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Project Management Plan For Holographic T-shirt Company (Please see Template below)

Procurement Management Plan

The Procurement Management Plan should be defined enough to clearly identify the necessary steps and responsibilities for procurement from the beginning to the end of a project. The project manager must ensure that the plan facilitates the successful completion of the project and does not become an overwhelming task in itself to manage. The project manager will work with the project team, contracts/purchasing department, and other key players to manage the procurement activities.

For larger projects or projects with more complicated procurement management requirements, you can include the Procurement Management Plan as a separate document apart from the Project Management Plan. We have a detailed Procurement Management Plan available on our website.

The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager is authorized to approve all procurement actions up to

$50,000. Any procurement actions exceeding this amount must be approved by the Project Sponsor.

While this project requires minimal or no procurement, in the event procurement is required, the Project Manager will work with the project team to identify all items or services to be procured for the successful completion of the project. The Project Manager will then ensure these procurements are reviewed by the Program Management Office (PMO) and presented to the contracts and purchasing groups. The contracts and purchasing groups will review the procurement actions, determine whether it is advantageous to make or buy the items or resource required services internally, and begin the vendor selection, purchasing and the contracting process.

In the event a procurement becomes necessary, the Project Manager will be responsible for management of any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and communicate this to the purchasing and contracts groups.

Project Scope Management Plan

It is important that the approach to managing the projects' scope be clearly defined and documented in detail. Failure to clearly establish and communicate project scope can result in delays, unnecessary work, failure to achieve deliverables, cost overruns, or other unintended consequences. This section provides a summary of the Scope Management Plan in which it addresses the following:

• Who has authority and responsibility for scope management
• How the scope is defined (i.e. Scope Statement, WBS, WBS Dictionary, Statement of Work, etc.)
• How the scope is measured and verified (i.e. Quality Checklists, Scope Baseline, Work Performance Measurements, etc.)
• The scope change process (who initiates, who authorizes, etc.)
• Who is responsible for accepting the final project deliverable and approves acceptance of project scope

We have a detailed Scope Management Plan available on our website which can be included as an appendix to the Project Management Plan for larger or more complex projects. Be sure to review it and determine if it's necessary for managing your project.

For this project regarding the launch and successful sustainability of a t-shirt company the authority and responsibility for scope management falls upon first and foremost the sponsor and the project manager. Although these two roles are in charge, the rest of the members are also responsible given they have equal input for changes and direction of the scope. The scope of the project is defined by the scope statement and the statement of work. The scope statement lists the deliverables of the t-shirt company as well as the task necessary to bring those deliverables into play. Although I think this is the main piece in defining the scope I do believe the statement of work plays a role as well. The statement of work should cover tasks, deliverables and timetables to give a fininshed picture of the scope. The scope will be measured and verified using quality checklists. Although a baseline and work performance measure can help, the quality check is the easiest way to make sure changes pass a certain standard in order to be instituted within the scope. Anyone can initiate the scope change process including team members but the sponsor ultimately is responsible for the end all be all decision. The Sponsor and Project Manager are also responsible for accepting the final project deliverable and accepting the project scope. Even though they are the ultimate end to the process this does not mean they have the authority to overrule each team member's opinion finshed. They must take into account each team member when making a valid decision.

Scope management for the SmartVoice Project will be the sole responsibility of the Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager, Sponsor, and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements.

Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Sponsor for acceptance. Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the final project deliverables and project scope.

The Project Sponsor is responsible for formally accepting the project's final deliverable. This acceptance will be based on a review of all project documentation, testing results, beta trial results, and completion of all tasks/work packages and product functionality.

Schedule Management Plan

This section provides a general framework for the approach which will be taken to establish the project schedule. Effective schedule management is necessary for ensuring tasks are finished on time, resources are allocated appropriately, and to help measure project performance. This section should include discussion of the scheduling tool/format, schedule milestones, and schedule development roles and responsibilities.

Be sure to check out the detailed Schedule Management Plan available on our website. The separate Schedule Management Plan is suitable for larger projects or projects where the schedule management is more formalized.

Project schedules for the SmartVoice Project will be established using MS Project 2007 starting with the deliverables identified in the project's Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which must be performed to finish each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to finsh work packages. Resource estimating will be used to assign resources to work packages in order to finish schedule development.

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
• Base lined project schedule
• Approval of final project budget
• Project kick-off
• Approval of roles and responsibilities
• 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 establish 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.

