WEEK 2 HIA

This reported presents two important deliverables for Project Time Management (PMI, 2008, p. 43) of the Broker EN-Sure system as part of its enhancements to be launched in Europe. The Network Schedule Diagram and Responsibility Assignment Matrix below will support the essential Speed and flawless execution necessary to ensure that Clean Insure Solutions can capitalize on the market opportunities given the planned improvements on our new version of Broker EN-Sure. The Schedule Network Diagram was defined using the precedence diagramming method (PDM), which establishes the task on the nodes (rectangles) instead the arrows. This technique is also called task-on-the-node or TON (Wysocki, 2009, p. 164). Figure 1 below details each nodes element, its meaning, and its computation subsequently found in Figure 2. The project Schedule Network Diagram presented in Figure 2 uses the critical path method technique in order to identify the schedule flexibility and the actual critical path, in which flexibility is not allowed. Such measurements are computed by subtracting the late start date of a task from its early start day, and it is called the float time or total float (Sanghera, 2011, p.129).

Figure 1. task-on-the-node diagram with its time-related properties for one task. Wysocki (2009, p.
174)

Figure 2. Broker EN-Sure Schedule Network Diagram, based on the list of activities proposed in the
project scope. Figure 2 presents the complete diagram with its critical path highlighted in red nodes, as well as the float for all activities, and the total product duration of 19 days, which can be maintained if each activity in the critical path is managed closely and collectively they are completed inside the baseline schedule. Another project tool is the Gantt chart, presented below in Figure 3, which incorporate all activities, its duration, its dependency, its primary resources, and the overall schedule.

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Figure 3. Broker EN-Sure Gantt chart.

The resource assignment is also important to the project planning, execution, and completion, given the requirements for the tasks listed in Figure 3. A Responsibility Assignment Matrix (RAM) is one tool that can be used to identify associations between the human resources based on their roles and the tasks to be performed (Sanghera, 2011, p. 161). The RAM can further be constructed using the RACI technique, which assigns responsible (R), accountable (A), consult (C), and inform (I) for all resources (Sanghera, 2011, p. 162). Figure 4 presents the RACI chart to execute the Broker EN-Sure project.

Figure 4. RACI chart for Broker EN-Sure resource assignment.

RMA Assumptions:
1. 2. 3. 4. 5. 6. 7. 8. 9. The 'Head Project Steering Committee' includes the PM and the Senior Management/Executives; The PM will create initial requirement document, and secure approval for the schedule and QMP; There will be no Accountable resource for the tasks that the PM is executing: tasks 'A' and 'I'; All tactical (Responsible) work is carried out by the Mid-level or Junior; All approvals (Accountable) work is carried out by the senior roles; The creation of the architectures (Business and Technical) will be further decomposed in 2 additional work packages; R*: Each additional work package resulted from the architecture decomposition will be given to a junior developer. The work packages will not overlap, not it will the Junior developers responsibilities; All "Securing Approval" activities are carried out by the Senior roles; All Senior roles, and some Mid-level roles can serve as Consultants;

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10. The resources executing the tactical work (responsible) need to be informed from the activities affecting their Responsibilities; 11. The resource assignment in the Gantt chart will be updated after the RMA is approved in the final Project Management Plan.

The proposed Schedule Network Diagram and Responsibility Assignment Matrix were design to allow for the critical time to market, since our senior management is eager to deliver the new Broker ENSure feature to potential customers. Please review this report content, and direct all your questions to the assigned project manager directly. By Alex da Silva - Student Number: 15846693 References: Project Management Institute - PMI. (2008) A guide to the project management body of knowledge (PMBOK guide). 4th ed. Newton Square (PA): Author. Sanghera, P. (2010) PMP in depth: project management professional study guide for the PMP exam. 2nd ed. Boston: Course Technology/Cengage Learning. Wysocki, R.K. (2009) Effective project management: traditional, agile, extreme. 5th ed. Indianapolis: Wiley Publishing

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