Getta Byte Software

Getta Byte Software

Table of Contents

Introduction. 3

The Project Charter 3

The Stakeholder Engagement Plan. 7

The Communications Management Plan. 8

The Project Scope Statement 8

WBS and the Project Schedule. 11

Resource Allocation and Budget Reports. 13

Risk register 19

Conclusion. 21

References. 22

Introduction

The Getta Byte Leadership Team, made up of Hugh Duitt, Nonia Bizness, and Ima Payne, is working on a system to replace their current billing system. Tom Gutierrez leads the project and is currently in charge of ensuring it can be finished successfully.   Hugh Duiett, Nonia Bizness, and Ima Payne will assist Tom in completing and implementing the new and improved system.

The current Getta Byte software is processed manually, which is cumbersome and time-consuming. With the introduction and implementation of the new and improved system, Getta Byte will see an automated system and much faster processing. With the new system, they will upload their system information to the Cloud for storage, freeing up any bulky storage they previously had in place. With these recent changes, the system will also bring a labor reduction of 25% and an improved error rate of 15%.

The new system will have to be fast, accurate, and user-friendly. Having all three of these will allow Dynamic to update its information quickly and run accurate, reliable reports. It is planned for this project to begin on August 15, 2021, and be finalized on September 10, 2021. There will be a test run on September 1, 2021, to see what bugs need to be worked out and what can be improved upon. With a projected budget for this project of $250,000.00, there are several things our team will need to be mindful of to stay on time and on budget. Namely, the current network will need to maintain functionality while the new one is being implemented. There is also the possibility of any costs that arise that may not have been accounted for in the initial budget planning process.

It will be necessary for the team to remember that once the new system goes live, they will no longer have editing access to the data and files currently in the system. It will be essential for the team to make sure all the previous files are error-free and ready for implementation in the new and improved design. Time will also be vital since they cannot send out any customer invoices until the final go-live date of September 10, 2021.

To ensure the team is able to work with all of these constraints and maintain an accurate timeline, they will need to be very well organized, detail-oriented, focused, and driven. Reference the following sections to fully understand the proposed plan for the Getta Byte Software Project.

The Project Charter

Project Name	Getta Byte Software Network Upgrade	Project Number	121
Project Team	Hugh Duitt, Nonia Bizness, and Ima Payne	Prioritization	High
Owner(s)	Thomas Gutierrez	Start Date:	08/15/2021
		Scheduled Completion Date:	09/10/2021

 

