Communication Management Plan: Once you have identified all the stakeholders—which include the team, sponsor, functional managers, and customer—you must determine the best way to communicate with them. Communication goes both ways, so plan how they communicate back to the project. A communication plan must include what needs to be communicated, why, between whom, in what format, how often, and who is responsible for doing it.
Here is what we have so far for the team.
McBride Project Management Plan
“McBride Financial Services is a start-up regional mortgage lender
headquartered in Boise, Idaho. The firm will specialize in conventional, FHA,
and VA loans for home purchasing and refinancing” (University of Phoenix,
2013). Based on the transcript of the
conversation between Hugh McBride (HM), of McBride Financial Services and Abram
LaBelle (AL) of Smith Systems Consulting discussing the computer network needed
for McBride’s planned offices, the company intends to expand its operations
into eight locations. The first
locations will be located in Boise, Idaho, and Sioux Falls, South Dakota, with
the Boise location identified as the McBride Financial Services home
office. There will also be two
additional facilities in North Dakota, two more in Wyoming, one in Montana and
an additional facility in Rapid City, South Dakota.
Methodology and Business Case
Often, construction and multiple geographic locations introduce a
dynamic and risky element to the process.
McBride Financial Services will sequence the installations in a phased
approach to make the most efficient use of manpower and resources and reduce
program risk. As the (Lee, et. al, 2006)
article illustrates, “construction projects are inherently complex and dynamic,
involving multiple feedback processes and nonlinear relationships” (p. 84). To address this issue, the first two
installations will occur simultaneously with the main headquarters at the
Boise, Idaho, as one location and the other at the Sioux Falls, South Dakota,
locale. There will be a programmed pause
after the initial two installations to provide an opportunity to conduct
lessons learned, refine the process, and train the installation teams. Subsequent installations will occur in pairs
over a six month period to allow time for final site preparations at each of
the proposed locations. The desired goal
is a fully functional information system at each of the eight McBride Financial
Services locations within one year.
financial service has a goal of being the premier one stop mortgage company in
five states. This goal has led to the
decision to expand and grow to eight more businesses opening up. What this report will do is give a brief
history of the company and their mission, and provide a look at who the primary
stakeholders will be and the plan for each office.
as a company is known for the ability to provide homeowners with the ability to
stay with one company through the entire process of buying or selling a
home. Staying on the cutting edge of
technology for the industry has proven well for McBride. This has helped them
to complete their mission of providing fast and effective way to process
to “Project Stakeholder Management” (n.d.), A project’s stakeholders
are defined as “any person or organization that is actively involved in a
project, or whose interests may be positively or negatively affected by
execution or completion of the project” (Definition of Project Stakeholders). The
primary stakeholder in this business plan is Hugh McBride the owner of this
company. The secondary stakeholder will
be the brokers at each office. The project management team will ensure each
stakeholder has an equal voice in the execution of the project. As Karlson (2002), illustrates in his article
Project Stakeholder Management, each
stakeholder will have his or her own interest in the project that may cause
different priorities and conflicts. To mitigate those conflicts and balance the
various stakeholder priorities, the program manager will ensure active
stakeholder participation in the program process. Each site broker will have a large role in
the company because of them being the primary expense and the primary income,
so hiring well-qualified people will be a main goal for McBride to accomplish.
goal for McBride is to open up eight offices for financial services in in
Idaho, North Dakota, South Dakota, Montana, and Wyoming. The Idaho office will be the main office with
the others reporting to Idaho. Staffing
goals are that the main office will staff the administrative assistants that
will handle the necessary paper work.
All other offices will have two to three brokers that will handle all
the services in that region.
The overall goal of the project is to have eight offices McBride Financial
Services all computer-networked for provision of conventional, FHA, and VA
loans for home purchasing and refinancing services. The main stakeholders of
the project are McBride Financial Services and Smith Systems Consulting Company
together with the employees. It is expected that the sequence outlined for
installation purposes and the time assigned will be adequate for the project.
