ISY2004 Information Systems: Time Inc. Project Charter & Strategy

This assignment presents a detailed project plan for Time Inc., focusing on the development of a project charter, stakeholder register, and stakeholder management strategy. The project charter includes a detailed scope statement, goals, objectives, and a work breakdown structure (WBS) with a task list and dependencies. The stakeholder register identifies key stakeholders, their roles, and their requirements. The stakeholder management strategy assesses stakeholders' power and interest levels. The report also incorporates relevant references to support the analysis and recommendations. This document is available on Desklib, a platform offering a wide range of study resources for students.

Running head: PROJECT MANAGEMENT
Case Study-Time Inc.
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
1. Project charter
1.1 Detailed scope
The scope of the project is mainly categorized into in-scope and out-scope.
In-scope: The in-scope of the project are as follows:
 Capturing metrics including optimization of resources as well as cost of
quality
 Purchasing time Sheet system
 Recommendation of best time sheet for the software centres
 Recruiting the project team of external as well as internal staff
Out-scope: The out-scope of the project are as follows:
 Feasibility analysis is not done
 Proper information about the suppliers is not provided
1.2 Goal
The main goal of the project is to identify the best time sheet for the software centres
so that the committee can be able to understand the utility of time across project in different
software centres. The interest of the committee generally lies in capturing the metrics
including resource optimization, project management excellence as well as the cost of quality
within an organization.
1.3 Objectives
The objectives of the project are as follows:
 To identify the best time sheet for the software centres
 To understand the need of time in different projects across the software centres

2
PROJECT MANAGEMENT
 To capture metrics including resource optimization, project management
excellence as well as cost of quality
1.4 Work breakdown structure
The work breakdown structure for the project is provided below:
Figure 1: WBS
(Source: Created by Author)

3
PROJECT MANAGEMENT
1.5 Task list
The task list of the project is provided in the table below:
WBS Task Name
0 Time sheet System
1 Initiation phase
1.1 Development of business case
1.2 Undertaking feasibility study
1.3 Establishing project charter
1.4 Appointing project team
1.5 Milestone 1: Completion of initiation phase
2 Planning phase
2.1 Development of project plan
2.2 Development of resource plan
2.3 Development of financial plan
2.4 Development of quality plan
2.5 Development of risk management plan
2.6 Development of communication plan.
2.7 Milestone 2: Completion of planning phase
3 Execution phase
3.1 Hiring consultant for identifying suitable time sheet system
3.2 Recruiting project team
3.3
Understanding software needs by working with PM
Champions

4
PROJECT MANAGEMENT
3.4 Trial a short list of Time Sheet systems
3.5 Gaining agreement with the stakeholders
3.6 Negotiating within the vendor
3.7 Training users and IT maintenance staff
3.8 Transition the system
3.9
Implementation of the program of Project Management
Excellence
3.10 Milestone 3: Completion of Execution
4 Closure project
4.1 Post project review
4.2 Stakeholder sign off
4.3 Documentation
1.6 Duration with dependencies
Task Name Duration Start Finish Predecessors
Time sheet System 240 days
Fri 10-08-
18
Thu 11-07-19
Initiation phase 30 days
Fri 10-08-
18
Thu 20-09-18
Development of
business case
6 days
Fri 10-08-
18
Fri 17-08-18
Undertaking
feasibility study
7 days
Mon 20-
08-18
Tue 28-08-18 2
Establishing project 8 days Wed 29- Fri 07-09-18 3

5
PROJECT MANAGEMENT
charter 08-18
Appointing project
team
9 days
Mon 10-
09-18
Thu 20-09-18 4
Milestone 1:
Completion of initiation
phase
0 days
Thu 20-
09-18
Thu 20-09-18 5
Planning phase 48 days
Fri 21-09-
18
Tue 27-11-18
Development of
project plan
8 days
Fri 21-09-
18
Tue 02-10-18 5
Development of
resource plan
7 days
Wed 03-
10-18
Thu 11-10-18 8
Development of
financial plan
9 days
Fri 12-10-
18
Wed 24-10-18 9
Development of
quality plan
9 days
Thu 25-
10-18
Tue 06-11-18 10
Development of risk
management plan
7 days
Wed 07-
11-18
Thu 15-11-18 11
Development of
communication plan.
8 days
Fri 16-11-
18
Tue 27-11-18 12
Milestone 2:
Completion of planning
phase
0 days
Tue 27-
11-18
Tue 27-11-18 13
Execution phase 146 days Wed 28- Wed 19-06-19

