INTRODUCTION

The HR system is a collective term for more specific solutions like HRMS (Human
Resources Management System), HRIS(Human Resources Information System), and
HCM(Human Capital Management software). we note that HR systems are usually
called start-up solutions to help recruiters in companies from the small business
segment.
what the system do: Payroll and benefits,Employee development and
performance ,Organizing and analyzing ,Management of employee
information ,Company documents management,Applicant tracking system ,Salary
and benefits administration ,Absence management, Compensation management.

PROJECT MANAGEMENT APPROACH

The Project Manager, Ashrakat , has the overall authority and responsibility for
managing and executing this project according to this Project Plan and its Subsidiary
Management Plans. The project team will consist of personnel from the coding
group, quality control/assurance group, technical writing group, and testing group.
The project manager will work with all resources to perform project planning. All
project and subsidiary management plans will be reviewed and approved by the
project sponsor. All funding decisions will also be made by the project sponsor. Any
delegation of approval authority to the project manager should be done in writing
and be signed by both the project sponsor and project manager.

The project team will be a matrix in that team members from each organization
continue to report to their organizational management throughout the duration of
the project. The project manager is responsible for communicating with
organizational managers on the progress and performance of each project resource.

PROJECT SCOPE
The system stores employee, company, customer and applicant data. It also displays
a personal file for each employee. It displays those accepted for work.

MILESTONE LIST
The below chart lists the major milestones for the HR System Project. This chart is
comprised only of major project milestones such as completion of a project phase or
gate review. There may be smaller milestones which are not included on this chart
but are included in the project schedule and WBS. If there are any scheduling delays
which may impact a milestone or delivery date, the project manager must be
notified immediately so proactive measures may be taken to mitigate slips in dates.
Any approved changes to these milestones or dates will be communicated to the
project team by the project manager.
 Milestone Description Date
 Project Start Preparing to start 10/23/2022

 Specify requirements All requirements for HR System must be determined 10/24/2022

to base design upon
 system design start This is the theoretical design for the software and its 10/31/2022
functionality
 Implementation start All coding completed resulting in software prototype 11/07/2022

 Testing start All functionality tested and all identified errors 01/07/2023
corrected
 Project Complete Ending the project 01/30/2023

SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE

The WBS for the HR System Project is comprised of work packages which do not
exceed 40 hours of work but are at least 4 hours of work. Work packages were
developed through close collaboration among project team members and
stakeholders with input from functional managers and research from past projects.

The WBS Dictionary defines all work packages for the HR System Project. These
definitions include all tasks, resources, and deliverables. Every work package in the
WBS is defined in the WBS Dictionary and will aid in resource planning, task
completion, and ensuring deliverables meet project requirements.

The HR System Project schedule was derived from the WBS and Project Charter with
input from all project team members. The schedule was completed, reviewed by the
Project Sponsor, and approved and base-lined. The schedule will be maintained as a
projectLibre Gantt Chart by the HR System Project Manager. Any proposed changes
to the schedule will follow TSI’s change control process. If established boundary
controls may be exceeded, a change request will be submitted to the Project
Manager. The Project Manager and team will determine the impact of the change
on the schedule, cost, resources, scope, and risks. If it is determined that the
impacts will exceed the boundary conditions then the change will be forwarded to
the Project Sponsor for review and approval.

CHANGE MANAGEMENT PLAN

The following steps comprise TSI’s organization change control process for all
projects and will be utilized on the HR System project:

Step #1: Identify the need for a change (Any Stakeholder)

Requestor will submit a completed TSI change request form to the project
manager
Step #2: Log change in the change request register (Project Manager)
The project manager will maintain a log of all change requests for the
duration of the project
 Step #3: Conduct an evaluation of the change (Project Manager, Project Team,
Requestor)
The project manager will conduct an evaluation of the impact of the change
to cost, risk, schedule, and scope
Step #4: Submit change request to Change Control Board (CCB) (Project
Manager)
The project manager will submit the change request and analysis to the CCB
for review
Step #5: Change Control Board decision (CCB)
The CCB will discuss the proposed change and decide whether or not it will
be approved based on all submitted information
Step #6: Implement change (Project Manager)
If a change is approved by the CCB, the project manager will update and re-
baseline project documentation as necessary as well as ensure any changes are
communicated to the team and stakeholders

Any team member or stakeholder may submit a change request for the HR System
Project. The HR System Project Sponsor will chair the CCB and any changes to
project scope, cost, or schedule must meet his approval. All change requests will be
logged in the change control register by the Project Manager and tracked through to
completion whether approved or not.