The project should be complete within a year. It is also assumed that the staff
will be able and willing to adjust to the new information system after the
first training. As Steinberg (1989) illustrates, “a charter is a written
description of the means by which stated responsibilities will be carried out”
(Steinberg, 1989, p. 12). For McBride
Financial Services, the project responsibilities are divided such that McBride
Financial Services provides the funds for execution while Smith Systems
Consulting will provide the labor and the technical knowhow as well as train
McBride’s staff on the information system. The overall project is expected to
cost approximately $1 million. While the schedules and timelines have been set,
there is a risk of delays due to the importation of some of the equipment that
may require more shipping time and risk of default by different suppliers. A
monitoring program for the project is in place and there are milestones set
that aim at evaluating the progress at each stage.
Network Operations of McBride Financial Services to Eight Locations
To expand a fully
functional information system at eight different locations in five states.
Product Scope Definition
McBride, CEO of McBride Financial Services, and his team of brokers have
provided conventional, FHA, and VA loans to customers in Boise, Idaho. The firm provides the necessary tools and
documents to the customer looking to purchase a new home, refinance a
mortgage loan, or sell a home. To
expand the firm in five states, the technological operations must have the
ability to process mortgage applications and execute them back to the main
headquarters in actual time.
The project is
expected for completion within 1 year.
McBride Financial Services will execute payment to Smith Systems Consulting
for labor and technical configuration and installation. This will also include training employees
at each location and meeting the expectations of communication to the
Excluded from the
project is an additional backup system to store the data at each location or
a central location.
Project manager will
provide documentation of weekly status reports during the implementation,
configuration, and testing phases of the network operations for each facility.
Delay of computer equipment
Minimal Software Licenses
Slowness between network
The member of the
project are the project manager, the project team, Hugh McBride (CEO), and
site brokers from each of the eight locations
Operation Task Completion Dates:
Design – 09/10/13
of Network Cables – 10/8/13
Procurement – 10/9/13
Setup (Computers, Printers, Wi-Fi) – 11/6/13
(Documentation, Training) – 12/4/13
documentation to finalize each initial phase for each location from the
project manager, Hugh McBride, and the designated site broker at each
Work Breakdown Structure
The Work Breakdown
Structure (WBS) is a hierarchical structure of the work that needs to be done
to make the project a reality.
Marchewka, J. T. (2009, p.154), states, “The WBS also provides a bridge
or link between the project’s scope and the detailed project plan that will be
entered into a project management software package”. The consultants for the project will be using
Microsoft Project to create the WBS.
They will be producing charts and reports as part of the deliverables
for submission at the status meetings with Hugh McBride at regularly intervals
once the project begins. The WBS is an
iterative process that will be revised several times before the sponsor signs
off on it.
The WBS is a logical
decomposition of the project plan. The
highest level with the Unique WBS code one beside it is the Computer Network
which is the end result of the project.
Level two is broken down into five phases; the Business Case, Project
Charter and Plan, Execute and Control, Close Project, and Evaluate
Project. Each phase is further
sub-divided into specific activities and important deliverables. The Execute and Control phase is the most
in-depth of the phases and shows the sub-phases of analysis, design,
construction, testing, and implementation.
Each sub-phase is broken down into more detail activities. The lowest levels represent work packages
which comprise all the work necessary for completion of that
sub-deliverable. The WBS is therefore,
the groundwork for determining the cost and schedule of the project.
Schedule Management Plan
Communication Management Plan
Quality Management Plan
Risk Management Plan
Cost Management Plan
University of Phoenix. (2013). Virtual
Organizations [Multimedia]. Retrieved from University of Phoenix, CMGT411
Project Planning Management website.
Lee S.H., Pena-Mora F., Park M.
(2006). Dynamic planning and control methodology for strategic and operational
construction project management (2006) Automation
in Construction, 15 (1), pp. 84-97.
Project Stakeholder Management. (n.d.). Retrieved
Karlsen, J. T. (2002). Project stakeholder
management. Engineering Management Journal, 14(4), 19-24. Retrieved from
Marchewka, J. T. (2009). Information technology project management:
Providing measurable organizational
value (3rd ed.). Hoboken, NJ: Wiley.
Steinberg, T. (1989). Developing a
computer security charter. SIGSAC Rev. 6, 4 (January 1989), 12-19. DOI=10.1145/382093.382679