Mission/ Purpose	This project will replace the current billing system with a new online system. Our basis for this project is to formulate a billing system that will lower the inaccuracy rate for our data and all information and allow us to free up some time spent entering the data and information by hand.
Project Description and Project Product	By creating an automated program, we will be able to speed up our processing time as well as our accuracy. The new billing system will allow us to reduce manual labor, provide updates for receivables, and save 25% in labor monthly. It will allow us to speed up our transaction response time, lower the billing cycle by 30%, and reduce errors in billing and data by another 15%. The budget is approved at $250,000.00.
Objectives		The objective will be to implement a new, fast, reliable, and accurate billing system. Speed up processing and accuracy. Reduce manual labor by 25% Provide updates for receivables. Lower billing errors by 15% Lower the billing cycle by 30% Stay under budget, $250,000.00.
Milestones		Key milestones: Development and testing done by August 15, 2021 First pilot by September 1, 2021 The final release will be complete on September 10, 2021
Budget		Under $250,000.00
					Estimated Labor		$75,000.00
					Estimated Materials		$60,000.00
					Estimated Contractors		$45,000.00
					Estimated Equipment and Facilities		$55,000.00
					Estimated Travel		$10,000.00
					Total Estimated Cost		$250,000.00
User Acceptance Criteria				For this project, the user acceptance criteria are as follows: Our billing cycle is reduced by 30% Transactions and response time will be sped up Accurate report generation The user acceptance will also agree to the exclusions of upgrade to the accounts receivable system, as well as no changes to the financial system of records once implementation has begun. The risks of running into issues while doing the replacement and during data transfer have to be agreed upon. Time, resources, and resolution methods will also need to be agreed upon based on the discovery of the issue to allow for the fastest resolution. It must also agreed the complete budget is set at $250,000.00. All parties must fully comprehend the high levels of constraints concerning the budget. Success will be measurable by seeing a reduction of labor by 25% each month and data and billing errors by 15%. Success will also be measured by staying on track and meeting all deadlines, staying within our budget, and meeting all objective requirements and business needs, as listed above.
High-Level Project Assumptions The high-level assumptions attached to this charter describing the project will be based on and related to current information and data and its accuracy, along with no issues within the network. Barring unforeseen holdups, our project completion date of September 10 will be met. Assuming there will be no network malfunctions, the network will safely transition data and information into the new system. Project completion will be done within or below budget, assuming no additional costs. Assuming that all the above is on track, billing errors will be reduced by 15%, labor will be reduced by 25%, and billing cycles will be reduced by 30%   High-Level Project Constraints Following required safety procedures to enforce and protect network transactions and data during the transfer of information. Time, it is a 6-week project. Unseen issues with our network, technologies, equipment, and labor. Budget mindfulness       Exclusions and Boundaries Boundaries: $250,000.00 budget. 6-week deadline. Data transfer. Exclusions: Overpriced equipment and or labor. Uncertain bids for service. Bids are placed after the project starts. Requests are presented after the start.
Major Risks	Possibility of complications with network design once implemented. Complications with compatibility with our current network. Risks of failure in either the new or current system. Going over budget due to possible complications. Risk of network breach and loss of data. Missing deadlines due to the above risks. Possibility of losing revenue for the month or longer. Possibility of upsetting customers and losing business. Risk of complete network failure and loss of $250,000.00
KEY STAKEHOLDERS
Project Manager Authority Level			Senior managers
Project Core Team			Hugh Duitt Nonia Bizness Ima Payne Thomas Gutierrez
Subject Matter Experts (SMEs)			Tech staff/Developers Project facilitators Installers Engineers
APPROVALS
Type Name						Signature		Date
Project Manager Approval
Customer/Sponsor Approval

The Stakeholder Engagement Plan

The Communications Management Plan

The Project Scope Statement

Project Name	Getta Bill	Date	May 25, 2021
Project Number	121	Project Manager	Tom Gutierrez

Project Description

The implementation of the new billing system will allow us to create an online system that will be automated, faster, and more accurate. By removing the manual input, the new system will reduce the inaccuracy of data entry. This new system will reduce manual labor by allowing for easier data entry and dynamic updates to receivables, saving 25% in monthly labor. This automated system will speed up transactions and response time, reducing the billing cycle by 30% and reducing billing errors by 15 %. The approved budget for this project is $250,000.00.

Project Requirements
Ability to audit within the system. Generate specific, dynamic reports regarding the number of customers billed, total billing for various periods, and the ability to drill down for details. Accurate data delivery for all customers. Accessible system for all billing representatives. Cloud-based system. Data must be transferred into the new system safely and easily.

 

Project Deliverables
Accurate data for all our customers. Accessible system for all billing representatives. Cloud-based system. Human resources Energy Support Capital

Project Does Not Include (Exclusions)
This project will not include liabilities that are linked to the previous billing system.

Acceptance Criteria
Speed increased by 30% Dynamic reporting Billing cycles reduced by 30% Labor reduced by 25% Billing errors reduced by 15%

Estimated Project Schedule
Milestones	Estimated Date of Completion
· Start of Project · Project Development · Customer data migrated to the Cloud · The first Pilot · Project completion	·August 1 · Complete by Aug. 15st · Completed by August 25 · Complete by September 1. ·September 10
Total Estimated Length of Project

Resource Requirements
Role		Quantity	Estimated Length of Time
Developers		2	14 days
Data Architect	1		10 days
Billing Reps.		3	14 days
Project Manager		1	10 days

Estimated Cost of Project
Expense Type	Description	Estimated Cost
Labor	Developers	$50,000.00
Labor	Data	$50,000.00
Labor	Project Manager	$50,000.00
Hardware	Software Purchase	$100,000.00
Total Estimated Cost of Project		$250,000.00

Project Constraints
The constraints are the time frame needed to get the project completed and the budget.

