PROJECT

MANAGEMENT
THEORY & PRACTICE
MPM 7001
 Project Management Theory and Practice | MPM 7001

1. Acknowledgement

First and foremost, I would like to express my gratitude to my Lecturers. They provided me
with invaluable advice and unwavering support. It was quite beneficial for me in completing
my assignment in the allotted time.

Also, I would want to convey my gratitude to University Name for providing me with the
opportunity to pursue this Course Title, as well as my sincere gratitude to University Name
Lecturers and Staff.

I thank my senior students for clearing up my doubts, as well as my parents for encouraging
me to study and engage in this study program in order to enhance my social and educational
status. Finally, I would like to express my gratitude to my friends for supporting me on this
assignment.

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2. Executive Summary

Project management processes fall into five groups: Initiating, Planning, Executing,
Monitoring and Controlling and finally Closing meanwhile, its knowledge draws on ten areas:
Integration, Scope, Time, Cost, Quality, Procurement, Human resources, Communications,
Risk management and Stakeholder Management. This report discusses and analyses the case
study: Customer Service Management at Glamso while drawing network diagram and also
preparing Work Breakdown Structure (WBS) to the project, responsibility matrix to allocate
responsibilities to the team members, budget and a cost distribution plan for the project, quality
management plan for the project, risk management plan for the project, stakeholder
management and communication management plan for the project.

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3. Table of Contents

1. Acknowledgement ......................................................................................................... 1

2. Executive Summary ....................................................................................................... 2

3. Table of Contents ........................................................................................................... 3

4. Work Breakdown Structure ............................................................................................ 5

5. Network Diagram........................................................................................................... 6

6. Responsible Assessment Matrix ..................................................................................... 8

6.1 RACI Matrix................................................................................................................ 9

6.2 Benefits of a RACI Matrix ......................................................................................... 10

7. Project Budget and Cost Distribution ........................................................................... 11

8. Project Quality Management ........................................................................................ 12

8.1 Quality Planning ........................................................................................................ 13

8.2 Quality Assurance ...................................................................................................... 14

8.3 Quality Control .......................................................................................................... 14

9. Risk Management Plan and Risk Mitigation ................................................................. 15

9.1 Identification of the Risk ............................................................................................ 15

9.2 Risk Register ............................................................................................................. 15

9.3 Risk Analysis ............................................................................................................. 16

9.3.1 Risk Impact Scale ................................................................................................ 16

9.3.2 Risk Assessment.................................................................................................. 17

9.3.3 Risk severity........................................................................................................ 17

9.3.4 Risk Inspection and Measuring Techniques ......................................................... 17

10. Communication Plan and Communication Matrix ..................................................... 18

10.1 Stakeholder Analysis Matrix .................................................................................... 19

11. Conclusion ............................................................................................................... 20

12. References ................................................................................................................ 21

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List of Tables

Table 1 - Network Diagram ................................................................................................... 7

Table 2 - Risk Assessment Matrix ........................................................................................ 8
Table 3 - RACI Matrix .......................................................................................................... 9
Table 4 - Cost Control ......................................................................................................... 11
Table 5 - Objectives ............................................................................................................ 13
Table 6 - Quality Planning .................................................................................................. 14
Table 7 - Risk Register ........................................................................................................ 16
Table 8 - Risk Analysis ....................................................................................................... 17
Table 9 - Risk Assessment .................................................................................................. 17
Table 10 - Risk Assesment .................................................................................................. 17
Table 11 - Communication and Objective ........................................................................... 18
Table 12 - Reporting Commuication ................................................................................... 19
Table 13 - Stakeholder Analysis Matrix .............................................................................. 19

List of Figures

Figure 1 - Work Breakdown Structure ................................................................................... 5

Figure 2 - Network Diagram ................................................................................................. 7

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4. Work Breakdown Structure

This chart below will demonstrate the WBS of alpha call tracking system. The Glamso,

1.0 Alpha call tracking

system

1.1 planning the 1.2 executing the 1.3 training sessions 1.4 implementing the
system plan for the staffs system

1.1.1 indentify the 1.2.1 find changes to 1.3.1 scheduling task

1.4.1 final execution
handware make in the existing and meetings for the
of the system
requirement barvo system staffs.