COMMUNICATIONS MANAGEMENT PLAN

Communicatio Description Frequenc Format Participants/ Deliverabl Owner
n Type y Distribution e
Project Sponsor,
Weekly Status Email summary Project
Weekly Email Team and Status Report
Report of project status Manager
Stakeholders
Meeting to
Weekly Project review action Updated Project
Weekly In Person Project Team
Team Meeting register and Action Register Manager
status
Present metrics
Project Sponsor, Status and
Project Monthly and status to Project
Monthly In Person Team, and Metric
Review (PMR) team and Manager
Stakeholders Presentation
sponsor
Present
Phase
closeout of Project Sponsor,
Project Gate completion Project
project phases As Needed In Person Team and
Reviews report and Manager
and kickoff next Stakeholders
phase kickoff
phase
Review of any
technical Technical
Technical Design Project
designs or work As Needed In Person Project Team Design
Review Manager
associated with Package
the project

Project team directory for all communications is:

Name Title E mail Office Phone Cell Phone

 Project
Walaa [email protected] 01123456789 01123456789
Sponsor
Project
Ashrakat [email protected] 01198765432 01198765432
Manager
Ahmed
System
Mohammed [email protected] 01111775599 01111775599
Analyst
Amr Technical
[email protected] 01111775599 01111775599
Mohammed Writer
Hossam Ali Tester
[email protected] 01256348557 01256348557
Zeyad Helmi Tester [email protected] 01128595189 01128595189
Mariam
Youssef Designer [email protected] 01185477223 01185477223

Asel Helmi Designer [email protected] 01128595189 01128595189

Web
Mahmoud developer [email protected] 01185477223 01185477223
Ahmed
Tasnem Web [email protected]
01128595189 01128595189
Helmi developer
Web
[email protected]
Rahma developer 01185477223 01185477223
Gamal
Zahra App [email protected]
01128595189 01128595189
mohamed developer

Communications Conduct:

Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any
scheduled meeting and all participants are expected to review the agenda prior to
the meeting. During all project meetings the timekeeper will ensure that the group
adheres to the times stated in the agenda and the recorder will take all notes for
distribution to the team upon completion of the meeting. It is imperative that all
participants arrive to each meeting on time and all cell phones and blackberries
should be turned off or set to vibrate mode to minimize distractions. Meeting
minutes will be distributed no later than 24 hours after each meeting is completed.

Email:
All email pertaining to the HR System Project should be professional, free of errors,
and provide brief communication. Email should be distributed to the correct project
participants in accordance with the communication matrix above based on its
content. All attachments should be in one of the organization’s standard software
suite programs and adhere to established company formats. If the email is to bring
an issue forward then it should discuss what the issue is, provide a brief background
on the issue, and provide a recommendation to correct the issue. The Project
Manager should be included on any email pertaining to the HR System Project.

Informal Communications:
While informal communication is a part of every project and is necessary for
successful project completion, any issues, concerns, or updates that arise from
informal discussion between team members must be communicated to the Project
Manager so the appropriate action may be taken.

COST MANAGEMENT PLAN

The Project Manager will be responsible for managing and reporting on the project’s
cost throughout the duration of the project. The Project Manager will present and
review the project’s cost performance during the monthly project status meeting.
Using earned value calculations, the Project Manager is responsible for accounting
for cost deviations and presenting the Project Sponsor with options for getting the
project back on budget. All budget authority and decisions, to include budget
changes, reside with the HR System Project Sponsor.

For the HR System Project, control accounts will be created at the fourth level of the
WBS which is where all costs and performance will be managed and tracked.
Financial performance of the HR System Project will be measured through earned
value calculations pertaining to the project’s cost accounts. Work started on work
packages will grant that work package with 50% credit; whereas, the remaining 50%
is credited upon completion of all work defined in that work package. Costs may be
rounded to the nearest dollar and work hours rounded to the nearest whole hour.

Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a
monthly basis by the Project Manager to the Project Sponsor. Variances of 10% or
+/- 0.1 in the cost and schedule performance indexes will change the status of the
cost to yellow or cautionary. These will be reported and if it’s determined that there
is no or minimal impact on the project’s cost or schedule baseline then there may be
no action required. Cost variances of 20%, or +/- 0.2 in the cost and schedule
performance indexes will change the status of the cost to red or critical. These will
be reported and require corrective action from the Project Manager in order to bring
the cost and/or schedule performance indexes back in line with the allowable
variance. Any corrective actions will require a project change request and be must
approved by the CCB before it can be implemented.

Earned value calculations will be compiled by the Project Manager and reported at
the monthly project status meeting. If there are indications that these values will
approach or reach the critical stage before a subsequent meeting, the Project
Manager will communicate this to the Project Sponsor immediately.

PROCUREMENT MANAGEMENT PLAN

The Project Manager will provide oversight and management for all procurement
activities under this project. The Project Manager is authorized to approve all
procurement actions up to $5,000. Any procurement actions exceeding this amount
must be approved by the Project Sponsor.

