You are on page 1of 25

Project Implementation Plan

Sample Project

Prepared for:
XYZ .co
Sitoluama
Kab Toba Samosir 22381, Sumut-Indonesia

A project implementation plan is a formal, approved document that


defines how the project is executed, monitored, and controlled. It may be
a summary or a detailed document and may include baselines, subsidiary
management plans, and other planning documents.

Kerja Praktek 2014

Institut Teknologi Del

Project Code:123456 Version: 1.1 Date : 19-01-18 Total Page: 25


Document Approvals

The signatures below indicate that the undersigned:


• Have reviewed the Project Implementation Plan.
• Have formally voiced applicable concerns to the PM.
• Concur that the Project Plan accurately represents their expectations and
conditions required for the Sample project.
• Are committed to providing the required resources.
• Are unaware of undocumented conditions that prevent the success of this project.
Changes to this document will be coordinated with and approved by the undersigned or
their designated representatives.

Signature: Date:
Print Name:
Title: Project Client
Role:

Signature: Date:
Print Name:
Title: Project Sponsor
Role:

Signature: Date:
Print Name: Kris Halter
Title: Project Lead
Role:

Kerja Praktek 2014

Institut Teknologi Del

Project Code:123456 Version: 1.1 Date : 19-01-18 Total Page: 25


DAFTAR ISI

Document Approvals ....................................................................................................................................... 2


List of Table .................................................................................................................................................... 4
1 Project Charter ....................................................................................................................................... 5
2 Project Management Plan .....................................................................................................................10
2.1 Introduction ......................................................................................................................................10
2.2 Project Management Approach ........................................................................................................10
2.3 Milestone List...................................................................................................................................11
2.4 Schedule Baseline and Work Breakdown Structure .........................................................................11
2.5 Quality Management Plan ................................................................................................................13
2.6 Communication Management Plan ..................................................................................................15
2.7 Cost Base Line .................................................................................................................................17
2.8 Deliverables......................................................................................................................................19
Appendix A – Project Schedule......................................................................................................................20
Appendix B – WBS ........................................................................................................................................21
Revision History .............................................................................................................................................25

IT Del sample_PIP_20180119 Halaman 3 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
List of Table

Table 1 Milestone ...........................................................................................................................................11


Table 2 Communication Matrix .....................................................................................................................15
Table 3 Communication Directory .................................................................................................................16
Table 4 Project Cost .......................................................................................................................................18
Table 5 Deliverables .......................................................................................................................................19

IT Del sample_PIP_20180119 Halaman 4 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
1 Project Charter

Project Title Data Center and Servers


Project Code 123456
Key Stakeholders High Level Timeline
DC Network
Project Sponsor Key Milestones Target Date
Aggregation
Project Lead Kris Halter Project Approval 05/01/2018
Guy Falsetti, Start Date 05/31/2018
Project Team
JJ Urich Payroll Completed 08/31/2018
Subj. Matter Coding Completed 08/06/2018
-
Experts Testing Completed 28/06/2018
Implementation
1/07/2018
Other - Completed
End Date 3/07/2018
Background and History

To consolidate the 36+ server rooms and closets on campus into a target of 4 centrally
governed, managed and supported multi-tenant data centers.
Goals and Objectives

Several factors are currently converging to make this an opportune time for the University
of Iowa to review its model for housing, securing, and managing its computing servers
and equipment. They are:
1. The commissioning of the Information Technology Facility (ITF) on the Research
Park/Oakdale campus provides highly efficient enterprise data center space
previously not available.
2. The University’s “2020 Vision” Sustainability Targets include a goal to achieve net-
negative energy growth from 2010 to 2020 despite projected campus growth.
Reduced IT energy use is expected to contribute to this.
3. Technologies such as virtualization and remote server management have matured
and can be more widely deployed.
4. University efficiency initiatives over several years have put continuing pressure on
IT staff resources, so changes that free up IT staff to work on higher-priority IT
needs are recognized as necessary.
Scope

