Work Breakdown Structure

Phase 1 Development. The software team will modify software to meet regulatory guidelines. The hardware team will modify hardware to meet regulatory guidelines. The teams will test software and hardware to make sure they work and make necessary modifications. Once the products meet regulatory guidelines, both teams will upgrade software and hardware to incorporate the new release features. The teams will test software and hardware to make sure the new release works as planned and according to regulatory guidelines and make necessary modifications.
Once the modifications and upgrades are complete specifications will be sent to manufacturing for completion. Phase 2 Manufacturing. The hardware manufacturing team will develop a new design for hardware to be sold to new customers. The software manufacturing support team will test the new hardware design to make sure it works with the new software. The hardware manufacturing team will work with hardware development to make necessary modifications. Hardware manufacturing team will write release notes, upgrade notes, and packaging information.
The software and hardware teams will review the release and upgrade notes and suggest modifications or additions. Once the hardware redesign is complete, the packaging is changed, and the release and upgrade notes are completed sales and marketing campaigns can begin. Phase 3 New Sales and Marketing Campaign. The sales team manager should schedule training on the new release for all sales persons. The marketing team will integrate information from the release notes, upgrade notes, and packaging information into the company web site, brochures, and other marketing materials.

The sales team will contact new customers to schedule presentation and preview of the upgrade. When customers call for service or support, the help desk will take the initiative to schedule the presentation and preview. Sales team will begin to sell the new version to all prospective customers at this point. Phase 4 Distribution. Existing customers will have first priority in the distribution process. Sales team will provide demos and training videos to existing customers. The hardware team will install upgraded software and test installation with existing hardware to make sure items work.
Hardware team will either modify the customers’ existing hardware or provide the new hardware to work with the new software. New customers will receive the upgraded hardware and software installation, testing and training in the normal manner that all new customers are treated. 5. Project Team The project team is composed of the Project Manager and project teams compromised of personnel from the following departments: development, manufacturing, distribution, and sales and marketing. Personnel will be assigned to one of four project teams: the software team, the hardware team, the sales team, and the marketing team.
Definition of teams. The following teams will work on the project. The teams are: software development, hardware development, software manufacturing support, hardware manufacturing, software and hardware distribution, marketing and sales, sales and customer support. The software and hardware distribution team will consist of the team leaders from software and hardware development, software manufacturing support, and hardware manufacturing. The same sales team will work with both marketing and customer service to perform distinct team functions. 6. Risk Management Two potential risks or threats to the project exist and must be managed.
The first risk is that the team cannot complete technology upgrade in time consistent with compliance upgrade. This risk should be managed with contract employment for development of other product lines and outsourcing manufacturing other product lines and for customer support and help desk functions. The second risk is that the existing hardware at the customer location may not work with software upgrade requiring new hardware for some customers. This risk should be managed by factoring additional costs into the upgrade product and by obtaining adequate short term financing to cover additional manufactured units. 7.
Communication Management Each team will have a team leader to whom all team members will report regarding team activity. The team leaders will report directly to the project manager regarding team progress. Each team will create and follow a similar sub-project management plan and will use the same tracking, management, and reporting system across the board. 8. Financial Plan The financial plan must consider increased costs in areas of plant and operations, labor, raw materials, and absorbed costs of achieving compliance. Operating costs include two additional days of plant and some extended office operations, and the costs of outsourcing.
Labor costs included overtime for project team members and the costs of contract labor. Raw materials cost include new packaging and hardware to bring units up to compliance and new release. Absorbed costs include the unit and labor costs of providing upgraded hardware to existing customers. 9. Conclusion Each team leader will submit a project plan to the project manager. The team plans should be individually approved by the vice president of operations in addition to approval of the total project plan. Approval of the total project plan will provide a framework for the project manager to use in approving modifications to team plans.
The team leader will review and report progress of individual team members and tasks to the project manager. The project manager will review and report progress of each team, completion of team objectives, and efficiency of team leaders to the vice president. 10. References Davis, D. , & Adams, J. (2007, November). IT strategic planning what healthcare CFOs should know. hfm (Healthcare Financial Management), 61(11), 100-104. Retrieved March 26, 2009, from Business Source Premier database. Nielson, E. (2007, September 8).
Developing the Project Management Plan. Retrieved March 27, 2009, from The Project Management PM Hut: http://www.pmhut. com/developing-the-project-management-plan Nielsen, K. (2006, April). Risk Management: Lessons from Six Continents. Journal of Management in Engineering, 22(2), 61-67. Retrieved March 26, 2009, doi:10. 1061/(ASCE)0742-597X(2006)22:2(61) O’Neill, J. (2001, June).
Project Management-healthcare organizations- Industry Trend or Event. Retrieved March 27, 2009, from BNET Find Articles: http://findarticles. com/p/articles/mi_m0DUD/is_6_22/ai_75433198 Pelland, D. (1998, August). Healthcare Risk Management Proving Its Value. Risk Management (00355593), 45(8), 64-64. Retrieved March 26, 2009, from Business Source Premier database.

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