Providing Software Model for the Management of Archiving, Thread Follow Up and Communication - Assignment Example

Dept of Affairs Project Plan By Student’s Name Course+Code Class Institution Date Contents 1.0 Introduction 4 2.0 Business Case 4 3.0 Project Scope and Objectives 5 3.1 Internal Deliverables 5 3.2 External Deliverables 5 3.3 Objectives 5 4.0 Risk Identification 5 4.1 Financial risks 5 4.2 Technological risks 5 4.3 People risks 6 4.4 Compatibility risk 6 4.5 Process risk 6 4.6 Tools risk 6 4.7 Organizational and managerial risks 6 4.8 Estimation risks 6 5.0 Risk Categorization 6 6.0 Risk Analysis 7 7.0 Risk Management 8 8.0 Resource Plan 8 9.0 Estimation Plan 11 10.0 Communication Plan 11 10.1 Communication Matrix 12 11.0 Project Schedule 13 11.1 Task Summary 14 11.1.1 Detailed Summary Task 14 11.2 Resource Allocation 22 12.0 Project Monitoring and Control 12.1 Strategies for Risk Management 23 12.2 Base Line 23 12.2.1 Project Baseline 23 12.2.2 Critical Path 23 12.2.3 Float/ Slack 24 13.0 Acceptance Plan 25 13.1 Deliverable Acceptance Procedure 25 13.2 Product Deliverable Acceptance Process 25 14.0 Contracting and Pricing Strategy 25 15.0 Change Management Process 26 15.1 Change Applied 27 15.1.1 Change Control Process 27 15.1.2 Redrawn Baseline and Its Effects on Scheduling 27 15.1.3 Cost Tracking 28 16.0 Critical Evaluation 28 16.1 Quality Standards 29 16.2 Project and Product Review and Assessment 29 16.3 Agency/Customer Satisfaction 30 17.0 Project Close/Conclusion 31 17.1 Administrative Close 31 17.2 Contract Close 31 18.0 References 32 1.0 Introduction Based on the culture of research that has been ingrained in Sultan Qaboos University, the department of research seeks to continuously increase its capacity towards research activities so that it can keep up with the dynamic global shifts that trend globally in the present day. In Sultan Qaboos University, the Office of the Vice President for Graduate Studies and Research holds responsibility over scientific research and graduate studies. Research at the university is imperative enough such that the college research committee is tasked with ensuring that the students and staff have the best environment, resources and support needed for research activities. Furthermore, the scientific research is part of Sultan Qaboos University strategies of achieving academic excellence and thus the achievement of its mission and vision. In recent times, the Vice President for Graduate Studies and Research has faced complexities in the coordination of meetings and councils with the government and other private agencies. Impending meetings, lack of documentation, follow up and unclear communication has affected the normal functioning of the Office of the Vice President for Graduate Studies and Research. As a result, the need to develop a system to coordinate and speed up process towards meeting has arisen. This retro respect paper therefore presents a project plan for the implementation of a system that provides a solution to the mentioned afore complexities. 2.0 Business Case This project seeks to provide software model for the management of archiving, thread follow up and communication in the Office of the Vice President for Graduate Studies and Research. The project therefore intends to deliver a software program for the solution of the complexities of impending meetings, lack of documentation, follow up and unclear communication. The project will take three months to fully implement as staff in the department need to be trained on the use of software. The installation of the software will take a day but the training and further testing of the system will go on for three months. The software will manage the website of the department which will be used to schedule meetings and councils, communicate further information on meetings, provide a reminder to involved persons on meetings scheduled and document meetings that have taken place and their details. The software program will additionally manage other activities such as archiving and thread update in the department. From the feasibility study report done to give a background to the project, technological solution is certainly the most recommended for the problems identified. The cost aspect is equally relevant as the software will reduce the expenditure created from hiring different personnel to carry out the three various tasks. 3.0 Project Scope and Objectives 3.1 Internal Deliverables Integration and configuration of new software Testing of new software Training of new staff 3.2 External Deliverables Structuring of a new office Delivery of equipment such as computers and other related devices Installation of software programs 3.3 Objectives To provide an easy, workable and cost effective solution to the problem of archiving, thread follow up and communication in the Office of the Vice President for Graduate Studies and Research. To offer competent services in scheduling meetings and communication through the use of current technology in the form of a software program To reduce environmental impact caused by the use of maximum office equipment for the tasks of archiving and communication especially the use paper. 