IT Del sample_PIP_20180119 Halaman 5 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
1. Maintain a thorough inventory, evaluation, and classification of data center and
server room spaces across campus, computing equipment housed in them, and
services provided.
a. Retire – If server/service is no longer is needed, retire the server or service.
b. Consolidate – If the service can be migrated to an existing service, consolidate.
c. Virtualize – Evaluate the current workload, CPU, memory, and disk
requirements. If software will support virtualization, move to a virtual guest on
central server farm.
d. Cloud – Evaluate the current workload, CPU, memory, and disk requirements. If
the software will support a cloud provider move the service to the cloud.
e. Replace – Evaluate the current hardware age and configuration. If out of
warranty and/or not in a configuration suitable for the data center then replace
the hardware with new equipment.
f. Migrate – If all other options are exhausted. Move the equipment.
2. Develop process for moving Non-High Performance Computing (HPC) clusters. A
team would look at evaluating each server/service.
3. Gather current energy usage or calculate estimates in the current location.
4. Develop data center services, operational models, and SLA’s that facilitate
consolidating data centers spaces. Work to ensure that services provide remote
management capability and levels of support comparable to a local facility.
5. Identify schedule/sequence of server moves and room retirements.
6. In each room, assess the services provided by each server, identify target (move to
central service, virtualize, or move server) and move services/servers as needed.
7. Identify contingencies as required for services that can’t move and/or perform cost
benefit analysis for possible exemptions.
8. Assessing current data center services and revising and creating new services to
address gaps.
9. Transitioning of servers and services to consolidate data centers and server rooms.
10. Decommissioning vacated server rooms so they are ready to be repurposed.

Out of scope:

IT Del sample_PIP_20180119 Halaman 6 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
1. High performance computing (HPC) clusters.
2. College of Medicine managed buildings and rooms.
3. UIHC/HCIS managed buildings and rooms.
4. Decommissioning of ITF.
5. Lift and Shift.
Problem/Opportunity Statement

MEP Analysis
Each of the 36+ server rooms were evaluated on Mechanical and Electrical usage. A
Power Utilization Efficiency factor was applied. We then factored staff savings on
management of the facilities. Finally we added any systems to the current data centers as a
cost to run that Data Center.

Staffing analysis
Currently the ITS Server Support Team manages 487 physical and 1,010 virtual servers
with a staff of 19. This gives SST an average of 72 servers per systems administrator. The
departmental IT units report 659 physical and 487 virtual servers with an effort of 25.3
FTE of effort to manage the systems. The ITS Research Services team supports 629
servers on two clusters with a staff of 4.

Average cost for a Systems Administrator is $100,000 per year.


Key Requirements

Reviews of other campuses’ efforts to consolidate data centers indicate that savings and
benefits are generally achieved in the ways listed below. We recommend that these
methods facilitate the approach to optimize the Data Center model at the University of
Iowa.
1. Most actual ongoing savings is found in virtualizing stand-alone servers (savings in
IT staff time and energy reduction).
2. Significant ongoing savings can be found in converting out-of-date and less
efficient computing equipment to newer and more efficient equipment (savings in
energy reductions).
3. Additional savings is realized from moving equipment from dispersed or less

IT Del sample_PIP_20180119 Halaman 7 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
energy-efficient data centers to modern, efficient facilities and reducing the number
of facilities (savings in energy, facilities - CRACs, generators, etc - and also in staff
time for not managing dispersed facilities).
4. Major non-financial benefits include consistent security standards and management
practices (reduces institutional risk and staff time via economies of scale and
decreased duplication of effort).
5. Life cycle management of equipment.
6. Data Centers of the Future – Cloud computing will become more mainstream.
Consolidating server resources into a “University of Iowa” Cloud Computing
environment will allow us future growth and flexibility. Advanced networking
between cloud and local data centers will be a requirement of future services.
Known Assumptions, Risks & Dependencies

High-Level Risks:
• Significant up-front costs to either virtualize, buy new equipment or move
equipment.
• Significant labor needed to reconfigure existing services to perform in a virtual
environment or remote facility.
• Potential increase in staff time to travel to central facility for ongoing maintenance
and operations functions (no longer able to simply walk next door to fix a server).
• Overhead and start-up costs to develop and provide data center services in a more
“retail” environment (more procedures and policies are needed to broaden access
and usage of a data center to serve a variety of campus needs).
• Flexibility to rapidly deploy equipment or try novel approaches by Colleges,
Departments, and Researchers may be adversely impacted.
• Resistance to change by organizations that house equipment in and manage a local
data center or server room.
• Fractional Savings – Staffing savings are based on reduction of overall Systems
Admin management of servers. If we reduce the workload of a partial staff
responsibility but don’t reduce the head count then the University will not see all
the operational savings.

