Strategic Project Management for Website Redevelopment - Desklib

This article discusses the Statement of Work for Strategic Project Management of Website Redevelopment for Pashendale Holdings Limited (PHL). It covers project scope, work requirements, schedules/milestones, pricing, acceptance criteria, and more.

Running head: STRATEGIC PROJECT MANAGEMENT
Strategic Project Management
Name of the Student:
Name of the University:
Author Note:

Strategic Project Management 1
Statement of Work
Date September 5, 2018
Project Name www.phl.com
Prepared by [insert your name]
Introduction / Background
This section provides a general description of the project by highlighting the project
background along with what is to be achieved by the project. According to given case study, the
company under consideration is an Australian construction company called Pashendale Holdings
Limited (PHL). As a part of company’s strategic plan to strengthen the marketing as well as
customer service, the PHL’s Chief Executive Officer (CEO) has sanctioned and approved the
project of website re-development. The project will focus on the company’s strategic aim to win
new clients and capture extra market shares through the provision of better customer interaction
and well-timed feedback to existing as well as potential clients in a simple and user-friendly
manner. PHL recognize the significance of working with clients and hence uses its website as
one major platform for communicating as well as sharing client profiles, recent developments,
recent news and various industry related certain information (Joshi and Gangurde 2016).
Besides providing a simplified and user-friendly interface, the new website will integrate
consulting solutions for company’s clients. For achieving this, PHL will have to outsource the
things for the new website such as design as well as testing along with implementation and
training since the company has no in-house or internal Information Technology department.
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Project Scope
The project scope section mentions work outline along with the processes that are
required for work completion. It specifies the project outcome in terms of a time, product or
service commitment, and defines an acceptable outcome (Bryde, Broquetas and Volm 2013).
This means that project scope describes what is being done, and remarkably – how much of it
(Marchewka 2014). The importance of project scope can be understandable by considering the
case of website redevelopment project. Suppose the contractor agree with the PHL that it will
develop the company’s new website for $265,000. Now the issues that is to be considered here
that, whether the company will have just a single-page site or multiple-page site. Who will create
the website content and who will load it.? Who will host it and who owns the code? All these
questions needs to be defined in the project scope (Ayub 2015).
Based on the given case study of PHL, the project scope of work for the website re-
development consists of all the planning as well as execution and implementation along with
training for the new website for PHL. As per the feedback provided by the PHL, the chosen
contractor will be accountable for design of new website. Each project phase will transit to the
next project phase depending on the approval from PHL management. For the design,
development, testing and implementation of the new website, the chosen contractor must ensure
it has sufficient resources and must have staff for training of PHL personnel also. All the
required particular deliverables along with milestones are enlisted in work requirements section
as well as schedules/milestones section of the Statement of work (SOW), (Khraiwesh 2013). In a
project, a deliverable is the service or the end-product which must satisfy at least one or more
requirements and is needs to be submitted by the contractor for acceptance. A documented
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deliverable must provide a way to check the development specific SOW requirement and ensure
its quality throughout the project (Lock 2017). It is notable here the project scope excludes any
work related to PHL’s internal intranet site.
Period of performance: It must be specifically defined as it is a variable in project’s cost.
Moreover, the project may not be finished within the declared time period in case of any project
delays. In that case the project’s cost will also increase depending on the contract modification
(Mir and Pinnington 2014).
Based on the given case study of PHL, the performance period for the website re-
development project will be almost 4 months beginning on 5 September 2018 through 25
December 2018. By this time period all the work must be scheduled to finish. Any addition or
changes for discussion and review will be made on the basis of request through contractor as
well as PHL contracting officers.
Performance Place: According to Fleming and Koppelman (2016), the place of performance
explains the work site of the contractor. Sometimes, depending on the industry type or the work
that is being performed, the contractor can perform some of the project work or all at the location
of client (Kerzner 2017). It is also essential to define this in case of client’s requirement for the
contractor to work at the site of the client as well as to make clear any work space or/and
equipment that will be provided.
Based on the given case study of PHL, the selected contractor at its own convenience
shall perform most of the project work. At the facility of the PHL, the contractor shall be
required to attend weekly once for the status meeting where all reviews of the project shall be
held. Within its facility, PHL must make arrangement and provision for meeting spaces for all
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the required contractor meetings. At PHL’s facility all training will be conducted when the
project enters into the training phase.
Work Requirements
This section describes the tasks that are required to be performed for successful
accomplishment of the project (Schwalbe 2015). According to Heagney (2016), a project task is
a work section that explains what is to be done and what is to be produced. Tasks build the works
products which are required for project management and process management along with project
deliverables and outcomes. Every project task must correlate to at least one of these sections.
Based on the given case study of PHL, the contractor will be accountable as well as
responsible for executing tasks through all the project phases. The tasks listed below will result
in the project’s successful completion.
Planning Phase: It consists of the following tasks.
 At first, the contractor will build a detailed and complete project plan. This plan will
cover the work breakdown structure (WBS), schedules and plans for testing, transition,
implementation and training. A WBS is a tool that provides comprehensive explanation
of assignments and resource requirements, tasks, deliverables and acceptance criteria
(Leach 2014).
 Next, the contractor will present project plan to the PHL management for the review as
well as approval.
Definition and Design Phase: It consists of following tasks.