While this project requires minimal or no procurement, in the event procurement is

required, the Project Manager will work with the project team to identify all items or
services to be procured for the successful completion of the project. The Project
Manager will then ensure these procurements are reviewed by the Program
Management Office (PMO) and presented to the contracts and purchasing groups.
The contracts and purchasing groups will review the procurement actions, determine
whether it is advantageous to make or buy the items or resource required services
internally, and begin the vendor selection, purchasing and the contracting process.

In the event a procurement becomes necessary, the Project Manager will be

responsible for management any selected vendor or external resource. The Project
Manager will also measure performance as it relates to the vendor providing
necessary goods and/or services and communicate this to the purchasing and
contracts groups.

PROJECT SCOPE MANAGEMENT PLAN

Scope management for the HR System Project will be the sole responsibility of the
Project Manager. The scope for this project is defined by the Scope Statement,
Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager,
Sponsor, and Stakeholders will establish and approve documentation for measuring
project scope which includes deliverable quality checklists and work performance
measurements.

Proposed scope changes may be initiated by the Project Manager, Stakeholders or

any member of the project team. All change requests will be submitted to the
Project Manager who will then evaluate the requested scope change. Upon
acceptance of the scope change request the Project Manager will submit the scope
change request to the Change Control Board and Project Sponsor for acceptance.
Upon approval of scope changes by the Change Control Board and Project Sponsor
the Project Manager will update all project documents and communicate the scope
change to all stakeholders. Based on feedback and input from the Project Manager
and Stakeholders, the Project Sponsor is responsible for the acceptance of the final
project deliverables and project scope.

The Project Sponsor is responsible for formally accepting the project’s final
deliverable. This acceptance will be based on a review of all project documentation,
testing results, beta trial results, and completion of all tasks/work packages and
product functionality.

SCHEDULE MANAGEMENT PLAN

Project schedules for the HR System Project will be created using ProjectLibre
starting with the deliverables identified in the project’s Work Breakdown Structure
(WBS). Activity definition will identify the specific work packages which must be
performed to complete each deliverable. Activity sequencing will be used to
determine the order of work packages and assign relationships between project
activities. Activity duration estimating will be used to calculate the number of work
periods required to complete work packages. Resource estimating will be used to
assign resources to work packages in order to complete schedule development.

Once a preliminary schedule has been developed, it will be reviewed by the project
team and any resources tentatively assigned to project tasks. The project team and
resources must agree to the proposed work package assignments, durations, and
schedule. Once this is achieved the project sponsor will review and approve the
schedule and it will then be base lined.

In accordance with TSI’s organizational standard, the following will be designated as

milestones for all project schedules:
 Completion of scope statement and WBS/WBS Dictionary
 Base lined project schedule
 Approval of final project budget
 Project kick-off
 Approval of roles and responsibilities
 Requirements definition approval
 Completion of data mapping/inventory
 Project implementation
 Acceptance of final deliverables

Roles and responsibilities for schedule development are as follows:

The project manager will be responsible for facilitating work package definition,
sequencing, and estimating duration and resources with the project team. The
project manager will also create the project schedule using ProjectLibre and validate
the schedule with the project team, stakeholders, and the project sponsor. The
project manager will obtain schedule approval from the project sponsor and baseline
the schedule.

The project team is responsible for participating in work package definition,

sequencing, duration, and resource estimating. The project team will also review
and validate the proposed schedule and perform assigned activities once the
schedule is approved.

The project sponsor will participate in reviews of the proposed schedule and approve
the final schedule before it is base lined.

The project stakeholders will participate in reviews of the proposed schedule and
assist in its validation.

QUALITY MANAGEMENT PLAN

All members of the HR System project team will play a role in quality management.
It is imperative that the team ensures that work is completed at an adequate level of
quality from individual work packages to the final project deliverable. The following
are the quality roles and responsibilities for the HR System Project:

The Project Sponsor is responsible for approving all quality standards for the HR
System Project. The Project Sponsor will review all project tasks and deliverables to
ensure compliance with established and approved quality standards. Additionally,
the Project Sponsor will sign off on the final acceptance of the project deliverable.
The Project Manager is responsible for quality management throughout the duration
of the project. The Project Manager is responsible for implementing the Quality
Management Plan and ensuring all tasks, processes, and documentation are
compliant with the plan. The Project Manager will work with the project’s quality
specialists to establish acceptable quality standards. The Project Manager is also
responsible for communicating and tracking all quality standards to the project team
and stakeholders.
The Quality Specialists are responsible for working with the Project Manager to
develop and implement the Quality Management Plan. Quality Specialists will
recommend tools and methodologies for tracking quality and standards to establish
acceptable quality levels. The Quality Specialists will create and maintain Quality
Control and Assurance Logs throughout the project.

