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 Project Payback Period

Initial Investment – Opening Cumulative Cash Flow

PAYBACK PERIOD =
Closing Cumulative Cash Flow – Opening Cumulative Cash Flow

PROJECT A PROJECT B
DISCOUNTING
YEAR
FACTOR @9%
Net Cashflow Discounted Cash Flow Cumulative Cashflow Net Cashflow Discounted Cashflow Cumulative Cashflow

0 1.0000 -5,00,000 -5,00,000 -5,00,000 -5,00,000 -5,00,000 -5,00,000

1 0.9100 65,000 59,150 -4,40,850 - - -5,00,000

2 0.8281 75,000 62,108 -3,78,743 20,000 16,562 -4,83,438

3 0.7536 1,00,000 75,357 -3,03,385 40,000 30,143 -4,53,295

4 0.6857 1,25,000 85,719 -2,17,667 80,000 54,860 -3,98,435

5 0.6240 1,50,000 93,605 -1,24,062 1,40,000 87,365 -3,11,071

6 0.5679 1,70,000 96,538 -27,524 1,80,000 1,02,216 -2,08,854

7 0.5168 2,00,000 1,03,352 75,828 2,00,000 1,03,352 -1,05,502

8 0.4703 2,25,000 1,05,807 305

2
 Project Design Structure Matrix (DSM)
Least Dependent Partially Dependent Moderately Dependent Highly Dependent

Sl. No. 01 02 03 04 05 06 07 08

Field task Use of temporary Innovation in Freedom to Use of preassembly Documentation work Waste management Regular
sequencing (CPM material system on available equipment contractors for in case of adverse of the lessons on site inspection/meeting
etc.) site technical inputs to weather learned during the on/off site by
ACTIVITIES improve the project execution consultants
construction process stage
Sl.
No.

01 Field task sequencing (CPM etc.)

Use of temporary material system

02
on site

03 Innovation in available equipment

Freedom to contractors for technical

04 inputs to improve the construction
process

Use of preassembly in case of

05
adverse weather

Documentation work of the lessons

06 learned during the project execution
stage

07 Waste management on site

Regular inspection/meeting on/off

08
site by consultants

3
RACI Assignment R Responsible A Accountable C Consulted I Informed

PRODUCT UI CONTENT FINANCIAL DESIGN VP OF VP OF

CTO CEO
MANAGER DESIGNE WRITER ANALYST DIRECTOR PRODUCT DESIGN
R
INITIATION

Financial study R A I I C

Feasibility study R A I I I

Technology recommendation R C A I
PLANNING

Financial plan R A I I I

Sprint plan R A

Design UI R A C I I
EXECUTION

Write content R A

Create mockup R C A I I I
CONTROL

User testing R A I I I
INITIATION

Create lessons learned R A

Create closure report R A I I I

4
 Project Stakeholder Register

PROJECT MANAGER : Anthony Daniels PROJECT PHASE : Initiation

INFLUENC COMMS
ROLE CONTACT CATEGORY INTEREST EXPECTATIONS
E REQUIREMENTS

Phone : +61 4834467651 User friendly and responsive UI across

Sponsor Internal Video conference and email
Email: johnmatthew@gmail.com handheld device, tablet or desktop

Phone : +61 4834467651 Project to be delivered on time within

Project Lead Internal Email and Telephone
Email: lukewilson@gmail.com budget

Product Phone : +61 4834467651 Clear requirements and timely

Internal Email and Telephone
Manager Email: deepakgale@gmail.com completion of documentation

Project to be delivered on time within

Phone : +61 4834467651
PMO Internal budget Email and Telephone
Email: suziebarker@gmail.com
Timely approvals to be obtained

Development Phone : +61 4834467651

Internal Develop responsive UI Email and Telephone
Manager Email: thomasatkins@gmail.com

Phone : +61 4834467651 UI is responsive

QA Manager Internal Email and Telephone
Email: disasharma@gmail.com No quality issues

Infrastructure Phone : +61 4834467651

Internal Branding in maintained Email and Telephone
Team Lead Email: jimarthure@gmail.com

5
 Project Business Case

PROJECT NAME Sales Team IVR Telephone System SPONSOR Head of Sales

PROJECT
Project Manager Name APPROVAL DATE 3rd March LAST REVISION DATE 3rd March
MANAGER