1.3.2 training sessions

1.2.2 identify the
1.1.2 executing the for staffs by analyzing 1.4.2 tracking for the
requirement of the
plan the importance of the performance
new software
system

1.3.3 monitoring the

1.1.3 install the 1.2.3 install the performance of the 1.4.3 assuring the
necessary hardwares software staffs to the new ability of the system
system

1.2.4 configure and 1.4.4 montior and

debug for errors controlling the sytem

1.2.5 convert bravo

system to alpha
system

1.2.6 enter the

required data

Figure 1- Work Breakdown Structure

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5. Network Diagram
By knowing how long it will take to complete the project, you can figure out when each event
in the critical path should start and end. In addition, the table displays what seems to be
duplicate data, such as the most recent start (LS) and end (LS) (LF). The non-critical route,
on the other hand, is not experiencing the same conditions as in the recent past.
Since these activities aren't essential, even if they take longer than expected, the project won't
be finished on time. It is essential that event E be performed concurrently with event D in
order to prevent further delays in the project's completion.
ES DURATION EF
SLACK
LF ACTIVITY LS

ACTIVIT PRECEDEN DURATIO EARLY EARLY CRITICA

Y T N START FINISH L
1.1. A 02 01.09.202 03.09.202 YES
1 1 1
1.1. B A 05 04.09.202 09.09.202 YES
2 1 1
1.1. C B 05 10.09.202 15.09.202 YES
3 1 1
1.2. D C 05 16.09.202 20.09.202 YES
1 1 1
1.2. E C,E 05 21.09.202 25.09.202 YES
2 1 1
1.2. F D 10 26.09.202 06.10.202 NO
3 1 1
1.2. G E 10 07.10.202 17.10.202 YES
4 1 1
1.2. H G 05 18.10.202 23.10.202 YES
5 1 1
1.2. I H 05 24.10.202 29.10.202 NO
6 1 1
1.3. J I 15 30.10.202 14.11.202 NO
1 1 1
1.3. K J 15 15.11.202 30.11.202 NO
2 1 1
1.3. L K 10 01.12.202 10.12.202 YES
3 1 1
1.4. M L 05 11.12.202 15.12.202 YES
1 1 1
1.4. N M,N 05 16.12.202 20.12.202 NO
2 1 1

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1.4. O P 05 21.12.202 25.12.202 NO

3 1 1
1.4. P O 06 26.12.202 31.12.202 YES
4 1 1
Table 1 Network Diagram

Critical Paths
A, B, C, D, E, G, H, L, M, P

Figure 2 Network Diagram

It is a model that demonstrates a clear and long-lasting connection between the project
environment and the project network itself. Based on a precise description of time and duties,
this idea may be applied to any situation. Many fields and arrows are used in network projects,
which is how they are often implemented. Glamso may use this network diagram to plan and
list their projects, as well as to monitor the progress of their projects over time until they are
finished and put into action.

Benefits of having a network diagram in Glamso

 The project time estimate is usually explained using network diagrams. Glamso's
network diagram depicts how operations interact with one another from start to finish,
making predicting the entire project time quite useful.
 Network diagrams aid in the planning, organization, and management of information.
Glamso's network diagram may assist the project manager and team during planning
and organizing since all project activities are shown sequentially with important
interrelationships. During the execution of a project, a network diagram may be useful
since it shows the project activities linked to dependencies.
 The options for schedule compression are shown in network diagrams. You may need
to shorten the length of the remaining tasks in a project. It may be that the project is
running behind schedule, and you need to shorten the timeframe to finish it on time.
Because network diagrams show the sequence of activities and their durations, it will
be simpler to think about how to condense the remaining activities in the project.

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 The project's progress is shown in network diagrams. It's a useful tool for determining
project progress since it shows the sequence of operations in a project and the overall
direction from start to finish. (wvin30, 2020)

6. Responsible Assessment Matrix

Required persons Description Quantity Status Period Notes

Project
Programmer Controls the 02 We have 4 months Permanent
scripting and other
project-related
changes
Technician Responsible for 02 Should 4 months Permanent
setting Alpha to hire
Glamso's
requirements.

