Abstract

This project will involve a team of 11 students in the Project Management Graduate Certificate Program at Algonquin College editing and implementing a fully scripted educational resource called Change Management: The Game. Within this interactive game, the player will come across characters with varying communication styles and abilities with conflicting desired outcomes for the project. This game will aim to teach the player how to communicate empathetically and handle difficult situations within the context of project management. The final product of this project will be available on eCampusOntario for higher education purposes and use by corporations.

Each student on the Project Team will have specific roles and responsibilities, which will be assigned after the approval of this Project Management Plan by the Project Sponsor, Tanya Pobuda. This plan will be reviewed and updated throughout the duration of the project to ensure all aspects of the project are being addressed.
For the purposes of the Project Management Plan, this Project Team has been utilizing project management templates provided by the Centers for Disease Control and Prevention as a general guideline to model each of the plans contained within this document. Modifications to these templates were made to suit this unique project based on the judgement of the Project Team.

1.0 Scope Management Plan
1.1 Introduction

The primary purpose of the Scope Management Plan is to identify what is involved in the project scope to help manage the possible risks and changes associated with the project. The clearer the project scope, the process of managing the entirety of the project will be simplified.
This Scope Management Plan was created to define the authority and will identify who is responsible for managing the project scope. It will outline the roles of the stakeholders, the Project Manager, and the other key personnel and how those roles will be involved in maintaining the defined project scope. This plan will also define who is responsible for accepting the deliverables of the project. With this project being as complex and high-profile as it is, managing the scope of the project within those constraints will require all project team members of Change Management: The Game to stay within their designated roles and responsibilities. They should also constantly refer to the Scope Management Plan if a change request is required or to understand how to control the scope and anticipate any scope creep.

1.2 Approach

To create a Scope Management Plan, there are four key processes to follow: identifying the scope definition, the work breakdown structure (WBS), scope validation, and scope control.

For The Game project to define the scope, the Project Team must first decipher all information that was provided by the Project Sponsors. The key project document that will be referenced will be the approved Project Charter. The Project Charter is the basis of the Project Plan as the work defined in the document will be used as a guideline for identifying the scope of the project. Interviewing and meeting with the Project Sponsor will also play a key role in defining the scope. This process will allow the Project Manager and the Project Team to clarify any unknowns of the project and how to navigate them. Additionally, scheduling weekly meetings and communicating through MS Teams daily with members of the project team can assist with defining the scope, as it encourages innovation and collaboration. The Project Charter does not provide a full overview of the scope. As a result of this, the Project Team decided to create a scope plan that would outline the processes and procedures involved in the determining the project scope.

The second process in creating a Scope Management Plan is creating a WBS. The Game project will require a team effort and participation to understand what work needs to be completed to meet the project requirements. The WBS should be completed in coordination with the Project Team, as their input on work packages and tasks might be useful for understanding task durations and interdependencies. To create the WBS, the Project Team will create a WBS dictionary card for each work package. It was decided that this would be the best way to articulate the assumptions and costs at a high level.
The third process is scope validation. The Game Project team will analyze the roles and responsibilities of each project team member to understand how they will manage and validate the scope. By creating the processes of scope validation and receiving acceptance, the Project Team will know exactly who needs to accept the deliverable before proceeding. The process of creating the scope validation will need to be developed based on the experience and expertise from the members of the Project Team as they will be able to provide insight on what has been successful from previous projects.

The fourth and final step for creating the Scope Management Plan is the scope control process. By stating the process of controlling the scope, the project team will understand how to complete a change request and receive acceptance. The activities to plan for the scope control can be found in the PMBOK and/or based on experience from the Project Team.

These processes, along with the procedures set out in the overall Project Plan will be used to help monitor and control the schedule, budget, and scope of the project. It will also help with the burden of success for the Game Project, as this project is considered high-profile as the final game product will be accessible by corporations and higher education through eCampusOntario.

1.3 Roles and Responsibilities

In order to manage the scope of this project, the Project Manager, Project Sponsors, and Project Team will all play important roles. As a result, the Project Sponsor, Project Manager, and team members must be aware of their obligations to guarantee that project work is completed within the agreed scope throughout the project’s duration. Table 1 below shows the roles and responsibilities of the key stakeholders involved with scope management for this project.