IT Del sample_PIP_20180119 Halaman 8 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Assumptionsl:
• Institutional support for moving faculty/research equipment.
• Server consolidation breakdown
o 25%: Research HPC Clusters -- cannot be virtualized and require
replacement o 25%: Application servers that can be consolidated into
existing portfolio
o 40%: Server workload that can be virtualized
o 10%: Servers that will need to be replaced with physical devices
• Re-evaluation of data center access is necessary.
• Development of necessary ITAR compliance at one or more centrally managed data
centers.

Constraints:
• Available funding to replace current non-rack mountable equipment with
rack-mountable systems for data center.
• Upgrades to building uplinks and/or other networking upgrades to support
latency and bandwidth requirements as needed.
• Server rooms not fully decommissioned may not fully realize forecasted energy,
staff and MEP expense savings.
Clients Contact Detail
Name: Paolo Rossi Name: Michael Cooper
Paolo.Rossi@Cliente.it, Tel 011.12312311 michael@westford.con, Tel 051.12312311
Company role: Marketing manager Company role: Manager
Department Marketing Department IT
Role in project/activity: Functional Role in project/activity: Business
Requirements Manager Development Manager

IT Del sample_PIP_20180119 Halaman 9 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
2 Project Management Plan

2.1 Introduction
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move
forward for project initiation within the research and development (R&D) group. This
project will result in the development of new voice recognition software and supports
TSI’s corporate strategy of providing progressive solutions to clients which improve
productivity in both the workplace and home environment. While voice recognition
software is currently available, TSI believes that new technological developments will
enable our team to develop a solution far superior to what is currently available.

TSI has been successful in gaining market share because of its aggressive pursuit of
product quality, ease of use, flexibility, and customer service. Additionally, customers
understand that our products may be applied to a wide range of uses for business and
personal functions. By leveraging our reputation for superior quality and user-friendly
products, and capitalizing on new technology, TSI can position itself as the premier
provider of effective and easy to use voice recognitions software in today’s marketplace.

2.2 Project Management Approach


The Project Manager, Joe Green, has the overall authority and responsibility for managing
and executing this project according to this Project Plan and its Subsidiary Management
Plans. The project team will consist of personnel from the coding group, quality
control/assurance group, technical writing group, and testing group. The project manager
will work with all resources to perform project planning. All project and subsidiary
management plans will be reviewed and approved by the project sponsor. All funding
decisions will also be made by the project sponsor. Any delegation of approval authority
to the project manager should be done in writing and be signed by both the project
sponsor and project manager.
The project team will be a matrix in that team members from each organization continue
to report to their organizational management throughout the duration of the project. The
project manager is responsible for communicating with organizational managers on the
progress and performance of each project resource.

IT Del sample_PIP_20180119 Halaman 10 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
2.3 Milestone List
The below chart lists the major milestones for the SmartVoice Project. This chart is
comprised only of major project milestones such as completion of a project phase or gate
review. There may be smaller milestones which are not included on this chart but are
included in the project schedule and WBS. If there are any scheduling delays which may
impact a milestone or delivery date, the project manager must be notified immediately so
proactive measures may be taken to mitigate slips in dates. Any approved changes to
these milestones or dates will be communicated to the project team by the project
manager.

Table 1 Milestone
Milestone Description Date
Complete Requirements All requirements for SmartVoice must be
Gathering determined to base design upon.
Complete SmartVoice This is the theoretical design for the
Design software and its functionality
Complete SmartVoice All coding completed resulting in
Coding software prototype
Complete SmartVoice All functionality tested and all identified
Testing and Debugging errors corrected
Complete Transition of Completed software and documentation
SmartVoice to TSI transitioned to operations group to begin
Production production

2.4 Schedule Baseline and Work Breakdown Structure


The WBS for the SmartVoice Project is comprised of work packages which do not exceed
40 hours of work but are at least 4 hours of work. Work packages were developed through
close collaboration among project team members and stakeholders with input from
functional managers and research from past projects.