Project Assumptions
It is assumed the project will be successful with all members of the team contributing equally. With a successful completion, there will be acceptance throughout the tech departments.

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Approver’s Printed Name                                             Dat

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Title

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Signature

WBS and the Project Schedule

The WBS is a tool that facilitates the decomposition of a project into smaller components (Burghate, 2018). This is used to manage technical performance, cost, and time. The project manager is responsible for creating WBS while liaising with the project team. All activities are illustrated on the WBS in a hierarchical order. The elements of a WBS include service, data, product, or all of these, depending on the nature of the project (Alutbi, 2020). Composing a large project into a WBS is important for better project management. This would include checking on activities completed at a given period and those that are yet to be completed.

1 Finalize Requirements

1.1 Gather requirements from users

1.2 Gather requirements from Customer

2 Purchase Software

2.1 Select vendor

2.2 Negotiate Contract

2.3 Execute the purchase

3 Customize Software

3.1 Define features

3.2 Set up the test environment

3.3 Develop customization

3.4 Test customization

4 Transfer Data to Cloud

4.1 Validate data

4.2 Map fields

4.3 Transfer Data

5 Train Personnel

5.1 Develop training with a vendor

5.2 Schedule training for CSRs

5.3 Conduct Training

6 Go Live

6.1 Release the system into production

Project Scheduling

WBS	Task Name	Duration	Start	Finish	Predecessors
	Getta Byte Software Project	31 days	Sun 8/1/21	Mon 9/13/21
1	Finalize Requirements	3 days	Sun 8/1/21	Tue 8/3/21
1.1	Gather requirements from users	2 days	Sun 8/1/21	Mon 8/2/21
1.2	Gather requirements from the Customer	1 day	Tue 8/3/21	Tue 8/3/21	3
2	Purchase Software	9 days	Tue 8/3/21	Fri 8/13/21	2
2.1	Select vendor	3 days	Tue 8/3/21	Thu 8/5/21
2.2	Negotiate Contract	2 days	Fri 8/6/21	Mon 8/9/21	6
2.3	Execute the purchase	4 days	Tue 8/10/21	Fri 8/13/21	7
3	Customize Software	10 days	Mon 8/9/21	Fri 8/20/21	5
3.1	Define features	2 days	Mon 8/9/21	Tue 8/10/21
3.2	Set up the test environment	2 days	Wed 8/11/21	Thu 8/12/21	10
3.3	Develop customization	4 days	Fri 8/13/21	Wed 8/18/21	11
3.4	Test customization	2 days	Thu 8/19/21	Fri 8/20/21	12
4	Transfer Data to Cloud	4 days	Fri 8/20/21	Wed 8/25/21	9
4.1	Validate data	2 days	Fri 8/20/21	Mon 8/23/21
4.2	Map fields	1 day	Tue 8/24/21	Tue 8/24/21	15
4.3	Transfer Data	1 day	Wed 8/25/21	Wed 8/25/21	16
5	Train Personnel	13 days	Thu 8/26/21	Mon 9/13/21	14
5.1	Develop training with a vendor	3 days	Thu 8/26/21	Mon 8/30/21
5.2	Schedule training for CSRs	3 days	Tue 8/31/21	Thu 9/2/21	19
5.3	Conduct Training	7 days	Fri 9/3/21	Mon 9/13/21	20
6	Go Live	1 day	Mon 9/13/21	Mon 9/13/21	18
6.1	Release the system into production	1 day	Mon 9/13/21	Mon 9/13/21

Resource Allocation and Budget Reports

The resources available to the project are as follows:

Resource Name	Cost	Baseline Cost	Variance	Actual Cost	Remaining
Tom Gutierrez	$17,600.00	$0.00	$17,600.00	$0.00	$17,600.00
Ima Payne	$2,560.00	$0.00	$2,560.00	$0.00	$2,560.00
Hugh Duitt	$6,400.00	$0.00	$6,400.00	$0.00	$6,400.00
Nonia Bizness – Client	$50,000.00	$0.00	$50,000.00	$0.00	$50,000.00
Don Testit	$5,280.00	$0.00	$5,280.00	$0.00	$5,280.00
Kurt Anser	$5,760.00	$0.00	$5,760.00	$0.00	$5,760.00
Travel	$10,000.00	$0.00	$10,000.00	$0.00	$10,000.00
Contractors	$16,000.00	$0.00	$16,000.00	$0.00	$16,000.00
Material & Facilities	$48,000.00	$0.00	$48,000.00	$0.00	$48,000.00

