Project Management Plan for

FedEx Express Dangerous Goods

Prepared by Michael Broussard 4/20/23.

TEPM 6391 Spring 2023 1

 Table of Contents
1. Overview
1.1. Project Purpose, Objectives, and Success Criteria

1.2. Project Deliverables

1.3. Assumptions, Dependencies, and Constraints

1.4. References
1.5. Definitions and Acronyms
1.6. Evolution of the Plan

2. Project Organization
2.1. External Interfaces
2.2. Internal Structure
2.3. Roles and Responsibilities

3. Managerial Process Plans

3.1. Start-Up Plans

3.1.1 Estimation Plan
3.1.2 Staffing Plan

3.1.3 Staff Training Plan

3.1.4 Resource Acquisition Plan
3.1.5 Project Commitments
3.2. Work Plan
3.3. Control Plan
3.3.1 Data Control Plan
3.3.2 Requirements Control Plan
3.3.3 Schedule Control Plan
3.3.4 Budget Control Plan
3.3.5 Communication, Tracking, and Reporting Plan

3.3.6 Metrics Collection Plan

3.4. Risk Management Plan
3.5. Issue Resolution Plan
3.6. Project Close-Out Plan

4. Technical Process Plans

4.1. Process Model
4.2. Methods, Tools, and Techniques

4.3. Configuration Management Plan

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4.4. Quality Assurance Plan
4.5. Documentation Plan
4.6. Process Improvement Plan

5. Revision History

1. Overview

While FedEx Express safely and reliably ship millions of dangerous goods every year, as years
past more shipments were not properly documented or labeled correctly. Currently, FedEx
Express facilities follow specific protocols for dangerous goods that are highly dependent on the
staff available or DG trained employees available. With the increase of DG errors, the global
dangerous goods department saw the importance of minimizing these errors and identifying areas
of the operation that could use improvement and minimize the errors. The project aims to
improve the documentation and labeling of DG shipments and reduce errors by implementing a
standardized system across all FedEx Express facilities. Major deliverables will include an
assessment report and implementation documents to be used at the new baseline procedure
across FedEx express.

1.1. Project Purpose, Objectives, and Success Criteria

The purpose of this project is to improve the documentation and labeling of Dangerous Goods
(DG) shipments and reduce errors in DG shipment processing across all FedEx Express facilities.
The project aims to replace the current system of accepting DG materials with a standardized
system with checks and balances that will be used uniformly across all FedEx Express buildings.
The project's scope includes identifying areas of the operation that require improvement,
minimizing inconsistencies and errors, and ensuring compliance with legal and regulatory
requirements.

The business needs that this project aims to satisfy include improving the safety of DG shipment
processing, reducing the risk of accidents and injuries, and enhancing customer satisfaction by
providing reliable and consistent DG shipment processing. The satisfaction of these needs will be
determined through quantitative and measurable business objectives, including a reduction in the
number of errors in DG shipment processing and an increase in the percentage of DG shipments
that are properly documented and labeled.

The success of the project will be judged based on the criteria defined by key stakeholders,
including the global dangerous goods department at FedEx Express, project managers, and
regulatory agencies. Key performance indicators such as the number of DG shipment errors, the
percentage of DG shipments that are properly documented and labeled, and customer feedback
will be used to evaluate project success.

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This project is integrated with other projects aimed at improving the safety and reliability of
FedEx Express operations, such as initiatives to enhance employee training and streamline
processes. The project team will work closely with other teams to ensure that project deliverables
are integrated into existing systems and processes.

Specific issues to address include the identification and examination of individuals responsible
for managing DG shipments, the development of a standardized system for accepting DG
materials, the implementation of best practices for minimizing inconsistencies and errors, and the
creation of a safer environment for handling DG shipments. The project will require the
allocation of appropriate resources, including personnel and budget, to achieve project objectives
within the planned timeline.

