E-Administration System Project Plan

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PROJECT PLAN : E-ADMINISTRATION SYSTEM

2014
A. EXECUTIVE SUMMARY
Lirico Music School is a new musical learning centre located in Ipoh. Currently, the
administration process of the organization for the music school is done manually via
papers.

Therefore, there are several problems which continuously to occur to the current
administrative process that resulted in the increasing of the cost of the business
management. The problems also lead to the complaints from the customers who are
the parents and the students about the inefficiency of the current process. This
consequently will reduce the income of the music school and can cause loss of profit
to the organization.

Lirico Music School has an opportunity to save operating cost and increase
customers satisfaction by having better administration system for their organization.
These opportunities align with Lirico Music Schools objective which is to grow
efficiently to become a well-known musical learning centre in the west-coast of
Peninsular Malaysia.

Each Option or Alternative Analyzed

There are several options and alternatives that have been analyzed in order to be
used in developing this e-Administration System for Lirico Music School which are
in-house system development, right-source system development and out-source
system development.
In-house system development is where the information system will be
developed internally by the organization using resources such as system analyst,
system designer, as well as programmers within the organization itself.

Right source system development is meant by the mixing of external party
with the in-house development team to develop the information system while out-
source system development is the process of contracting the job of the
information system development to the third party.

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Which Alternative Is Being Recommended and Why

It is recommended to use the right-source system development in order to
develop the e-Administration System.

By using this alternative, there are several benefits to the organization of I-Tech
World Sdn. Bhd. which may later on become the add-on value to the organization
itself. Some of the benefits are:

The technical oversight of the internal development team will be more
independent and they can gain a lot of knowledge which can be shared by
the external party.
The external party can learn something from the organization as the situation
for every organization is different. As a result, the external party may provide
the optimal strategy that can be used by the organization.
The internal development team is challenged to be able deliver the business
based on the objectives determined in more cost effective ways.

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B. PROJECT STAKEHOLDER
Internal Stakeholder

External Stakeholder
Roles

Responsibilities

Parent Can view their children performance grade and also current fees
that is needed to pay.

Students Can view their examination result.

Roles

Responsibilities

Project Manager Managing and controlling the project.
Involves throughout the process of whole project and also
interacts with stakeholders, users and members.

System Analyst Done research related to the problem, plan the solution
and recommends suitable software.
Coordinates development to meet the user requirements.

System
Networking
Designing and planning the network.
Setting up, maintaining and expanding the network.

System
Programmer
Develop the information system using suitable
programming language.

Technical
Support
Work in the technical department of I-Tech World Sdn.
Bhd.

System Owner Control and monitor the progress of project.

Sponsor Supplies necessary amount of money according to budget
in order to complete the project within the time.

Staff Responsible to add/create, read/view, update and delete
Lirico Music School students information.

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2014
C. PROJECT DESCRIPTION
Project Purpose
Currently, there is no information system in administrating the organization of Lirico
Music School. The administration details that need to be organized include the type of
instruments that each of the students learnt, the courses or packages they take, their
current levels for each instrument, their monthly fees status and also the parents
suggestions and comments.

The current administration process is being done manually only via papers and
has become huge problems to the school as it involved high maintenance cost. The
costs include paper cost, stationary cost, labour cost and storage cost. Besides that,
there are always error occur when organizing the data about the students as it is done
manually and people often made mistakes. Consequent to that, many administrative
problems arise and there are many complaints and reports done either by the
administrative staff or the parents of the students.

If this situation is keep maintain and there is no effort to overcome it, the school
may suffer from the diseconomies of scale. Lirico Music School will also face the high
cost and inefficiency in managing part. In addition, the school also needs to sacrifice and
wasted their funds to something which is not supposedly being funded. Instead, the
funds should be invested in something that may give benefits and profits to the school.

Therefore, an information system in organizing the administrative stuffs of the
school is proposed in order to make sure that the internal process of the school can be
run more effectively and efficiently.

Project Objectives

To improve the music schools data management.
To reduce the administrative errors.
To facilitate parents surveillance their children performance in study.
To provide mutual platform for both parents and the administration of the
organizations to communicate through suggestion and comments.

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To help the music school to have better documentation.
To offer mechanism for assisting the organization in financial
management.