The resources will be assigned as follows:

The costs will be distributed as follows:

Risk register

							Qualitative Risk Analysis
ID	Category	Risk Name	Risk Description	Risk Owner	Reason/Cause	Effect	Probability	Impact/Cost	Impact/Time	Impact/Quality	Risk Score	Risk Response Strategy	Cost
1	Project Management	Poor project scheduling	Design approvals delayed or not submitted on time	Project manager	Lack of proper project scheduling and communication	Delay in project completion	1	3	3	3	0.6	Proper planning and communication of project schedule to the project team
2	Technical	Project design not met	The requirements, features, and functions of the software are not met	Project team	Poor designing and testing for software features	Delay in project completion	1	5	5	5	1	Redesign project scope and include all software requirements.
3	Technical	Estimate errors	Project cost estimates are not accurate or well-approximated	Project manager	Not using proper tools and information during cost estimation	Lack of project funds	3	5	5	5	3	Use cost estimation tools such as software for accuracy and ensure that the right information is used to process the estimates.
4	Project manager	Poor communication	Misunderstanding within the project team	Project manager	Poor communication	Delay in project completion	3	3	3	3	1.8	Have a communication plan showing frequency and what is to be achieved
5	Project manager	Contractor delays	Late service delivery from suppliers	Project manager	Suppliers not availing the required services on time as agreed	Delay in project completion	3	5	5	5	3	Communicate and agree on penalties to be imposed on delayed service
6	External	Licensing	Lack of proper authorization from the concerned authorities	Service Provider	Slow government procedures	Delay in starting the project	5	4	4	1	4	Process the license early enough not to affect the project
7	Project Management	Unplanned additionals	Additional software requirements	Project Manager	Stakeholders’ desire to have increased software functionality	Delay in project completion	2	5	5	3	2	Ensure stakeholders provide and approve all software requirements at the requirements phase.
8	Project Management	Unresolved conflicts	Conflicts within a project team	Project manager	Conflicts  not resolved immediately	Delay in project completion	1	3	3	3	0.6	Conflicts should be resolved immediately
9	Organizational	Inadequate skills	A project team without the required skills to execute the project	Project manager	Inadequately training	Delay in project completion	2	4	4	4	1.6	Train the project team
10	Technical	Software error	Software output does not correspond with input data	Software Designer	incorrect output	Delay in project completion	3	4	4	5	3	Perform software testing

Conclusion

Based on this project management task, planning and managing a project is important to ensure it is successful. This process requires skilled persons, starting with the project manager and moving to the technical staff. The project manager assumes more responsibility in the planning and execution of a project while all other project members are actively involved in making the project a success. To have a successful project, resources such as time, cost, and skilled labor should be budgeted for. There are various tools that are useful in project budgeting. This includes using software for calculations. Tools such as the work breakdown structure are used to decompose a project into smaller, manageable tasks. The MS project can be used to prepare visual representations of a project. For example, the MS project is used to make the WBS, budget allocation, and charts. These risks are associated with managing a project, making it important to prepare a risk register. The risk register lists all possible risks, their occurrence probability, impact, and mitigation. With such a list, a project manager is prepared on what action to take to avoid risk by eliminating their chance of occurring or resolving a risk if it occurs. A well-managed project is bound to succeed where all the requirements are met, completed on time, and within budget.

References

Alutbi, M. (2020). WORK BREAKDOWN STRUCTURE (WBS) (Master’s thesis, University of Thi-Qar College of Engineering Petroleum and Gas Department). Retrieved from https://www.researchgate.net/publication/342163727_WORK_BREAKDOWN_STRUCTURE_WBS

Burghate, N. (2018). Work Breakdown Structure: Simplifying Project Management. International Journal of Commerce and Management Studies (IJCAMS), 3(2), 1-5. Retrieved from https://www.ijcams.com/wp-content/uploads/2018/06/WBS.pdf