CGMS433 Phoenix Week 2 Arch Coal Project Management Plan Paper Continue developing the comprehensive project proposal outline with the template provided in

CGMS433 Phoenix Week 2 Arch Coal Project Management Plan Paper Continue developing the comprehensive project proposal outline with the template provided in Week 1 and keep all other sections not updated and previously updated intact.

Develop the project budget for your proposal, and include a copy of it in your project plan.

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Update the Budget portion of your Template with the following including an opening paragraph (NOTE: you are updating the budget table I Provided you in the template):

Identify available resources (consider subcontractors).
Create a labor budget.
Create a capital budget.
Align the schedule and scope to the labor and capital budget.

Develop the risk management plan for your project proposal

Develop a Risk Register which includes the currently identified risks for your project, what the priority of the risk is and if it is an internal or external risk.

Define an appropriate contingency plan and budget for the risks identified. Updated in Budget Table provided in template. PROJECT MANAGEMENT PLAN
ARCH COAL SOLAR PANEL PROJECT
ARCH COAL
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TABLE OF CONTENTS
INTRODUCTION ……………………………………………………………………………………………………………….. 2
PROJECT MANAGEMENT APPROACH AND PHASES ………………………………………………………………… 2
PROJECT SCOPE AND REQUIREMENTS …………………………………………………………………………………. 4
SCHEDULE AND WORK BREAKDOWN STRUCTURE ………………………………………………………………… 4
CHANGE MANAGEMENT PLAN …………………………………………………………………………………………… 6
COMMUNICATIONS MANAGEMENT PLAN …………………………………………………………………………….. 7
WORK MANAGEMENT PLAN …………………………………………………………………………………………….. 10
PROJECT MONITORING STRATEGIES …………………………………………………………………………………. 10
QUALITY MANAGEMENT PLAN ………………………………………………………………………………………… 10
RISK MANAGEMENT PLAN ………………………………………………………………………………………………. 11
STAFFING MANAGEMENT PLAN ……………………………………………………………………………………….. 12
BUDGET ……………………………………………………………………………………………………………………….. 13
SPONSOR ACCEPTANCE …………………………………………………………………………………………………… 14
REFERENCES …………………………………………………………………………………………………………………. 15
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INTRODUCTION
This project seeks to develop a plan that Arch Coal will use in the attempt to shift from
the coal to solar power generation. Arch Coal stands out as a firm that deals with the generation
of electricity using non-renewable sources of energy. The primary factors that interests and led to
the creation of this project come from the fact that the firm, in this case, sought to shift from
generating electricity using the non-renewable sources such as coal to solar (Archcoal.com,
2019). The company has been in production for a long time but encountered increasing losses in
the recent past (Rucinski, 2016). The firm, therefore, seeks to create a turning point that will
enhance its abilities to conform to the currently witnessed trends in regards to green energy and
profits. As mentioned above, the company generates presently energy using non-renewable
sources. In the recent past, the company reported increasing losses. As a method of fostering
better performance, the company selected and opted to focus on green sources as the primary
means of generating electricity. Therefore, the primary objectives of the company revolve around
the desire to shift from coal to solar power. Further, the second objective for the company
revolves around the desire to remain compliant to the prevailing requirements in relation to green
energy. Finally, the company intends to generate more revenue due to the adoption of green
energy generation processes.
PROJECT MANAGEMENT APPROACH AND PHASES
This project will be managed using a matrix approach. This approach will play a critical
part in allowing the various members to observe their respective organizational requirements
while at the same time delivering their services to the project. In addition to that, this approach
will allow the team members to continue reporting various milestones and data to their
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underlying companies. The project manager, in this case, will act as the ultimate head of the
entire process and activities. The project manager will coordinate activities and processes such as
communication for the piece of work to ensure efficiency. From another perspective, the project
manager will engage directly with the sponsors among other stakeholders with the aim of
gathering the required approvals as well as resources. Such an approach will create a matrix and
hierarchical management scheme that will, in the end, make it easy for the completion of the
entire work with minimal conflicts. (Kerzner & Kerzner, 2017)
Some of the most common and appropriate teams that this project will involve may
include the quality assurance, planning, finance and but not limited to legal and compliance
aspects. These parties will play a critical role in defining the ultimate project direction while at
the same time performing the underlying tasks to achieve a common goal. Some of the most
appropriate phases that the completion of the project will include conception and initiation,
planning, execution, monitoring, and closure. Through these stages, the project manager and the
other relevant stakeholders will find it easy to perform different tasks according to the needs of
the underlying piece of work. For instance, through the initiation phase, the project manager will