Table 1: Key Project Stakeholders with regards to Scope Management

Name Role Responsibilities
Tanya Pobuda
Project Sponsors
Approves Scope Management Plan.
Project charter approval and other important decisions.
Provide funding for the project.
Approving scope change requests.
Reviewing scope issues and providing direction.
Maryam Tabatabaei Project Manager Overall management of project including the scope.
Reporting to executive management and sponsors about project status.
Reporting and handling any change in scope.
Formally documenting change management procedures.
Gunay Demir Deliduman
Design Team Manager Review Scope Change requests when assigned.
Provide feedback as and when required.
Participate in scope change reviews.
Provide the designers with any change in scope and requirements.
Project Team Members [Unassigned] Review Scope Change requests when assigned.
Provide feedback as and when required.
Participate in scope change reviews.
Design Team [Unknown] Submit Scope Change requests
Follow scope procedures and plan.
Provide feedback where they see fit.

1.4 Scope Management Processes

1.4.1 Definition of Scope

To create an accurate definition of the scope for The Game project, it is necessary to develop a project scope statement. The project scope statement provides a full overview of the deliverables and services that the project will be providing. It is crucial for project success to ensure the definition of scope is clearly defined and stated based on the project deliverables, exclusions, approval requirements, assumptions, and constraints. With all these components clearly defined within the scope statement, it will provide a reference for the project team to refer to when required.
As this project is utilizing the combined efforts of two different Algonquin College program teams, it is important to clearly define the project scope. The coordination with the Design Team, managed by stakeholder David Soloman, is believed to be a part of our project scope, therefore, because of the confusion, stating their tasks and deliverables within the project scope may help the teams to better understand their roles.

1.4.2 Project Summary

This project will include editing and implementing a full script for an interactive learning game designed for the future use of higher education on eCampusOntario. The player will come across characters with varying communication styles and abilities with conflicting desired outcomes for the project. This game will aim to teach the player how to communicate empathetically and handle difficult situations within the context of project management.

1.4.3 Scope Description

The scope description describes what the project intends to accomplish. The scope of this project will include editing a full script, designing each of the three modules of the game to be consistent and aesthetically pleasing, and creating interactive opportunities for the player to make decisions based on the scenarios presented. The product will have readability and playability to ensure a positive learning experience. The final product will be submitted to eCampusOntario for education purposes.

1.4.4 Deliverables

The deliverables section of the scope definition is a list of what the entire project will produce. The deliverables for The Game project are as follows:
⦁ Project Plan – Friday October 8, 2021
⦁ Stakeholder Project Briefing Presentation – Thursday October 21, 2021
⦁ Status Report Sponsor Briefing Presentation – Thursday November 18, 2021
⦁ Lessons Learned Report – Friday December 10, 2021

1.4.5 Out-of-Scope

The exclusions section is what work is not involved in the scope of the project; it can also be referred to as out-of-scope. The exclusions for The Game project are as follows:

• The marketing and promotion of the final game product.
• Development of photos, meaning taking pictures and procuring photographers for design elements.
• Completely learning all skills required for project management. This will be done through outside classes within the project management program.
• Quality control after final product submitted onto eCampusOntario.

1.4.6 Approval Requirements

The approval requirements are a list of all the requirements that must be met for the project to succeed. The approval requirements for The Game project are as follows:

• The Project Plan must be approved before executing the project tasks.
• The Project Team must improve their communication skills, and to adapt and utilize each team member’s individual set of skills.

1.4.7 Assumptions

The assumption section for the scope definition is anything that is true on the project. The assumptions for The Game project are as follows:

• All team members will remain enrolled in this course
• All team members will complete work on time and meet scheduled milestones.
• Software training that will be provided will be sufficient for team members to complete deliverables.
• Tanya and Nicole, the Project Sponsors, will provide access to all required resources throughout the duration of the project.

1.4.8 Constraints

The constraints are any limits that could affect the progression of the project. The following are the constraints for The Game project:

• Team members’ time availability could create issues for project meetings.
• With project resources being provided on a variety of platforms, it may create confusion on how and where to access specific information.
• Many of the project team members do not have technical experience.
• The project objectives and goals were a bit unclear and disorganized at the beginning of the project for many team members, which may affect the beginning stages of project execution.

The scope statement can be changed and revised through the proper change request and control process. This process is outlined in Section 1.4.11 of this plan, to reflect how the Project Team should go about submitting a scope change request.

    1.4.9 Work Breakdown Structure (WBS) and Dictionary

Table 2 below outlines the project WBS, and Table 3 outlines the WBS Dictionary. The Dictionary outlines what is included in each level 2 work package.

