Comprehensive Project Management Plan for TAHS Program Success

This document presents a comprehensive project management solution centered around the TAHS (presumably Training and Help System) program. It begins by defining measurable organizational value, desired impact areas, and project value metrics, focusing on operational improvements, customer satisfaction, financial returns, social media promotion, and strategic alignment. The project scope is clearly defined, outlining what is included (student information matching, placement facilities, apprentice tracking, program invitations) and excluded (project training details). A detailed resource plan covers human resources, technology (hardware, software, network), and necessary facilities. The project timeline includes key milestones, activities, resource allocation, and time estimations, visualized through Gantt charts. The project budget is meticulously broken down, including a time-phased budget. Furthermore, the solution addresses project assumptions and potential risks, along with corresponding management strategies. The quality standards, verification activities, and validation activities are also defined. Finally, the document provides an annotated bibliography and closure checklist for comprehensive project evaluation and successful completion. This detailed plan offers a strong foundation for managing the TAHS program effectively.

Running head: PROJECT MANAGEMENT
Assessment 3
Name of the Student
Name of the University
Author’s Note

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Table of Contents
1. Part one.............................................................................................................................. 2
1.1 Measurable organizational value..................................................................................2
1.2 Desired area of impact.................................................................................................2
1.3 Project value.................................................................................................................3
1.4 Appropriate metric........................................................................................................3
2. Part Two............................................................................................................................. 4
2.1 Project scope................................................................................................................ 4
2.2 Out of scope.................................................................................................................4
2.3 Scope management plan..............................................................................................5
2.4 Resource plan.............................................................................................................. 5
3. Part Three.......................................................................................................................... 6
3.1 Project milestone..........................................................................................................6
3.2 Project activities............................................................................................................7
3.3 Project resources..........................................................................................................8
3.4 Time estimation............................................................................................................ 9
3.5 Project budget............................................................................................................ 10
3.6 Time phase budget.....................................................................................................11
4. Part Four.......................................................................................................................... 11
4.1 Project assumptions...................................................................................................11
4.2 Project risk and management strategy.......................................................................11
5. Part Five........................................................................................................................... 13
6. Part Six............................................................................................................................. 14
6.1 Annotated bibliography...............................................................................................14

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6.2 Development of closure checklist...............................................................................14
6.3 Development of project evaluation..............................................................................15
Bibliography......................................................................................................................... 16
Appendices.......................................................................................................................... 18
Appendix 1: Annotated bibliography.................................................................................18

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1. Part one
1.1 Measurable organizational value
Factor Description
Customer The number of customers will generally
increase due to the service that is provided
with the help of computer based TAHS
program.
Financial It is found that the profit that is generally
gained from the project will be around 14%.
Social The TAHS program will be generally linked
with the social media for promoting the
program.
Strategy Appropriate strategy must be utilized for
completing the work of the project.
Operational Operation of the project generally get
improved.
1.2 Desired area of impact
Factor Rank
Operational 1st
Customer 2nd
Financial 3rd
Social 4th
Strategy 5th
1.3 Project value
The value that will be achieved from the project are generally illustrated below:

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Better: It is found that computer-based system will be helpful in managing the
operations od the entire TAHS program quite effectively.
Faster: The newly developed system will be capable of managing the entire TAHS
program quite successfully which is found to be appropriate in comparison to the manual
system.
1.4 Appropriate metric
Rank Impact Metrics Timeframe
1st Operational The new system
will be helpful in
improving the
operation of the
TAHS program.
3months
2nd Customer The customers will
be satisfied with the
experienced and
knowledgeable
specialist who will
be capable of rising
the productivity.
2 months
3rd Financial It is analyzed that
the entire return that
is gained from the
project is higher as
per the amount that
is spent.
3 months
4th Social Social media must
be used for
1 month

