Social Media Research Centre Project

Project Budget and Phases

The title of the project is: Social Media Research Centre

A budget of AUD 50,000 has been assigned to the project which would cover all of the project costs such as the ones related with human and non-human resources

and the phases of the project (Focacci, 2011).

The costs that will be associated with the project will be classified in the different categories as per the phases and activities of the project.

• Replacement of the manual operation with their automated counterparts by setting up a web site for social media research centre
• Availability of the research information in a single location through web presence
• Avoidance of errors that result out of the manual operations and ability to enhance data storage and other data related operations (Mallery, 2011).

• The web site for the project shall be designed according to the defined design guidelines and the development shall be done according to the specifications and necessary system qualities.
• Data and information should be adequately utilized during the project activities.
• Security of the site shall be kept in consideration during the project phases.
• The site shall score well on the terms such as performance and usability.

• An end product as the web site for social media research centre
• Implementation plan of the site covering the steps to implement the site for all types and categories of the end users
• Web site design covering the UI/UX aspects along with the wireframes and their details
• A back end for the web site for storage of the information associated with the data centre
• System documentation such as user manuals, licensing documents, help & assistance document and likewise
• Progress and status reports of the project along with a closure report at the end of the project

The manual operations would be converted to their automated and advanced counterparts who would remove the errors that may be associated in terms of processing speed and data handling. The practice would enhance the quality and goodwill of the organization among the customers (Dutot, 2016).

Some of the limitations that would be associated with the project would include the exclusion of the activities such as negotiation, distribution, advertising and marketing. None of the project resources will be engaged in any of the tasks that will be associated with the activities that have been listed.

Also, it would be required for the resources to carry out all the project activities according to the defined standards and best practices and non-adherence to any of the standards will not be acceptable.

MOV stands for Measurable Organizational Value that is associated with a particular project and the same has been defined and analyzed in this case.

• Organization – Enhancement of reputation, goodwill and competitive advantage
• Customer – Ease of usage, data gathering and collection
• Social – Increase in profits and revenues
• Financial – Reduction in costs
• Strategy – Automated processes and approach  

• The dates of the deliverables that have been specified above are as listed below.
• Web site Design: 5^th May 2017
• Implementation Plan: 6^th June 2017
• Database Set-up: 6^th June 2017
• Progress Reports: All throughout the project at daily and weekly frequency
• Developed web site: 25^th October 2017
• System Documentation: 1^st December 2017
• Adherence to the quality standards and ethical code of conduct

• Skill set will be in accordance with the requirements for the people allocated for the project.
• Availability of the stakeholders will be required for acceptance and sign offs

There will be many stakeholders that will be associated with the project. These stakeholders will have varied interest in the project and will also contribute towards the project progress and its successful completion. The list of the stakeholders that will be associated with the project has been provided below.

• Sponsor
• Associated Parties: Suppliers, Providers and Vendors
• End System Users
• Project Manager
• Development Specialist
• Technical Consultant
• Application Tester
• UI/UX Tester
• Technical Writer

• Planning phase and testing phase are the two phases that are usually not paid due attentions and the same becomes the cause for failures in the long run (Nelson, 2005).
• Adherence to the defined standards would lead to the avoidance of some of the major risks and defects during the project timeframe (Maravilhas, 2016)

Signature: Signature of the Project Sponsor

Date: Date of the Sign Off

Name: Name of the Project Sponsor

Comments: List of comments by the sponsor on the required changes

The purpose behind the creation of a communication plan for the project is to develop an enhanced level of coordination between the processes and resources to increase the overall efficiency and productivity.  

Information to be communicated would include the progress details and status details along with major conflicts (Williams, & Lewis, 2008).

Communicated information would include project details and specifications.

Information to be communicated would include the progress details and status details

End product with expected set of functionalities along with the ability to provide feedback (Papulova, 2016)

• Sharing with external parties: Project Progress, Project Status, Project Changes and major defects.
• Sharing with internal resources: Project Specification, Best Practices, Standards, Methodologies and Approach.

