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These steps will assist the project team to develop the Project Charter.
The project manager and team will review the charter and move on into the
planning phase of the project. Key components that will be included in the
project plan include the following aspects:
Project Charter
o Project Overview
Scope Statement
o McBride Financial Services objectives
o Project Objectives
o Assumptions and Constraints
o Project Deliverables and Milestones
Project Schedule
As this shows, there are many tasks that McBride Financial Services
project team must accomplish to successfully open and staff eight new
offices in various locations. Prior to beginning this project, the project
manager will review the documents that are prepared to ensure familiarity
with the background, scope, and objectives of this project. The Work
Breakdown Structure (WBS) will be completed after the goals of this project
have been established. The WBS will identify resources accordingly. Quality
assurance and control will be implemented to ensure the project meets the
expectations of the company and its customers and is completed on time
and within budget. The project plan will be monitored and updated as
needed throughout the project. The project plan will finally be reviewed and
approved prior to implementation.
Project Goal
The goals of a project are very important in helping a company know
what is ahead in any project and should be the first things defined by a
company (Marchewka, 2009, p. 17). The major goal of McBride Financial
Services is to have eight operating offices in a five state area each of which
different. Our project consists of staffing eight new offices for the McBride
Company, in efforts to expand their operations to new territory. When
staffing new offices, there are some major milestones that need to be
reached before the project can be completed.
The first major milestone that cannot be overlooked is simply selecting
the proper locations for the new offices. Demographic research will need to
be done to determine the age of the citizens of an area, and an analysis will
need to be completed to identify the likelihood of these residents seeking
new housing or relocating. This will need to be done prior to hiring staff for
these locations.
The second milestone is to determine the qualification requirements
for each position that needs filled. The idea behind a strategic staffing
project is to develop a context for decision making, not predict future staffing
needs (Bechet, 2). We have identified three main positions that will need to
be staffed at each location; licensed broker, administrative assistant, and
associate. For each of these positions a decision needs to be made as to the
minimal educational and experience qualifications a candidate for each
position mush have.
Once the staffing qualifications have been determined, there is the
issue with establishing compensation for these individuals; namely benefits.
For this project, McBride will be expanding their operations two-fold, and in
doing so it may be necessary to evaluate new benefits packages. The
retirement compensation for each position may be different, so it will be
necessary to determine these packages prior to hiring the staff for these new
locations.
The milestones listed above are easily overlooked as they dont
necessarily play the most important roles when it comes to staffing a new
office location. With that being said, they cannot be overlooked during our
project planning process, so they can be classified as additional milestones
that need to be addressed by our team, during this project planning process.
Stakeholders
A stakeholder is any organization or person actively involved in a
project, or whose interests are affected negatively or positively by the
execution of the project. The public at large often becomes a stakeholder to
be considered during the project ("Identify Stakeholders," 1999-2012).
Important external stakeholders are professionals and retirees purchasing
primary or secondary residencies. Because McBride Financial Services
provides affordable mortgage services, the real estate markets in Idaho,
Montana, Wyoming, North Dakota, and South Dakota are external
stakeholders. The ability of potential homebuyers to secure affordable
mortgages affects positively the markets in these states. Real estate agents,
insurance companies, retail businesses, and other homeowners benefit from
the successful McBride mission. According to Wardrip, Williams, and Haque
(2011),
Households with modest means need safe, suitable housing that they
can afford. When housing is affordable, low and moderate income
families are able to put nutritious food on the table, receive necessary
medical care, and provide reliable daycare for their children (p. 3).
A project manager must be sure to identify and list all potential
stakeholders for a project. Other external stakeholders include competitors,
government regulatory agencies, and industry trade groups. One of the
most important exterior stakeholders is the home building industry. Access
to affordable financing stimulates new home construction and purchasing of
existing properties. Potential homebuyers will either purchase a new
construction property or renovate an older property. Either decision creates
construction work and stimulates the regional economy.
Internal stakeholders include personnel from the home office in Boise,
ID, and each state office. The home office has a managing broker, a
receptionist, and two administrative assistants. The seven regional offices
employ a licensed broker and an administrative assistant/receptionist. Hugh
McBride and Abram LaBelle are two of the most important internal
stakeholders. LaBelle is the systems consultant responsible for installing the
computer network as McBride Financial Services expands to the planned
regional offices.
The scope of the project must be refined so that each success is
measurable. As McBride discussed in his interview with LaBelle, potential
space for each region has been identified. However, not all final decisions
have been made. McBride must decide on the type of space and if to remain
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Qualitative Rating
Risk Response
Risk Risk Category Probability Impact Risk Score Risk Ranking Risk Response Trigger Risk Owner
Key Terms
Risk: The risk stated in a complete sentence which states the cause of the risk, the risk,
and the effect that the risk causes to the project.
Risk Category: Categorization of risks by area of project affected, source of risk or other
useful category.
Probability: The likelihood that a risk or opportunity will occur (on a scale from 0 to 10
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form or another. The assets listed should include any created plans or policies and procedures as
well as an outline and delineation of the organizations knowledge base or any knowledge gained
from the recording of the historical data if applicable.
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References
Apollo Group, Inc. (2005, 2011). McBride Financial Services. Retrieved from McBride
Financial Services:
https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/McBride/intranet/index.html
Bechet, Thomas. Developing Staffing Strategies That Work: Implementing Pragmatic,
Nontraditional Approaches. (8/25/2012).
http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN021815.pdf
Biafore B. (2012). Improve project performance using historical data. Retrieved from
http://office.microsoft.com/en-us/project-help/improve-projectperformance-using-historical-data-HA001225291.aspx
Identify Stakeholders. (1999-2012). Retrieved from
http://www.truesolutions.com/pdf/identify_stakeholders.pdf
Marchewka, J. T. (2009). Information Technology Project Management (3rd ed.). Hoboken, New
Jersey: John Wiley & Sons.
Project Management Methodology Template (n.d.) Retrieved from
http://www.inc.com/tools/project-management-methodologytemplate.html
Wardrip, K., Williams, L., & Haque, S. (2011, January). The Role of Affordable Housing in
Creating Jobs and Stimulating Local Economic Development. Center for Housing Policy,
3-22.