4.0 Risk Identification Risk identification helps the managers to be prepared in the event of any hazard (Rausand, 2015). 4.1 Financial risks Investment into a completely new project that will entail the use of the university’s finances 4.2 Technological risks Absolute dependency on a technological system that may crash Security concerns over storage and transfer of information especially over the internet. Inadequate backup in the event of a slow system or a software crash Information uploaded over the program is susceptible to theft from hackers 4.3 People risks Unavailability of skilled personnel to operate the software Difficulty in retaining present staff since they may lack technological ability to handle the software 4.4 Compatibility risk Process of fitting the software within the processes and systems of the organization Failure to integrate with the internal departmental systems which may thus lead to extra expenses of seeking a fully compatible system 4.5 Process risk Failure of the team to use an appropriate software development process during the integration of the software Risk of the staff failing to follow the software development process 4.6 Tools risk Availability, use and the reliability of support software items namely the Computer Aided Software Engineering 4.7 Organizational and managerial risks Financial risks as identified from the investment of new software Threat of reorganization which may lead to the management and staff losing focus due to present changes 4.8 Estimation risks Inaccuracies in assessing the required resources and the time that is needed for the implementation and the training of the staff for the use and processes involved in the software integration. 5.0 Risk Categorization Categorization of risks enables the management to prioritize their management thus saving costs and time (Pritchard, 2014). The financial risk may affect the functioning other activities in the department such as elimination or other tasks being awarded less money for expenditure thus reducing effectiveness in the department. The technological risk is high due to the potential exposure of information to malicious individuals and organizations that may jeopardize the running of the Office of the Vice President for Graduate Studies and Research. The other technological risk of a potential system crash is a medium risk due to the provision of software updates (McManus, 2012). The technological risk of security of information is of a high magnitude as well given that all the information on members, meetings and communication will be stored in the cloud system from the software service (August et al, 2014). Political risks in the implementation of the software project include changes in the regulation of software management and development which may affect the running of processes in the organization. There is also bribery involved in delivery of contracts which is bound to lead to substandard work. Taxation, licensing and instability also affect the implementation of the project and are thus a potential political risk. Societal risk is present in the lack of technological knowledge in the society such as the members of the department, the associates and the community that receives information from the department. Economic risk arises due to different economic principles in the software industry. The scarcity of the software talent may lead to costs of hiring going high as the software experts may require more wages. Additionally, the need for software may cause the price of the program to go up thus raising the expense of buying the software program. Environmental risk may be present due to factors affecting the implementation of the software program such as suppliers, compatibility analysis, experience of users and legal systems. 6.0 Risk Analysis From the risks identified and categorized, the Office of the Vice President for Graduate Studies and Research faces both internal and external risks that threaten the implementation of the project. The internal risks include organizational and managerial risks, financial, technological, tools, people, compatibility and process risks. These risks may not immensely affect the implementation of the project as they can be controlled from within the institution. The external risks however cannot be controlled and they include political, economic, environmental and societal risks. As such the magnitude of the external risk at the time and the circumstances surrounding the implementation of the project needs to be taken into account as they will affect the success of the project. 