Project Challenges

Getting data and information
o The process of getting data and information from stakeholders might
be difficult because the administrator is busy with their schedule and
therefore, need to find time when the he is available.
Organizing the students details in automated and organized system
o When using manual system, details that are necessary to be filled-in
can be fitted to the size of the paper. But to transform it into
automated system, it must be organized in proper structure to make
sure it is easily viewed and filled. This is to ensure that the automated
is in the form of user-friendly system. There are also many errors
occurred when organizing the data of student as it is done manually.

Project Opportunities
Increase customer satisfaction
The administration staff will become more effective in doing their work by
using the new information system and this will lead to the increasing of
customers satisfaction because there will be no more problems associated
with insufficient of students records.

Increase income
The performance of administration of Lirico Music School will also increase and
become more effective and thus, gives more advantages to the school in
increasing their incomes.

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D. PROJECT SCOPE

System : Build e-Administration System.
Timeframe : Start from 31 March 2014 until 6 February 2015.
Departments:
o IT Department of I-Tech World Sdn. Bhd.

Functions
o IT Department - involves during development phase until
implementation phase.

Technology : using web-based application.

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E. PROJECT SCHEDULE SUMMARY
Tasks Duration Start Date Finish Date Resource
Names

e-Administration System 306
days
Mon - 31/3/14 Fri - 6/2/15

INITIATION PROJECT 40 days Mon - 31/3/14 Fri - 30/1/14

Develop Business Case 40 days Mon - 31/3/14 Fri - 9/5/14
o Define Scope 7 days Mon - 31/3/14 Sun - 6/4/14 Hazirah
o Define Requirements 9 days Mon - 7/4/14 Tue - 15/4/14 Hazirah
o Define Budget 9 days Wed - 16/4/14 Thu - 24/4/14 Hazirah
o Define Project
Objectives
8 days Fri - 25/4/14 Fri - 2/5/14 Hazirah
o Define MOV 7 days Sat - 3/7/14 Fri - 9/5/14 Hazirah
Milestone : Business Case
Completed

0 days
PLAN PROJECT 30 days Sat - 10/5/14 Sun - 8/6/14
Develop Project Plan 24 days Sat - 10/5/14 Sun - 1/6/14
o Develop Work
Breakdown Structure
(WBS)
4 days Sat - 10/5/14 Wed - 14/5/14 Mahirah,
Anis
o Develop Project
Schedule
7 days Thu - 15/5/14 Wed - 21/5/14 Hazirah
o Develop Project Budget 8 days Thu - 22/5/14 Thu - 29/5/14 Anis
o Develop Project Control
Plan
4 days Fri - 30/5/14 Mon - 2/6/14 Anis
Finalize Project Plan and
Gain Approvals
6 days Tue - 3/6/14 Sun - 8/6/14 Anis,
Mahirah
Milestone : Project Plan
Completed

0 days
ANALYSE PROJECT 10 days Mon - 9/6/14 Wed - 18/6/14
Interviews 3 days Mon - 9/6/14 Wed - 11/6/14 Mahirah
Document Review 3 days Thu - 12/6/14 Sat - 14/6/14 Mahirah
Questionnaires and
Surveys
4 days Sun - 15/6/14 Wed - 18/6/14 Mahirah
Milestone : Analysis
Completed

0 days
DESIGN PROJECT 40 days Thu - 19/6/14 Mon - 4/8/14
Web server setup 15 days Thu - 19/6/14 Wed - 2/7/14
o Install server hardware 4 days Thu - 3/7/14 Sun - 6/7/14 Zariman
o Install software on
server
4 days Mon - 7/7/14 Thu - 10/7/14 Zariman
o Install network 4 days Fri - 11/7/14 Mon - 14/7/14 Zariman

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o Test server 3 days Tue - 15/7/14 Thu - 17/7/14 Zariman
Design web pages 12 days Fri - 18/7/14 Tue - 29/7/14 Anis
Design database 13 days Wed - 30/7/14 Mon - 4/8/14 Zariman
Milestone : Design Completed 0 days
EXECUTION PROJECT 90 days Tue - 5/8/14 Sun - 2/11/14

Build Web Tool Prototype 90 days Tue - 5/8/14 Fri - 3/10/14

o Develop Coding 60 days Tue - 5/8/14 Fri - 3/10/14
Zariman
o Update Database 30 days Sat - 4/10/14 Sun - 2/11/14
Zariman
Milestone : Execution
Completed
0 days