Quality Management Plan

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 finished the work, but finishes the work to an acceptable standard. Without a thorough Quality Management Plan, work may be finished 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 finished 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.

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 establish and maintain Quality Control and Assurance Logs throughout the project.

The remaining members 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 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.

Quality Assurance will be built into the production process by ensuring; meetings will happen on time, systems pass all tests and inspections, QA/QC team will inspect continuously throughout implementation of the project, spot checks will be conducted, baselines established, quality checklists will be used, project team members will be responsible for meeting and maintaining quality standards for their assigned deliverables. The PM is responsible for overall quality standards.

We will ensure that requirements are correct, finish and accurately reflect the needs of the customer. The project team will focus on meeting the written requirements for the project, but we will also be in constant contact with the customer/ sponsor and ensure we meet their expectations for the entire project in terms of quality. Project team will develop clear documentation of the product's and procedures, and the stakeholders will then evaluate for completion. We will also verify that specifications are an accurate representation of the requirements by ensuring the specifications meet the following criteria: cohesive, comprehensive, consistent, correct, feasible, modifiable, unambiguous, and testable.

The following steps will be taken to ensure that the project plan is followed. The PM will ensure the following schedule is adhered to. The Initiation Phase: establish project plan, assign roles and responsibilities: 6/6/22 - 6/12/22. The Design Phase: brainstorm idea, develop the design, approve design/ material, print design, select t-shirt: 6/13/22 - 7/10/22. The Production Phase: align designs on t-shirt, press designs on t-shirt, approve final product: 7/11/22 - 7/31/22. The Shipping Phase: package the t-shirt, ship to customers: 8/1/22 - 8/14/22. Additionally, the communications matrix will be strictly adhered to with the first meeting on 6/6/22.

Audits and reviews will be required and will be held at the end of every week of Friday @ 9am.

Benchmarking will be utilized by generating quality improvements by using analogy methods. Quality audits will also be used as well as in house auditors. The project team will be the first line inspectors for quality of suppliers' goods. The PM will be the secondary inspector for quality of suppliers' goods. The QA/QC team will be the final inspector for goods. Supplier Evaluation Matrix will also be utilized. Lastly, maintaining relationships will be crucial to success.

The following measures will be used to measure and determine if the project is out of scope. The scope of the project is to launch a t-shirt business with all inclusive sizes that are unisex, and have customizable holographic pictures from personal pictures. The scope statement will be a further explanation of what the project entails and what it does not such as; product characteristics and requirements, user acceptance criteria, and deliverables. The WBS will also be utilized to ensure project scope is maintained. The following are not included in the scope of this project/ project exclusions:

• sales tracking system
• new potential investors
• long sleeve t-shirts
• tank top t-shirts
• athletic fit t-shirts
• not cotton blend

If scope does not adhere to the following then the project is not within scope::

• available in different sizes
• cotton blended
• different imaging
• able to customize customer's wants
• profitable

The project will remain within budget by utilizing a cost baseline. The cost baseline will be established, if the amount is over the baseline this will be discussed at the weekly meetings with a plan to mitigate future over expenditures in the future. The budget is for material, data systems, and machines. If management funds have to be utilized, this will indicate the project is not within budget.

The project will remain within schedule by ensuring the project dashboard is utilized during all times. The timelines will be measured against the original schedule baseline. The timeline for the project is 8 weeks.

Adequate testing will be done by utilizing the QA/QC team will be on site daily performing inspections and tests. Conducting spot checks will also be done without prior notice. Tests will be annotated in the assumptions log, and tests will be annotated on daily notebooks. Milestones, testing and reviews will take place at the end of every week for a total of eight weeks to include the following: launch of website, receiving orders, templates, pressing tee shirts, packaging, mailing, delivery.

The project team will report and resolve variances from the original acceptance criteria by the following.Initial issues with variances from baseline will come from floor workers and management staff. Secondary reports will come from QA/QC teams. Variances will be brought to the attention of the PM and customer/ sponsor and the fixes/ improvements will be made and verified at the next meetings. And finally, the team will utilize lessons learned from similar past projects.

Acceptance of the deliverables by the customer will happen at each phase. The sponsor will sign off on formal acceptance of deliverables at each phase, and will close out contracts. The method of full and final acceptance by the sponsor of final deliverables include; sponsor will meet/ sign docs with PM for verification, final deliverables will also include a presentation by the project team and PM, the team will provide a project report with documentation and how to manuals, the project sponsor, steering committee, stakeholders, and employees will be present for these final meetings.