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promoting the
significance of the
entire program.
5th Strategy It is necessary to
use appropriate
strategy for proper
system
development.
2 months
2. Part Two
2.1 Project scope
The project scope includes:
 Incorporating features that require student information for matching with the skills
that are required
 Proper placement facility to the students
 Facility of apprentice tracking
 Inviting students for joining the program
2.2 Out of scope
The project out-scope mainly includes:
 Elimination of details about the project training
 Excluding information and details about the project
2.3 Scope management plan
The steps which are generally followed in order to manage the scope of the project
generally includes the following:
 It is quite important to properly understand the problem which is mainly related with
the project

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 The conflict that is present must be successfully embraced
 Proper method of communication must be followed
 It is necessary to determine the initial sign of the scope creep
2.4 Resource plan
 Human resources
Figure 1: Human resources
(Source: Created by Author)
 Technology
Hardware Computer, RAM, hard disk, CPU
Software Designing tool, software tool, testing tools
Network Intranet
 Facilities

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Flexible office timing is needed by the team members such that can be capable of
completing the work of the project.
 Other
It is quite important to provide additional allowances to the team members for
travelling.
3. Part Three
3.1 Project milestone
Task Name Start
Milestone 1: Completion of project initiation phase Wed 09-01-19
Milestone 2: Project planning completion Wed 23-01-19
Milestone 3: Design phase completion Wed 06-02-19
Milestone 4: Development completion Thu 11-04-19
Milestone 5: Completion of testing phase Thu 02-05-19
Milestone 6: Completion of closure phase Thu 09-05-19

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3.2 Project activities
Figure 2: Project activities
(Source: Created by Author)

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3.3 Project resources
Figure 3: Project resources
(Source: Created by Author)

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3.4 Time estimation
Figure 4: Gantt chart
(Source: Created by Author)

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3.5 Project budget
Figure 5: Project budget
(Source: Created by Author)

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3.6 Time phase budget
January 2019 February 2019 March 2019 April 2019 May 2019
$ 0.00
$ 5,000.00
$ 10,000.00
$ 15,000.00
$ 20,000.00
$ 25,000.00
$ 30,000.00
$ 35,000.00
Time phase budget
Cost
Figure 6: Time-phase budget
(Source: Created by Author)
4. Part Four
4.1 Project assumptions
The project assumption which are generally listed below:
 The entire project will be finished within 93 days
 The TAHS program will be beneficial for enhancing the production of the farmers
by minimizing the associated cost and time
4.2 Project risk and management strategy
The project risk and management strategy is given in the below table:
Ris
k ID
Description Probabilit
y
Impac
t
Rat
e
Assigne
d To
Response
Strategy
Threat or
Opportunit
y
R1 Inappropriat
e budget
80 5 400 Financial
manager
Estimation
of budget
Threat

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estimate must be
done quite
properly.
R2 Lack of
resources
70 4 280 Human
resource
manager
The
resources
that are
required
for the
project
must be
properly
estimated.
Threat
R3 Improper
managemen
t
70 3 210 Project
manager
It is
necessary
to hire
skilled
project
manager
for
managing
the project
work
Threat
R4 Lack of
experienced
leaders
80 4 320 Trainer It is quite
necessary
to provide
training
facility to

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the team
members.
R5 Schedule
slippage
80 5 400 Project
planner
Schedule
slippage
occurs due
to adding
some more
features
which is
considered
as an
opportunity
.
Opportunity
5. Part Five
 Statement on project quality
It is essential to follow proper standards of project quality so that the expectations as
well as demands of the consumers can be met quite successfully. Moreover, it is very
much important to maintain appropriate quality which are mainly elaborated below:
 It is very much necessary to properly define the quality of the project
 Utilization of proper rules as well as strategies must be adopted for resolving
quality related issues
 Appropriate tools must be utilized for successfully checking the quality of the
project
 Set of verification activities
Verification activity When?
Specification review It is conducted before the project is started.