Table 2 – Change Management: The Game Project WBS

Table 3.1: Project Management Work Package

Table 3.2: Training Work Package

Table 3.3: Script Analysis Work Package

Table 3.4: H5P Content Development Work Package

Table 3.5: Design Work Package

Table 3.6: Final Audit Work Package

Table 3.7: Closing Work Package

1.4.10 Deliverable Validation and Acceptance

The Game project’s individual deliverables and all management plans will need to be thoroughly reviewed and accepted through the project’s formal acceptance process. The formal acceptance process for this project will include submitting project deliverables or assignments to the Project Sponsors. They will be tasked with ensuring eCampusOntario’s expectations of the project are being met through the tasks and deliverables being submitted by the project team. The Project Manager, Maryam, will be responsible for continuing to monitor and validate the completeness of each deliverable. She will ensure that requirements are being controlled and final deliverables are complete based on the quality control process set out in the Quality Management Plan, Section 4.0 of this Project Management Plan. As the Project Manager is reviewing the deliverables, the Project Team will also be tasked with continuing to review the task expectations. Before a task is deemed complete and passed to the next line of team members for the next task, the task must be validated.

It will be important for all key stakeholders to understand the deliverable validation and acceptance process because as tasks are completed and signed off, the project will be closer to the overall project success criteria and scope.

1.4.11 Control Scope

If any changes to the project scope are required or requested from team members, a change request form must be first submitted to the Project Manager, then thoroughly reviewed before submitting to the Project Sponsor. If the Project Sponsor agrees with the stated changes, the Project Manager should conduct an analysis on the change request to determine the impact the change will have on the scope baseline, Scope Management Plan, project schedule, project cost, and performance measurement baseline (Project Management Institute, 2017). After the analysis of the change requests has been approved by the Project Sponsor, the Project Manager will update all the project requirements and project documents to reflect the changes.

To address scope creep, the Project Team will continue to review the Scope Management Plan to ensure full understanding of the key deliverables and requirements within the scope. It is equally as important to review the out-of-scope components in order to understand what is and is not required; this will help with scope creep mitigation. Since the Game Project has a large team, communicating the definition of scope to the entire Project Team to ensure everyone understands will help to mitigate scope creep and maintain the in-scope requirements.

2.0 Schedule Management Plan

2.1 Introduction

The project schedule is a microlevel timeline which represents the planned work activities required to achieve the project goals. Schedules are important as they provide the Project Team, the Project Sponsors, and stakeholders with the estimated duration of the project and the current project status. The purpose of this document is to define the approach the team will use to develop the project schedule, which will involve activities such as planning, analysis, documentation, and sequencing of activities.

The reporting of project performance is done by the Project Manager during project progress and stakeholder meetings. The Project Manager has the authority to approve or make any changes to schedule throughout the project lifecycle.

2.2 Tools and Environment

The schedule will be developed based on the WBS defined within the Scope Management Plan in Section 1.4.9. By using MS Project as a scheduling tool, the schedule will be managed by the processes defined in this Schedule Management Plan.

2.3 Roles & Responsibilities

Table 4: Roles and Responsibilities with regards to Scheduling Management

2.4 Schedule Management Process

Scheduling for this project will be managed at the individual task level and task durations will be measured in terms of days. Critical Path Method will be used to control and monitor the schedules, as outlined in Section 2.5.6. Table 5 defines the limits of schedule variance and what indicator will be used corresponding to those variances in status reports. It also reflects the status of cost as per variance

Table 5: Limits of Project Schedule Variance

To bring the SPI below the alert level a corrective action will be required from the Project Manager and the corrective actions must be approved by the Project Sponsors before being including in the project scope.

2.4.1 Schedule Development

Based on the WBS, a project schedule will be developed. Activity duration will be determined using knowledge of team effort, followed by sequencing of tasks. Summary tasks, milestones and activities will be entered into MS Project with their dependency. The Project Manager will review the overall schedule and then will send it to the Project Sponsors for approval.

2.4.2 Schedule Maintenance

On a weekly basis, each Project Team member will report their work time and progress to the Project Manager who will then update the MS Project file. This file will show schedule progress compared to the project’s baseline. The Project Manager will be tasked to review the project’s status and progression weekly within the MS Project file.

2.4.3 Project Schedule Metrics

To measure whether the project is ahead or behind schedule, the project will use Schedule Variance and Schedule Performance Index (SPI) calculations.

2.4.4 Control Procedures

This section describes how change will be controlled in The Game project. If a team member feels a schedule change is necessary, the Project Manager will be notified. A change request is submitted to the Project Sponsors if the Project Manager determines that the change exceeds determined boundaries.

A change request can be made if:

• – When compared against the baseline, the required change is estimated to increase or reduce the work package duration by 15% or more.
• – When compared against the baseline, the required change is estimated to increase or reduce the project budget by 15% or more.