1.2. Project Deliverables

The project management deliverables are to be prepared by the Project Manager and to be
handed over to the Operations Manager, Project chair, and the Project Advisor. The summary-
level project management deliverables are listed below in the order they are produced:
 Project Charter
 Scope Statement
 WBS & Initial Schedule
 Statement of Deliverables
 Project Management Plan
 Technical Report
 Formal presentation
 Project Summary Report

The project deliverables are to be prepared by the Project Manager and to be handed over to the
Project Chair/ Sponsor and DG committee. The project deliverables are listed below in the order
they are produced:

Assessment Report
 Provides a detailed report analysis of the current DG Protocols and guidelines
followed in the department.
 Provides a detailed assessment on best and effective DG Protocols and guidelines
that should be formulated for the department.

ODG Implementation Document

 Provides detailed implementation procedure adopted for migrating to the new
process.
 Provides acceptance for enhanced packing and labeling specification criteria for
ODG implementation.

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1.3. Assumptions, Dependencies, and Constraints

Project Assumptions:

AS-1 The standardized system for accepting DG materials will be adopted and
effectively used by all FedEx Express facilities. This assumption is based on the belief
that the new system will be successfully implemented and adopted by all facilities,
leading to a consistent and streamlined approach to handling DG shipments.

AS-2 The number of errors and inconsistencies in DG shipments will be significantly

reduced.
AS-3 The new system will be compliant with all relevant regulations and guidelines.
This assumption is based on the belief that the new system will be designed and
implemented in accordance with all relevant regulations and guidelines.
AS-4 The project will be viewed as a success by key stakeholders, including
management, employees, customers, and regulatory agencies and will create continued
department support for the project.
AS-5 Customer satisfaction with the handling of DG shipments will improve. This
assumption is based on the belief that the new system will improve the efficiency,
accuracy, and safety of handling DG shipments, leading to increased customer
satisfaction with the overall process.
Project Dependencies:

DE-1 Identification of individuals responsible for managing DG shipments

DE-2 Examination of current processing procedure:
DE-3 Approval of new procedures
DE-4 Training of personnel
DE-5 Management funding is available throughout the project.
DE-6 Necessary resources are available throughout the project.
DE-7 Required guidance and support is available throughout all project activities.

Project Constraints:

CO-1 The implementation must be built in accordance regulatory requirements which is

critical for the successful delivery of the project. Compliance with regulatory requirements
is critical for the successful delivery of this project. The project must comply with local,
state, and federal regulations.
CO-2 The project may be subject to budget constraints that limit the resources available for
implementation. The project team must work within the budget constraints while still
meeting the objectives of the project.
CO-3 The project may be constrained by the availability of resources, including personnel,
technology, and infrastructure. The project team must ensure that the resources required for

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 implementation are available when needed and that any resource constraints are identified
and addressed early in the project.

1.4. References

Hazardous shipments moving by Federal Express - shopmyexchange.com. (n.d.). Retrieved

February 25, 2023, from https://www.aafes.com/Images/doingbusiness/fedexhazard.pdf
Dangerous goods resources FedEx. (n.d.). Retrieved February 25, 2023, from
https://www.fedex.com/en-us/service-guide/dangerous-goods/resources.html
FedEx broke rules on Hazardous Air Cargo, says FAA. (2017, December 1). Post & Parcel.
Retrieved February 10, 2023, from https://postandparcel.info/49835/news/fedex-broke-rules-on-
hazardous-air-cargo-says-faa/
Asana. (n.d.). Work Breakdown Structure: Definition, Examples, and Templates. Retrieved
March 21, 2023, from https://asana.com/resources/work-breakdown-structure
Lucidchart. (2021, November 16). How to Create a Work Breakdown Structure (WBS) and Why
You Should. Retrieved March 23, 2023, from https://www.lucidchart.com/blog/how-to-create-a-
work-breakdown-structure-and-why-you-should
Project Management Institute, Inc. (2017). A guide to the Project Management Body of
Knowledge (Pmbok Guide -- 6th ed.).
Broussard, M. (2023). Work breakdown Structure [Unpublished]. University of Houston.

