Detailed Project Management Plan: Techvision 2.0 Event at ECU

This project management plan outlines the key components for the successful execution of the Techvision 2.0 event. It begins with a detailed procurement plan, defining items to be procured, justifications, and timelines, including the use of firm-fixed price contracts and risk management strategies. The plan also includes a communication plan detailing stakeholder roles, information requirements, and communication frequencies. Furthermore, the document presents a comprehensive HRM plan, detailing roles and responsibilities, an organizational chart, and a staffing management plan encompassing resource acquisition, timelines, training, performance reviews, and a recognition and rewards system. The project also addresses contract approval processes, decision criteria for vendor selection, and procurement constraints. The document covers all aspects of event planning, from resource management and stakeholder communication to risk mitigation and contract management, aiming to ensure the event's successful and efficient execution within the assigned budget and schedule. The plan considers constraints like schedule, cost, scope, resources, and technology, providing a well-structured framework for the Techvision 2.0 event.

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

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The procurement plan for Techvision 2.0.
1 Procurement Definition
This section defines the items that need to be procured. Along with that this section also
provides the justification for the same like why particular item is selected, what is the
justification behind that. As these are termed to be the most important for the project plan and
the overall project success, these items are also assigned with a timeframe within which the
items or the service has to be delivered (Matthews 2013). This timeframe will be applicable
to each and every vendor assigned to the project through the contracts.
Item/Service Justification Needed By
Item A Food Throughout the
entire event of
two weeks
(08.11.2018 to
22.11.2018)
Item B Stage decoration 3 days before the
event
(05.11.2018)
Item D Hiring the musician From 14.11.2018
to 17.11.2018
Item E Safety measurement Throughout the
entire event of

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two weeks
(08.11.2018 to
22.11.2018)
Item F Waste management Throughout the
entire event of
two weeks
(08.11.2018 to
22.11.2018)
2. Type of Contract to be used
Although there are various types of contract used for various procurement plan like firm-
fixed price, time and materials (T&M), cost-reimbursable, and others, it depends on the types
of project and the procurement plan associated with it (Paulus, Lester & Dempster 2013). In
this context, firm-fixed price contract will be used as the product and the service required for
the entertainment project, is well defined and hence there is no requirement for research and
development effort.
3. Procurement Risks
1. RISK REGISTER
Risk Name &
Description
Current
Controls
Impacts
Risk Assessment
Likeliho
od
Conseque
nce
Risk
Rating

3PROJECT MANAGEMENT
Insufficient
funding none
Delays to
purchasing Possible Major High
Delay in
contract
None
Delays to
project
schedule
Possible Major High
Variation in
price
None
Variation in
project
budget
Not
possible
Major High
No of Vendor
not sufficient
None
variation in
project scope
Possible Major High
2 Procurement Risk Management
Risk Name & Description Risk mitigation
Insufficient funding
Only after the funding is raised
through sponsorship , advertisement
and college fund the project will be
initiated
Delay in contract The contract will be invited in
advance so that if delay occurs it
does not affect the project schedule

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and it can be modified accordingly
Variation in price
The vendors who will offer firm-
fixed price will only be considered
for allocation of the contract
No of Vendor not sufficient
The bid for the contract will only be
invited if the number of vendors are
sufficient. Otherwise the contract for
the event will be awarded to some
popular vendor chosen online in the
best price possible if enough vendors
are not arranged for organizing the
bid (Seawright, 2016).
3. Cost Determination
This section identifies the selection criteria for the vendors with reference to the cost
determination. Vendors will participate in the Bid organized by ECU and they will submit the
bid with the price quotation. Then the cost will be determined in response to the quote.
However the quote for the price has to be provided in firm-fixed price basis only and no
variation will be entertained in the price after the bid is submitted by the vendor with the
price quotation.
4. Standardized Procurement Documentation
In order to prepare the procurement document which basically design the contract
form for the vendor to follow will be done with proper standardization. Now these documents

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are considered for different applications (Vinik, Casellini & Nevoret, 2016). The documents
standard that will be followed in the context are the following:
Document type Application of the documents
Request for proposal or RFP Invitation for suppliers
Request for information Discussion with the potential bidders
Request for quotation Selection of successful bidders in terms of
price only
Solicitations Invitation for bids, proposal and quotes
Contracts Signed agreement between the client and
suppliers after the products are supplied to
clients
3 Procurement Constraints
This section defines the constraints that is likely to be associated with the
procurement procedure. Hence these serve as an integral part of the project’s procurement
management process (Larson & Gray 2015). The project constrains are identified bellow in
details
Constraints Requirement
schedule The project has to be finished as per the
schedule as variation in the schedule will
not only delay the project, it will actually

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make it impossible to implement the
whole project implementation
Cost The project does not have the scope to
allow variation in the cost either as the
project have to be implemented in the
assigned budget
Scope A variation in the scope will require the
whole process to redesign which is not
permitted by the schedule or the cost
(McNeil, Frey & Embrechts 2015)
Resources The project need to be executed with the
resource available and arrangement of
newer resource after the schedule and
budget is prepared is not permitted
Technology The project has to be design with the
available technology as employment of
newer and sophisticated technology for
the event will increase the cost
buyer/seller relationships Byer/seller relationship has to be defined
right before the bid for the project is
arranged and this also needs to be
confirmed once the contract is offered to a
particular vendor. A proper buyer/seller
relationships will help to ensure that there
is little to no variation in the project cost