2.4.5 Schedule Activity, Progress Updates and Monitoring

On a weekly basis, The Game Project Team will input their activity and progress updates into a MS Excel template, created by the Project Manager. The Project Manager will then review the information to confirm the accuracy and progression of each Project Team member.

With weekly actuals of Project Team member’s efforts and task completions, the Project Manager will update the project schedule and inform Project Team members of any concerns they may be having with task progressions. Based on the Human Resource Management Plan in Section 5.0 of this Project Management Plan, the Project Manager may need to transition and/or replace project team members if necessary.

2.4.6 Schedule Control

For schedule control, the Critical Path Method will be used. The Project Manager will review the critical path weekly and when the project is entering a new phase. To control the critical path, crashing and tracking the schedule will be used. While the Project Manager is reviewing the schedule weekly, she will be able to get a better understanding if crashing the schedule (adding additional resources to tasks) is required. The Project Manager will also be responsible for deciding on a different approach for getting tasks completed.

3.0 Cost Management Plan

3.1 Introduction

Change Management: The Game will be designed to guide the player on ways in which to manage change empathetically within the context of project management. There is presently a high demand within organizations for individuals with the ability to adapt to change. This demand is propelled by the ever-evolving environment and by the intense competition organizations are now faced with, as well as new and unknown risks arising. The development of this game aims to meet this growing need.

3.2 Project Budget

3.2.1 Summary Budget

This project budget was determined through the inputs of all relevant stakeholders, from current market surveys, and competitive quotes that were acquired from various vendors. Table 6 represents the entire cost required to see this project through from initiation to completion. A provision of 10% of total cost was added to the budget, to serve as contingency funds for the project.

Table 6: Project Summary Budget

NB:

• The budget contingency of $45,720 is based on the Risk Management Plan for this project.
• See Appendix A for Project Staffing Details
• See Appendix B for Planned Entertainment Details

3.2.2 Time-Phased Budget

The time-phased project budget was determined through the inputs of all relevant stakeholders, current market surveys, and competitive quotes that were acquired from various vendors. Table 7 represents the entire cost required to see the project through from September to December 2021. A provision of 10% of total cost was added to the budget, to serve as contingency funds for the project.

Table 7 – Project Time-Phased Budget

NB:

• The budget contingency of $45,720 is based on the Risk Management Plan for this project.
• See Appendix A for Project Staffing Details
• See Appendix B for Planned Entertainment Details

  3.3 Project Cost Control

Various methodologies will be used for monitoring and controlling financial progress and results on this project.

  3.3.1 Earned Value Analysis

Earned Value Analysis will be used to measure the value of project performance when compared to the planned project baseline. Any diversions would suggest the need to review the cause of said diversion with appropriate steps to follow once it is identified.

3.3.2 Cost Management Policies and Procedures

The Project Manager will be working with the Project Sponsors to define various roles and expectations for the resources involved in the management of the project cost.  The assignment of roles would help in the cost management processes on the project as it would ensure that there is full accountability of cost owners, and the project is delivered within the set budget.

The measures put in place include:

• Expense limits of $1,000 for the Project Manager.
• Expenditure above $1,000 would require the Project Sponsor approval.
• Weekly status reports to the Project Sponsor on all expenditure, issues, and any risks arising.
• Prompt submission of change request and all details of their cost implications to the Project Sponsor for consideration.
• Direct purchase of all resources and materials needed for the project.

3.3.3 Reserve Analysis

On a weekly basis the reserve funds will be monitored to confirm whether the funds are being utilized as it was identified and budgeted for.

3.4 Cost Performance Measurement

As aforementioned, the assignment of all cost to various owners would help to ensure that there is total accountability in the project. In addition, the Earn Value Management (EVM) methodology would be used to measure the project performance cost and schedule. The EVM will be used to track and monitor the following indices on the project:

• Cost performance Index (CPI)
• Schedule Performance Index (SPI)
• Cost variance (if any)
• Schedule variance (if any)
• Budget at Completion (BAC)
• Estimate to Complete (ETC)
• Estimate at Completion (EAC)

3.5 Cost Variance Response Process

The EVM Methodology is being employed as it would enable the Project Manager and the Project Team to ensure that the project remains within budget and schedule, spot any variance, and immediately take corrective measures to remedy said variance. The Project Sponsor will also be involved when variances occur as it requires their approval for a corrective change request or budget reviews.

