Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D

(Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

MGMT404: Project Management

Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D

Table of Contents

Introduction. 3

PART 1. 4

Section A: The Project Charter 4

Project Description. 4

Objectives. 4

Business Need. 4

Milestones. 5

Budget 5

User Acceptance Criteria. 5

High-Level Project Assumptions. 6

High-Level Project Constraints. 6

Project Exclusions. 6

Major Project Risks. 6

Key Stakeholders. 7

Section B: Stakeholder Engagement Plan. 8

Section C: Communication Management Plan. 12

Section D: The Project Scope Statement 14

Project Description. 14

Project Requirements. 14

Project Deliverables. 14

Project Exclusions. 15

Acceptance Criteria. 15

Estimated Project Schedule. 15

Resource Requirements. 16

Estimated Cost of Project 16

Project Constraints. 17

Project Assumptions. 17

Introduction

The Getta Byte Software project aims to implement a new billing system, the Getta Byte Software, to replace the current manual, inaccurate, and time-consuming system. The new software will adopt automation, increasing the speed and accuracy of operation. The new implementation will lower the cost and time of future billing cycles by 25%. The project’s primary stakeholders the CEO, Haywood U. Buzzof, the CFO, customers, members of the team, accounts payable and employees of the company, including billing and accounting staff. An agile project methodology includes specific aspects upfront and continual changes and iterations as the project progresses. The project will also adopt a predictive life cycle to ensure project phases are completed chronologically. The project team must complete a project phase before moving to the subsequent one. Having different completion phases will ease the prediction of when to accomplish particular milestones. Various internal and external factors can impact project decision-making, staff management, procedures, processes, and project management. New stakeholders can enter the project mid-course, or current ones may heighten their interest in the project after seeing the progress. It could impact the project significantly, considering that many stakeholders are already involved. For the project to be successful, people must remain committed to the shared goal and stay on the same page throughout. Networking problems can impact project development because weak connections can lead to data loss and service delays, prompting the need for a backup. Scope changes can also affect the budget and time because no one knows what can happen mid-course. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

 

PART 1

Section A: The Project Charter

PROJECT CHARTER
Project Name	Getta Bill Software Billing System Implementation	Project #:
Project Manager	Ima Payne	Start Date February 27, 2022	End Date September 10, 2022
Project Sponsor	Hatchi Kita

 

Project Description

The project intends to replace the current billing system, which is manual, slow, and inaccurate with a new billing system, which automated, cost effective, and reliable.

Objectives

• Implementing an automated, fast, and accurate billing system
• Ease data entry
• Offer dynamic updates to receivables
• Reduce labor costs by 25%
• A 30% cut on billing cycle length

Business Need

The current billing system needs improvement, considering it is manual, slow, and inaccurate. An automation would make the new billing system fast, accurate, and reliable. The new system is more cost effective and time saving, cutting on labor costs and reducing billing cycle time, which would elevate the business to a better financial health and be more competitive in the current market. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

Milestones

Milestones	Estimated Completion Timeframe
Identify and Meet Stakeholders	March 7, 2022
Gather user requirements and project planning	May, 13, 2022
Requirement analysis and project design	June 10, 2022
Complete software development and testing	August 15, 2022
First Pilot	September 1, 2022
Final Release	September 10, 2022

 

Budget

Estimated Work Cost	$120,000
Estimated Material & Equipment Cost	$30,000
Fixed Cost	$100,000
TOTAL ESTIMATED COST	$250,000

 

User Acceptance Criteria

The project will be a success if it meets the primary objective, which include successful automation of the billing system, cut on labor cost by 25%, and reducing billing cycle length by 30% (Devry Canvas, 2022). Ease of data entry and dynamic updates and receivables are also success and user acceptance criteria.

High-Level Project Assumptions

The project highly assumes that the current billing data is accurate and no customer or billing data is missing. The project management also assumes that the allocated time and budget will be adequate to complete the implementation and no scope change issues will emerge that will force a review of the budget or time allocated. The project management expects all milestones and objectives to be met within the scope, cost, and time constraints. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

High-Level Project Constraints

The budget of $250,000 is a high-level project constraint (Devry Canvas, 2022). The project team will strive to operate within this budget.

Project Exclusions

Accounts receivables are within the project operation area. The interface of the financial system of record will be changed to align with the new billing system but the project will not change the financial system.

Major Project Risks

Multiple risks can impact the success of the project. The most significant risk would be scope changes that would force an increase in budget and time allocated (Farkas, 2018; Kloppenborg et al., 2018). The budget might not be enough to complete the whole project, and it needs review at different project phases. Network issues are a problem in IT projects because software development and implementation require reliable internet access. Network issues create a data transfer issue. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

Key Stakeholders

The customers are the primary stakeholders in the project (Devry Canvas, 2022). Other key stakeholders include the CEO and the CFO, billing and accounting staff, and the project team involved in the actual development and implementation of the software.