1.5. Definitions and Acronyms

AWB (Airway Bill) Specifies the terms under which the air
carrier is agreeing to transport the goods and contains
limitations of liability, contract between shipper and
carrier.
DG Dangerous Goods
Dangerous goods are substances which can be hazardous to
the environment.
SmartDG Program that electronically manages how such dangerous
goods are accounted for at a facility. It replaces a paper
checklist with a digital one.
CSA Customer service agent
WB Workbench

PM Project Manager
PMP Project Management Plan
Ops Manager Operations Manager
IT Information technology

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1.6. Evolution of the Plan

This project plan will be updated at any time there is a major change in any of the following
areas:
o Schedule
o Scope
o Cost or budget changes
o Project Milestones
o Newly identified project constraints/ dependencies/ assumptions
o Risk
o Staffing changes

Unscheduled updates will be conducted as needed in response to changes in project constraints,

requirements, or resources. These updates may be initiated by the project manager, Ops
managers and will be conducted as soon as practicable to ensure that the project management
plan remains up-to-date and relevant.

Any changes to the project management plan will be communicated to all relevant stakeholders
in a timely and clear manner, including updates to the project schedule, budget, scope, risks, and
deliverables.

2. Project Organization

2.1. External Interfaces

External stakeholders for this project include:

1. Customers who rely on FedEx Express to ship their dangerous goods safely and reliably.
2. Regulatory agencies that oversee the transport of dangerous goods and require
compliance with specific rules and regulations.
3. Suppliers and vendors who provide materials and services related to the shipment and
handling of dangerous goods.
4. Industry associations or advocacy groups that represent the interests of stakeholders
involved in the transportation and handling of dangerous goods.

It's important to identify and engage with these external stakeholders throughout the project to
ensure that their needs and concerns are considered and addressed, and to establish effective
communication channels to keep them informed about the project's progress and outcomes.
Communication will occur in a non-formal nature using text and email regarding questions
about DG protocol and concerns.

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2.2. Internal Structure

DG Committee Operations
IT Department
Manager
Project Manager
DG Specialists
Project Chair

2.3. Roles and Responsibilities

 Project Manager: Responsible for overall management and coordination of the

project, including budget, schedule, scope, and quality. Interfaces with all units
and external stakeholders.
 Dangerous Goods Committee: Responsible for overseeing and managing the
shipment and handling of dangerous goods across all FedEx Express facilities.
Provides subject matter expertise on dangerous goods regulations, policies, and
procedures.
 Dangerous Goods Specialists (Team Members): Responsible for ensuring the
safe transportation of dangerous goods. They are responsible for reviewing and
approving the shipping papers, labels, and packaging of hazardous materials to
ensure compliance with regulations.
 IT Department: Responsible for the system for accepting and processing
dangerous goods shipments. Provides technical expertise and support for the
project to the operations manager.
 Operations Management: Responsible for the day-to-day operations of FedEx
Express facilities, including the handling of dangerous goods. Interfaces with the
Dangerous Goods Committee and IT Department. Operations managers will also
be responsible for providing training and education to employees on the proper
handling and documentation of dangerous goods shipments.
 Project Chair - Defines project deliverables, defines project scope, schedule,
cost, and quality. Also monitors and reviews the progress of the project
throughout the project’s life cycle.

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Representatives from each of these units would be involved in regular project meetings and
communications to ensure that everyone is aligned and working towards the same goals. The
Project Manager would have overall authority and responsibility for the project, with input and
support from the various units as needed.

3. Managerial Process Plans

A project kickoff meeting was held within four weeks of the project's initiation. The purpose of
this meeting was to bring all internal project stakeholders together to review the project scope,
goals, and objectives and risks. The project manager will lead the meeting and will provide an
overview of the project plan, project schedule, budget, and resources required. During the
project's life cycle, the project chair and the project manager will conduct status meetings. The
project manager will be responsible for preparing project management deliverables, which must
be approved by the project chair. Similarly, the project manager will be responsible for preparing
project deliverables, which must be accepted and approved by the project chair.

