Wbs Structure

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Work Break Down Structure (WBS)

In the general planning, the activities that are anticipated to be achieved by the end of project period include;

Preliminary operations

This will entail organizing initial meeting with the main key stakeholders to discuss and determine the program needs. In this phase, the program manager will be expected to outsource recruitment services to acquire the program’s human resource management or department.

Hiring / recruiting of employees

With the Human resource department in place, the staff required to achieve the goals and objectives of the program will be identified through comprehensive and competitive screening processes.

Planning for the Work Ahead

The management will have a meeting with the program manager to understand to the program objectives and goals. It is in this phase of the project that the required infrastructure, particularly the offices premises will be discussed and solved.

Infrastructure

Program’s office and building are acquired in this phase so that the recruited staff can report and commence their work.

Team development

In this phase of the program, the recruited staff are groomed and aligned to the objectives and goals of the program.

Feasibility process

This will involve undertaking feasibility studies on the various offices of the government and related stakeholders such as the public to determine the actual needs of the program, which in this case should revolve around communication.

Project design

Program’s engineers, programmers and architects will design and redesign solutions following the findings from the feasibility studies and come with the best solution to fit to the program’s situation.

Project development

This is the major phase of the project will involve implementing the agreed upon solution from the project design. It is the only phase that will take the longest time estimated at 10 months and will involve related projects activities such as the software development and laying out the communication infrastructure.

Evaluation and monitoring

After every major progress as would be determined fit by the management, evaluation would be undertaken to determine the level of progress and hindrances. However, monitoring of the project activities would be carried through the project’s life time.

Project reporting

This would be done quarterly to allow for monitoring of the project across the program’s management hierarchy.

Project completion

This entails confirming that the project has undergone all the predefined processes and that they have been successfully completed leading the success of the project. It will be accompanied with reporting to the program’s stakeholders.

The detailed WBS is shown in the figure below;

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Project Schedule

It is worth noting that the above activities comprise of the tasks emanating from the program’s phases. As such, the precise definitions of the tasks would be undertaken in the various phases. However, for the purpose of general planning, the activities duration, start dates, end dates and predecessors are determined as indicated in the table below.

Assumption: The project starts by the beginning of 2017

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A graphical overview of this plan for activities is illustrated in a Gantt chart in the figure below. The critical path or the longest line of progressive activities will take 28 months.

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Risk Assessment

Risk Category

Probability

Impact If Occurs

Mitigation Strategy

Approx. Risk Exposure

Risk Priority

SCHEDULE RISK

a. Scope creep ( The UNIVERSITY management may introduce additional functionality requirements)

a. 10%

a. $8000 - $12000

a. Having the Integrated Project Team (IPT) hold regular meetings with the university management to inform and avoid misunderstanding

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a. $800- $1200

a. M

TECHNICAL RISK

Information Security and Privacy Risk

Potential attack of the application by hackers

15%

$

5,000 - $10,000

Deploy strong security mechanisms and invite security experts to undertake penetration tests and fill any holes if any.

$750 - $1500

H

Infrastructure Risk Potential interoperability challenges

. 35%

.$500 -$1000

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