Running head: VoIP PART 1 (WORK BREAKDOWN STRUCTURE)

VoIP Part 1 (Work Breakdown Structure)

John Anderson

Strayer University

Assignment 3

CIS517 IT Project Management

Dr. Reddy Urimindi

Summer 2015
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Summarize the project requirements and other assumptions (e.g., budget, human
resources, workload, environmental dependencies, etc.)

As the project manager for the IT department, the project of deploying a new VoIP phone

system to the company’s campus has been assigned. The campus consists of three (3) different

buildings, each with twenty to fifty (20 to 50) workstations. The project must be completed in

ninety (90) calendar days starting on November 1.

Budget

The IT department has been given a budget of $25,000 to complete the project. The

budget includes the equipment, the installation, all software and licensure used to operate and

maintain the VoIP throughout all three (3) buildings. An estimate is required if outsourcing to a

local installation company is decided upon. The estimate must be approved by the President or

CEO of the company before any work is performed or started.

Human Resources

The human resources put in place would include the President or CEO of the company,

the CIO (Chief Information Officer), the CFO (Chief Financial Officer); the IT manager, the IT

Administrator, and the Network Engineer. It is up to these guys to figure out the best way and the

best route to take in order to get the signals for VoIP across all three (3) buildings while staying

within the budget. Since the buildings are pretty close together, maybe looking at Point-to-Point

would be ideal for this small company. Point-to-Point may also be the cheapest way to go with

such a small company of twenty to fifty (20 to 50) workstations per building. It may be even

better to outsource the work through a local installation company that the company approves of.
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An estimate will be required in order to be approved for outsourcing. The estimate will

have to be approved overall by the President or CEO of the company before any work can be

started.

Workload

The workload would consist of all the equipment used to set-up, run, and maintain the

VoIP systems throughout all three (3) buildings. Or in other words, what’s needed to be done in

order to get the VoIP systems up and running.

Environmental Dependencies

VoIP phone system components consist of networks, servers, and phones. Ongoing

management resources are necessary to ensure continued success after initial deployment. Good

voice quality places strict requirements on the VoIP network traffic, in terms of latency, jitter,

and number of lost packets.

Define a work breakdown structure

A work breakdown structure is a key project deliverable that organizes the team's work

into manageable sections. It visually defines the scope into manageable chunks that a project

team can understand, as each level of the work breakdown structure provides further definition

and detail. A complex project is made manageable by first breaking it down into individual

components in a hierarchical structure (NetMBA Staff, 2010).

Describe the methodology behind constructing a work breakdown structure

Creating a WBS will help the project's efficiency and effectiveness. To get started, there

are several inputs that will be needed. Those inputs include: (a) the project scope statement, (b)
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the project scope management plan, and (c) organizational process assets (Mathis, 2015). These

inputs should give all the information to the team that’s needed to create the WBS. Certain tools

should be used in conjunction with these inputs.

These tools include Work Breakdown Structure Templates and Decomposition in

accordance with the PMBOK Guide. Finally, using these inputs and tools will create the

following outputs: (a) Work Breakdown Structure, (b) WBS Dictionary, (c) scope baseline; (d)

project scope statements (updates), (e) project scope management plans (updates), and (f)

requested changes in accordance with the PMBOK Guide (Mathis, 2015).

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1. VoIP

1.1 Initiation

1.1.1 Evaluation & Recommendations

1.1.2 Develop Project Charter

1.1.3 Deliverable: Submit Project Charter

1.1.4 Project Sponsor Reviews Project Charter

1.1.5 Project Charter Signed/Approved

1.2 Planning

1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team

1.2.3 Project Team Kickoff Meeting

1.2.4 Develop Project Plan

1.2.5 Submit Project Plan

1.2.6 Milestone: Project Plan Approval

1.3 Execution

1.3.1 Project Kickoff Meeting

1.3.2 Verify & Validate User Requirements

1.3.3 Design System

1.3.4 Procure Hardware/Software

1.3.5 Install Development System

1.3.6 Testing Phase

1.3.7 Install Live System

1.3.8 User Training

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1.3.9 Go Live

1.4 Control

1.4.1 Project Management

1.4.2 Project Status Meetings

1.4.3 Risk Management

1.4.4 Update Project Management Plan

1.5 Closeout

1.5.1 Audit Procurement

1.5.2 Document Lessons Learned

1.5.3 Update Files/Records

1.5.4 Gain Formal Acceptance

1.5.5 Archive Files/Documents

Duration time for VoIP project is 90 days starting November 1, 2015

Main Tasks Start Date Finish Date

Initiation 9/1/2015 9/10/2015

Planning 9/11/2015 10/24/2015

Execution 10/25/2015 12/15/2015

Control 12/16/2015 1/17/2016

Closeout 1/18/2016 1/28/2016

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References
Mathis, M. (2015). Work Breakdown Structure (WBS) purpose, process and pitfalls. Retrieved
from Project Smart Web site: https://www.projectsmart.co.uk/work-breakdown-structure-
purpose-process-pitfalls.php
NetMBA Staff. (2010). Work Breakdown Structure. Retrieved from NetMBA Web site:
http://www.netmba.com/operations/project/wbs/