7.0 Risk Management Internal Risks Risk Management External Risks Risk Management People risk Employment of qualified staff Training of present staff Outsourcing Financial risk Budgeting and budget control Emergency fund account Compatibility risk use of a simple but effective software design Technological risk Provision of a backup system Process risk Training and development of personnel Monitoring and evaluation of the processes Political risk - Organizational and managerial risk Communication on the new project Early and detailed planning of the project accompanied with feasibility reports Societal risk Creation of technological awareness to the relevant society Tools risk Provision or required tools for the use of the software Training and development Environmental risk - Estimation risk Carrying out of feasibility studies to acquire an up to date report Economic risk Emergency fund account 8.0 Resource Plan Human Resource Planned Roles and Duties Role Duties Executive Managing Committee (EMC) Monitoring progress of the project. Give recommendations and direction on project issues raised to the committee. Provide measures that are aimed at controlling strategic project risks. Provide direction to the project Director on project risks and other related issues. Review project deliverables such as team activities and project structure. Approve and address project deliverables and related issues. Review and approve project expenses. Monitor the participation of project members to ensure all team players are fully involved in the project. Act as representative of the key stakeholders. Department of Affair Councils and Committees (DACC) Supervise overall project implementation process. Monitor proper reporting of project management and costs. Confirm and endorse funding before commencement of each project phase. IT Team (Programmers, DACC Imaging Subject Matter Expert) Provision of expertise services in the IT subject matter. Provide Document Imaging System expertise. Determine hardware, network, software and technical requirement in collaboration with the Project Director. Provide the perspective on IT related issues. Project Vendors Submit al required deliverables as highlighted by the plan and ensure contract compliance. Non-Personnel Resource plan Resource Source Work Deliverables/Product WAVE Vendor Installation of software WAVE Vendor Building and developing professional services WAVE Vendor Training EMC and DACC Server Vendor System maintenance Picture Showing Resource Allocation 9.0 Estimation Plan Project Phases Requested Amount Key Performance Measures Implementation: $474,388 Data Migration, Configure Software Interfaces; System & User Acceptance Testing, End User Training and Deployment System Roll Out for: Data migration (WAVE) Training (WAVE) System testing Deployment & Roll Out Production Closeout Cost Breakdown: Software License Fee $747,370 Consulting Services – Implementation $448,516 Training - Implementation $25,872 Total Project Costs $1,221,758 Closeout: $-0- Project Review, Lessons Learned, Archival Activities, & End Parallel Data Integrity Check. 10.0 Communication Plan In order to review the progress of the project and to giveProject Manager and the team direction, the Executive Managing Committee will hold a meeting at on monthly basis(Zoltai, 2014). Provision of formal status reports to the EMC should be carried out by the Project Director during the meeting. As per the standard DACC procedures, every month the Director of the project report on the general progress of the project plan. EMC representatives for the agencies should be forwarded specific requests for expenditure for authorization (Foong, 2014). The request for spending should be circulated to members of the committee six days before the sitting of EMC, if financial endorsement is an item agenda on the regular EMC sitting. 10.1 Communication Matrix Description Audience Method of Delivery Frequency Party Responsible DACC / ECM Project Status DACC CIO Person to person Monthly DACC Project Manager DACC Project Status DACC Team Person to person As required DACC Project Director WAVE Project Status WAVE Team Person to person As required PM Weekly PD Status DACC Mail Monthly PM Project Status ESC Mail Monthly PM ESC Meeting ECM -ESC Face to Face Monthly PM ECM Meeting Minutes ECM -ESC Mail Weekly PM DACC Project Status DACC Email Monthly PD Project Website As required Website page As required PDTeam 11.0 Project Schedule The Project Phase Period (Week) Main Deliverables To Initiate 1 Timeline plan. Correspondence Plan. EMC Escalation Plan. Project coordination Project Analyzing 3 Definition Document of Enterprise Foundation. Functional Requirements Document. Technical Architecture Document. Solution Design Document Installation of Hardware 1 Infrastructure hardware components installation. Storage infrastructure. Installation. Operating System and virtualization Software Components Installation Installation