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and investment
4 Contract Approval Process
The contract will be approved through various process (Paulus, Lester, & Dempster 2013):
 First vendors will be invited
 Vendors have to submit required document such as address proof, service
experience
 Vendors will provide quote for pricing
 The quote for the pricing will be reviewed whether it is firm-fixed or variable
 Quotes for pricing which considers variable pricing will not be considered for
the contract
 Contract will be offered to the vendors who quote firm-fixed priced after all
the required documents for the contract are reviewed by the contract review
board
5 Decision Criteria
The contract will be offered to vendors based on certain criteria. These will serve as the
decision criteria for the organization to decide what contract to be distributed and to which
vendor (Sadgrove 2016). The contract will be awarded to the vendors based on the following
criteria:
 The first criteria to offer the contract is the experience of the vendor. The vendors has
to submit the required documents as asked by the review board. The vendor has to
submit those documents as per the requirement. Any violation in the document or
claim made about the experience without proper documentation will not be allowed

8PROJECT MANAGEMENT
and the vendor in that case will not be allowed to obtain the contract (Burtonshaw-
Gunn 2017).
 The next and one of the most important criteria is to review the price of the contact and
the price quoted by the vendor for the bid. If the vendor does not accept firm-fixed
contract type for claiming the price then the vendor will not be considered for the contract
and will be offered to the other deserving vendor who aggress to the contract type set by
the authorities of ECU and the contract review board
 Vendors who aggress to the provided requirement for the contract but denied to provide
any written documentation for the proof will not be considered for offering the contract as
well
 The offer will only be made and the contract will be provided to the vendor who meets all
the criteria specified for the project

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Communication Plan for the Techvision 2.0.
Stakeholder
Name(s)
Role Stakeholder Information
Requirements
Timeframe / Frequency/
Trigger
Sponsors Receive written project
updates
Monthly
Provide input to
requirements
Prior to completion of
significant project milestone /
functionality (as directed by
Responsible Manager)
Receive demos and
provide feedback
Upon completion of significant
project milestone /
functionality (as directed by
Responsible Manager)
Project
Management
Receive update on project
progress
Weekly and ad hoc as needed
Provide updated schedule
to team members
Weekly
Direct communications
with tech team
Ad hoc as needed

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Stakeholder
Name(s)
Role Stakeholder Information
Requirements
Timeframe / Frequency/
Trigger
Responsible
Manager
Receive update on project
progress
Weekly and ad hoc as needed
Provide input to
requirements
Weekly and ad hoc as needed
Direct communications
with tech team
Weekly and ad hoc as needed
Tech Team
Members (SA,
Developers, BA,
QA, BA Backup
and support)
Provide and receive
updates on project
progress
Weekly
Direct communications
with tech team
Weekly and ad hoc as needed
Security (Security
Advisor, ISSO)
Provide and receive
updates on project
progress
Weekly
Direct communications
with tech team
Weekly and ad hoc as needed
System Owner Receive written project
updates
Monthly and ad hoc as
requested

11PROJECT MANAGEMENT
Stakeholder
Name(s)
Role Stakeholder Information
Requirements
Timeframe / Frequency/
Trigger
Provide input to
requirements
Prior to completion of
significant project milestone /
functionality (as directed by
Responsible Manager)
Receive demos and
provide feedback
After completion of significant
project milestone /
functionality (as directed by
Responsible Manager)
User
Representatives
Receive update on project
progress
Weekly and ad hoc as needed
Provide input to
requirements
Weekly and ad hoc as needed
Records
Management
Section
Provide and receive
updates on project
progress
Weekly
Direct communications
with tech team
Weekly and ad hoc as needed

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Stakeholder
Name(s)
Role Stakeholder Information
Requirements
Timeframe / Frequency/
Trigger
ADA/508 Provide and receive
updates on project
progress
Weekly
Direct communications
with tech team
Weekly and ad hoc as needed

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HRM PLAN FOR Techvision 2.0.
Introduction
The HRM management plan has been developed for the successful implementation
and management of the event project of the Techviosn 2.0, an extravagant entertainment
program arranged the campus of ECU. This event will be held for two weeks. The plan has
been developed for the program to manage the human resources related to the project
effectively and successfully in order to ensure that the project is implemented efficiently
(Andow, 2016).
This plan includes information regarding the following topics:
 Roles and responsibilities assigned to each of team members which will be standard
throughout the project
 Organization charts related to the project
 Staffing management plan to include:
a. Process of resources acquisition
b. Timeline for resources/skill sets
c. Training for skills development
d. Process for designing performance reviews
e. Recognition and rewards system
Roles and Responsibilities
Project Team Roles and Responsibilities
Listed below are the roles and responsibilities for the Techviosn 2.0 project team:
Senior Project Director