TESTING PROJECT 40 days Mon - 3/11/14 Fri - 12/12/14

Unit Testing 12 days Mon - 3/11/14 Fri - 14/11/14
Zariman
Integration Testing 10 days Sat - 15/11/14 Mon - 24/11/14
Zariman
Hardware and System Testing 11 days Tue - 25/11/14 Fri - 5/12/14
Zariman
Acceptance Testing 7 days Sat - 6/11/14 Fri - 12/12/14
Zariman
Milestone : Testing Completed 0 days

IMPLEMENTATION PROJECT 40 days Sat - 13/12/14 Wed - 21/1/15

Training Program 9 days Sat - 13/12/14 Sun - 21/12/14
Zariman
Prepare final report 16 days Mon - 22/12/14 Tue - 6/1/15
Anis,
Mahirah
Installation 15 days Wed - 7/1/15 Wed - 21/1/15
Zariman
Milestone : Implementation
Completed
0 days

CLOSE PROJECT 16 days Thu - 22/1/15 Fri - 6/2/15

Conduct Post Project Review 6 days Thu - 22/1/15 Tue - 27/1/15
Hazirah
Prepare final presentation 10 days Wed - 28/1/15 Fri - 6/2/15
Hazirah
Milestone : Close Project
Completed
0 days

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2014
F. PROJECT BUDGET SUMMARY
No. Details Quantity Cost (RM)
1. Laptop 3 9,000.00
2. Printer 1 350.00
3. CD or DVD drive 1 50.00
4. Data Traveller (4GB) 1 40.00
5. Server 2 80,000.00
6. Installer/Software 20,000.00
7. Printing Service 200.00
8. Electricity 100.00
9. Reserve (system down) 3,000.00
Total (RM) 102,740.00

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G. QUALITY ISSUE
The personal information of students in the system must follow the form that is given
by Lirico Music School. The details of students must consists of type of instruments
that each of the students learnt, the courses or packages they take, their current
levels for each instrument, and their monthly fees status. This system will help Lirico
Music School in managing and organizing their administrating stuff. This will also
ensure that all students information will be updated.

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H. RESOURCES REQUIRED
In developing this e-Administration System, there are three resources that have
been identified useful for the project. These resources are necessary in order to
complete the project. The three resources that will be used in this project are :
1. People
Lirico Music School administrator
o The administrator will provide the official form that always be used in
filling student detail for their training purpose. Despite that, industrial
training supervisor also will explain the flow of manual industrial
training process. This will help the project team in developing the
system more structured and fulfil the requirement.

2. Facilities
Personal Computer or Notebook
o This is necessary in order to develop the system. These resources
can be provided by the project team itself. Having this resource can
help in design, develop and evaluate the system before been
implement and use by faculty.
Internet Access
o Internet access is needed for each of project team in helping them in
find the information and knowledge about the programming language
will be used in developing this system when there is an error
regarding the coding. This resource can be retrieve from the
company wireless network that provided by company.

3. Technology
Programming software
o Licensed software are needed to ensure that the development
process of the project will not face any illegal problem.

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I. ASSUMPTIONS AND RISKS
1. Some of team members may not have the necessary IT skills. However, this
problem can be solve by others team member that have IT skill.
2. Project in on budget and right on schedule.
All the team members need to do their work according to the estimated time
so that the project will continuously on-track and there will be no budget
overrun.
3. All project stakeholders will abide by the guidelines identified within this plan.
They should alert about the planned to produce project in time.
4. Project manager will identify and ensure that all project team members are
available when needed in order to complete the project tasks and objectives.
5. The system user support can afford 300 logged-on users per 6 month. This
included the parents and students that will use this system per semester.
6. The communication between Lirico Music Schools administrator with the
parents and students will become more efficient.

RISK
IDENTIFICATION
RISK ASSESSMENT RISK MANAGEMENT
List of Possible Risk Probability
H/M/L
Impact
H/M/L
What are
we already
doing
about it?
(mitigating
factors)
What more
can we do
about it?
Reviewed
Level of
Risk
1. Difficult to adapt
the new technology
Technology
outdated
H H Identify
technology
updated
that can be
run the
system
Choose the
relevant
technology
and use
latest
technology
The level is
high
because the
technology
is very
important
for the
organisation
.