3.1.1 Estimation Plan

Task Name Duration [Hour] Cost Estimated

[$/hour] cost
INITIATION 55 57 $1320
Prepare Project proposal 10 12 $120
Obtain Project Approval 10 15 $150
Develop Project charter 35 30 $1050
PLANNING 125 140 $2540
Requirement Gathering 21 25 $525
Write Scope Statement 15 25 $375
Construct WBS 15 20 $300
Develop Initial schedule 16 20 $320
Create Project Management Plan 30 20 $600

Create Risk Management Plan 14 15 $210

Selection of software resources 14 15 $210
EXECUTION 340 175 $59,500
Customization of database 340 175 $59,500
MONITOR AND CONTROL 90 175 $5500
Conduct alpha testing 40 75 $3000
Change Requests 20 50 $1000

Generate performance reviews 30 50 $1500

Closing 115 130 $8,000
Document Lessons learned 65 100 $6500
Miscellaneous costs 50 30 $1500

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 TOTAL 725 $76,860.00

3.1.2 Staffing Plan

1. Project Manager (Full-Time) - responsible for overseeing the project, managing

resources, and ensuring successful completion.
2. Dangerous Goods Specialist (Full-Time) - responsible for managing the dangerous goods
shipments, identifying areas of improvement, and implementing best practices.
3. Operations Manager (Full-Time) - responsible for ensuring compliance with regulations
and standards related to dangerous goods shipments based on meetings with the
Dangerous goods committee. Responsible for the day-to-day operations including the
handling of dangerous goods.
4. IT Specialist (Part-Time) - responsible for system for accepting dangerous goods
materials. The system isn’t a complete overhaul just refining the SmartDG process.

The sources of staff for this project will be internal from our department and from other
departments within our organization.
Available internal candidates, skill sets, and dates of availability:
 Project Manager: 5 years of project management experience
 Dangerous Goods Specialist: 3 years of experience in managing dangerous goods
shipments.
 Operations Manager: 4 years of experience in management
 IT Specialist: 4 years of experience in IT systems implementation

3.1.3 Staff Training Plan

The skill set required for this project includes knowledge of FedEx’s SmartDG program. All DG
specialists should have great familiarity of dangerous good main procedures.

3.1.4 Resource Acquisition Plan

During the project life cycle, both hardware and software resources will be required, which will
be obtained during the initiation and planning phase of the project.

a) Hardware Resources

 3 Desktop computers

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  Wi-Fi routers and cable
 Storage devices (Flash drive)
 3 Phone lines connected.

b) Software Resources

 Computer Operating Systems (Windows 11)

 Teams
 Documentation (MS Office Suite)
 MS Project
 Python
 WBS Software (MS Visio and WBS Schedule Pro)

c) Materials and Supplies

 Shipping materials
 Labels

3.1.5 Project Commitments

Any changes to these commitments will be communicated to the relevant stakeholders in a

timely and transparent manner via face-to-face meeting, email, or teams’ meetings.

Project Chair
The commitment from the project chair towards the success of this project can be
realized through the weekly review meetings held with the project manager where
the project chair provides overall project oversight and direction. The project
chair also ensure that project goals and objectives are clearly defined and
understood.
Project Manager
The commitment from the project manager towards the success of this project can
be realized by maintaining communication with stakeholder and keeping them
informed weekly of project progress, adhering to a specific timeframe and budget.
Operations Manager

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 The commitment from the operations manager towards the success of this project
can be realized by ensuring all operational processes and procedures and
followed. Also monitoring and maintaining the facilities, ensuring all equipment
is properly maintained.
Dangerous Goods Specialists
The commitment from the DG specialist towards the success of this project can be
realized by properly handling dangerous goods in accordance with relevant
regulations and standards. Also monitoring and maintaining the safety of
dangerous goods handling and transport operations.
Dangerous Goods Committee
The commitment from the DG committee towards the success of this project can
be realized by continuing to develop and maintain dangerous goods policies and
monitor and maintain the safety of dangerous goods handling and transport
operations.

IT Specialist

The commitment from the IT specialist towards the success of this project can be
realized by providing technical support to project staff as needed.