Risk Management Plan

This section provides a general description for the approach taken to identify and manage the risks associated with the project. It should be a short paragraph or two summarizing the approach to risk management on this project.

Since risk management is a science in itself, we have many risk management templates available on our website. Look for the detailed Risk Management Plan, Risk Register along with templates for performing a risk assessment meeting.

The approach for managing risks for the SmartVoice Project includes a methodical process by which the project team identifies, scores, and ranks the various risks. Every effort will be made to proactively identify risks ahead of time in order to implement a mitigation strategy from the project's onset. The most likely and highest impact risks were added to the project schedule to ensure that the assigned risk managers take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Risk managers will provide status updates on their assigned risks in the bi-weekly project team meetings, but only when the meetings include their risk's planned timeframe.

Upon the completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.

Risk Register

The Risk Register for this project is provided in Appendix C, Risk Register.

Staffing Management Plan

Discuss how you plan to staff the project. This section should include discussion on matrix or projectized organizational structure depending on which is being used for this project. This section should also include how resources will be procured and managed as well as the key resources needed for the project.

The SmartVoice Project will consist of a matrix structure with support from various internal organizations. All work will be performed internally. Staffing requirements for the SmartVoice Project include the following:

Project Manager (1 position) - responsible for all management for the SmartVoice Project. The Project Manager is responsible for planning, creating, and/or managing all work activities, variances, tracking, reporting, communication, performance evaluations, staffing, and internal coordination with functional managers.

Senior Programmer (1 position) - responsible for oversight of all coding and programming tasks for the SmartVoice Project as well as ensuring functionality is compliant with quality standards. Responsible for working with the Project Manager to establish work packages, manage risk, manage schedule, identify requirements, and establish reports. The Senior Programmer will be managed by the Project Manager who will provide performance feedback to the functional manager.

Programmer (1 position) - responsible for coding and programming for the SmartVoice Project. All coding and programming tasks will be reviewed by the Senior Programmer prior to implementation. Responsibilities also include assisting with risk identification, determining impacts of change requests, and status reporting. The Programmer will be managed by the Project Manager and feedback will be provided to the functional manager for performance evaluations by the Project Manager and Senior Programmer.

Senior Quality Specialist (1 position) - responsible for assisting the Project Manager in creating quality control and assurance standards. The Senior Quality Specialist is also responsible for maintaining quality control and assurance logs throughout the project. The Senior Quality Specialist will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations.

Quality Specialist (1 position) - responsible for assisting the Project Manager and Senior Quality Specialist in creating and tracking quality control and assurance standards. The Quality Specialist will have primary responsibility for compiling quality reporting and metrics for the Project Manager to communicate. The Quality Specialist will be managed by the Project Manager who will provide feedback, along with the Senior Quality Specialist to the functional manager for performance evaluations.

Technical Writer (1 position) - responsible for compiling all project documentation and reporting into organizational formats. Responsible for assisting the Project Manager in Configuration Management and revision control for all project documentation. Responsible for scribing duties during all project meetings and maintaining all project communication distribution lists. The Technical Writer will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations.

Testing Specialist (1 position) - responsible for helping establish testing specifications for the SmartVoice Project with the assistance of the Project Manager and Programmers. Responsible for ensuring all testing is finished and documented in accordance with TSI standards. Responsible for ensuring all testing resources are coordinated. The Testing Specialist will be managed by the Project Manager who will also provide feedback to the functional manager for performance evaluations.

The Project Manager will negotiate with all necessary TSI functional managers in order to identify and assign resources for the SmartVoice Project. All resources must be approved by the appropriate functional manager before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace.

Resource Calendar

Include a Resource Calendar as part of your project plan. The resource calendar identifies key resources needed for the project and the times/durations they'll be needed. Some resources may be needed for the entire length of the project while others may only be required for a portion of the project. This information must be agreed to by the Project Sponsor and Functional Managers prior to beginning the project.

The SmartVoice Project will require all project team members for the entire duration of the project although levels of effort will vary as the project progresses. The Project is scheduled to last one year with standard 40 hour work weeks. If a project team member is not required for a full 40 hour work week at any point during the project, their efforts outside of the SmartVoice Project will be at the discretion of their Functional Manager.