• Daily team meetings and discussions
• Daily progress report internally
• Weekly status reports to clients and associated parties

• Documents: SharePoint location will be utilized for exchanging the information
• Internal Meetings: Meeting Rooms will be utilized for carrying out internal meetings
• External Meetings: Tele-conferencing medium will be utilized for carrying out external meetings
• Messages: Emails and Phone Conversations will be used for exchange of the messages

The purpose behind the effective communication for the project is to develop an enhanced level of coordination between the processes and resources to increase the overall efficiency and productivity (Wilson, 2004).

Automated Operations for Better Quality and Goodwill

Meetings, Calls, Emails and Teleconferencing will be different mechanisms of communication that will be utilized during the project for enhancing the communication between parties.

Management of the project related changes will be managed and reviewed by the Project Manager. There may be some of the changes in the project associated with the requirements and scope or the expectations (Brady, 2008).

Management of the changes will be done in a series of three phases as planning, execution and management. Planning would include the definition of the changes by the sponsor and associated parties in the form of change request documents. Execution would include the following of steps to bring the changes in to action and applying the same to the project. Management would include evaluation of the changes in terms of their validation.

Internal and external meetings will take place during the project.

External meetings will occur between the project sponsor and the associated third parties with project Manager as the internal representative of the project. These meetings would aim at identification of the newer changes and their incorporation in the project along with discussion on subjects such as progress, funds, schedule, pending tasks, defects and completion status.

Internal meetings will take place between all or some of the project team members and will have the agenda as resolution of all the project conflicts and project disputes along with the creation of new ideas and concepts for the betterment of the project. Communication of any of the changes along with discussion to effectively manage the project activities will also be covered during the project lifecycle.

References

Brady, M. (2008). Analysis of a public sector organizational unit using strategic and operational analysis tools. Knowledge And Process Management, 15(2), 140-149. https://www.researchgate.net/publication/229619973_Analysis_of_a_public_sector_organizational_unit_using_strategic_and_operational_analysis_tools

Dutot, V. (2016). Social media and business intelligence: defining and understanding social media intelligence. Journal Of Decision Systems, 25(3), 191-192. https://www.researchgate.net/publication/304185506_Social_media_and_business_intelligence_defining_and_understanding_social_media_intelligence

Focacci, A. (2011). Corporate Social Responsibility performance assessment by using a linear combination of key indicators. International Journal Of Business Governance And Ethics, 6(2), 183. https://dx.doi.org/10.1504/ijbge.2011.039968

Mallery, M. (2011). Project Management Portal (PMP) from the University of Washington Information Technology Wiki – https://wiki.cac.washington.edu/display/pmportal/Project+Management+Portal. Technical Services Quarterly, 28(3), 365-367. https://dx.doi.org/10.1080/07317131.2011.574546

Maravilhas, S. (2016). Social Media Intelligence for Business. International Journal Of Organizational And Collective Intelligence, 6(4), 19-44. https://dl.acm.org/citation.cfm?id=3004501

Nelson, J. (2005). Corporate governance practices, CEO characteristics and firm performance. Journal Of Corporate Finance, 11(1-2), 197-228. https://www.researchgate.net/publication/223843204_Corporate_Governance_Practices_CEO_Characteristics_and_Firm_Performance

Papulova, Z. (2016). Role of Strategic Analysis in Strategic Decision-Making. Procedia Economics And Finance, 39, 571-579. https://www.researchgate.net/publication/305396345_Role_of_Strategic_Analysis_in_Strategic_Decision-Making

Williams, W., & Lewis, D. (2008). Strategic management tools and public sector management. Public Management Review, 10(5), 653-671. https://www.researchgate.net/publication/262862837_Strategic_management_tools_and_public_sector_management

Wilson, A. (2004). How process defines performance management. International Journal Of Productivity And Performance Management, 53(3), 261-267. https://www.researchgate.net/profile/Karen_Fryer2/publication/235294551_Performance_management_in_the_public_sector/links/0f31753ba9da3c9a8c000000

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