The WBS Dictionary defines all work packages for the SmartVoice Project. These
definitions include all tasks, resources, and deliverables. Every work package in the WBS
is defined in the WBS Dictionary and will aid in resource planning, task completion, and
ensuring deliverables meet project requirements.

IT Del sample_PIP_20180119 Halaman 11 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
The SmartVoice Project schedule was derived from the WBS and Project Charter with
input from all project team members. The schedule was completed, reviewed by the
Project Sponsor, and approved and base-lined. The schedule will be maintained as a MS
Project Gantt Chart by the SmartVoice Project Manager. Any proposed changes to the
schedule will follow TSI’s change control process. If established boundary controls may
be exceeded, a change request will be submitted to the Project Manager. The Project
Manager and team will determine the impact of the change on the schedule, cost,
resources, scope, and risks. If it is determined that the impacts will exceed the boundary
conditions then the change will be forwarded to the Project Sponsor for review and
approval. The SmartVoice boundary conditions are:
a. CPI less than 0.8 or greater than 1.2
b. SPI less than 0.8 or greater than 1.2

If the change is approved by the Project Sponsor then it will be implemented by the
Project Manager who will update the schedule and all documentation and communicate
the change to all stakeholders in accordance with the Change Control Process.

The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix
A, Project Schedule and Appendix B, Work Breakdown Structure.
Once a preliminary schedule has been developed, it will be reviewed by the project team
and any resources tentatively assigned to project tasks. The project team and resources
must agree to the proposed work package assignments, durations, and schedule. Once this
is achieved the project sponsor will review and approve the schedule and it will then be
base lined.

In accordance with TSI’s organizational standard, the following will be designated as


milestones for all project schedules:
• Completion of scope statement and WBS/WBS Dictionary
• Baselined project schedule
• Approval of final project budget
• Project kick-off
• Approval of roles and responsibilities

IT Del sample_PIP_20180119 Halaman 12 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
• Requirements definition approval
• Completion of data mapping/inventory
• Project implementation
• Acceptance of final deliverables
• Roles and responsibilities for schedule development are as follows:
The project manager will be responsible for facilitating work package definition,
sequencing, and estimating duration and resources with the project team. The project
manager will also create the project schedule using MS Project 2007 and validate the
schedule with the project team, stakeholders, and the project sponsor. The project
manager will obtain schedule approval from the project sponsor and baseline the
schedule.

The project team is responsible for participating in work package definition, sequencing,
duration, and resource estimating. The project team will also review and validate the
proposed schedule and perform assigned activities once the schedule is approved.

The project sponsor will participate in reviews of the proposed schedule and approve the
final schedule before it is base lined.

The project stakeholders will participate in reviews of the proposed schedule and assist in
its validation.

2.5 Quality Management Plan


All members of the SmartVoice project team will play a role in quality management. It is
imperative that the team ensures that work is completed at an adequate level of quality
from individual work packages to the final project deliverable. The following are the
quality roles and responsibilities for the SmartVoice Project:

The Project Sponsor is responsible for approving all quality standards for the SmartVoice
Project. The Project Sponsor will review all project tasks and deliverables to ensure
compliance with established and approved quality standards. Additionally, the Project
Sponsor will sign off on the final acceptance of the project deliverable.

IT Del sample_PIP_20180119 Halaman 13 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
The Project Manager is responsible for quality management throughout the duration of the
project. The Project Manager is responsible for implementing the Quality Management
Plan and ensuring all tasks, processes, and documentation are compliant with the plan.
The Project Manager will work with the project’s quality specialists to establish
acceptable quality standards. The Project Manager is also responsible for communicating
and tracking all quality standards to the project team and stakeholders.

The Quality Specialists are responsible for working with the Project Manager to develop
and implement the Quality Management Plan. Quality Specialists will recommend tools
and methodologies for tracking quality and standards to establish acceptable quality
levels. The Quality Specialists will create and maintain Quality Control and Assurance
Logs throughout the project.