 The contractor will work with PHL for collecting requirements and constructing metrics.
 It will build website progress according to gathered requirements.
 It will develop a proposal of website design for PHL’s review and approval.
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 It will finish all coding for the development of the approved site.
 It will present a detailed and complete testing plan to PHL.
 On redesigned web site, the contractor will need to include all the content as supplied by
PHL.
 The contractor will perform testing both in its iLab system and in the limited beta release.
 It will fix any site issues and coding issues that are detected during testing.
 It will present the compiled report of testing PHL for report’s review as well as approval.
 It will submit the written status about the phase update in weekly meeting with the PHL.
Implementation Phase: It consists of the following tasks.
 The newly designed website will be implemented by the contractor on servers of PHL.
 Then onwards, the contractor will also provide 24x7 hours of website support till the end
of the project.
 It will submit the written status during weekly meeting with the PHL.
Project Closure / Conversion Phase: It consists of the following tasks.
 According to the approved plan the contractor will submit all the documentation to PHL
 It will submit closure report of the project to PHL management for review and approval.
 It will update the checklist of project requirements for all the completed project tasks.
 The contractor will finish off its 24x7 hours web support service at 11:59 pm time on the
website project’s final day.
 It will submit the written status about the phase update in weekly meeting with the PHL.
Schedules / Milestones
This section defines the schedule of all the deliverables as well as milestones for the
project. Since the Statement of Work (SOW) ushers the Request for proposal (RFP) of the
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project, obviously each tasks and milestones along with schedule of information should be
precise enough because in their proposals, contractors will have to consider those items (Kerzner
and Kerzner 2017).
Based on given case study of PHL, the following list consists of the early milestones
identified for the website re-development project:
Task Finish Date
Statement of Work / Request for proposal Release September 5, 2018
Review of contractor selection September 6-25, 2018
Contractor selection September 26, 2018
Period of performance begins October 3, 2018
Review of website design October 24, 2018
Review of website implementation November 14, 2018
Implementation complete December 5, 2018
Training complete December 12, 2018
Project completion review December 18, 2018
Project closure December 25, 2018
Pricing
This section will cover expenses and payment terms. The costs that are associated with each
project phase can be outlined as follows.
Project Phase Price Cost Structure
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Planning Phase
- Schedule
- Work breakdown structure (WBS)
- Testing plan
- Transition plan
- Implementation plan
- Training plan
$ 3,000
$ 5,000
$ 5,000
$ 5,000
$ 10,000
$ 2,000
$ 30,000
Definition and Design Phase
- Collect requirements and construct metrics
- Build website development according to
gathered requirements
- Develop a proposal of website design
- Coding for development of approved site
- Inclusion of the content as supplied by PHL
in redesigned website
- Perform testing in the iLab system and in the
limited beta release. Fix any site issues and
coding issues that are detected during testing.
- Present the compiled testing report to the
PHL management for review and approval
$ 5,000
$ 5,000
$ 5,000
$ 80,000
$ 20,000
$ 25,000
$ 5,000
$ 145,000
Implementation Phase
- Implementation of the new website
- 24x7 hours of website support
$ 50,000
$ 10,000
$ 60,000
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Conversion Phase
- Documentation
- Training
$ 12,000
$ 18,000
$ 30,000
TOTAL $ 265,000
Acceptance Criteria
Acceptance criteria defines the process of client acceptance of deliverables that arises
from the statement of work. It is notable that these deliverables must be completely defined as
well as understood by each party (Larson et al. 2014). Acceptance criteria should also give a
description of how the client and the contractor will know about who are authorized to accept the
work, when the work is going to be acceptable and how the work will be accepted (Too and
Weaver 2014).
Based on the given case study, the Chief Marketing Officer (CMO) of the PHL will have
the responsibility regarding acceptance of all types of deliverables for website redevelopment
project. There will be three advisors in CMO’s team for ensuring fullness of each project phase
and also that the project scope has been fully completed.. After end of each project phase,
contractor will submit its project report for review and approval. As a consequence, the CMO
will either sign off in case of approval for beginning of the succeeding phase, or advice the
contractor through a written reply about what tasks must still to be completed.
The project will go to the closure phase after the end of all the project tasks. Here the
contractor will submit their report on project closure report along with the checklist of project
task to the CMO of PHL. By signing off the report, the CMO will provide acknowledgement for
acceptance of all the project deliverables as well as for the contractor meeting of all tasks that
have been assigned.
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Any type of disagreement and / or discrepancies between PHL and contractor regarding
completion of project tasks will need to be referred to the contracting offices of both the parties
for further discussion and review.
Acceptance
The contractor named below verifies that the terms of this Statement of Work are acceptable.
The parties hereto are each acting with proper authority by their respective companies.
Pashendale Holding Ltd [Contractor company name]
Company name Company name
Full name Full name
Title Title
Signature Signature
Date Date
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References:-
Ayub, A., 2015. Site redevelopment.
Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information
modelling (BIM). International journal of project management, 31(7), pp.971-980.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Joshi, M.R.V. and Gangurde, M.S.P., 2016. A Study of Project Management System of
Redevelopment Schemes. International Research Journal of Multidisciplinary Studies, 2(12).
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Khraiwesh, M., 2013. Project Planning Measures in CMMI. International Journal of Software
Engineering & Applications, 4(2), p.103.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Leach, L.P., 2014. Critical chain project management. Artech House.
Lock, D., 2017. The essentials of project management. Routledge.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
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Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
© 2018 Pashendale Holdings Ltd Statement of Work