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2.
Miscommunication
Lack of top- level
management
support
Lack of staff skill
Absence of
Commitment
Level or Attitude
of Management
H M Identify
which team
member
that can be
cooperate
and have
skill to help
others
members
team
Assigned a
trusted
leader that
have skill and
can
communicate
with each
others
The level is
medium
because
this problem
can be
solved by
team
member
itself.
3. Budget
Cost overrun
M M Identify
possible
part of the
project that
can be
factor of
overrun the
cost
Find others
alternative to
cover the
overrun cost
The level is
medium
because
this problem
can be
solved by
just follow
the
schedule

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J. PROJECT ADMINISTRATION
COMMUNICATION PLAN
Communications is by far the most important driver in project management and
more often than not it is the least adequately planned part of the project and least
effectively carried out. Communications planning involves planning for all the
communications with project stakeholders. A useful tool is the reporting schedule. It
can help you identify the frequency and types of information required by different
stakeholders.
Communication Purpose Audience Author Method Frequency
Initiation Meeting Collect the require
information for
initiation plan
All
Stakeholders
Project
Manager
Meeting Before the
project start
date
Disseminate
Project Initiation
Plan
Deliver plan to
notify the
stakeholders of
project scope
All
Stakeholders
Project
Manager
Document
and
distributed via
hardcopy
Before
kickoff
meeting

Project Kickoff Assign the role
and the
responsibilities of
the stakeholders
All
Stakeholders
Project
Manager
Meeting At or near
project date
Status Report

Update the project
progress to the
project
stakeholders
All
Stakeholders
Project
Manager
Distribute
electronically
and post via
web
Regularly
scheduled
Team Meeting Review detailed
plans
Entire project
team
Project
Manager
Meeting Regularly
scheduled
Sponsor Meeting Update sponsor
on project status
Sponsors Project
Manager
Meeting

Regularly
scheduled
Post Project
Review
Review the project
achievement
All
Stakeholders
Project
Manager
Meeting End of the
project

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and sponsor
Quarterly Project
Review
Review overall
progress of the
project and focus
on area that need
action
All
Stakeholders
Project
Manager
Meeting and
prepare
method

Quarterly
depending
and
criticality of
the project
Target
Presentation
To gain comment
from special group
and keep them
aware of the
project status
All
Stakeholders
Project
Manager
Presentation Once
product has
complete all
phases

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SCOPE MANAGEMENT PLAN

Project scope management includes the processes required to ensure that the
project includes all the work required, and only the work required, to complete the
project successfully. Managing the project scope is primarily concerned with defining
and controlling what is and is not included in the project.

1. Collect Requirement
Defining and documenting the customers, sponsor, all stakeholders need
and expectation of the project.

Stakeholders Requirements
Lirico Music School Easy to monitor the students
performance
Manage the student information
Parents Monitor and give comment about the
performance of their children and
Lirico Music School
Students Updated to the latest information

2. Define Scope
A detailed description of the project to be designed built and implemented. A
detailed scope statement defines what work will and will not be part of the
project and will serve as a basis for all future project decision.

3. Create Work Breakdown Structure (WBS)
The decomposition or dividing of the major project deliverables into smaller
and more manageable components.

Role Responsibility
Project Manager Developing scope management
plan

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Developing a clear description of
how scope changes will be
identified and classified
Identifying and evaluating scope
change request and estimating
impact to scope, schedule and
budget
Communicating scope change
impacts and decision to
stakeholders
Project Team Developing scope management
plan
Identifying and evaluating scope
change request and estimating
impact to scope, schedule and
budget
Lirico Music School Approving scope management
plan

4. Verify Scope
Confirmation and formal acceptance that the projects scope is accurate, complete
and supports the projects Measurable Organizational Value (MOV). The project
team and sponsor must agree to all deliverables. This step is the process of
obtaining the stakeholders formal acceptance of the completed project scope and
associated deliverables .Though quite confused with quality control, project scope
verification deals with the actual formal acceptance of the finished product. Quality
control usually precedes project scope verification and sometimes occurs
simultaneously. The main activity under this step is inspection. Deliverables are
measured, examined, and verified in order to ascertain whether they meet the
product acceptance criteria. Other terms for this step are reviews, audits, and
walkthroughs. The outputs are:

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(1) Accepted Deliverables-these documents contain acknowledgements and
proofs that the stakeholders accept the project deliverables and if they are
not accepted, the reasons must also be stated
(2) Requested changes
(3) Recommended Corrective Actions.