The remaining member of the project team, as well as the stakeholders will be responsible
for assisting the Project Manager and Quality Specialists in the establishment of
acceptable quality standards. They will also work to ensure that all quality standards are
met and communicate any concerns regarding quality to the Project Manager.

Quality control for the SmartVoice Project will utilize tools and methodologies for
ensuring that all project deliverables comply with approved quality standards. To meet
deliverable requirements and expectations, we must implement a formal process in which
quality standards are measured and accepted. The Project Manager will ensure all quality
standards and quality control activities are met throughout the project. The Quality
Specialists will assist the Project Manager in verifying that all quality standards are met
for each deliverable. If any changes are proposed and approved by the Project Sponsor
and CCB, the Project Manager is responsible for communicating the changes to the
project team and updating all project plans and documentation.

Quality assurance for the SmartVoice Project will ensure that all processes used in the
completion of the project meet acceptable quality standards. These process standards are
in place to maximize project efficiency and minimize waste. For each process used

IT Del sample_PIP_20180119 Halaman 14 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
throughout the project, the Project Manager will track and measure quality against the
approved standards with the assistance of the Quality Specialists and ensure all quality
standards are met. If any changes are proposed and approved by the Project Sponsor and
CCB, the Project Manager is responsible for communicating the changes to the project
team and updating all project plans and documentation.

2.6 Communication Management Plan


This Communications Management Plan sets the communications framework for this
project. It will serve as a guide for communications throughout the life of the project and
will be updated as communication requirements change. This plan identifies and defines
the roles of SmartVoice project team members as they pertain to communications. It also
includes a communications matrix which maps the communication requirements of this
project, and communication conduct for meetings and other forms of communication. A
project team directory is also included to provide contact information for all stakeholders
directly involved in the project.

The Project Manager will take the lead role in ensuring effective communications on this
project. The communications requirements are documented in the Communications
Matrix below. The Communications Matrix will be used as the guide for what information
to communicate, who is to do the communicating, when to communicate it, and to whom
to communicate.

Table 2 Communication Matrix


Communication Description Frequency Format Participants/ Deliverable Owner
Type Distribution
Weekly Status Email Weekly Email Project Status Project
Report summary of Sponsor, Report Manager
project Team and
status Stakeholders
Weekly Project Meeting to Weekly In Project Team Updated Project
Team Meeting review Person Action Manager
action Register
register and
status
Project Monthly Present Monthly In Project Status and Project
Review (PMR) metrics and Person Sponsor, Metric Manager
status to Team, and Presentation

IT Del sample_PIP_20180119 Halaman 15 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
team and Stakeholders
sponsor
Project Gate Present As Needed In Project Phase Project
Reviews closeout of Person Sponsor, completion Manager
project Team and report and
phases and Stakeholders phase
kickoff next kickoff
phase
Technical Review of As Needed In Project Team Technical Project
Design Review any Person Design Manager
technical Package
designs or
work
associated
with the
project

Project team directory for all communications is:

Table 3 Communication Directory


Name Title Email Office Phone Cell Phone
John Davis Project Sponsor j.davis@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Joe Green Project Manager j.green@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Herb Walker Senior Programmer h.walker@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Jason Black Programmer j.black@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Mary White Sr. Quality Specialist m.white@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Ron Smith Quality Specialist r.smith@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Tom Sunday Technical Writer t.sunday@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx
Karen Brown Testing Specialist k.brown@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

Communications Conduct:
a. Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any
scheduled meeting and all participants are expected to review the agenda prior to
the meeting. During all project meetings the timekeeper will ensure that the group
adheres to the times stated in the agenda and the recorder will take all notes for
distribution to the team upon completion of the meeting. It is imperative that all
participants arrive to each meeting on time and all cell phones and blackberries

IT Del sample_PIP_20180119 Halaman 16 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
should be turned off or set to vibrate mode to minimize distractions. Meeting
minutes will be distributed no later than 24 hours after each meeting is completed.
b. Email:
All email pertaining to the SmartVoice Project should be professional, free of
errors, and provide brief communication. Email should be distributed to the
correct project participants in accordance with the communication matrix above
based on its content. All attachments should be in one of the organization’s
standard software suite programs and adhere to established company formats. If
the email is to bring an issue forward then it should discuss what the issue is,
provide a brief background on the issue, and provide a recommendation to correct
the issue. The Project Manager should be included on any email pertaining to the
SmartVoice Project.
c. Informal Communications:
While informal communication is a part of every project and is necessary for
successful project completion, any issues, concerns, or updates that arise from
informal discussion between team members must be communicated to the Project
Manager so the appropriate action may be taken.