of Software 1 Installation of Documentum Platform Bundle and Out-of-the-box Documentum software Development 1 retention policies configuration. Moving of COLD data. Ingestion of content to Utility from Fileshare. Testing 1 System Test procedure completion. User Acceptance Testing Execution. Training 1 Provision of a quick reference guide. Training completion. Deployment 1 Rolling out of the whole system. Monitoring of data integrity by FileNet. Closure 30 Days Project follow up activities. Project Archival and Reviewing activities. Picture Showing Project Schedule 11.1 Task Summary Project Phase Expected Tasks To Initiate Timeline plan. Correspondence Plan. EMCalation Plan. Project coordination Project Analyzing Definition Document of Enterprise Foundation. Functional Requirements Document. Technical Architecture Document. Solution Design Document Installation of Hardware Infrastructure hardware components installation. Storage infrastructure. Installation. Operating System and virtualization Software Components Installation Installation of Software Installation of Documentum Platform Bundle and Out-of-the-box Documentum software Development retention policies configuration. Moving of COLD data. Ingestion of content to Utility from Fileshare. Testing System Test procedure completion. User Acceptance Testing Execution. Training Provision of a quick reference guide. Training completion. Deployment Rolling out of the whole system. Monitoring of data integrity by FileNet. Closure Project follow up activities. Project Archival and Reviewing activities. 11.1.1 Detailed Summary Task 1. Defining the Scope of the Project 1.1 Meet up with Department of Affairs and Council and Committee 1.2 Formal Technical Review of the Project Requirements 1.2.1 Understand the current issues 1.2.2 Present the proposed technical approach 1.3 Present the actual project Scope and objectives 1.4 Process Model for the Software 1.5 Present and define Tasks and Schedule 1.6 Allocate project resource and Cost Computation 1.7 Define monitoring and management Strategies 2. Definition of Requirements 2.1 Define Department of Affairs and Council Requirements 2.1.1 Information Archiving 2.1.2 Individual Task Management 2.1.2.1 Allocation of Task 2.1.2.2 Task monitoring and Deadline allocation 2.1.2.2.1 Task Reminders 2.1.2.2.2 Track assigned duties 2.1.2.2.3 Warn users when current date nears assigned completion date 2.1.1.1 Notify the users when the present date is higher than or equal to the task completion date Alert the users when the present date is higher than or equal to the task completion date 2.1.1 Meetings Management Toolkit 2.1.1.1 Documenting Meeting minutes and Decisions 2.1.1.2 Document Committee attendance 2.1.1.2.1 Resource Check in and out 2.1.1.2.2 Monitor users attendance 2.1.1.3 Meeting Thread Follow up 2.2 Define other Requirements 2.2.1 User accounts developments 2.2.1.1 Creating New User Accounts 2.2.1.2 Deleting Accounts 2.2.1.3 Password resetting 2.2.2 Database report developments 2.3 Define Interface Requirements 2.3.1 Committee user interface 2.3.2 Administrative interface 3. System and Software Design 3.1 Design Committee components 3.1.1 Account validation 3.1.2 Account Access 3.1.3 Task Assignments 3.1.4 Deadline Notifications 3.1.5 Meetings notification 3.2 Design Supplementary components 3.2.1 User Check in /check out 3.2.2 Database report generation 3.2.3 Resource record modification 3.2.4 Archive report generations 4. Implementation and Software Testing 4.1 Implement and Test Committee Software 4.1.1 Account validation 4.1.2 Account Access 4.1.3 Project Assign Checklist 4.1.4 Deadline Notifications 4.1.5 Meetings notifications 4.2 Implement and Test other integrations 4.2.1 User Check in /check out 4.2.2 Database report generation 4.2.3 Resource record enhancement 4.2.4 Archive report generations 5. Software/Module integration and System testing 5.1 Integrate and Test Committee Components 5.1.1 Account validation 5.1.2 Account Access 5.1.3 Project Assign Checklist 5.1.4 Deadline Notifications 5.1.5 Meetings notifications 5.2 Integrate and Test supplementary components 5.2.1 User Check in /check out 5.2.2 Database report generation 5.2.3 Resource record modification 5.2.4 Archive report generations 6. System Operation Maintenance and Acceptance 6.1 Training Committee Members on usage 6.2 Performance Testing Picture 1: Summary of Tasks Picture 2: Summary of tasks Picture 3: Summary of Tasks WBS Predecessors Linking Gnatt Chart Network Analysis Diagram 11.2 Resource Allocation ID Task Resources Details P1 To Finalize codes for Account Charts 3 x ICT Business Analyst (55%) Manager-ICT (12%) Financial Advisor (25%) Review of the chart of accounts to ensure it is consistent with the structures set in the system during project implementation. P2 Create final database copy for Production version to be tested and approved as system version ICT Specialists (99%) Business Analyst (99%) Copy final version of software into newly created database for operational use (‘Production’) P3 security profiles establishment and linking users to their profiles 4 x Business Analysts (30%) ICT Technician (99%) ICT Manager (55%) Designing security profiles estimates what each profile can or cannot accomplish in a given the system. Linking each user to a profile controls a user’s access to the system. PR4 All database parameters settings ICT Technician (99%) Parameters to include audit log size, data storage sizes, database security and database management and backup P6 Parameters setting for standard system reports created during implementation Business Analyst (99%) ICT Technician (55%) Report CoA parameters etc. Reports can be tested using opening balances P7 system readiness report preparation ICT Manager (60%) ICT Manager’s sign-off is required and Managing Committee. 12.0 Project Monitoring and Control 12.1 Strategies for Risk Management Strategy for Risk Management for this project is to be proactive (Zilicus, 2014). The strategies will include identifying potential impacts to the project’s scope, cost, schedule, quality or performance. The objective will be to identify as quickly as possible issues that affect these areas associated with project performance and to communicate them to Key Stakeholders as soon as possible(Zilicus, 2014). Once a risk is identified, a mitigation plan and planned response can be developed and implemented as appropriate. Proactive identification, communication and preparing a planned response is the Risk Management Strategy for this project. 12.2 Base Line 12.2.1 Project Baseline DACC will use our vendor’s WAVE Methodology Framework (WMF) for project management. It is based on experience in consulting and project delivery knowledge in the field of Enterprise Content Management, has been field-tested and has proven successful. It consists of subdividing a larger project into more manageable phases, at the end of which DACC will review and approve the deliverables from one phase before commencing the next. This allows the Project Team to closely supervise project progress and ensure the needs and expectations of our customers are met. 12.2.2 Critical Path 12.2.3 Float/ Slack Metric Metric Description Quality Metrics A Scheduled project, tasks assigned, resources and milestones are met. Quality Metrics B The budget is not exceeded without proper authorization. Quality Metrics C System can provide reports that accurately track document metrics Quality Metrics D All DACC data information is successfully converted onto an electronic records management platform in all of their facilities. Quality Metrics E Legislative Performance Measures as stated in Strategic Business and IT plan are met. Quality Metrics F Secure system, operable and stable Quality Metrics G Data integrity is maintained Quality Metrics H Staff is adequately trained Quality Metrics I Conforms to SRCA Records Management Policies 13.0 Acceptance Plan 13.1 Deliverable Acceptance Procedure The Department will use a project milestone document and the deliverables described in the executed contract (Linman, 2014). The agency project manager will sign of on all completed deliverables in the contract. All project deliverable acceptances will be tracked in a separate “Letter of Acceptance” document and stored in the project library. 13.2 Product Deliverable Acceptance Process The DACC Chief Information Officer (CIO) will take delivery of media, contracts, licenses, test cases and other items needed for the project (Linman, 2014). The DACC CIO will take delivery of such products only after the product deliverables have been accepted by the DACC Executive Managing Committee. 14.0 Contracting and Pricing Strategy This project will adopt Reimbursable Cost (RC) contracting and pricing strategy (Contracting Strategy of a Project, 2016). In this approach the all actual costs of the project will be reimbursed to the contractor at a fixed overhead cost of between 5 to 20% depending on the project’s economic cycle(Contracting Strategy of a Project, 2016). The DACC Project Director will contract the Information Technology experts to help in designing this project. There duties will be strictly monitored to ensure maximum performance. The estimated cost of conducting this project has been discussed under resource plan and the estimation plan. The total quality management cost including supervision and administration is USD $ 501400. This cost will be inclusive of all human resource costs. The human resource activities plan will be as indicated in the Human Resource Plan. The table below shows the estimated pricing strategies for non-personnel resources: Resources Cost Estimation Estimated Period Work Deliverables WAVE Technologies $202,256 1 week Software Installation WAVE Technologies $272,132 1 Month Professional services- Build Develop