakeholder’
s interest in
the project
will be high
The
stakeholder’
s
contribution
in the
project will
be moderate
The
stakeholde
r is
external to
the project.
Employees/
End-Users of
the Financial
Firm
Feedback and
collaboration
support
The
stakeholder’
s influence
in the
project will
be high.
The
stakeholder’
s interest in
the project
will be high
The
stakeholder’
s
contribution
in the
project will
be moderate
The
stakeholde
r is
external to
the project.
Customers of
the Financial
Firm
Feedback and
collaboration
support
The
stakeholder’
s influence
in the
project will
be high.
The
stakeholder’
s interest in
the project
will be high
The
stakeholder’
s
contribution
in the
project will
be moderate
The
stakeholde
r is
external to
the project.
Vendor Groups Tools and
materials for
the project
The
stakeholder’
s influence
in the
project will
be moderate.
The
stakeholder’
s interest in
the project
will be
moderate
The
stakeholder’
s
contribution
in the
project will
be high
The
stakeholde
r is
external to
the project.
Project
Manager
Project
handling and
management
activities
The
stakeholder’
s influence
in the
project will
be high.
The
stakeholder’
s interest in
the project
will be
moderate
The
stakeholder’
s
contribution
in the
project will
The
stakeholde
r is
internal to
the project.
12

Project Plan
be high
Project Team Project
execution and
reporting
The
stakeholder’
s influence
in the
project will
be moderate.
The
stakeholder’
s interest in
the project
will be
moderate
The
stakeholder’
s
contribution
in the
project will
be high
The
stakeholde
r is
internal to
the project.
Stakeholder Communication and Reporting
Stakeholder Type Reports to be
Shared
Communication Mode
CEO The stakeholder is
external to the project.
Project Plan,
Progress Reports,
Risk Report,
Change
Management
Report, Closure
Report
SharePoint location, emails,
and tele-conferencing tools
Business
Partners of the
Financial Firm
The stakeholder is
external to the project.
Project Plan,
Progress Reports,
Risk Report,
Change
Management
Report, Closure
Report
SharePoint location, emails,
and tele-conferencing tools
Employees/End-
Users of the
Financial Firm
The stakeholder is
external to the project.
Implementation
Report
SharePoint location, emails,
and tele-conferencing tools
Customers of
the Financial
Firm
The stakeholder is
external to the project.
Implementation
Report
SharePoint location, emails,
and tele-conferencing tools
Vendor Groups The stakeholder is Procurement SharePoint location, emails,
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Project Plan
external to the project. Report and
Contract
and tele-conferencing tools
Project Manager The stakeholder is
internal to the project.
Project Plan,
Progress Reports,
Risk Report,
Change
Management
Report, Closure
Report
SharePoint location, emails,
and tele-conferencing tools
Project Team The stakeholder is
internal to the project.
Project Plan,
Progress Reports,
Risk Report,
Change
Management
Report, Closure
Report
SharePoint location, emails,
and tele-conferencing tools
Conflict Management Plan
There may be various conflicts that may emerge among the internal and external stakeholders
of the project.
The management of these conflicts will be necessary to be done.
The conflict management strategy that will be used in the project will be collaboration. The
Project Manager will keep information on the internal and external conflicts in the project.
The resolution of these conflicts will be the responsibility of the Project Manager (Ponnappa,
2014).
The discussion of the internal conflicts will take place in the daily project meetings in the
meeting room. The external project conflicts will be discussed in the external meetings over
the tele-conferencing mediums. The viewpoints of all the resources and stakeholders involved
will be taken to determine the nature of conflict and the expectations of all the parties(Lohr et
al., 2017).
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Project Plan
The Project Manager will resolve the conflict and the word of the manager will be considered
as final.
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Project Plan
References
Clarke, R. (2015). Big data, big risks. Information Systems Journal, 26(1), 77-90. doi:
10.1111/isj.12088
Daki, H., El Hannani, A., Aqqal, A., Haidine, A., & Dahbi, A. (2017). Big Data management
in smart grid: concepts, requirements and implementation. Journal Of Big Data, 4(1).
doi: 10.1186/s40537-017-0070-y
Ghadamsi, A., & Braimah, N. (2016). The Impact of Design-Bid-Build Procurement Methods
on Project Performance in Libya. Journal Of Construction Engineering And Project
Management, 6(2), 16-23. doi: 10.6106/jcepm.2016.6.2.016
Indelicato, G. (2015). Procurement Project Management Success: Achieving a Higher Level
of Effectiveness. Project Management Journal, 46(4), e3-e3. doi: 10.1002/pmj.21515
Kitchin, R. (2015). Big Data and Official Statistics: Opportunities, Challenges and Risks.
SSRN Electronic Journal. doi: 10.2139/ssrn.2595075
Lohr, K., Graef, F., Bonatti, M., Mahoo, H., Wambura, J., & Sieber, S. (2017). Conflict
management systems for large scientific research projects. International Journal Of
Conflict Management, 28(3), 322-345. doi: 10.1108/ijcma-04-2016-0022
Menze, S. (2013). Projekt-Controlling mit Earned Value und Earned Schedule. Controlling &
Management Review, 57(3), 68-76. doi: 10.1365/s12176-013-0759-5
Mikkelsen, H. (2009). Quality of project work and project management. International
Journal Of Project Management, 8(3), 138-143. doi: 10.1016/0263-7863(90)90014-3
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in
projects: From stakeholder relational perspective to stakeholder relational ontology.
International Journal Of Project Management, 32(7), 1108-1122. doi:
10.1016/j.ijproman.2014.02.010
Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2),
e3-e3. doi: 10.1002/pmj.21400
Rose, K. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide)-
Fifth Edition. Project Management Journal, 44(3), e1-e1. doi: 10.1002/pmj.21345
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Wang, W., He, E., & Zhao, Y. (2014). Earned Value Analysis Application in Project
Management. Advanced Materials Research, 971-973, 2494-2497. doi:
10.4028/www.scientific.net/amr.971-973.2494
Wateridge, J. (2011). Stop IT project failures through risk management. International
Journal Of Project Management, 19(3), 192-193. doi: 10.1016/s0263-7863(99)00057-
5
Westfall, M., Clarke, J., & Langendorfer, J. (2013). Selecting a Vendor: The Request for
Proposal (RFP) from Library and Vendor Perspectives. The Serials Librarian, 64(1-
4), 188-195. doi: 10.1080/0361526x.2013.761031
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