2.7 Cost Base Line


The Project Manager will be responsible for managing and reporting on the project’s cost
throughout the duration of the project. The Project Manager will present and review the
project’s cost performance during the monthly project status meeting. Using earned value
calculations, the Project Manager is responsible for accounting for cost deviations and
presenting the Project Sponsor with options for getting the project back on budget. All
budget authority and decisions, to include budget changes, reside with the SmartVoice
Project Sponsor.
For the SmartVoice Project, control accounts will be created at the fourth level of the
WBS which is where all costs and performance will be managed and tracked. Financial
performance of the SmartVoice Project will be measured through earned value
calculations pertaining to the project’s cost accounts. Work started on work packages will
grant that work package with 50% credit; whereas, the remaining 50% is credited upon

IT Del sample_PIP_20180119 Halaman 17 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
completion of all work defined in that work package. Costs may be rounded to the nearest
dollar and work hours rounded to the nearest whole hour.
Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a
monthly basis by the Project Manager to the Project Sponsor. Variances of 10% or +/- 0.1
in the cost and schedule performance indexes will change the status of the cost to yellow
or cautionary. These will be reported and if it’s determined that there is no or minimal
impact on the project’s cost or schedule baseline then there may be no action required.
Cost variances of 20%, or +/- 0.2 in the cost and schedule performance indexes will
change the status of the cost to red or critical. These will be reported and require
corrective action from the Project Manager in order to bring the cost and/or schedule
performance indexes back in line with the allowable variance. Any corrective actions will
require a project change request and be must approved by the CCB before it can be
implemented.
Earned value calculations will be compiled by the Project Manager and reported at the
monthly project status meeting. If there are indications that these values will approach or
reach the critical stage before a subsequent meeting, the Project Manager will
communicate this to the Project Sponsor immediately.

The cost baseline for the SmartVoice project includes all budgeted costs for the successful
completion of the project.

Table 4 Project Cost


Project Phase Budgeted Comments
Total

Planning $350,000 Includes work hours for all project team members for
gathering requirements and planning project

Design $250,000 Includes work hours for all project team members for
work on SmartVoice conceptual design

Coding $200,000 Includes all work hours for coding of SmartVoice

Testing $175,000 Includes all work hours for testing (including beta

IT Del sample_PIP_20180119 Halaman 18 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Project Phase Budgeted Comments
Total

testing) of SmartVoice software

Transition and $150,000 Includes all work hours for transition to operations and
Closeout project closeout

2.8 Deliverables

Table 5 Deliverables
Deliv.Id Deliverables Keterangan
ToR-KP-YY-AxxG Term of Reference Menjadi lampiran laporan KP
PiP-KP-YY- AxxG Project Implementation Dokumen ini
plan
Rep-KP- AxxG Laporan Kerja praktek Laporan kerja praktek

IT Del sample_PIP_20180119 Halaman 19 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Appendix A – Project Schedule

IT Del sample_PIP_20180119 Halaman 20 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Appendix B – WBS

1. Tree Structure View

IT Del sample_PIP_20180119 Halaman 21 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
2. Tabular View
Level 1 Level 2 Level 3
1 Widget Management 1.1 Initiation 1.1.1 Evaluation & Recommendations
System 1.1.2 Develop Project Charter
1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project
Charter
1.1.5 Project Charter Signed/Approved
1.2 Planning 1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 1.3.1 Project Kickoff Meeting
Execution 1.3.2 Verify & Validate User Requirements
1.3.3 Design System
1.3.4 Procure Hardware/Software
1.3.5 Install Development System
1.3.6 Testing Phase
1.3.7 Install Live System
1.3.8 User Training
1.3.9 Go Live
1.4 Control 1.4.1 Project Management
1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closeout 1.5.1 Audit Procurement
1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Documents