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Testing It is conducted after the development
phase.
 Set of validation activities
Validation activity When?
ROI analysis Within the project closure phase
Requirement testing After the project requirements are selected
6. Part Six
6.1 Annotated bibliography
Refer to appendices
6.2 Development of closure checklist
Activities Status
Does all the project risks are mitigated? No
Does the customers of the project are met? Yes
Does the post project review is done
properly?
Yes
Does the project is closed? Yes
6.3 Development of project evaluation
Activities Status
Does the quality of the project is met? Yes  No 
Does the objectives of the project are met? Yes  No 
Does the project use proper design for
system development?
Yes  No 

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Bibliography
Bilgihan, A., Nusair, K., Okumus, F., & Cobanoglu, C. (2015). Applying flow theory to
booking experiences: An integrated model in an online service context. Information &
Management, 52(6), 668-678.
Binder, J. (2016). Global project management: communication, collaboration and
management across borders. Routledge.
Boud, D., Cohen, R., & Sampson, J. (Eds.). (2014). Peer learning in higher education:
Learning from and with each other. Routledge.
Eskerod, P., Huemann, M., & Savage, G. (2015). Project stakeholder management—past
and present. Project Management Journal, 46(6), 6-14.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heagney, J. (2016). Fundamentals of project management. AMACOM Div American Mgmt
Assn.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

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Martens, M. L., & Carvalho, M. M. (2017). Key factors of sustainability in project
management context: A survey exploring the project managers'
perspective. International Journal of Project Management, 35(6), 1084-1102.
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.
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015).
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance. International Journal of Project
Management, 32(8), 1382-1394.
Zwikael, O. (2016). International journal of project management special issue on “project
benefit management.

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Appendices
Appendix 1: Annotated bibliography
Article 1: Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev,
S. D. (2015). Project success analysis framework: A knowledge-based approach in
project management. International Journal of Project Management, 33(4), 772-783.
The paper mainly reflects on the success analysis outline of the entire project. It is
identified that poor analysis of success within the environment of project is considered as
one of the major issues that is mainly associated with knowledge management. The paper
generally conducts proper investigation in order to analyze the significance of success
analysis within the project. While the entire investigation is generally carried then project
success is considered as one of the frameworks which further can be helpful in improving
the knowledge management within the entire environment of project. It is found that data
from 103 projects are generally gathered and the results of the research generally helps in
reflecting that both project performance as well as success creates positive influence on the
knowledge acquisition.
Article 2: Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning
characteristics applied to project management. International Journal of Project
Management, 35(2), 169-179.
This paper describes the characteristics of strategic planning which are used within
the concept of project management. From the research that is undertaken in strategic
information system related planning, strategic planning, as well as strategic manufacturing
planning it is found that the all these things are the combination of strategic planning
characteristic which is generally is mainly derived from a relational approach with the help of
proper adaptive characteristics. This characteristic helps in creating a proper comprehensive
model of the relational approach. Moreover, this approach is utilized to evaluate its
significance with the project management whether it is related to the project success. On the

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other hand, this approach is used to creating the project management tools and technique.
Moreover, this paper also includes that after some research, it is found that the project
management is generally captured by varying the various degrees of the adaptive approach.
This is generally used in project management tools and technique and it is the cause for the
project management success. After analyzing this result it is identified that the strategic
planning characteristic is incorporated with the project management framework.
Article 3: Too, E. G., & Weaver, P. (2014). The management of project management: A
conceptual framework for project governance. International Journal of Project
Management, 32(8), 1382-1394.
The paper generally reflects on the framework that is mainly related with project
governance in context to the project management. It is found that it is quite important for an
organization to develop proper optimal value from the investment that is generally done
within the project as it generally helps in clearing, link between the various types of outputs
that are generally developed by the project requirement as well as business strategy of the
organization. This generally helps in reflecting that it is quite important for the organization to
have proper structure which must be properly aligned the deliverables of the project with the
organizational goals. Moreover, it is found that the paper further examines number of ideas
as well as concept of PM for achieving the value which is generally defined by the business
strategies.