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3.2. Work Plan

ODG

725 Hours |$76860

Monitoring
Initiating Planning Executing Closing
&Control
55 Hours | $1320 125 Hours|$2540 340 Hours|$59500 90 Hours |$5500 115 Hours |$8000

Prepare Project Requirement Customization of Conduct alpha Document Lessons

proposal Gathering Database testing Learned

10 hours| $120 21 Hours|$525 340 Hours |$59,500 40 Hours| $3000 65 Hours\ $6500

Obtain Project Write Scope Miscellaneous

Change Requests
approval Statement Costs
10 Hours|$150 15 Hours|$375 20 Hours |$1000 50 Hours |$1500

Generate
Develop Project Construct WBS performance
Charter reviews
35 Hours |1050 15 Hours|$300 30 Hours| $1500

Develop Initial
Schedule
16 Hours|$320

Project Mgnt Plan

30 Hours|$600

Create Risk Mgnt

Plan Create Draft Create Final Approval
14 Hours |$210 version version
10 Hours 10 Hours 10 Hours
Selection of
software resources
14 Hours |$210

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3.3. Control Plan

During the project life cycle, the project manager will be responsible for preparing both project
deliverables and project management deliverables, which will be subject to review by the project
chair. To monitor project progress and review documents, project meetings will be held on a
weekly basis as scheduled by the project chair and attended by the project manager. Meetings
will typically take place every Monday with the duration subject to the review needs of the
deliverables. Meeting minutes will also be recorded by the project manager.

3.3.1 Data Control Plan

Types of data to be managed.

 Change requests.
 Lessons learned document.
 Performance reviews
 MS project files
 WBS
 Deliverables.

Privacy requirements

Project information will be treated as private data and not shared with anyone
other than the internal stakeholders,

Security requirements and procedures

Work shared on sharepoint, or teams will not be shared outside of the department
desktop computers and can only be used by the PM for work.

Mechanisms for data collection, retrieval, distribution, and archiving

 All project deliverables and all documents will be archived on a local drive in the
desktop computers used by the project manager for future retrieval.

3.3.2 Scope Control Plan

The scope change control process will be followed to manage changes to the project scope. Any
changes to the project scope will be evaluated for impact on project objectives, schedule, budget,
resources, and risk factors before approval. The process for controlling scope changes is as
follows:

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 1. Identify the scope change.
2. Assess the impact of the scope change on project objectives, schedule, budget, resources,
and risk factors.
3. Obtain approval from the project chair for the scope change.
4. Update project plans, estimates, and commitments to reflect the scope change.
5. Communicate the scope change to the project team, stakeholders, and customers as
appropriate.

Requirements control process: The requirements control process will be followed to manage
changes to product requirements. The process for controlling requirement changes is as follows:

1. Identify the requirement change.

2. Evaluate the impact of the requirement change on product scope, quality, schedule,
budget, resources, and risk factors.
3. Obtain approval from the project chair for the requirement change.
4. Update project plans, estimates, and commitments to reflect the requirement change.
5. Communicate the requirement change to the project team, stakeholders, and customers as
appropriate.

Measuring and reporting: The project manager will measure and report on changes to project
scope and product requirements using the following mechanisms:

1. Review of project status reports

2. Regular status meetings with the project chair
3. Tracking of project metrics, including scope, schedule, budget, and risk factors
4. Review of change requests

Assessing impact: The impact of scope and requirement changes will be assessed using the
following mechanisms:

1. Evaluation of the impact on project objectives, schedule, budget, resources, and risk
factors
2. Review of project plans, estimates, and commitments
3. Communication with stakeholders and customers as appropriate

Change control process: If changes in requirements affect project schedule or other

commitments, the change control process will be followed.

Incorporating tasks: Tasks and effort to perform the scope and requirements control steps will be
incorporated into the project’s work breakdown structure and schedule. The project manager will
ensure that these tasks are adequately resourced and scheduled appropriately. Any changes to the
scope or requirements of the project will be reflected in the updated project plans and schedules.

3.3.3 Schedule Control Plan

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Control mechanisms: The project manager will regularly review the progress of the project
against the milestones and deliverables established in the project plan. Actual schedule
performance will be compared against the planned performance to identify any variances.

Methods and tools: The project manager will use project tracking tools to monitor the schedule
performance. The tools will be used to generate reports that will identify areas where corrective
action is required. The project manager will work with the project team to identify the root cause
of the deviations from the planned schedule and will develop a corrective action plan to address
the issues.