be in a position to obtain a project charter which will set the work in motion. The planning phase
will allow the project manager to create a high-level schedule and breakdown of the underlying
activities that will foster the completion of the work. The execution phase will involve the actual
construction and creation of the final solution. The monitoring phase will allow the project
manager to progressively perceive the progress that the various parties make while at the same
time guaranteeing that the solution meets the needs of the set regulations and standards. The
closure phase will play a critical role in that it will allow the project manager to assess the
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completion of the work critically. At this stage, the project manager will examine the success
factors and goals of the project before the deployment and implementation processes.
PROJECT SCOPE AND REQUIREMENTS
The scope of the mentioned project revolves around planning, design, and creation of a
plant that will allow the Arch Coal Company to transit from the traditional to the solar or
renewable electricity generation processes. The proposed solution will revolve around the
creation and implementation of the relevant support structures that will allow Arch Coal to
successfully undertake the underlying tasks in relation to solar panel production. This project,
therefore, will involve the creation of a plan that will allow the company in the context to build a
plant that will foster the manufacturing of solar panels. In addition to that, this project defines the
various documentation that the company will need to perform diverse tasks as mentioned above.
These documentations may include the project charter, statement of work and work breakdown
structure among others. However, the project will not provide guidelines for the management
processes after the creation of the plant. The project will not discuss the requirements for the
company to guarantee performance in the future based on market analysis. Therefore, this project
focuses primarily on the structural and technical part of the process.
SCHEDULE AND WORK BREAKDOWN STRUCTURE
The primary requirements for the project revolve helping the company to create a plant
for manufacturing solar panels. The activities as the schedule and work breakdown structure will
show revolves around the creation of the various solutions that will allow the company to
manufacture solar panels. The schedule and work breakdown structure, in this case, show the
primary activities, their sequence, the associated resources, duration and an estimated total
budget for the completion of the project.
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Project work breakdown structure
Project schedule
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CHANGE MANAGEMENT PLAN
Week 4 update. This section should describe your change control process. Ideally, this process
will be some organizational standard which is repeatable and done on most or all projects when a
change is necessary. Changes to any project must be carefully considered, and the impact of the
change must be clear in order to make any approval decisions. Many organizations have change
control boards (CCBs) which review proposed changes and either approve or deny them. Hence,
this is an effective way to provide oversight and ensure adequate feedback and review of the
change is obtained. This section should also identify who has approval authority for changes to
the project, who submits the changes, how they are tracked and monitored.
For complex or large projects the Change Management Plan may be included as an appendix to
the Project Management Plan or as a separate, stand-alone document. We have a detailed
Change Management Plan template available on our website.
The following steps comprise TSI’s organization change control process for all projects and will
be utilized on the SmartVoice project:
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Step #1: Identify the need for a change (Any Stakeholder)
The requestor will submit a completed TSI change request form to the project manager
Step #2: Log change in the change request register (Project Manager)
The project manager will maintain a log of all change requests for the duration of the
project
Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor)
The project manager will conduct an evaluation of the impact of the change to cost, risk,
schedule, and scope
Step #4: Submit a change request to Change Control Board (CCB) (Project Manager)
The project manager will submit the change request and analysis to the CCB for review
Step #5: Change Control Board decision (CCB)
The CCB will discuss the proposed change and decide whether or not it will be approved
based on all submitted information
Step #6: Implement change (Project Manager)
If the CCB supports a change, the project manager will update and re-baseline
project
documentation as necessary as well as ensure any changes are communicated to
the
team and stakeholders
Any team member or stakeholder may submit a change request for the SmartVoice Project. The
SmartVoice Project Sponsor will chair the CCB, and any changes to project scope, cost, or
schedule must meet his approval. All change requests will be logged in the change control
register by the Project Manager and tracked through to completion whether approved or not.
COMMUNICATIONS MANAGEMENT PLAN
Week 4 update. The purpose of the Communications Management Plan is to define the