The remaining member of the project team, as well as the stakeholders will be
responsible for assisting the Project Manager and Quality Specialists in the
establishment of acceptable quality standards. They will also work to ensure that all
quality standards are met and communicate any concerns regarding quality to the
Project Manager.

Quality control for the HR System project will utilize tools and methodologies for
ensuring that all project deliverables comply with approved quality standards. To
meet deliverable requirements and expectations, we must implement a formal
process in which quality standards are measured and accepted. The Project
Manager will ensure all quality standards and quality control activities are met
throughout the project. The Quality Specialists will assist the Project Manager in
verifying that all quality standards are met for each deliverable. If any changes are
proposed and approved by the Project Sponsor and CCB, the Project Manager is
responsible for communicating the changes to the project team and updating all
project plans and documentation.

Quality assurance for the HR System project will ensure that all processes used in the
completion of the project meet acceptable quality standards. These process
standards are in place to maximize project efficiency and minimize waste. For each
process used throughout the project, the Project Manager will track and measure
quality against the approved standards with the assistance of the Quality Specialists
and ensure all quality standards are met. If any changes are proposed and approved
by the Project Sponsor, the Project Manager is responsible for communicating the
changes to the project team and updating all project plans and documentation.
RISK MANAGEMENT PLAN
The risk in the HR System are:
 System users don't change their business process to meet best practices.
 The selected technology doesn't adequately meet the business needs
We will do our best to manage these risks.

STAFFING MANAGEMENT PLAN

The HR System Project will consist of a matrix structure with support from various
internal organizations. All work will be performed internally. Staffing requirements
for the HR System Project include the following:

Project Manager (1 position) – responsible for all management for the HR System
Project. The Project Manager is responsible for planning, creating, and/or managing
all work activities, variances, tracking, reporting, communication, performance
evaluations, staffing, and internal coordination with functional managers.

Senior Programmer& Designer (3 position) – responsible for oversight of all design,

coding and programming tasks for the HR System Project as well as ensuring
functionality is compliant with quality standards. Responsible for working with the
Project Manager to create work packages, manage risk, manage schedule, identify
requirements, and create reports. The Senior Programmer will be managed by the
Project Manager who will provide performance feedback to the functional manager.

Programmer &Designer (3 position) – responsible for design, coding and

programming for the HR System Project. All coding and programming tasks will be
reviewed by the Senior Programmer prior to implementation. Responsibilities also
include assisting with risk identification, determining impacts of change requests,
and status reporting. The Programmer will be managed by the Project Manager and
feedback will be provided to the functional manager for performance evaluations by
the Project Manager and Senior Programmer.

Technical Writer (1 position) – responsible for compiling all project documentation

and reporting into organizational formats. Responsible for assisting the Project
Manager in Configuration Management and revision control for all project
documentation. Responsible for scribing duties during all project meetings and
maintaining all project communication distribution lists. The Technical Writer will be
managed by the Project Manager who will also provide feedback to the functional
manager for performance evaluations.

Testing Specialist (2 position) – responsible for helping establish testing

specifications for the HR System Project with the assistance of the Project Manager
and Programmers. Responsible for ensuring all testing is complete and documented
in accordance with TSI standards. Responsible for ensuring all testing resources are
coordinated. The Testing Specialist will be managed by the Project Manager who
will also provide feedback to the functional manager for performance evaluations.
The Project Manager will negotiate with all necessary TSI functional managers in
order to identify and assign resources for the HR System Project. All resources must
be approved by the appropriate functional manager before the resource may begin
any project work. The project team will not be co-located for this project and all
resources will remain in their current workspace.

RESOURCE CALENDAR
180

160

140

120

100

80

60

40

20

0
Oct Nov Dec Jan

Manager Designer Developer Tester Tec.Writer

COST BASELINE
The cost baseline for the HR System project includes all budgeted costs for the
successful completion of the project.

Project Phase Budgeted Total Comments

Planning $60,000 Includes work hours for all
project team members for
gathering requirements
and planning project
Design $80,000 Includes work hours for all
project team members for
work on HR System
conceptual design
Coding $170,000 Includes all work hours for
coding of HR System
Testing $80,000 Includes all work hours for
testing (including beta
testing) of HR System
 software
closing 60 Includes devices for
employee
QUALITY BASELINE
The HR System Project must meet the quality standards established in the quality
baseline. The quality baseline is the baseline which provides the acceptable quality
levels of the HR System Project. The software must meet or exceed the quality
baseline values in order to achieve success.

Item Acceptable Level Comments

Data Accuracy 99% Accuracy with 1% or Using standard English
less errors in data language databases
Compatibility No errors associated with
running software with
compatible applications
Supporting Documentation Less than 1% failure rate
in beta testing new users
to run setup and execute
software functionality