Contingency buffers: Contingency buffers will be built into the project schedule to allow for
unexpected delays or issues that may arise during the project lifecycle. If the actual performance
falls behind the planned estimates, the project manager will tap into the contingency buffers to
bring the schedule back on track. If the contingency buffers are insufficient to address the issues,
the project manager will work with the project team to develop a revised schedule.

Schedule modification: If schedule modifications are required, the project manager will work
with the project team to develop a revised schedule. The revised schedule will be reviewed and
agreed upon by all stakeholders. The project manager will update the project plan, including the
work breakdown structure and schedule, to reflect the revised schedule. The project manager will
communicate the revised schedule and gain commitment from all stakeholders to adhere to the
new schedule.

3.3.4 Budget Control Plan

The budget for the project will be established during the planning phase and will be based on the
cost estimates for the work breakdown structure (WBS) components. The budget will be
reviewed and approved by the project manager before the execution of the project. The project
manager will be responsible for monitoring and controlling project expenditures against the
budgeted amount of $76,860.00.
The following control mechanisms will be used to measure the cost of work completed:
 Tracking actual costs against the budgeted costs for each WBS component.
 Comparing actual costs to the earned value of the project to determine the cost variance.
 Tracking the actual hours worked by each team member against their budgeted hours.
The following methods and tools will be used to manage the budget:
 A budget spreadsheet or other tracking tool will be used to record budgeted and actual
costs.
 The Project Manager will prepare regular cost reports at the end of each month or after
completing each milestone.
 Any variances from the budget will be identified, and corrective actions will be taken to
address the variances.
 The Project manager will be responsible for forecasting and controlling budgets and
expenses monthly and will be responsible for tracking actual hours and for reporting
actual and estimated project hours by milestone.

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Contingency reserves will be set aside to address unforeseen events or risks that could impact
project costs. Any changes to the budget will be documented and communicated to all
stakeholders.

3.3.5 Communication, Tracking, and Reporting Plan

 Communication methods: Regular meetings, emails, and reports will be used to keep all
stakeholders informed of project progress weekly.
 Communication frequency: Project status updates will be provided on a weekly basis to
all stakeholders. Additional meetings and reports will be scheduled as needed.
 Tracking mechanisms: The project manager will use a MS Project tool to track project
progress and will regularly update the tool with status updates.
 Reporting requirements: The project manager will produce weekly status reports that
summarize progress to date, highlight any issues or risks, and outline plans for the
upcoming week. The reports will be shared with all stakeholders, and feedback will be
solicited to ensure that all parties are aligned on the project status and next steps.
 Escalation procedures: In the event that issues arise that require escalation, the project
manager will communicate the issue to the appropriate stakeholder(s) and work with the
team to develop and implement a solution.
 Documentation requirements: All project-related documentation will be stored in a shared
location that is accessible to all stakeholders. The project manager will be responsible for
maintaining the documentation and ensuring that it is up-to-date and accurate.
 Change management procedures: Any changes to the project scope, schedule, or budget
will be communicated to all stakeholders in a timely manner, and the project manager
will work with the team to develop and implement a plan for managing the change.

3.3.6 Metrics Collection Plan

Project statuses will be reviewed by the project chair during scheduled meetings. The analysis of
the start and end dates of the deliverables will determine the project's schedule and cost progress.
In case of any schedule or budget issues, the schedule and budget control plans will be referred
to for corrective actions. All changes to the metrics will be documented and updated in the
project management plan and stored in the project documents repository for future reference.

3.4. Risk Management Plan

Risk Matrix:

Risk High Med Low

Unforeseen costs

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 Software difficulties
Resistance to change (from employees)

Ineffective Communication
Legal and regulatory compliance

Inadequate training

Risk Mitigation Plan:

Risk Strategy Plan

Unforeseen costs Accept Accept the risk of delays or
increased costs by
acknowledging that changes in
regulations may require
additional resources or time to
implement. This could involve
adjusting the project timeline
or budget to accommodate the
necessary changes.

