Final Project: 2,500–3,000 Word Paper Part One

The Final Project Is To Be A 2500 3000 Word Paperpart One Of The Fina

The Final Project is to be a word paper. Part one of the Final Project is to be a well-crafted Project Plan. Part two of the Final Project is to be a Project Summary which gives a detailed narrative of the proposed project. The rationale behind the summary section is to test your knowledge of Advanced Project Management in light of real-world application. As such, the summary is to discuss each component of the Project Plan in light of the reading material and concepts learned throughout the duration of the course.

The summary section is to be written in accordance with APA standards which will require that you integrate appropriate in-text citations. Further, you will be required to use a minimum of 5 sources to be included in the reference section. This project is to be submitted as one document and is to contain a cover sheet and reference section and does not count toward the final page count.

Project Plan Components include: Purpose of project, stated goals and objectives, clearly defined scope, required deliverables, internal and external constraints, basic assumptions, project schedule, project milestones, budget, risk assessment, detailed description of quality controls, proposed control tools, proposed resource estimates, description of standards, change procedures, work plan, post-project sign-off forms.

Paper For Above instruction

The development of an effective project plan is fundamental to the successful management and delivery of complex initiatives. This paper presents a comprehensive project plan and a detailed narrative that elucidates each of its components in accordance with advanced project management principles and course concepts. The project chosen for this plan involves the implementation of a new enterprise resource planning (ERP) system within a mid-sized manufacturing organization, aimed at streamlining operations, enhancing data accuracy, and supporting organizational growth.

Purpose and Goals of the Project

The primary purpose of this project is to implement a state-of-the-art ERP system that integrates core business processes, including finance, supply chain, manufacturing, and human resources. The goal is to improve operational efficiency, reduce manual workloads, and facilitate real-time data access, ultimately supporting organizational strategic objectives. Specific goals include reducing operational costs by 15% within the first year post-implementation, achieving full system adoption across all departments within six months, and ensuring minimal disruption to ongoing business activities during transition.

Scope and Deliverables

The project scope encompasses the selection, customization, and deployment of the ERP system, including data migration, staff training, and post-implementation support. Deliverables include a detailed project timeline, training manuals, fully configured ERP system, data migration completed, and formal sign-off from key stakeholders. The scope excludes major hardware infrastructure changes and organizational restructuring outside the ERP implementation process.

Internal and External Constraints and Assumptions

Internal constraints include limited internal IT staff available for deployment, tight project timelines, and existing legacy systems that require integration. External constraints involve vendor delivery schedules, software licensing agreements, and compliance requirements such as data security standards. Assumptions made include the availability of vendor support, organizational management’s commitment, and the stability of existing organizational processes during implementation.

Project Schedule and Milestones

The project is scheduled over 12 months, beginning with vendor selection and planning in month one, followed by system design and configuration in months two through four. Data migration and testing occur in months five and six. Staff training and phased deployment take place in months seven through nine, with final review and project closeout in months ten through twelve. Key milestones include project kickoff, completion of customization, user acceptance testing, and go-live date.

Budget and Risk Assessment

The estimated budget is $2 million, covering software licensing, hardware upgrades, consulting services, training, and contingency funds. Risks identified include delays in vendor delivery, resistance to change among staff, data migration errors, and scope creep. Risk mitigation strategies focus on thorough planning, clear communication channels, and stakeholder engagement to minimize resistance and manage unforeseen challenges.

Quality Controls and Control Tools

Quality controls include regular quality audits, stakeholder feedback sessions, and rigorous testing at each phase of implementation. Control tools involve project management software such as Microsoft Project for scheduling, risk registers for tracking issues, and performance dashboards for real-time monitoring.

Resource Estimates and Standards

Resource estimates account for internal staff hours, vendor consultants, and training personnel, amounting to approximately 10 full-time equivalents over the project's duration. Standards adhered to involve ISO 9001 for quality management and IT industry best practices for system development and deployment.

Change Procedures and Work Plan

Change procedures involve formalized change requests reviewed and approved by the project steering committee. The work plan details task dependencies, responsible parties, and deadlines, aligned with the overall project schedule to ensure clarity and accountability.

Post-Project Sign-Off and Conclusion

Following successful implementation and user acceptance testing, a formal sign-off is obtained from all key stakeholders indicating project completion. Post-project activities include performance evaluation, documentation of lessons learned, and planning for continuous improvement.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Shtub, A., & Karni, R. (2018). Project Management: Processes, Methodologies, and Economics. Routledge.
• Marchetta, J. (2019). Managing Large-Scale Projects: Principles and Practice. Routledge.
• Meredith, J. R., & Mantel Jr, S. J. (2014). Project Management: A Managerial Approach. Wiley.
• Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme. Wiley.
• Leffingwell, D. (2018). Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley.
• James, T. (2018). Risk Management in Projects. Springer.
• Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
• Heldman, K. (2018). Project Management JumpStart. Wiley.