4.0 Quality Management Plan

4.1 Introduction

The project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery. The approach used for this Quality Management Plan is based on an approach adopted from Project Quality Management by Kenneth Rose (Rose, 2005). It will define the quality requirements, methods, criteria, areas of application, roles, responsibilities, and authority for The Game project.

4.2 Organization, Responsibilities, and Interfaces

Table 8: Roles and Responsibilities regarding Quality Management

4.3 Project Quality Management

Due to the unique nature of this project, the quality will be managed based on two aspects of the project: the deliverables that will be submitted to the Project Sponsors throughout the project duration, and the content produced for The Game itself. The project deliverables will be the primary concern of the Project Team with regards to quality as it is specified in the scope of this project. The Game content quality, although it will be considered, will be a secondary concern.

4.3.1 Quality Assurance

The Quality Assurance Leads will be tasked with ensuring the project is meeting the following quality assurance responsibilities:

• – All project deliverables are based on PMI and PMBOK frameworks.
• – The Game content follows the requirements provided by the Project Sponsor and Subject Matter Specialist, Tanya Pobuda.

4.3.2 Quality Control

Quality control evaluates the project content and whether it meets the requirements and expectations of the stakeholders. Quality assurance testers will be utilized to uncover any bugs or inconsistencies that may be present in the design.

The quality control responsibilities include:

• – Verifying that the final deliverables and product meet the requirements and standards before submission.
• – Sampling and demonstrating the modules to Project Sponsors
• – Having quality assurance testers test the playability of The Game.
• – Keeping track of the issues that are detected and assigning them to the appropriate developer to be handled.

The quality control activities are outlined in Table 9 for the project deliverables and the contents of The Game.

Table 9: Quality Control Activities

4.3.3 Testing

Testing The Game can help to deliver a high-quality product by uncovering problems and responding to them. Testing is the act of playing a game and looking for flaws. When there is any playable or interactive content in the game, testing is essential. It will also allow the Project Team to make sure the deliverables meet the stakeholder’s expectations. The main aspects of testing include:

• – Functionality/Gameplay Defects
• – Graphics Issues
• – Crashing and Freezing
• – Audio Issues

4.3.4 Improving

The final phase in the quality process is an improvement; rather than being a goal, quality is a never-ending cycle of change and progress. The quality management process will be reviewed and continued throughout the project duration to maximize on the quality of the resulting product.

5.0 Human Resources Management Plan

5.1 Introduction

The purpose of the Human Resource Management Plan is to provide the overall processes and approaches to managing all resources within the Game Project. It will be an overall guideline to the Project Team on how each human resource will be acquired, managed, and utilized to the best of their ability within the project.

The Game Project is compiled with two separate Project Teams, one within the Project Management post-graduate program and one within a Design program. It will be important for this document to outline the approach to managing the two teams, each team member’s responsibility, the assumptions and constraints within the management of the team, how to create a unified team environment, how performance will be managed, and how a transition or replacement of human resources would occur if necessary.

5.2 HR and Staff Management Planning Approach

This process is still a continued work in progress. The Game Project team has still not officially decided and assigned each team member’s individual roles and responsibilities. The two roles that have been determined are the Project Manager and the Design Team Manager.  It was decided that it was best to outline each role and their corresponding responsibilities to allow for a better understanding of what is expected within each role.

It was determined that it was unnecessary to include the acquisition of resources in terms of how they will be hired onto this project. However, the Procurement Management Plan in Section 8.0 of this Project Management Plan will outline the procurement of voice actors that will be incorporated into The Game.

An organizational chart of the project was created based on the knowledge of the project team member’s understanding of the roles. At this point in the planning process, it is unclear as to what the Design Team’s hierarchical composition is, but it is understood that there is a Design Team Manager, and Design Team members that are not within the Project Management program.

Team development will be important to outline in this management plan. It allows for a universal understanding for each project team member to follow regarding how the team will foster teamwork and development. This section will also discuss what the competencies of the project are and how the Project Team will develop those competencies through training. It was discussed with Project Sponsor, Tanya Pobuda, it would be best to meet with her to learn all aspects of the software’s used and to have a designated trainer.

Performance management and transitions/replacement is translated within the project team’s contract and was used to describe and approach the performance management section of this plan. Performance management should be managed based on the best practices from the personal experience of the project team members. The transition and replacement part of this plan is based on how the team believes project team members should be transitioned and the process for replacing them. Again, this will be based on the team’s contract because if project team members are not following the contract guidelines, they may be replaced in the project.

5.3 Human Resources Roles and Responsibilities

Table 10 outlines all roles and their corresponding responsibilities. This section was based primarily on the Project Charter and the expectations provided by the Project Sponsors.