WAVE Technologies $25,872 1 weeks Training EMC & DACC Server $154,220 Annually System Maintenance 15.0 Change Management Process For a potential solution that addresses such wide audience of users at different levels of government and agencies’ operations, a strategic plan and successful change management can be a major factor in distinguishing if the project will succeed or fail (Darter, 2014). An integral part of the project implementation and the gaining success, is both the starting and ongoing change management plan and execution to make sure that users have the necessary tools to adapt to ongoing change and to participate willingly in the change program(Darter, 2014). Management expertise is needed to come up with an inclusive program of informing and encouraging member’s participation in any development of a project. In coming up with the transition to a new system, provision of incentives to the system adopting staff is very crucial (Mishra and Jain, 2015). The freed resources may be redirected to other services or retrained but they need reassurance that they will be looked after (Mishra and Jain, 2015). To ensure minimal disruption and maximum acceptance of a new system as delivered, a change management strategy and plan will be produced as a separate document and will form a key part of the overall project plan. 15.1 Change Applied The completion of the project will be based on the initial project scope and authorized scope changes (Linky, 2014). However, any arising minor changes will be handled as per the procedure provided in the Change Control Process section by the Change Control Board described below: 15.1.1 Change Control Process Any significant changes in the project will likely cause changes to others tasks (Linky, 2014). Project control establishes the means of tracking regularly and reporting on these constraints. The team will formulate and present a Project Change Request form through the Project Change Control process in case of any arising matters. 15.1.2 Redrawn Baseline and Its Effects on Scheduling The minor changes on the project scope may have a negative impact on the baseline. For instance, a change of servers, may result to additional of tasks(Kennedy, 2016). Such an addition may prolong the completion time. Similarly, the budget of the project will have to be altered, hence, affecting the cost baseline. This project gives very minimum chances of changes in order to avoid such occurrences. CCB shall be Executive Managing Committee which is approved to authorize project plan changes. 15.1.3 Cost Tracking Cost will be tracked by contract deliverables and project timeline (Kennedy, 2016). The DACC’s project Manager will be responsible for managing the Enterprise Content Management (ECM) budget, while acting as EMC member. Any other expense associated with the project budget will be provide by the Project Manager to the Managing Committee hence, identifying past expenditures and personnel costs, 16.0 Critical Evaluation To make sure that the delivered product is approved and works as intended, quality management must be put into consideration (Gudienė et al., 2014). For the quality project development, each functional organization is responsible. The standards established by the functional organizations will be used by the project team to assess the projects items. Quality has been built into this project through a number of ways. First, it will ensure that the expected project requirements are met through evaluation of the project by a third-party (Gudienė et al., 2014). Secondly, is to make sure that any changes that are made to the project are carried out in a structured manner. Risk management plan is the third process for quality management and includes each risk’s contingency plans. There will be the creation of lessons acquired at the completion of the project by the project team.(Earned Value Management System (EVMS) and Project Analysis Standard Operating Procedure (E P ASOP), 2014). A quality product will be created through these processes. Similarly, to maximize opportunities that control quality, this process will be helpful in providing that environment. 16.1 Quality Standards No. Standard Quality Measurement Tool 1 Completion of the Project phase by the established due date. Project Status and Schedule 2 Completion of the Project within budget allocated Project Status and Charter 3 Contractors pay penalties if they violet the due dates submitted quarterly for project reviews. Vendor’s contract and the last consumer acceptance 4 Issues relating to the project are resolved and documented within 7 working days. TrackingIssues 5 Completion of the project built on the initial scope and approved recommendations. Project plan and charter and 16.2 Project and Product Review and Assessment Review Quality Review Tools Project Reviewer Documented Reports Requirement Completion of the project within budget. Deliverables