communication requirements for the project and how information will be distributed to ensure
project success. You should give considerable thought to how you want to manage
communications on every project. By having a solid communications management approach,
you’ll find that many project management problems can be avoided. In this section, you should
provide an overview of your communications management approach. Generally, the
Communications Management Plan defines the following:
• Communication requirements based on roles
• What information will be communicated
• How the data will be communicated
• When will information be distributed
• Who does the communication
• Who receives the communication
• Communications conduct
For more extensive and more complex projects, the Communications Management Plan may be
included as an appendix or separate document apart from the Project Management Plan. We
have a detailed Communications Management Plan template available on our website.
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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 added 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.
Communicatio
n Type
Weekly Status
Report
Weekly Project
Team Meeting
Project
Monthly
Review (PMR)
Project Gate
Reviews
Technical
Design Review
Description
Email
summary of
project
status
Meeting to
review
action
register and
status
Present
metrics and
status to
team and
sponsor
Present
closeout of
project
phases and
kickoff next
phase
Review of
any
technical
designs or
work
associated
with the
project
Frequenc
y
Format
Weekly
Email
Weekly
In
Person
Participants/
Distribution
Project
Sponsor,
Team and
Stakeholders
Deliverable Owner
Status
Report
Project
Manager
Project Team
Updated
Action
Register
Project
Manager
In
Person
Project
Sponsor,
Team, and
Stakeholders
Status and
Metric
Presentatio
n
Project
Manager
As
Needed
In
Person
Project
Sponsor,
Team and
Stakeholders
Phase
completion
report and
phase
kickoff
Project
Manager
As
Needed
In
Person
Project Team
Technical
Design
Package
Project
Manager
Monthly
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Project team directory for all communications is: This table can be used but must be
updated with your information for your project.
Name
John Davis
Joe Green
Herb Walker
Jason Black
Mary White
Ron Smith
Tom Sunday
Karen Brown
Title
E mail
Project Sponsor
j.davis@tsi.com
Project Manager j.green@tsi.com
Senior
h.walker@tsi.com
Programmer
Programmer
j.black@tsi.com
Sr. Quality
m.white@tsi.com
Specialist
Quality
r.smith@tsi.com
Specialist
Technical Writer t.sunday@tsi.com
Testing
k.brown@tsi.com
Specialist
Office Phone
Cell Phone
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
Communications Conduct:
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 at each meeting on time and all cell phones
and blackberries 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.
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
problem. The Project Manager should be included on any email pertaining to the SmartVoice
Project.
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 an informal discussion between team
members must be communicated to the Project Manager so the appropriate action may be taken.
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WORK MANAGEMENT PLAN
Week 4 update. The Work Management plan describes how to work, deliverables, documents,
and contingency will be managed on your project. Separate sub-sections needed here for
Deliverables Management (including how you will identify competed for deliverables and who
will sign-off, Document Management (including where documents will be stored and who will
have access to them), and Contingency.
PROJECT MONITORING STRATEGIES
Week 4 update. This section provides a general framework for the approach which will be taken
to monitor the project. An overall summary of monitoring the project should be provided along
with a separate sub-section for each of the following and description of how they will be
monitored during your project: Schedule, Budget, Critical Path, Resource levels, Change
requests, and Scope Creep.
Schedule
Budget
Critical path
Resource levels
Change requests
Scope creep
QUALITY MANAGEMENT PLAN
Week 4 update. This section discusses how quality management will be used to ensure that the
deliverables for the project meet a formally established standard of acceptance. All project
deliverables should be defined in order to provide a foundation and understanding of the tasks at
hand and what work must be planned. Quality management is the process by which the
organization not only completes the work but completes the work to an acceptable standard.
Without a thorough Quality Management Plan, work may be completed in a substandard or
unacceptable manner. This section should include quality roles and responsibilities, quality
control, quality assurance, and quality monitoring.
For larger or more complex projects, the Quality Management Plan may be included as an
appendix or separate document. A detailed Quality Management Plan is available for use on our
website.
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:
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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.
The Project Manager is responsible for quality management throughout 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.
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. Quality
Specialists will create and maintain Quality Control and Assurance Logs throughout the project…
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