Make the same attach below just change the topic to( Building Mobile Bicycle application)8. Project Quality Management
8.1 Plan Quality Management
Quality Management Plan
Date 10-12-2020
Project Name: Fully Automated Solar Power Plant
An electricity company known as “Future Energies” wants to establish an automated
solar power plant. The focus of the plant should be that most functions should be
automated with a minimum number of employees required. Maximum priority should
be given to real time accurate data collection. The system must automatically generate
solar energy and convert it electricity and supply to the respective customers.
Quality Standards
The main criteria for quality management is that the project should run smoothly
without a hitch. It should not malfunction often. One the customer side, the plant should
be able to deliver their electricity needs without a power failure or load shedding. The
service should be as good as the Saudi Electric Company.
The quality metrics are discussed below.
Problem Reporting and Corrective Action Process
The one measure that can be taken in case of any malfunction of the equipment is to
create a detailed booklet of all the possible errors in the software and malfunctions of
hardware.Then, the operators can be trained to familiarize themselves with all the
procedures to follow to ensure quick fix of a problem. To make sure the customers are
satisfied with the service, as much electricity as possible should be stored in
appropriate storage systems.
Supplier Quality and Control
The supplier of all the products purchased should provide guarantee of replacement
of reimbursement in case of product malfunction that is not a fault of the company.
Specific customer service lines should be provided to ensure that there is contact
information in case of initial product defects so that any problem can be solved without
completely replacing the product.
Quality Metrics
Date 10-12-2020
Project Name:
The following quality metrics apply to this project:
1. Software runs without any errors
2. Hardware run smoothly
3. Customer supplied with enough electricity
4. Customer satisfaction
The executing phase involves the process of running the equipment and observing
that it provides smooth results. In case of any anomalies, the above mentioned steps
should be taken.
8.2 Manage Quality
The quality of the products purchased and the overall power plant will be observed
and any problems will be fixed using the steps mentioned above.
Monitoring and Controlling
8.3 Control Quality
The quality of the powerplant will be controlled by identifying any problem in its earliest
stages and fixing the problem.
9. Project Resource Management
9.1 Plan Resource Management
To develop a resource management plan for a project, you must identify and document
project resources, roles, responsibilities, skills, and reporting relationships. The project
resource management plan can be separated into a human resource management
plan and a physical resource management plan. The human resource plan often
includes an organizational chart for the project, detailed information on roles and
responsibilities, and a staffing management plan. In addition, project teams can create
a team charter to provide guidance on how they will operate. Before creating an
organizational chart or any part of the human resource plan for a project, top
management and the project manager must identify what types of people the project
needs to ensure success. If the key to success lies in having the best Java
programmers you can find, planning should reflect that need. If the real key to success
is having a top-notch project manager and respected team leaders, that need should
drive human resource planning.
9.2 Estimate Activity Resources
The nature of the project and the organization will affect resource estimates. Expert
judgment, various estimating approaches, data analysis, project management
software, and meetings are tools that can assist in resource estimating. The people
who help determine what resources are necessary must have experience and
expertise in similar projects and with the organization performing the project. Important
questions to answer when estimating activity resources include the following: How
difficult will specific activities be on this project? Is anything unique in the project’s
scope statement that will affect resources? What is the organization’s history in doing
similar activities? Has the organization done similar tasks before? What level of
personnel did the work? Does the organization have people, equipment, and materials
that are capable and available for performing the work? Could any organizational
policies affect the availability of resources? Does the organization need to acquire
more resources to accomplish the work? Would it make sense to outsource some of
the work? Will outsourcing increase or decrease the amount of resources needed and
when they will be available? Answering these questions requires important inputs such
as the project management plan, project documents, enterprise environmental factors,
and organizational process assets such as policies regarding staffing and outsourcing.
During the early phases of a project, the project team may not know which specific
people, equipment, and materials will be available. For example, the team might know
from past projects that a mix of experienced and inexperienced programmers will work
on a project. The team might also be able to approximate the number of people or
hours needed to perform specific activities. It is important to thoroughly brainstorm and
evaluate alternatives related to resources, especially on projects that involve people
from multiple disciplines and companies. Because most projects involve many human
resources and the majority of costs are for salaries and benefits, it is often effective to
solicit ideas from different people to help develop alternatives and address resourcerelated issues early in a project. The resource estimates should also be updated as
more detailed information becomes available. The main outputs of the resource
estimating process include a list of activity resource requirements, a basis of
estimates, a resource breakdown structure, and project documents updates. A
resource breakdown structure is a hierarchical structure that identifies the project’s
resources by category and type. Resource categories might include analysts,
programmers, and testers. This information would be helpful in determining resource
costs, acquiring resources, and so on. For example, if junior employees will be
assigned to many activities, the project manager might request that additional
activities, time, and resources be approved to help train and mentor those employees.