BUSINESS STRATEGY OPTIONS CONSIDERED

Our strategy is to project best in industry customer service, and the current situation does not reflect this. The new IVR system will ensure all calls are Options considered included:
answered in a timely manner. It will also ensure that calls are deft with efficiently. These two facts align this project to the company strategy. 1. Adding additional staff to sales team
2. Having a dedicated team for our best customers
3. An IVR system (selected)

BENEFITS TIMESCALES COSTS

1. Increased sales - currently estimated we lose 4% of all sales calls due to current issues. Initial analysis shows that the IVR software = $35,000
2. Happier customers - we estimate new customer satisfaction will increase by 10%. system will take approximately 3-4 Project Management = 530,000
3. Improved LTV - lifetime value of customers will increase by 5% due to the two points above months to implement. Software team of 3 for 3 months = 590,000
Total estimated cost = $155,000

RISKS EXPECTED ROI

Right now the project looks pretty straightforward but there are still some unknows surrounding implementation. There is also the risk that the project doesn't Year 1 = $0
meet the sales team or customers needs. For this reason it is recommended to involve the sales team closely. Year 2 = $120,000
Year 3 = $180,000 as LTV begins to be felt

6
 Kanban Board

BACKLOG 1 ANALYSIS 4 DEVELOPMENT 5 TESTING & QA 3 DEPLOYMENT 2

Doing Done Doing Done

Description Description Description Description

Description Text Description Text Description Text
Text Text Text Text

Description Description Description

Description Text Description Text
Text Text Text

Description
Description Text
Text

Description
Text

7
 Project KPI Dashboard
RESOURCE UTILIZATION (ACTUAL VS CAPACITY) PROJECT TASKS & TIME SPENT

80
79 73 70 50 500
58 76 68
59 50 64 40 400
55
37 30 300
53
42 46 46
34 38 38 20 200
25 30 28 26 26
10 100

0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

System Interface Quality Activity

23% 65% 81% 12%
Activity build Activity build Standards prep Interface testing

TASK PROJECT MANAGER BUDGET USED REMAINING SCHEDULE

Project Name 1 Samantha Davis $2,250,000 $1,800,000 $450,000 01/23/2020

Project Name 2 Susanna Smith $750,000 $262,500 $487,500 03/14/2020

Project Name 3 Anna Smithson $2,000,000 $300,000 $1,700,000 05/19/2020

Project Name 4 Stuart Johnson $1,500,000 $600,000 $900,000 11/29/2020

8
 Gantt Chart – (Month)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

PLANNING 100%

Planning Task 1 100%

Planning Task 2 100% Milestone 3 (Data)

Planning Task 3 100%

Planning Task 4 100%

INTRODUCTION 60%

Introduction Task 1 80%

Introduction Task 2 90% Milestone 4 (Data)

Introduction Task 3 Milestone 1 (Data) 70%

Introduction Task 4 35%

TEAM SELECTION 75%

Team Task 1 80%

Team Task 2 90%

Team Task 3 40%

Team Task 4 Milestone 2 (Data) 35%

Team Task 5 50

Team Task 6 80%

9
 Project Closure

PROJECT NAME Project ABC PROGRAM Name of Program

PROJECT NUMBER PRJ1503 PROJECT MANAGER John Butler

VERSION & DATE 4.1.3.1 / 15.02.2021 PROJECT SPONSOR Aubrey Plaza

AUTHOR Author Name Here PROGRAM MANAGER Crag Fergusons

HANDOVER DOCUMENT REASON FOR CLOSURE

Is there an approved handover document? • Is it being closed because all project objectives and deliverables have been met?
If no, please state why/ • Or is it being closed for other reasons (Loss of funding, shift in strategy, failure at clinical trials etc.?)

10
 Post-Mortem Meeting: Team Survey

01. Our internal project team worked effectively together 02. Our project team worked effectively with the client and/or stakeholder

Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree

03. Our project fulfilled our clients expectations. 04. Our projects met its goals.

Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree

05. Our project fulfilled defined deliverables. 06. Our Team produced high quality work.

Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree Strongly Disagree 1 2 3 4 5 6 7 8 9 10 Strongly Agree

11
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