 

Section B: Stakeholder Engagement Plan

Stakeholder Engagement Plan
Project Name:						Project Manager:		Date:
Stakeholder Identification			Stakeholder Analysis			Engagement Strategy
Stakeholder	Role	Category	Influence High/Low	Interest High/Low	Key Interests & Needs	Strategy	Strategic Approach	Strategy Owner	Frequency & Method (Based on needs)
Haywood U. Buzzoff	CEO	Key	High	High	Company cost saving, efficiency and effectiveness improvement, and increased company competitiveness. Provide weekly updates	Manage	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Kent C. DeTrees	CFO	Key	High	High	Overall company improvement and better customer service. Provide weekly updates	MANAGE	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Lou Seguzi	Finance director	Key	High	High	Company cost cutting and better financial performance. Provide weekly expenditures.	MANAGE	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Accounts Payable Team	Billing	Primary	High	High	Better company financial performance and management. Provide weekly project expenditures.	MANAGE	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Finance Department	Reporting	Primary	High	High	Improved company financial health and value cost of service. Provide weekly project expenditures.	MANAGE	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Accounting Team	Processing	Primary	High	High	Identify variances in cost management and approve project expenses. Offer weekly project expenditures.	MANAGE	Manage closely through involvement in project decision-making.	PM	Weekly Meetings
Sales Team	Sales	Secondary	Low	High	Improved customer service, consumer engagement, and market acceptance. Share consumer expectations and requirements and offer weekly updates on project progress.	INFORM	Utilize high interest through involvement.	PM	Weekly Phone Calls
Ima Payne	Team Member	Key	High	High	Project successful completion within scope, cost, and time constraints. Provide weekly updates.	MANAGE	Manage closely through involvement in project decision-making.	PM	Daily meetings
Hugh Duitt	Team Member	Key	Low	High	Improved customer service, consumer engagement, and market acceptance. Share consumer expectations and requirements and offer weekly updates on project progress.	INFORM	Utilize high interest through involvement.	PM	Daily Meetings
Nonia Bizness	Team Member	Key	Low	High	Improved customer service, consumer engagement, and market acceptance. Share consumer expectations and requirements and offer weekly updates on project progress.	INFORM	Utilize high interest through involvement.	PM	Daily Meetings and email memos
Don Testit	Team Member	Key	Low	High	Project successful development and meet deliverables. Provide weekly updates	INFORM	Utilize high interest through involvement.	PM	Daily Meetings
Kurt Anser	Team Member	Key	Low	Low	Successful software implementation and completion within constraints. Provide weekly updates.	MONITOR	Monitor communications for influence and interest changes	PM	Bi-weekly video conferences and emails
Kinshirou Kusatsu	Team Member	Key	Low	High	Project successful development and meet deliverables. Provide weekly updates	INFORM	Utilize high interest through involvement.	PM	Daily meetings and emails
Ata Ibusuki	Team Member	Key	Low	High	Project successful development and meet deliverables. Provide weekly updates.	INFORM	Utilize high interest through involvement.	PM	Bi-weekly video conferences
Uruu Seiren	Team Member	Key	Low	High	Project successful development and meet deliverables. Provide weekly updates.	INFORM	Utilize high interest through involvement.	PM	Weekly phone calls

 

Section C: Communication Management Plan

COMMUNICATIONS MANAGEMENT PLAN
Project Name:		Getta Byte Software Billing System Implementation
Project Manager Name:		Ima Payne
Project Description:		Install a new billing system
ID	Communication Vehicle	Target Audience	Description/Purpose	Frequency	Sender	Distribution Vehicle	Internal / External?	Comments
1	Weekly status meeting	Project Team	Project status updates	Weekly	Project Manager	Meeting	Internal	All team members required to attend. Other stakeholders will be invited when necessary.
2	Steering committee review	CEO, CFO, Finance Director, Accounting Director, Sales Director, Project Manager, Data Architect	Status update, barrier communication, and progress planning	Monthly	Project Manager	Meeting	Internal	The steering community will adopt insights from the meeting to advice on the way forward if needed.
3	Weekly status report	CEO, CFO, Finance Director, Project Team	Status updates milestones and deliverables check	Weekly	Project Manager	Email	Internal	The project team will ensure that milestones and deliverables are met as planned and everything is within scope.
4	Sales update calls	Sales Team	Current project status updates	Bi-weekly	Project Manager	Phone calls	Internal	The sales team will determine whether every completed task adds value to the project and the organization and communicate with the client.
5	Daily team meetings	Project Team	Current status update, check progress, and set daily goals.	Daily	Project Manager	Meeting	Internal	To kickstart the day and ensure everything runs as smoothly as possible
6	Team updates calls	Individuals with low Influence but high Interest in the project, and are part of the project team.	Current status updates to those involved but with minimal influence to the project.	Bi-weekly	Project Manager	Phone calls	Internal	Needed to ensure high level involvement of all stakeholders.