In addition to providing the basis for estimating activity are: Project Schedule
Management, estimating activity resources provides vital information for project cost
estimates, project communications management, project risk management, and
project procurement management
Daily stand-up meetings are designed to increase the frequency of interaction among
project team members, while making these frequent meetings as short as possible
and focused on the topic at hand. The co-location of users with development teams is
an important form of social needs satisfaction. Communication between the
development team and user group is likely to be too little and needs to be encouraged
by co-location. In addition to human resources, physical resources should be managed
in an adaptive way. Prototypes, simulations, feasibility studies, and other means of
reducing risk are ways to determine what resources work for the given purpose and
how best to use them. This approach requires organizing the work into chunks of work
that can be identified with specific resources and costs and implementing them in an
order that makes sense as the deliverables take shape within the overall project.
Project resource management involves much more than using software to assess and
track resource loading and to level resources. People are the most important asset on
most projects, and human resources are very different from other resources. You
cannot simply replace people in the same way that you replace a piece of equipment.
It is essential to treat people with consideration and respect, to understand what
motivates them, and to communicate carefully with them. What makes good project
managers great is not their use of tools, but their ability to enable project team
members to deliver their best work on a project.
9.3 Acquire Resources
Acquiring qualified IT professionals is critical. There is a saying that the project
manager who is the smartest person on the team has done a poor job of recruiting. In
addition to recruiting team members, it is also important to acquire the necessary
physical resources (facilities, equipment, supplies, and so on) and provide the right
type of resources at the right time and place. This section addresses important topics
related to acquiring the project resources: resource assignment, resource loading, and
resource leveling.
9.4 Develop Team
Even if a project manager has successfully recruited enough skilled people to work on
a project, the project manager must ensure that people can work together as a team
to achieve project goals. Many IT projects have talented people working on them, but
it takes teamwork to complete most projects successfully. The main goal of team
development is to help people work together more effectively to improve project
The Tuckman model describes five stages of team development:
1. Forming involves the introduction of team members, either at the initiation of the
or as new members are introduced. This stage is necessary, but little work is actually
2. Storming occurs when team members have different opinions for how the team
should operate. People test each other, and there is often conflict within the team.
3. Norming is achieved when team members have developed a common working
and cooperation and collaboration replace the conflict and mistrust of the previous
4. Performing occurs when the emphasis is on reaching the team’s goals rather than
working on a team process. Relationships are settled, and team members are likely to
loyalty toward each other. At this stage, the team is able to manage tasks that are
complex and cope with greater change.
5. Adjourning involves the break-up of the team after it successfully reaches its goals
completes the work.*
There is an extensive body of literature on team development. This section highlights
a few important tools and techniques for team development, including training, teambuilding
activities, and reward and recognition systems.
9.5 Manage Team
In addition to developing the project team, the project manager must lead it in
performing various project activities. After assessing team performance and related
information, the project manager must decide if changes should be requested to the
project, or if updates are needed to enterprise environmental factors, organizational
process assets, or the project management plan. Project managers must use their soft
skills to find the best way to motivate and manage each team member.
Monitoring and Controlling
The monitoring and controlling of the resources strategies will be mentioned below.
9.6 Control Resources
Controlling resources involves ensuring that the physical resources assigned to the
project are available as planned. It also involves monitoring the planned versus actual
resources utilization and taking corrective actions as needed. Making effective use of
team members is addressed under the Manage Team process. Tools and techniques
include data analysis, problem solving, interpersonal and team skills, and project
management information systems. Key outputs include work performance information,
change requests, project management plan updates, and project documents updates.
10. Project Communication Management
The planning phase of communication management is discussed below.