Project Manager Produce by vendor Plans All plans must meet contract deliverables Scope of work by vendor Project Manager Produce by vendor Milestones Completion by project’s due date Contract Deliverables Project Manager Milestone checklist from vendor Testing Execution of User Acceptance Testing System Test Scripts procedure for User Acceptance Testing Project Manager Produced by Vendor 16.3 Agency/Customer Satisfaction Areas of feedback When How Often Agency awareness Business Owner Meetings Monthly Quality of communications EMC Steering committee meetings Monthly 17.0 Project Close/Conclusion 17.1 Administrative Close Project Manager will be responsible for ensuring that the project deliverables meet the expectations of the Key Stakeholders. A written Letter of Acceptance will be obtained by the Project Manager from Key Stakeholders. Any issues that may be outstanding will be appropriately addressed with an agreed upon solution for all parties. All contract deliverables assigned to the Project Manager will be appropriately addressed and specified in the Letter of Acceptance document. 17.2 Contract Close Project Manager will be responsible for coordinating with the DACC procuring agency to ensure that all contracts have been formally closed out with no issues outstanding that have not been appropriately addressed. 18.0 References August, T., Niculescu, M. F., & Shin, H. (2014). Cloud implications on software network structure and security risks. Information Systems Research, 25(3), 489-510. Contracting Strategy of a Project. (2016). 1st ed. [ebook] Johor Bahru, Malaysia: KLM Technology Group, p.4. Available at: http://kolmetz.com/pdf/articles/Contracting%20Strategy%20of%20a%20Project%20Rev%2003.pdf [Accessed 26 Dec. 2016]. Darter, K. (2014). How to Make Changes on a Project. [online] Project Smart. Available at: https://www.projectsmart.co.uk/how-to-make-changes-on-a-project.php [Accessed 26 Dec. 2016]. Earned Value Management System (EVMS) and Project Analysis Standard Operating Procedure (E P ASOP). (2014). 1st ed. [ebook] Office of Acquisition and Project Management, p.energy.gov. Available at: https://energy.gov/sites/prod/files/2015/10/f27/DOE_EPASOP_Final_20140312.pdf [Accessed 26 Dec. 2016]. Foong, M. (2014). Effective Communication: A Challenge to Project Managers. [online] Projecttimes.com. Available at: https://www.projecttimes.com/articles/effective-communication-a-challenge-to-project-managers.html [Accessed 26 Dec. 2016]. Gudienė, N., Banaitis, A., Podvezko, V. and Banaitienė, N. (2014). Identification and evaluation of the critical success factors for construction projects in Lithuania: AHP approach. Journal of Civil Engineering and Management, 20(3), pp.350-359. Kennedy, T. (2016). Managing Project Baseline Changes. [online] Thepmcoach.blogspot.co.ke. Available at: http://thepmcoach.blogspot.co.ke/2010/08/managing-project-baseline-changes.html [Accessed 26 Dec. 2016]. Linky, N. (2014). Change Management Process – Benefits and Project Impact | Virtual Project Management Consulting. [online] Virtualprojectconsulting.com. Available at: http://www.virtualprojectconsulting.com/change-management-process-benefits-and-project-impact/ [Accessed 26 Dec. 2016]. Linman, D. (2014). Deliverables Acceptance Management – Setting Criteria for Accepting Project Deliverables. [online] Mymanagementguide.com. Available at: http://www.mymanagementguide.com/deliverables-acceptance-management-setting-criteria-for-accepting-project-deliverables/ [Accessed 26 Dec. 2016]. McManus, J. (2012). Risk management in software development projects. Routledge. Mishra, S. and Jain, P. (2015). Executing Large Transformation Projects. [online] Project Smart. Available at: https://www.projectsmart.co.uk/executing-large-transformation-projects.php [Accessed 26 Dec. 2016]. Patterson, D.A. and Hennessy, J.L., 2013. Computer organization and design: the hardware/software interface. Newnes. Pritchard, C.L. and PMP, P.R., 2014. Risk management: concepts and guidance. CRC Press. Rausand, M., 2013. Risk assessment: theory, methods, and applications (Vol. 115). John Wiley & Sons. Shina, S. (2014). Engineering Project Management for the Global High-Technology Industry.. [online] accessengineeringlibrary.com. Available at: https://accessengineeringlibrary.com/browse/engineering-project-management-for-the-global-high-technology-industry/c9780071815369ch09 [Accessed 26 Dec. 2016]. Zilicus, (2014). Project Scope Management: Project Scope Monitoring, Control. [online] Zilicus Blog | Project Management Software. Available at: http://blog.zilicus.com/wordpress/project-scope-management-part-iii/ [Accessed 26 Dec. 2016]. Zoltai, J. (2014). Software Project Management Plan Highland Basic Order Tracking System. 1st ed. [ebook] pp.15-20. Available at: http://elearning.moodle2.unito.it/dcps/pluginfile.php/7947/mod_resource/content/1/BOTS-SPMP.pdf [Accessed 26 Dec. 2016]. Read More