6
PROJECT MANAGEMENT
11-18
Hiring consultant for
identifying suitable time
sheet system
10 days
Wed 28-
11-18
Tue 11-12-18 13
Recruiting project
team
14 days
Wed 12-
12-18
Mon 31-12-18 16
Understanding
software needs by
working with PM
Champions
16 days
Tue 01-
01-19
Tue 22-01-19 17
Trial a short list of
Time Sheet systems
17 days
Wed 23-
01-19
Thu 14-02-19 18
Gaining agreement
with the stakeholders
20 days
Fri 15-02-
19
Thu 14-03-19 19
Negotiating within
the vendor
18 days
Fri 15-03-
19
Tue 09-04-19 20
Training users and IT
maintenance staff
18 days
Wed 10-
04-19
Fri 03-05-19 21
Transition the system 17 days
Mon 06-
05-19
Tue 28-05-19 22
Implementation of
the program of Project
Management Excellence
16 days
Wed 29-
05-19
Wed 19-06-19 23
Milestone 3: 0 days Wed 19- Wed 19-06-19 24

7
PROJECT MANAGEMENT
Completion of Execution 06-19
Closure project 16 days
Thu 20-
06-19
Thu 11-07-19
Post project review 4 days
Thu 20-
06-19
Tue 25-06-19 24
Stakeholder sign off 5 days
Wed 26-
06-19
Tue 02-07-19 27
Documentation 7 days
Wed 03-
07-19
Thu 11-07-19 28
2. Stakeholder register
Position /
Role
Organizatio
n
Internal
/
external
Contacts Supports
/
Neutral /
Resists
Major
Requirement
Project
manager
Time Inc.
Internal
[e-mail] Supports The main
requirement
is to
complete the
project
within the
approved
time and
budget
Project
planner
Time Inc. Internal [e-mail] Supports The project
must be
planned
properly
Hr.
manager
Time Inc. Internal [e-mail] Neutral Experienced
staff should
be recruited
Financial
manager
Time Inc. Internal [e-mail] Neutral All finance
related
problems

8
PROJECT MANAGEMENT
should be
properly
handled
Quality
analyst
Time Inc. Internal [e-mail] Supports The quality
of the project
must be
managed.
Contracto
r
Time Inc. Externa
l
[e-mail] Neutral Gaining
agreement
with the
stakeholders
Team
members
Time Inc. Internal [e-mail] Resists Proper
dedication
towards the
project
IT
manager
Time Inc. Internal [e-mail] Supports Implementin
g the time
sheet
Trainer Time Inc. Internal Trainer2mail.com Neutral Providing
proper
training to
the staffs
System
analyst
Time Inc. Internal [e-mail]
m Supports Negotiating
with the
vendors and
assists in
implementin
g the time
sheet
Risk
manager
Time Inc. Internal [e-mail] Neutral Helps in
resolving
issues and
challenges

9
PROJECT MANAGEMENT
3. Stakeholder management strategy
The chart that is provided below generally utilized for establishing the stakeholders
and their level of influence and power within the project.
Key Stakeholder Power (1-5) Interest (1-5)
A Project manager 5 5
B Project planner 4 5
C Hr. manager 3 2
D Financial manager 2 3
E Quality analyst 3 3
F Contractor 3 4
G Team members 0 4
H IT manager 4 4
I Trainer 2 2
J System analyst 3 2

10
PROJECT MANAGEMENT
K Risk manager 3 2
Figure 2: Stakeholder management strategy
(Source: Created by Author)

11
PROJECT MANAGEMENT
Bibliography
Bucero, A. and Englund, R.L., 2015, October. Project sponsorship: Achieving management
commitment for project success. Project Management Institute.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
pp.291-298.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology
and project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to
measuring and monitoring project performance. John Wiley & Sons.
Kucharska, W. and Kowalczyk, R., 2016. Trust, Collaborative Culture and Tacit Knowledge
Sharing in Project Management–a Relationship Model.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project
risk management methodology for small firms. International journal of project
management, 32(2), pp.327-340.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and
techniques for the practicing project manager. 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