Robert Walsh

Project Management Plan

       Projects are a dynamic aspect of organizational success in both academic and professional settings. The scope of projects varies, ranging from single-purpose or application-based tasks to ongoing, iterative work in progress. However, projects often share similarities, including team collaboration and achieving goals, while adhering to budgets and schedules. Planning and executing a project are complicated tasks. Therefore, theories, models, and methodologies help leadership structure the process. Traditional project management methods share common steps or phases that must be considered when planning and executing a project successfully, including initiation, definition, design, development, implementation, and follow-up (Baars, 2006). The case scenario for this hypothetical project involves multiple individuals in various roles, including myself as a project manager and other project team members, who are tasked with developing a database that a university can utilize to track the software it uses. The six project management steps mentioned above provide a structured framework for developing a plan that defines specific goals and timelines, effectively manages resource utilization, and encourages collaboration among team members in their efforts to meet strategic objectives and achieve customer satisfaction.

Initiation Phase

       At first, when defining the need for the project, deciding whether to proceed, gathering information on business processes, and establishing specifics are essential first steps, collectively known as the initiation phase. Baars (2006) states that “in this phase, the idea for the project is explored and elaborated. The goal of this phase is to examine the feasibility of the project” (p. 7). In this case, the decisions have been finalized through four weekly meetings between the project manager and the director of the IT department. The project is deemed necessary; the University's IT department requires a software development team capable of developing a database to track the software used throughout the institution, and key roles must be identified. In their YouTube video, ProjectManager (2011) suggests identifying “what makes great team leaders, what makes exceptional team players, they play just as critical a part as the project managers and vice versa” (ProjectManager, 2011, 0:57-1:07). Therefore, the University must select a qualified representative from the IT department as a team leader who will work closely with the project manager to draft a proposal to the financier for funding. The project manager will also require a team of software developers working as team players to manage tasks divided among them. The project's scope is limited to 12 months and a single software-tracking database. The results are expected to be a secure, fully operational database that meets the University's needs. The proposal is approved, funding is secured, and the next phase is underway.

Definition Phase

       This phase is probably the most imperative for the project's success and is often the most easily overlooked stage of the plan. Baars (2006) asserts that “the requirements that are associated with a project result are specified as clearly as possible” (p. 8). The plan and project outcomes will only be as good as the requirements that are gathered during this phase. Following meetings with university administrators and end user interviews, brainstorming sessions led to decisions regarding the context in which the database would be deployed, as well as the functional and operational requirements necessary to integrate the database with the existing system (Baars, 2006). A user requirements document (URD) is created “to formalize the project team's understanding of the users' requirements” (Kroenke et al., 2023, p. 295). The representative from the IT department and the project manager establish a requirement that the database must meet HIPAA and PCI DSS compliance standards, as the software programs include health records and cardholder data. Kroenke et al. (2023) suggest that “the most commonly used type of database is the relational database” (p. 8). Since the University's existing database is a relational database running on SQL Server DBMS, a key requirement is that the new database application be designed and programmed to operate on this platform as well. More essential requirements are that the database must be suitable for up to 25 user accounts with tiered access credentials and must store data for up to 5,000 software applications that the University owns, licenses, rents, or manages. The final list of requirements is collaboratively assessed and approved by stakeholders, then signed off by the project arbitrators, allowing the project to advance to the next phase.

Design Phase

       Once the team has established the specific project requirements, the plan necessitates essential design decisions to address the business problem, which will impact how the database application is built and used. Baars (2006) explains that “the project supervisors use these designs to choose the definitive design that will be produced in the project” (p. 10). The project manager and the IT department representative jointly decide to use flowcharts at this stage. A flowchart provides a graphical representation of the steps and processes an application must follow to complete the necessary instructions or procedures. Flowcharts are distributed to the software development team members, who are responsible for portions of the application that track records for types of software, software companies, software versions, licensing, and which computers in specific departments use the software. Kroenke et al. (2023) explain that “a database design is a set of specifications that can actually be implemented as a database in a DBMS” (p. 367). Therefore, the team creates entity-relationship models and diagrams that guide the development of database entity relationships, tables, and schemas. The relationships are normalized, and the finished designs are analyzed and approved by the project manager, who presents the plans to the IT department representative. Use case and activity diagrams are developed by the team to gain further understanding of how users interact with the application. The university administrators make any necessary changes based on team feedback, and a final design is selected to proceed to the next phase.