Table 10: Human Resources Roles and Responsibilities

5.4 Project Organization Chart

Figure 1 outlines the hierarchal structure of the Project Team. It illustrates the members of the team and who each member is meant to report to about the tasks associated with the project.

Figure 1: Project Hierarchical Organizational Chart

5.5 Staffing Assumptions and Constraints

This section outlines all assumptions and constraints within human resources management of The Game project. The staffing assumptions include:

• It is assumed that project team members attend all training development meetings to learn Pressbooks and the software programs that will be used for The Game project.
• It is assumed that project team members will be productive and succeed in making internal deadlines for the project.
• It is assumed that all project team members will attend weekly group meetings to receive updates and feedback on project deliverables.
• It is assumed that all project team members will ask questions and clarify any confusion they are having about the project.
• The internal project team will receive open communication from the external design team on making their stated deadlines for deliverables.

The staffing constraints include:

• The use of an external Project Team, the Design Team, poses a constraint to the project as they are not involved in the day-to-day preparation and planning of the project.
• All project team members haven’t worked in a project team of this size and the virtual communication component causes constraint on the project.
• Each project team member has their own individual characteristics within project management; therefore, it could cause a constraint on the ability to manage everyone’s expectations on how to handle certain project management related tasks.
• All project team members have not worked previously as a whole project team.
• Team member availability for this project, as each project team member has commitments to other courses within the project management program.

5.6 Team Development Plan

The Project Manager is responsible for improving the project performance by establishing team member interaction, facilitating a positive working environment, and a system to assess both individual and team performance. In the following two sections, it will outline the training the Project Team will receive to meet the required competencies to be successful in completing project tasks. It will also outline what was decided as a team on how to foster teamwork within this project.

5.6.1 Skill and Competency Development

For The Game project, it is crucial that all internal and external project team members have the required competencies to complete project deliverables and tasks. It was suggested by the Project Sponsor and Subject Matter Specialist, Tanya, that all project team members attend a training session to ensure full understanding of Pressbooks and H5P software programs.

The Project Team has decided it would be best to assign a project team member to be a training lead. This role will help to address any concerns project team members may have regarding Pressbooks. The individual in this role will also act as a communication bridge to Tanya if anything is unclear with regards to the software.

The costs associated with training will be incorporated into the project schedule through each project team member’s hourly rates. The Project Sponsor will be providing the materials and tools necessary to complete the training so there will be no associated upfront training cost.

The Design Team should already have competencies in Pressbooks but if they need any additional assistance, they may discuss with the Design Team Manager and the Design Team Executive Lead to receive more training.

The project team members should also show skill and understanding in project management. They will be continuously learning, outside the scope of this project, how to manage a project in other courses. However, they will use all current knowledge and experience to provide support to the project management role.

5.6.2 Team Development

There are various practices and activities which will be carried out to promote teamwork. The Project Manager is responsible for carrying out and promoting these activities to ensure high team performance. It was decided that each project team member should foster these practices regarding teamwork. The following list promotes a universal team development strategy for project success:

• Developing a trustful relationship among all project team members through individual and team environments.
• Managing team conflicts in a constructive and professional manner.
• Encourage creativity and suggestions from all project team members.
• Promote an open and effective communication strategy to allow project team members to feel they can share their thoughts and ideas.
• Encourage a collaborative problem-solving approach to amplify teamwork.

It should also be noted in this plan that project team members will be periodically recognized by the Project Manager, and/or Sponsors for a job well done. The costs associated with recognizing the Project Team can be outlined in the Cost Management Plan of this Project Plan, with more detail in Appendix B.

5.7 Performance Management Approach

The Project Manager is responsible for developing a system that will monitor team member performance, provide feedback, and manage any changes to improve the project performance. Peer review assessments will be one way to evaluate team member performance. This system will serve as a tool to identify and resolve any issues any project team member may have with another’s performance on this project.  Performance will also be measured by the Project Sponsors on quality of deliverables the team submits to them.

5.8 Staff Transition and Replacement Plan

Based on The Game project, it is important to plan for any transitions needed and/or replacements within the Project Team. After the completion of the planning and training phase, the Project Team will set out confirming roles within the project. This can help to transition project team members to roles based on their individual preference and skillset.

Replacement will be managed through a supportive system by the Project Team. Supporting Project Team roles will be key in successful delivery of this project. If a project team member does not understand their role, like they thought they would, it is decided that another project team member from a different role may help them rather than completely replacing them. This supports a healthy team environment because it allows the project team members to learn from others and build trust.