IT Del sample_PIP_20180119 Halaman 22 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
3. WBS Dictionary
Level WBS WBS Code Definition
Code
1 1 Widget Management All work to implement a new widget management
System system.
2 1.1 Initiation The work to initiate the project.
3 1.1.1 Evaluation & Working group to evaluate solution sets and make
Recommendations recommendations.
3 1.1.2 Develop Project Project Manager to develop the Project Charter.
Charter
3 1.1.3 Deliverable: Submit Project Charter is delivered to the Project Sponsor.
Project Charter
3 1.1.4 Project Sponsor Project sponsor reviews the Project Charter.
Reviews Project
Charter
3 1.1.5 Project Charter The Project Sponsor signs the Project Charter
Signed/Approved which authorizes the Project Manager to move to
the Planning Process.
2 1.2 Planning The work for the planning process for the project.
3 1.2.1 Create Preliminary Project Manager creates a Preliminary Scope
Scope Statement Statement.
3 1.2.2 Determine Project The Project Manager determines the project team
Team and requests the resources.
3 1.2.3 Project Team Kickoff The planning process is officially started with a
Meeting project kickoff meeting which includes the Project
Manager, Project Team and Project Sponsor
(optional).
3 1.2.4 Develop Project Plan Under the direction of the Project Manager the
team develops the project plan.
3 1.2.5 Submit Project Plan Project Manager submits the project plan for
approval.
3 1.2.6 Milestone: Project Plan The project plan is approved and the Project
Approval Manager has permission to proceed to execute the
project according to the project plan.
2 1.3 Execution Work involved to execute the project.
3 1.3.1 Project Kickoff Project Manager conducts a formal kick off
Meeting meeting with the project team, project
stakeholders and project sponsor.
3 1.3.2 Verify & Validate User The original user requirements is reviewed by the
Requirements project manager and team, then validated with the

IT Del sample_PIP_20180119 Halaman 23 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Level WBS WBS Code Definition
Code
users/stakeholders. This is where additional
clarification may be needed.
3 1.3.3 Design System The technical resources design the new widget
management system.
3 1.3.4 Procure The procurement of all hardware, software and
Hardware/Software facility needs for the project.
3 1.3.5 Install Development Team installs a development system for testing
System and customizations of user interfaces.
3 1.3.6 Testing Phase The system is tested with a select set of users.
3 1.3.7 Install Live System The actual system is installed and configured.
3 1.3.8 User Training All users are provided with a four hours training
class. Additionally, managers are provided with an
additional two hours class to cover advanced
reporting.
3 1.3.9 Go Live System goes live with all users.
2 1.4 Control The work involved for the control process of the
project.
3 1.4.1 Project Management Overall project management for the project.
3 1.4.2 Project Status Meetings Weekly team status meetings.
3 1.4.3 Risk Management Risk management efforts as defined in the Risk
Management Plan.
3 1.4.4 Update Project Project Manager updates the Project Management
Management Plan Plan as the project progresses.
2 1.5 Closeout The work to close-out the project.
3 1.5.1 Audit Procurement An audit of all hardware and software procured for
the project, ensures that all procured products are
accounted for and in the asset management
system.
3 1.5.2 Document Lessons Project Manager along with the project team
Learned performs a lessons learned meeting and documents
the lessons learned for the project.
3 1.5.3 Update Files/Records All files and records are updated to reflect the
widget management system.
3 1.5.4 Gain Formal The Project Sponsor formally accepts the project
Acceptance by signing the acceptance document included in
the project plan.
3 1.5.5 Archive All project related files and documents are
Files/Documents formally archived.

IT Del sample_PIP_20180119 Halaman 24 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL
Revision History
Name Date Reason For Change Version
yyyy-mm-dd

IT Del sample_PIP_20180119 Halaman 25 dari 25


Dokumen ini merupakan bagian dari dokumentasi penyelenggaraan Program Kerja Praktek mahasiswa tingkat akhir
Institut Teknologi DEL. Dilarang mereproduksi dokumen ini dengan cara apapun tanpa sepengetahuan Institut
Teknologi DEL

You might also like