10.1 Plan Communication Management
Because communication is so important on projects, every project should include a
communications. The communications management plan varies with the needs of the
project, but some type of written plan should always be prepared. For small projects,
communications management plans can be part of the team charter. For large
projects, it should be a separate document. The communications management plan
should address the
following items:
1. Stakeholder communications requirements
2. Information to be communicated, including format, content, and level of detail
3. Who will receive the information and who will produce it
4. Suggested methods or technologies for conveying the information
5. Frequency of communication
6. Escalation procedures for resolving issues
7. Revision procedures for updating the communications management plan
8. A glossary of common terminology. It is important to know what kinds of information
will be distributed to particular stakeholders. By analyzing stakeholder communication
needs, you can avoid wasting time or money on creating or disseminating
unnecessary information.
Communication Management Plan Version 1.0
Project Name: Fully Automated Smart Solar Power Plant
1. Stakeholder communications requirements:

Their contact numbers
● Their emails
● Their preferred timings
● Their social media or linked in account names ( if applicable/ needed )
2. Communications summary:
Note: The table below is only a part of all the stakeholders. There are above 300
stakeholders in the project and the same method is followed for everyone and the
same information is collected from everyone.
s Name
status Hard copy and
Eng. Elaf
short meeting
Wed. mornings
at 9 AM
Eng. Elaf
status Hard copy and
short meeting
First Thursday
of month at 10
intranet site, and
and Eng.
Solar Tech.
status Short meeting
3. Comments/Guidelines:
If the stakeholders are reluctant to share personal information with the company, they
might share as much as they are comfortable with and provide us with at least one line
of communication so that the company can stay in touch with them.
4. Escalation procedures for resolving issues:
Good communication is vital to the management and success of IT projects. So far in
this chapter, you have learned that project communications management can ensure
that essential information reaches the right people at the right time, that feedback and
reports are appropriate and useful, and that there are formalized processes for
planning, managing, and controlling communications. This section highlights a few
areas that all project managers and project team members should consider in their
quests to improve project communications. This section provides guidelines for
developing better communication skills, running effective meetings, using e-mail,
instant messaging, texting, kanban boards, and collaborative tools effectively, and
using templates for project communications.
5. Revision procedures for this document:
Another important tool for managing project communications is performance
reporting. Performance reporting keeps stakeholders informed about how resources
are being used to achieve project objectives. It also motivates workers to have some
progress to report. Some people distinguish between them as follows:
Progress reports describe what the project team has accomplished during a certain
period. Many projects have each team member prepare a monthly report or sometimes
a weekly progress report. Team leaders often create consolidated progress reports
based on the information received from team members. A sample template for a
monthly progress report is provided later in this chapter.
Status reports describe where the project stands at a specific point in time. Status
reports address where the project stands in terms of the triple constraint, meeting
scope, time, and cost goals. How much money has been spent to date? How long did
it take to do certain tasks? Is work being accomplished as planned? Status reports
can take various formats depending on the stakeholders’ needs. Forecasts predict
future project status and progress based on past information and trends.
How long will it take to finish the project based on how things are going? How much
more money will be needed to complete the project?
An important technique for performance reporting is the status review meeting. Status
review meetings, as described in Chapter 4, Project Integration Management, are a
good way to highlight information provided in important project documents, empower
people to be accountable for their work, and have face-to-face discussions about
important project issues. Many program and project managers hold periodic status
review meetings to exchange important project information and motivate people to
make progress on their parts of the project. Likewise, many top managers hold
monthly or quarterly status review meetings in
which program and project managers must report overall status information. Status
review meetings sometimes become battlegrounds where conflicts between different
parties come to a head. Project managers or higher-level top managers should set
ground rules for status review meetings to control the amount of conflict and should
work to resolve any potential problems. It is important to remember that project
stakeholders should work together to address performance problems.
6. Glossary of common terminology:
The employees will be provided with a glossary of common terminology at the very
beginning of the project so that they do not feel lost in group discussions.
The execution of this phase is discussed below.
10.2 Manage Communications
Some people seem to be born with great communication skills. Others seem to have
a knack for picking up technical skills. It is rare to find someone with a natural ability
for both. Both types of skills, however, can be developed. Most IT professionals enter
the field because of their technical skills. Most find, however, that communication skills
are the key to advancing in their careers, especially if they want to become good
project managers. Most companies spend a lot of money on technical training for their
employees, even when employees might benefit more from communications training.
Individuals are also more likely to enroll voluntarily in classes to learn the latest
technology than in classes that develop soft skills.
Monitoring and Controlling
The monitoring and controlling of the communication management phase will be
discussed below.