Section D: The Project Scope Statement

PROJECT SCOPE STATEMENT
Project Name	Getta Bill	Project #: 01072015
Project Manager	Ima Payne	Start Date February 27, 2022	End Date September 10, 2022
Project Sponsor	Hatchi Kita

 

Project Description

The Getta Byte Software Billing System Implementation project focuses on replacing the current manual, inaccurate, costly, and inefficient billing system. The new billing system will be cloud-based, accurate, easy to use, and efficient system, reducing billing errors by 15%, labor cost by 25%, and billing cycle length by 30% (Devry Canvas, 2022).

Project Requirements

The new billing system should offer audit capabilities to enable the company to generate specific, dynamic reports on the number of billed customers, total billing for various periods, and drill down for details (Devry Canvas, 2022). The reporting will allow the company to monitor the system and ensure maximum effectiveness in executing the assigned roles. The reporting will also support decision-making regarding the future of the billing system. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

Project Deliverables

The new billing system is cloud based, which makes it more accessible to consumers and representatives than the old system (Devry Canvas, 2022). Higher accessibility is one of the deliverables for the project. The old system was inaccurate. The new billing system is expected to reduce billing errors by 15%. Therefore, data accuracy for the customers is another deliverable for the project. (Course Project: The Getta Byte – New Billing System Project: Sections A, B, C, D)

Project Exclusions

Any changes to the Financial System of Record are out of scope, and the new billing system will only interface the financial system.

Acceptance Criteria

The project has to increase the efficiency of transactions by 30%, offer dynamic reporting, and reduce billing cycles by 30% for its to be accepted (Devry Canvas, 2022). Anything less than these will be deemed a failure and either prompt project halt or re-planning and re-execution of tasks or areas that need improvement.

Estimated Project Schedule

 

Milestones	Estimated Completion Timeframe
Initial Meeting with stakeholders	March 23, 2022
Finalize Requirements Gathering	April 6, 2022
Purchase Software	May 8, 2022
Personnel Training	July 27, 2022
Complete Development	August 15, 2022
Migrate Customer Data to Cloud	August 25, 2022
Complete First Pilot	September 1, 2022
Complete Project	September 10, 2022

Resource Requirements

The project needs a project manager, at least one data architect, two developers, and several billing representatives (Devry Canvas, 2022). The project manager is responsible for leading the project team, communicating to stakeholders, and delivering the project. The project manager will run the project daily. The data architect will review and assess the data infrastructure, plan the database, and guide solutions to store and manage data to effective and efficient running of the system. Developers will help analyze the software, user needs and requirements gathered, and offer insights on how to ensure the software meets the needs and requirements. Billing representative have in-depth knowledge regarding customer needs and system requirements because they interact daily with customers and the system. Other resources needed include test machines and a test environment before releasing the new system to the company.

Estimated Cost of Project

Expense Type	Description	Estimated Cost
Labor	o   Developers o   Data Specialist o   Project Manager	$50,000.00 $50,000.00 50,000.00
Material & Equipment Cost	o   Software Purchase	$85,000.00
	o   Module development contractor	$10,000.00
Fixed Cost	o   Trainers and educators	$5,000.00
TOTAL ESTIMATED COST OF PROJECT		$250,000.00

Project Constraints

The assigned budget and schedule might hold the project back and are perceived the primary project constraints (Devry Canvas, 2022). The project communication management plan offers a theoretical depiction of how the communication will be executed, including audience, frequency, and channels. However, this might change or be more complicated on the ground due to various factors such as team conflicts, lack of availability, missing emails or someone did not see an email, did not pick the phone, and many other issues that derail communication. Therefore, communication becomes another constraint. Additionally, data transfer or migration can be challenging due to data transfer risks, including system failure or lost data and the time and energy needed to ensure complete and accurate data migration. Finally, team training to ensure competency in using the new system can be a challenge because training is complicated, members have different learning levels, and it might not be completed with the specified timeframe. Training is an ongoing process, and which needs might change during project development.

Project Assumptions

Project assumptions are that the implementation of the new billing system will not prompt troubleshooting the company’s network (Devry Canvas, 2022). The project team also assumes that the current billing or customer data is accurate, without any missing links or data and the budget will be enough to cover all costs, and all milestone sand deliverables will be fulfilled. The project team also assumes that the software acquired will meet user needs and requirements and work as expected and no software failures or return will be necessary.

 References

Devry Canvas. (2022). Getta Byte Stakeholders and Communication Management. [Video]. https://www.coursesidekick.com/information-systems/1073984

Devry Canvas. (2022). Getta Byte — Project Scope. [Video].

Devry Canvas. (2022). Getta Byte — Project Stakeholder Engagement and Communications Management Plans. [Video].

Farkas, E. B. (2018). A Guide to the Project Management Body of Knowledge (PMBOK GUIDE). Podium, (34), 85-88. https://www.works.gov.bh/English/ourstrategy/Project%20Management/Documents/Other%20PM%20Resources/PMBOKGuideFourthEdition_protected.pdf

Kloppenborg, T., Anantatmula, V. S., & Wells, K. (2018). Contemporary project management. Cengage Learning.

 

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