Software difficulties Transfer Inform IT team of risks and

keep weekly progress
Resistance to change (from Mitigate To mitigate this risk, the
employees) project team can involve
employees in the change
process by communicating the
benefits of the new dangerous
goods acceptance protocol and
providing training and support
to help them adapt to the new
requirements.
Ineffective Communication Mitigate Develop communication plan
to address regular progress
reporting. Share milestones
and project’s progress with all
stakeholders
Legal and regulatory Mitigate Mitigate the risk of changes in
compliance regulations by working with
the dangerous goods
committee to identify potential
regulatory changes and

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 implement appropriate
changes to the acceptance
protocol in advance. This
could include proactively
updating procedures and
training on new requirements.

The specific risk response strategy would depend on the severity of the risk and the
organization's risk tolerance. A combination of risk response strategies may also be used.

3.5. Issue Resolution Plan

It will be the project manager’s responsibility in handling the issues as they occur.

 Any problems or issues that arise on the project will be documented in the issue log. The
project manager will review the issue log weekly during project status meetings to
identify any new problems or issues that need to be addressed.
 Each issue will be prioritized based on its impact on the project objectives and the
severity of the issue. The project manager will assign a priority level to each issue.
 The project manager will assign an owner to each issue and will work with the owner to
develop an action plan for resolving the issue. The action plan will include the steps that
will be taken to resolve the issue, the resources required, and the timeline for resolution.
 The project’s decision-makers for issues such as requirements baselining, requirements
changes, resource contention, and priority conflicts will be identified at the start of the
project.
 The status of each issue will be tracked in the issue log until it is resolved. The project
manager will update the issue log with the status of each issue and will review the log
during project status meetings to ensure that all issues are being addressed in a timely
manner.
 If an issue cannot be resolved at the project level, it will be escalated to the project chair
for resolution.
 All stakeholders will be informed of any problems or issues that arise on the project and
the steps being taken to resolve them. Regular communication will be maintained
throughout the project to ensure that all stakeholders are aware of the project’s status and
any issues that may impact the project’s objectives.

3.6. Project Close-Out Plan

At the end of the project life cycle, the project manager will produce a lesson learned document
along with a miscellaneous costs document as part of the project management closing activities.
Also, as part of the project closing activities,

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 1. All project documentation and deliverables will be archived in a secure location. The
project manager will work with the IT specialist to ensure that all project files are stored
in a centralized location for easy access in the future.
2. A project retrospective meeting will be held to review the project's successes and areas
for improvement. The project manager will work with the project chair and operations
manager to conduct the retrospective meeting and identify areas for improvement.
3. A final report will be prepared to include lessons learned and an analysis of project
objectives achieved. The project manager will work with the operations manager and DG
specialists to create the final report and ensure that it is submitted to the project chair for
review.

4. Technical Process Plans

4.1. Process Model

The project life cycle is divided into five main processes.

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 Project Proposal
Initiation Project Approval
Scope Statement
WBS

Planning Schedule
PMP
Risk management plan
Resource selection

Execution Database customization

Alpha Testing
Monitoring &Control Change Requests
Performance Reviews

Closing Lessons learned

 Initiating Stage: In this stage, the project is defined, and a project manager is
assigned. The project manager will gather information about the project's goals,
objectives, scope, and stakeholders.
Deliverables:
 Project Charter
 Stakeholder Register
 Planning Stage: In this stage, the project manager will develop a detailed project
plan, which includes a schedule, budget, and resource allocation plan. They will also
identify potential risks and develop a risk management plan.
Deliverables:
 Project Management Plan
 Work Breakdown Structure
 Risk Management Plan
 Executing Stage: In this stage, the project plan is put into action, and the project
manager will coordinate the project team to complete the project's tasks.
Deliverables:
 Deliverables of the project
 Approved Change Requests
 Monitoring and Controlling Stage: In this stage, the project manager will
monitor the project's progress and compare it to the project plan. They will also manage
any changes or risks that arise and take corrective action when necessary.
Deliverables:
 Performance Reports
 Change Requests
 Risk Register
 Closing Stage: In this stage, the project is completed, and the project manager
will finalize the project's documentation and conduct a project review.