5.9 Release Plan

This project is unique as there will not necessarily be a release plan in place. All project team members will be working on this project for the entirety of the project duration. If project team members complete their tasks, they will be tasked to work with other module teams or roles to complete other tasks. If a project team member needs to be released for other reasons by the Project Sponsors, the staff transition and replacement plan will come into effect.

6.0 Communications Management Plan

6.1 Introduction

The overall objective of this Communications Management Plan is to provide an overview of the communication tools used in which to communicate with project stakeholders throughout the duration of the project. By outlining the information needs and preferences of stakeholders at the beginning of the project and updating them when and if required during project execution, it will facilitate the successful collaboration and implementation of the project.

6.2 Stakeholder Identification and Analysis

The stakeholder identification and analysis can be found in Section 9.3.1 of this Project Management Plan.

6.3.2 Communication Timeline

A communication timeline has been created to outline the communication activities between key stakeholders. There are more communication activities that will be occurring; however, Figure 2 outlines the primary activities throughout the project duration.

Figure 2 – Key Communication Activities

1. Introduction to Project
2. Team Formation- Change Management
3. Project Team Meeting for Assigning Roles and Responsibilities
4. Team Meeting for Project Plan
5. Final Meeting before Project Plan Deliverable
6. Team Meeting for Stakeholder Project Briefing Group Presentation
7. Stakeholder Project Briefing Presentation
8. Team Meeting for Project Status Report Sponsor Briefing
9. Team Meeting for Final Reviewing- Status Report
10. Status Report Sponsor Briefing Presentation
11. Team Meeting for Final Report
12. Sponsor Report

7.0 Risk Management Plan

7.1 Introduction

The Risk Management Plan involves identifying, assessing, responding, and monitoring/controlling risks within a project. Relating those processes to this Risk Management Plan will help to define how risks, associated with The Game project, will go through these processes and how they will be managed.

7.2 Approach

This risk management plan was created based on the knowledge and expertise from the project team based on what was learned in their risk management course. This was completing in brainstorming meetings with all project team members. It should also be noted that the overall risk register was created in one brainstorming session. But it is understood that normally a risk register is created in multiple sessions for maximum time management. Because the process of identifying risk and assessing it is new, it is important for the project team to use their experience to help identify what could be risky within this project. The approach that was also used was asking for advice and expertise from professors to understand the correct procedures to measure these risks.

To identify the risks for the Game project, the project team used their understanding of the project charter, the deliverables, the WBS, the sponsors, and again experience. In addition, knowing the stakeholders and understanding the dynamics with the project team, the project team was also able to identify risks. Overall, understanding the project, and asking the right questions, the project team was able to accurately identify these risks within the Risk Register in Table 12.

All risks identified by the project team were then assessed based on the likelihood and the impact those risks would have on the project. Again, they will be assessed based solely on what the project team believes to be an accurate range of risk. Based on those qualifications, the project team created a response for each risk. They will be assessed based on

The planning of each risk response was again, based solely on the project team’s understanding of risk course material and experience. As the project progresses risk responses may be updated and analyzed depending on work completed and there is change request.

7.3 Risk Register

Below is a graphical representation of all the risks identified for this project, their impact on the project, the likelihood of it happening, the response plan for that risk and who will be the risk owner and responsible for mitigating and responding to it. Table 12 outlines the likelihood and impact for each risk and their designated risk indicator.

Table 12: Probability-Impact Matrix

7.4 Risk Monitoring, Controlling, and Reporting

The project team will monitor and control risks through weekly meetings and take action to change the status of any of the identified risks.

Any changes in the project’s requirements, stakeholder’s expectations, and/or team performance should be monitored and reviewed for new risks associated with the project. It will then require the project team to create a new risk response plan.

8.0 Procurement Management Plan

8.1 Introduction

This Procurement Management Plan will provide an overview of the procurement this project will be intaking. It should be noted that although there is a small amount, it is still important to plan for to appropriately manage it.

8.1.1 High-Level Workflows and Activities

First, the needs analysis for the procurement process will be carried out by the Project Team. This process will be facilitated by the Project Manager of The Game project.

After the needs of the procurement process are determined, the requirements for meeting the needs will be determined and approved by the Project Team. This process will be facilitated and decided by the Design Team Manager, the Design Team Executive Lead, the Project Manager, and the Project Sponsors.

The selection stage will advance when the project design team compile a list of the voice actors. The list of requirements for the voice actors will need to be compiled by the Project Team and then used as a guide by the Design Team to compile a list of the potential actors. After the Design Team has done as much as they need to do within the scope of the project, the final choice will be left to the Project Management Team, which is the decision mechanism.