5. Control Scope
Ensuring that controls are in place to manage proposed scope changes once
the projects scope is set. The Project Manager and the project team will
work together to control of the scope of the project. The project team will
leverage the WBS Dictionary by using it as a statement of work for each
WBS element. The project team will ensure that they perform only the work
described in the WBS dictionary and generate the defined deliverables for
each WBS element. The Project Manager will oversee the project team and
the progression of the project to ensure that this scope control process if
followed.

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QUALITY MANAGEMENT PLAN

Quality management is performed throughout the project lifecycle with special
attention to quality planning, quality assurance and quality control.

1. Quality Planning
Quality is the degree to which the project fulfills requirements. Quality
management planning determines quality policies and procedures relevant to
the project for both project deliverables and project processes, defines who
is responsible for what, and documents compliance.

2. Quality Assurance
The focus of quality assurance is on the processes used in the project.
Quality assurance ensures that project processes are used effectively to
produce quality project deliverables. It involves following and meeting
standards, continuously improving project work, and correcting project
defects.

Project
Process
Process Quality
Standard
Quality Assurance
Activity
Frequency
Develop or
Refine
Project Plan

Compliance with
framework

Audit plan content and
updates, project priorities,
and task estimation

Once per project
phase
Execute and
Control
Project Plan
Compliance with
framework
Audit the following project
activities:
i. Quality
ii. Communications
iii. Project progress
Weekly
Approve
Each Project
Stage

Compliance with
framework

Audit stage checkpoints

Once per project
phase/stage

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3. Quality Control
The focus of quality control is on the deliverables of the project. Quality control
monitors project deliverables to verify that the deliverables are of acceptable quality
and the customer is satisfied.

Project
Deliverable
Deliverable
Quality
Standards
Quality
Control
Activity
Frequency Who Is
Responsible
Project
Management
Meet ease of
use criteria
Establish and
document
evaluation
criteria
Weekly during
prototype
design
Project
Manager
Software
application
Netbeans that
performs
some
desirable
function
End user does
not experience
errors or
crashes
Testing done
by none
developer
Before moves
to production
release
Project Team
Project
Management
Completeness
and
correctness of
Web linking
Routine
framework
developer
audit

Monthly
testing
Project team

Close
Project With
Post Project
Review
Compliance with
framework
Audit project reviews by
phase
Once per project
phase

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CHANGE MANAGEMENT PLAN
The Change Management approach for the project will ensure that all proposed
changes are defined, reviewed, and agreed upon so they can be properly
implemented and communicated to all stakeholders. This approach will also ensure
that only changes within the scope of this project are approved and implemented.
The Change Management approach is not to be confused with the Change
Management Process which will be detailed later in this plan. The Change
Management approach consists of three areas:
Ensure changes are within scope and beneficial to the project
Determine how the change will be implemented
Manage the change as it is implemented
The Change Management process has been designed to make sure this approach
is followed for all changes. By using this approach methodology, the project team
will prevent unnecessary change from occurring and focus its resources only on
beneficial changes within the project scope.
Definitions of Change
This section of the Change Management Plan defines the different types of changes
that may be requested and considered for the project. These changes may include
schedule change, budget change, scope change, or project document changes.
Most changes will impact at least one of these areas and it is important to consider
these impacts and how they will affect the project.
There are several types of changes which may be requested and considered for the
project. Depending on the extent and type of proposed changes, changes project
documentation and the communication of these changes will be required to include
any approved changes into the project plan and ensure all stakeholders are notified.
Types of changes include:
Scheduling Changes: changes which will impact the approved project schedule.
These changes may require fast tracking, crashing, or re-baselining the schedule
depending on the significance of the impact.