Development Phase

       There has been an extensive amount of planning so far, and this is not accidental. Successful projects do not overlook the importance of critical planning that occurs before any code is written. Baars (2006) asserts that “during the development phase, everything that will be needed to implement the project is arranged” (p. 11). A decision is made for the project manager to procure a small computer lab from the IT department representative for the software development team on the University campus. Another decision is formalized to develop the application on-site for security and database backup purposes. The hardware and software are set up and tested, and a formal schedule is established. To clarify what must be done, by whom, and when, Baars (2006) states that “developing a time schedule requires knowing the amount of time that is needed for each task, who will complete each task, and when. One frequently used tool for planning time is the bar chart or Gantt chart” (p. 15). The Gantt chart will outline the number of hours and dollar amounts budgeted for each task of each phase, ensuring effective resource utilization management. This will help both software developers and the project manager maintain steady progress according to the timeline set forth in the plan. Weekly progress meetings are scheduled for the following ten months, encompassing 120 hours and $24,000 for project planning, as well as 750 hours and $47,000 for design, development, and testing.

Implementation Phase

       At this point, the project is ready to proceed with building the actual database application. This includes building system components, testing them, and integrating them into the existing system. Baars (2006) explains that “the project takes shape during the implementation phase. This phase involves the construction of the actual project result” (p. 11). The deliverable here will be a functioning database, so the software development team will focus on coding and testing the components of the application assigned to them, creating database structures, and populating them with data records. Additionally, the graphic design developers will focus on creating the graphical user interface, finalizing the visuals, selecting colors, and the aesthetics of the database application. Trademark, copyright, and licensing of any images or content protected by the University's policies must be strictly followed and adhered to approved standards of use. The team sets forth their best efforts to meet the requirements, and “at the end of the implementation phase, the result is evaluated according to the list of requirements that was created in the definition phase” (Baars, 2006, p. 12). It is now the project manager's responsibility to evaluate the results and assess the team's effectiveness. The project manager meets with the IT department representative to present and discuss the database application, and any comments for improvements or suggested alterations are carefully noted and documented.

Follow-Up Phase

       The final phase of the project plan involves following up with clients or customers to assess their progress and ensure they are meeting their objectives. The project manager shall make it their duty to ensure “everything is arranged that is necessary to bring the project to a successful completion” (Baars, 2006, p. 12). The project manager shall work closely with the IT department representative to gather feedback from end users. Software development team members may be assigned to work directly with end users and train them in the functionality and capabilities of the new software tracking database application. After reflecting on the project and determining a clear end to the project Baars (2006) suggests that “activities in the follow-up phase include writing handbooks, providing instruction and training for users, setting up a help desk, maintaining the result, evaluating the project itself, writing the project report, holding a party to celebrate the result that has been achieved, transferring to the directors and dismantling the project team” (p. 12). System patches and updates are carried out in response to prioritized requests for changes or improvements. It is important to maintain a healthy business relationship with the client after the work is done. It bolsters the company's reputation and leaves the door open for future project opportunities.

Conclusion

       Projects are an important aspect of organizational success. Planning and executing a project are complicated tasks. Therefore, project plans help structure the process. The six project management steps mentioned above provide a structured framework for developing a plan that defines specific goals and timelines, effectively manages resource utilization, and encourages collaboration among team members in their efforts to meet strategic objectives and achieve customer satisfaction.

References