14PROJECT MANAGEMENT
 Plans, directs as well as supervises the overall project
 Accountable for managing the resource allocation
 Maintains accountability for the management of all resources assigned to the project
 Coordinate between the project, Project Sponsor and the Steering Committee
Quality Manager
Accountable for managing the following aspect of the project (Burtonshaw-Gunn 2017)
 product and process quality activities
 requirements management traceability matrix
 adherence of process and product activities to standards and plans
Implementation Lead
Accountable for managing the following aspect of the project
 portion related to the project implementation
 Provides implementation management leadership through planning, organizing,
coordinating, and monitoring implementation activities
Application Support Lead
Accountable for managing the following aspect of the project
 Review and coordination of the change request process
 sessions related to the application design
 application support
 quality control of the consultant services
Operations Lead
Accountable for managing the following aspect of the project

15PROJECT MANAGEMENT
 Coordinates and oversees the operations of the new system coordination and
review
 Monitors contractor management of operations
 resolution of problems related to operations support
Project Stakeholders Roles & Responsibilities
Listed below are the roles and responsibilities for the Techviosn 2.0 project
stakeholders:
Project Sponsor
Need to consider the following roles (Burtonshaw-Gunn 2017):
 Provides vision, direction, and policy leadership
 Provides assistance to deal with project barrier and provide support for change
management initiatives
 Participates in the Steering Committee, and provides support to this group as
needed
 Complete authority on the project
 Responsible for ensuring achievement of project deliverables and functionality
Steering Committee
 Acts as the Project stakeholders group
 Responsible for providing high-level project direction, receives project status
updates
 Responsible for addressing and resolving issues, risks, or change requests

16PROJECT MANAGEMENT
Independent Verification and Validation (IV&V)
 Responsible for providing an independent, technical review
 Responsible for verification of project deliverables
 Responsible for reviewing and assuring the quality of the deliverable for the
project
Department of Finance & Administration Representative
 Provides oversight
 Approve funding for the projects
Roles Infrastru
cture
Preparati
on
Require
ments
Gatherin
g
Design Configur
ation
Develop
ment
Implement
ation
Software
Testing
Conduc
t
Trainin
g
Stakeholde
r
Communic
ation
Manageme
nt
Senior
Project
Director
A A R R C C I
Quality
Manager
A R C C I
Technical
Lead
A R

17PROJECT MANAGEMENT
Implementa
tion Lead
I A R C I I
Application
Support
Lead
A C R I I
Project
Sponsor
C C C I I I I
Steering
Committee
I I I I C C A
IV& V C C C C C I I
Agency
Subject
Matter
Experts
R I C
Key:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made

18PROJECT MANAGEMENT
Staffing Management
Responsible persons
 The Project Director
 Executive Sponsor
Role and responsibility
 Need to make negotiation with functional and department managers
 Review and resource assignment
Vendor/State Partnering Approach
Although vendors are an important part of the project and certain roles and
responsibility for project, the ECU representative will have the authority for the overall
review and be responsible for making approval for the work done by the vendors as per the
requirement of the projects.
Project Team Training
Staff Training
When new staff joins the project, the Senior Project Director (or delegated project
staff) will provide a project orientation. The orientation should include discussions related to
the following topics (Burtonshaw-Gunn 2017):
 Project Background
 Project Current Status
 Job Duties specific to the project along with job Expectations

19PROJECT MANAGEMENT
 Facility and Infrastructure Overview
 Project Processes Overview which include time reporting, attendance and status of
meetings
Performance Reviews
In order to appreciate the wok, the functional manager will be assigned the role of
reviewing the performance of the work of the individual team members based on certain
activities such as project execution, project coordination and team collaboration and
communication.
Recognition and Rewards
No monetary rewards will be provided as it is not included in the project scope.
Suggested Rewards:
 After the Project is completed , success of each team member will be celebrated
 A certificate of thanks will be provided to the team member who has completed the
assigned role with perfection. The certificate will be provided by Executive Sponsor.
Proposal evaluation
Criteria Weighting Proposal 1 Proposal 2 Proposal 3
Score Total Score Total Score Total
Price 50% 5 2.5 4 2 3 1.5
Relevant Experience 10% 4 0.4 3 0.3 4 0.4
Compliance with RFQ
- Technical
10% 4 0.4 3 0.3 3 0.3
Compliance with RFQ
- Commercial T&C's
5% 4 0.2 1 0.05 4 0.2
Conforms to Industry
stds (ISO and product)
10% 4 0.4 4 0.4 2 0.2

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PM Capability 15% 5 0.75 4 0.6 5 0.75
(Resource availability
and skill sets)
Totals 100% 4.65 3.65 3.35

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ACCEPTANCE
Approved by:
___________________________________________ Date:____________________
<Approvers Name>
Techviosn 2.0 Executive Sponsor
___________________________________________ Date:____________________
<Approvers Name>
Techviosn 2.0. Business Sponsor
___________________________________________ Date:____________________
<Approvers Name>
Techviosn 2.0. Project Director/Manager
___________________________________________ Date:____________________
<Approvers Name>
Techviosn 2.0. Stakeholder

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