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Budget Changes: changes which will impact the approved project budget. These
changes may require requesting additional funding, releasing funding which would
no longer be required, or adding to project or management reserves. May require
changes to the cost baseline.
Scope Changes: changes which are necessary and impact the projects scope
which may be the result of unforeseen requirements which were not initially planned
for. These changes may also impact budget and schedule. These changes may
require revision to WBS, project scope statement, and other project documentation
as necessary.
The project manager must ensure that any approved changes are communicated to
the project stakeholders. Additionally, as changes are approved, the project
manager must ensure that the changes are captured in the project documentation
where necessary. These document updates must then be communicated to the
project team and stakeholders as well.
Change Control Board
Here the Change Management Plan describes the Change Control Board, the
purpose of the board, and the members and their roles on the board. The change
control board is the approval authority for all proposed project changes. If a change
is not approved by the control board then it will not be implemented with the project.
The size and function of change control boards may vary depending on the
organization but their purpose and the roles and responsibilities are consistent.
The Change Control Board (CCB) is the approval authority for all proposed change
requests pertaining to the project. The purpose of the CCB is to review all change
requests, determine their impacts on the project risk, scope, cost, and schedule, and
to approve or deny each change request. The following chart provides a list of the
CCB members.

Position CCB Role
Project Sponsor CCB Chair
Project Manager CCB Member
Technical Support CCB Co-Chair

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As change requests are submitted to the Project Manager by the project
team/stakeholders, the Project Manager will log the requests in the change log and
the CCB will gather every other Friday to review all change requests. For a change
request to be approved, all CCB members must vote in favor. In the event more
information is needed for a particular change request, the request will be postponed
and sent back to the requestor for more information or clarification. If a change is
believed critical, an ad hoc CCB meeting can be called in order to review the change
prior to the next scheduled bi-weekly CCB meeting.
Roles and Responsibilities
This section of the Change Management Plan describes the roles and
responsibilities of project team members in regards to the change management
process. It is important that everyone understands these roles and responsibilities
as they work through the change management process. These roles and
responsibilities must be communicated as part of the change management plan to
all project stakeholders.
The following are the roles and responsibilities for all change management efforts
related to the project:
Project Sponsor:
Approve all changes to budget/funding allocations
Approve all changes to schedule baseline
Approve any changes in project scope
Chair the CCB
Project Manager:
Receive and log all change requests from project stakeholders
Conduct preliminary risk, cost, schedule, scope analysis of change prior to
CCB
Seek clarification from change requestors on any open issues or concerns
Make documentation revisions/edits as necessary for all approved changes

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Participate on CCB
Project Team / Stakeholders
Submit all change requests on standard organizational change request forms
Provide all applicable information and detail on change request forms
Be prepared to address questions regarding any submitted change requests
Provide feedback as necessary on impact of proposed changes
Change Control Process
This part of the Change Management Plan should describe the change control
process from beginning to end. Typically, a change control process should be an
organizational standard and repeatable. This process is the tool which is used to
ensure adherence to the organizations change management approach which was
discussed in an earlier section. By following all of the steps, the project team can
successfully incorporate approved changes, communicate the changes, and update
project documentation.
The Change Control Process for the project will follow the organizational standard
change process for all projects. The project manager has overall responsibility for
executing the change management process for each change request.
1. Identify the need for a change (Stakeholders) Change requestor will submit
a completed change request form to the project manager.
2. Log change in the change request register (Project Manager) The project
manager will keep a log of all submitted change requests throughout the
projects lifecycle.
3. Evaluate the change (Project Manager, Team, Requestor) The project
manager will conduct a preliminary analysis on the impact of the change to
risk, cost, schedule, and scope and seek clarification from team members
and the change requestor.
4. Submit change request to CCB (Project Manager) The project manager will
submit the change request, as well as the preliminary analysis, to the CCB
for review.

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5. Obtain Decision on change request (CCB) The CCB will discuss the
proposed change and decide whether or not it will be approved based on all
submitted information.
6. Implement change (Project Manager) If a change is approved by the CCB,
the project manager will update and re-baseline project documentation as
necessary.

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HUMAN RESOURCE PLAN
Human resources management is an important part of the project. The human
resources management plan is a tool which will aid in the management of this
projects human resource activities throughout the project until closure. The human
resources management plan includes:
Roles and Responsibilities of Team Members Throughout the Project
Project Organization Charts
Staffing Management Plan to Include:
How resources will be acquired
How performance reviews will be conducted
The purpose of the human resources management plan is to achieve project
success by ensuring the appropriate human resources are acquired with the
necessary skills, resources are trained if any gaps in skills are identified, team
building strategies are clearly defines, and team activities are effectively managed.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly
defined in any project. Depending on the organizational structure, project team
members may represent many different groups/departments and act in the interest
of different functional managers. Additionally, team members may have varying
degrees of authority and responsibility. When listing roles and responsibilities the
following should be included:
Role - description of the portion of the project for which the member is
accountable
Authority - the level at which the member may make decisions, apply project
resources, or make approvals
Responsibility - the work a team member must perform to complete assigned
work activities
Competency - the skill(s) required to complete assigned project activities