After the selection phase is completed, the procurement management ends with the evaluation of all procured items and their integration into the project.

8.2 Roles and Responsibilities

Table 13 below outlines the roles and responsibilities that will be required within this project’s procurement management process.

Table 14: Procurement Management Roles and Responsibilities

8.3 Procurement Management Processes

8.3.1 Procurement Scope

The procurement of voice actors for the characters within The Game is the sole service that will be required for the scope of this project. To procure a voice actor, the profiles and role requirements of the characters in the project will be posted on the Fiverr platform to identify a suitable voice actor for Aiza. The Design Team will be tasked with compiling a list of potential voice actors. The tender process will be concluded according to which applicant the Project Team believes is best suited for the role.

8.3.2 Contract Type

Contracts for voice actors are planned. The voice actors will be selected from freelance actors and the contract will be made. Therefore, the contract type will be determined in accordance with the procedures of the online platform, Fiverr, where the actors will be procured.

8.3.3 Cost Determination

An estimated budget of $1,500 – $2,000 is assigned for voice actors; it is expected that the cost will not exceed these values. Budget and cost evaluations were determined by the Project Sponsors.

8.3.4 Procurement Document Preparation

The procurement documents contain the roles and responsibilities of the project team members involved throughout the procurement process. The Design Team Leader and the Project Manager will finalize the documentation that is involved in the creation of the procurement documentation in The Game project. All documents are forwarded to the Project Sponsors to review the documentation content.

All documents that will play a role in the procurement of voice actors within the scope of this project will be added to the procurement documentation process. Examples of these are as follows:

• – Project Team procurement procedures,
• – The procedure followed by the platform Fiverr between the buyer and the vendor in the procurement of voice actors,
• – The recording of the negotiations made during the agreement,
• – The terms and conditions of the contract made with the vendor after the agreement is reached.

8.3.5 Vendor Management

The Project Team needs the service provided by Vendor, the voice actor, to voice the character of Aiza in The Game. The service recipient, namely the Project Team, will monitor the performance of the voice actor in order to always keep the quality and efficiency received at the highest level in return for the service.

The Vendor’s performance scoring system can be developed in order to compare the quality received and the quality sought. It will be inspected that all deliverables agreed in the purchase are delivered to the Project Team on time.

9.0 Stakeholder Management Plan

9.1 Introduction

This project involves editing and implementing a full script for an interactive learning game designed to teach the player how to empathetically communicate and handle difficult situations within the context of project management. There are several stakeholders involved within this project: both internal and external. By identifying their needs and requirements early, it will be possible to develop a robust engagement platform for them that will help this project to succeed. By keeping stakeholders engaged from the planning stages of this project, this management strategy will help to gain support, as well as, to anticipate resistance, conflict, or objections amongst the stakeholders in order to have the opportunity to manage and mitigate any issues early.

9.2 Roles and Responsibilities of Key Stakeholders

The roles and responsibilities of key stakeholders that are involved in stakeholder management on this project are outlined in Table 14 below.

Table 15: Roles and Responsibilities of Key Stakeholders

9.3 Stakeholder Management Processes

The approach to managing this project’s stakeholders includes Stakeholder Identification and Analysis, and Stakeholder Management Strategies. As the scope is more clearly defined as the project moves forward, aspects of this management strategy may be changed to account for said changes.

Table 17: Stakeholder Management Strategy

9.3.3 Execution of Management Strategies

The strategies outlined in this plan will be continually reviewed to ensure that new stakeholders (if any) are promptly identified and engaged. This will also ensure that the established engagement strategies are effective and appropriate for each stakeholder. The following schedule outlines the key stakeholder management activities that will be conducted in order to properly execute the stakeholder management strategies that were indicated in Table 16:

• Regular Project Sponsor Communication – Weekly
• Review and Update the Stakeholder Management Plan – Monthly
• Regular Design Team Communication – Weekly (until their deliverables are complete)
• Stakeholder Project Briefing Presentation – October 21, 2021
• Status Report Sponsor Briefing Presentation – November 18, 2021

10.0 Project Management Plan Approval

Before the Project Team can begin implementing this Project Plan, approval from Tanya Pobuda, must be acquired.

Approved by:  _______________________________          Date: __________________

                             Tanya Pobuda

11.0 References

Centers for Disease Control and Prevention. (n.d.). Templates. Retrieved from https://www2a.cdc.gov/cdcup/library/templates/default.htm

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

Rose, K. (2005). Project quality management: Why, what and how. Boca Raton, Fla: J.