10.3 Monitor Communications
The main goal of monitoring communications is to ensure the optimal flow of
information throughout the entire project life cycle. The project manager and project
team should use expert judgment, project management information systems, data
representation, interpersonal and team skills, and meetings to assess how well
communications are working. If communication problems exist, the project manager
and team need to take action, which often requires changes to the earlier processes
of planning and managing project communications. The main outputs of monitoring
communications are work performance information, change requests, project
management plan updates, and project documents updates. It is often beneficial to
have a facilitator from outside the project team assess how well communications are
working. A facilitator can also help the team solve any communication problems. Many
project teams need help in improving communications, and many internal and external
experts are available to help. The following section also provides suggestions for
improving project communications.
11. Project Risk Management
11.1 Plan Risk Management
Risk Management Plan
Project Name: Fully Automated Smart Solar Power Plant
1. Methodology
To find out all the risks, note them down and develop strategies to make sure the
project runs smoothly without any delay since the project is running on a tight
2. Roles and Responsibilities
To make a list of all the risks, and to strategize solutions are soon as possible.
3. Budget and Schedule
Keep a track of the budget at all times. If the budget fails or is bound to be failing at a
certain activity, immediately look for other sources and inform the sponsor.
Make sure the tasks are run on time, if there is a possibility of any delay, immediately
make changes to the schedule and update relevant documents.
4. Risk Categories
The category of each risk has been defined and documented at the start of the project
by the project manager.
5. Risk Probability and Impact
The chance of any risk is quite low, around 2% but it will affect the project greatly if
there is any risk. Any delay is not acceptable.
6. Risk Documentation
No known risks have been identified yet, if there is any risk that occurs in the future, it
will be documented immediately.
12. Project Procurement Management
Procurement Management Plan
Date 10-12-2020
Project Name: Fully Automated Solar Power Plant
Guidelines on Types of Contracts: The contract types, the durations and all other
details must be read by both the parties before signing. We must note that any
changes in the contract is not possible once the approval process is complete. Any
irregularities will delay the process and could potentially delay the project and
therefore, any issues related to the contract signing will not be accepted.
Standard procurement documents or templates:
These documents will be collected, sorted and backed up in a secure manner for later
Guidelines for creating procurement documents:
All procurement documents should be stored and backed up in a secure manner and
the project managers must check the documents thoroughly before storing them.
Roles and responsibilities:
To make sure all relevant documents are organized and stored. The backup of each
of them should be easily accessible but we should keep everything in a secure manner
so that tampering of documents is possible.
13. Project Stakeholder Management
Note: This is only part of the entire stakeholders list. We have more than 300
stakeholders in this project and it would be inconvenient to put all their names here.
Stakeholder Register for Fully Automated Smart
Solar Power Plant
Prepared by:
Mumu Rahman
Date: 21-10-20
Internal/ Project Role
30% shareholder
Future Energies
Head of
(Saleh Alzahrani)
Jeddah Electricity
Company (Eng.
Elaf Trabulsi)
Solar Tech.
(Eng. Asmaa
Future Energies
IT systems
(Eng. Shroog Jan)
Ministry of Energy
Head of
(Eng. Rabab Al
Licensing and
Future Energies
(John Smith )
Stakeholders management strategy:
Note: This is only part of the entire stakeholders list. We have more than 300
stakeholders in this project and it would be inconvenient to put all their names here.
Stakeholder Management Strategy for Fully
Automated Smart Solar Power Plant
Prepared by:
Mumu Rahman
Date: 21-10-20
Level of
Level of
Potential Management Strategies
Eng. Elaf
Elaf likes to implement her ideas and she
would appreciate it if we think about her
inputs. It’s better if we ask for her opinion
more frequently during meetings.
Saleh Alzahrani
Saleh needs time to time documentation
of all the expenses taking place so we
must make sure we provide him with a
weekly report and a monthly report on
the expenditures.
Asmaa needs to get an early heads-up
to design as the panels are the main part
Eng. Asmaa
of our equipment.
Eng. Shroog Jan
on what kind of solar cells we expect her
Shroog is quite enthusiastic about the
project but she may lose her motivation if
the software tests fail. She might need a
little motivation from time to time and we
must help her see the bigger picture.
Eng. Rabab Al
Rabab might visit our plant for
inspection. We must make sure that
everything is upto the standards of the
John Smith
John has been busy lately maintaining
the older running projects. If we want to
meet him, we must talk to his assistant
as early as possible and keep the
meeting brief. He may not show up in the
regular meetings due to his tight
schedule so he might need a small
summary that he can read at his
convenient time.

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