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The roles and responsibilities for the project are essential to project success. All
team members must clearly understand their roles and responsibilities in order to
successfully perform their portion of the project.
Project Organizational Charts
In this section the Human Resource Plan provides a graphic display of the project
tasks and team members. The purpose of this is to illustrate the responsibilities of
team members as they relate to the project tasks. Tools such as responsible,
accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may
be used to aid in communicating roles and responsibilities for the project team.
Additionally, organizational or resource breakdown structures may be used to show
how responsibilities are assigned by department or by type of resource respectively.
It should be noted that the level of detail may vary depending on project complexity.
Staffing Management
This part of the Human Resource Plan contains information on several areas
including: when and how human resource requirements will be acquired, the
timeline for when resources are needed and may be released, training for any
resources with identified gaps in skills required, how performance reviews will be
performed, and the rewards and recognition system to be used. It is important to
note that depending on the scope of the project there may be other items included in
staffing management (government and/or regulatory compliance, organizational
health and safety, etc).
1. Staff Acquisition:
For the project the project staff will consist entirely of internal resources. There will
be no outsourcing/contracting performed within the scope of this project. The Project
Manager will negotiate with System Owner in order to identify and assign resources
in accordance with the project organizational structure. All resources must be
approved by the appropriate functional/department manager before the resource
may begin any project work. The project team will not be co-located for this project
and all resources will remain in their current workspace.

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2. Performance Reviews
The project manager will review each team members assigned work activities at the
onset of the project and communicate all expectations of work to be performed. The
project manager will then evaluate each team member throughout the project to
evaluate their performance and how effectively they are completing their assigned
work. Prior to releasing project resources, the project manager will meet with the
appropriate functional manager and provide feedback on employee project
performance.

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IMPLEMENTATION AND PROJECT CLOSURE PLAN
Project close-out process means finalization for the e-Administration project and any
related sub-projects. Project close-out is the series of activities that are carried out
to bring an orderly closure to the project and ensuring that any metrics and lessons
learned are captured for future reference. For close-out plan, we will do the project
post-mortem meeting and project personnel reviews to close-out the project. Finally,
we will make preparation of a final report or project plan to include lessons learned
and archived all project related documents.
1. Lessons Learned
Even the most successful projects have lessons from which we can learn. An
effective Project Manager will documents and analyzes the lessons learned from his
project and applies them to future projects throughout the organization.
2. Post Project Review
It's good practice to review all projects at their completion. A Post Project Review
should be performed in addition to a Lessons Learned. Reviewing your project to
see how actual it is accomplished compared to planned gives you a good view of
the project's performance. The post project review along with Lessons Learned
provides meaningful input to future projects.
3. Project Acceptance
Formal Project Acceptance requires a signature by the Project Sponsor or customer.
Before a project can be closed out, Project Manager needs formal acceptance of the
project by the Project Sponsor or customer. Formal acceptance is one step of the
close out process and doesn't release the Project Manager or resources from the
Project. It is the Project Manager's responsibility to release resources during the
closing process and ensure that all closing tasks are completed.

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K. ACCEPTANCE AND APPROVAL
Project Name: E-Administration System

Project Manager

_______________________________________ __________________
(Signature) (Date)
Name - Nurhazirah Husna binti Hamidan
I-Tech World Sdn. Bhd.

Project Sponsor

_______________________________________ __________________
(Signature) (Date)
Name - Mrs Shirley Sam
Administration Department
Lirico Music School

Executive Sponsor

_______________________________________ __________________
(Signature) (Date)
Name - Mr Richard Lee
Lirico Music School Organization

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REFERENCE
http://www.projectmanagementdocs.com/project-planning-templates/change-
management-plan.html

http://www.projectmanagementdocs.com/project-planning-templates/human-
resource-plan.html

http://www.projectmanagementdocs.com/project-closing-templates.html

E-Administration System Project Plan

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PROJECT PLAN : E-ADMINISTRATION SYSTEM

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