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Deliverables:
 Final Project Report
 Lessons Learned Document

4.2. Methods, Tools, and Techniques

The hardware required for the development, testing, and operation of this project includes
desktop computers with adequate processing power and memory to handle the development
software and tools. Additionally, a server will be required to host the project repository and
necessary databases.
Software Tools:
The following software tools will be used for this project:
 Sharepoint for collaborative documentation
 Microsoft Office for documentation and communication purposes
Documentation Standards:
 Documentation standards will be in accordance with industry standards and project
requirements. Documentation will be stored in a centralized repository accessible to all
internal stakeholders. Documentation will be version controlled to ensure that all team
members are working with the most up-to-date information.
Deployment Procedure:
 The new procedure will be established during the project life cycle. This procedure will
include testing, user acceptance, and release management. The deployment process will
be executed with the approval of the DG committee and DG specialists.
Quality Assurance Practices:
 Quality assurance practices will be in accordance with industry standards and project
requirements. Technical peer review and testing will be conducted to ensure the quality
of the product.

4.3. Configuration Management Plan

 Any needed change must be approved by the project manager.

 Changes will be managed through a change control process. Change requests will be
documented, evaluated, and approved or rejected by the project chair and stakeholders.
Only approved changes will be implemented.

4.4. Quality Assurance Plan

The purpose of this quality assurance plan is to ensure that all project deliverables and
project management activities are completed to the highest quality standards. This plan
outlines the quality assurance activities that will be performed throughout the project and
the roles and responsibilities of the project team.

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With respect to project deliverables, the project team will ensure that all project deliverables
meet the specified quality standards. This will be accomplished through the following activities:

 Developing clear and concise requirements for all deliverables.

 Conducting thorough testing of all deliverables before they are released.
 Conducting peer reviews of all deliverables.
 Ensuring that all deliverables are reviewed and approved by the appropriate
stakeholders before they are released.
 Establishing clear and measurable acceptance criteria for all deliverables.
With respect to project management activities: The project team will ensure that all project
management activities are completed to the highest quality standards. This will be accomplished
through the following activities:
 Establishing and adhering to project management processes and procedures.
 Conducting regular project status meetings to ensure that project progress is
being tracked and monitored.
 Developing and maintaining a project schedule that is regularly updated.
 Ensuring that all project risks are identified, assessed, and managed
throughout the project.
 Monitoring and controlling project scope to ensure that the project stays
within the defined boundaries.
 Conducting regular quality audits of project management activities to identify
areas for improvement.
Quality Metrics: The project team will collect and track quality metrics throughout the project to
ensure that quality standards are being met. The following metrics will be tracked:
 Defect density
 Schedule variance
 User satisfaction

4.5. Documentation Plan

The following documents will be produced by the Project Manager with help from the Its
specialists and DG specialists in various phases, including initiation, planning, execution, and
project closure: installation and maintenance guides, user guides, reference manuals, on-line help
systems, release notes, and other relevant documents. The documentation plan identifies the
responsible parties for preparing and reviewing each type of document, the target delivery and
baselining dates, and details of the document's distribution and storage.

4.6. Process Improvement Plan

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During the planning phase of the project, the project team identified several risks but did not
have a systematic and proactive approach to managing them. As a result, some risks were not
properly mitigated and had a significant impact on project performance.

To avoid this in the future, the project team decided to improve the current risk management
procedure. The new procedure involved identifying potential risks early in the project lifecycle,
assessing the likelihood and impact of each risk, and developing mitigation strategies to address
them. This helped the team to avoid or minimize the impact of potential risks on project
performance.

5.0 Revision History

Version Number Document Name Prepared Revision Reason for Revision

By Date

Version 1 TEPM 6391_Draft Project 04/30/23 Preparation of PMP for the first
Draft 1 PMP_MB_V1 Manager time, which will be submitted
to the Project Chair for review

Version 2 TEPM Project Edits made to the PMP after

Final 1 6391_Baseline Manager review by the Project Chair,
PMP_MB_V2 which will be submitted to both
Project Advisor and Project
Chair

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