Project Manager All work actions 01 We have 4 months Permanent

must be planned,
created, and
managed.

Head of IT Responsible for the 01 We have 4 months Permanent

Alpha tracking
system's quality
control and
assurance.
Customer Care Defining training 01 We have 4 months Permanent
Manager needs, conducting
training, and
assessing training
are all
responsibilities of
this position.

Head of Monitoring, 01 We have 4 months Permanent

department regulating, and
assessing the whole
new system is your
responsibility.

Table 2 Risk Assessment Matrix

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6.1 RACI Matrix

“Responsible, Accountable, Consulted, and Informed” is the abbreviation for “RACI.” The
RACI chart, which is an example of a duty assignment matrix, displays the expenditure at the
lowest level of work for the purpose of cost and duration management. It is a charting method
that depicts the objective of a job as well as the necessary action for each individual.
As a result, there is less misunderstanding about expectations, which leads to increased project
efficiency and better deliverables. Decisions are made more rapidly in this environment,
responsibility is apparent, and effort is divided fairly. Is the RACI model, however, the be-all
and end-all? We'll let you know what project management experts have to say. (Maria, 2018)
Program Technicia Project Head of Customer Head of
mer n Manager IT Care departme
Manager nt
Identifying the R
hardware requirement

Executing the plan A A R

Installing the C R R
necessary hardware

Finding the changes to I R A A

make in the existing
software
New software R R
requirement

Installing the software R

Configuring the R R C I
software

Converting the bravo R R C C I

system to alpha
system
Entering the required R R
data

Scheduling tasks and R A A

arranging meetings

Training sessions for A A I A

the staffs by analyzing
the importance of
software

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Monitoring the staff A I

performance

Execution of the new R R R I

software

Tracking the R R
performance

Assuring the ability of

the new system

Monitoring and C R A I
controlling

Table 3 RACI Matrix

6.2 Benefits of a RACI Matrix

 Because it indicates which functional role(s) are allocated to each individual, a RACI
chart informs the company on the workload of its workers. For example, the company
may determine whether or not someone has been assigned to a responsible position too
often.

 In other words, does this individual have an excessive number of or insufficient number
of specific duties to complete? As a result, the company can determine if someone has
too much responsibility already or could take on more. Use the RACI framework to
ensure that deliverables are completed successfully because everyone involved is
informed.

 This minimizes misunderstandings and boosts productivity. So, if a job is performed

improperly, RACI will inform you who was involved and ultimately responsible. In a
nutshell, RACI helps you have the right discussion with the right people. As a result,
everyone saves time. (Maria, 2018)

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7. Project Budget and Cost Distribution

Considering the Glamso project of introducing the new Alpha call tracking system we must
ensure to set out the targeted budget approximately in order to meet the exact requirements of
the project. You can then determine the cost of completing the user narrative by displaying an
hourly cost for each person on the team after you have a set of tasks, know who will be
performing each job, and how many hours are needed.
WBS Code Activity Cost (Rupees) No. of Weeks Total cost Early Start
(Rupees)
1.1 Planning the system
1.1.1 Identify the hardware 50,000 2 25,000 04.09.2021
requirement
1.1.2 Executing the plan 50,000 1 50,000
1.1.3 Install the new 2,500,000 2 1,450,000 16.09.2021
necessary hardware
1.2 Executing the plan
1.2.1 Find the changes to 50,000 1 50,000 21.09.2021
make the software
implementation
1.2.2 New software 50,000 1 25000 26.09.2021
requirement
1.2.3 Install the software 1,500,000 1 1,500,000
1.2.4 Configuring it and 1,800,000 1 1,800,000 18.10.2021
finding for errors
1.2.5 Convert bravo system 25,000 1 25,000 24.10.2021
to alpha system
1.2.6 Entered the required 50,000 1 50,000 30.10.2021
data
1.3 Training the staffs
1.3.1 Scheduling tasks and 1,000,000 1 1,000,000 01.12.2021
meetings
1.3.2 Training the staffs by 17.000,000 1 1,500,000 11.12.2021
telling the importance
of the system
1.3.3 Looking to the staff 45,000 1 90000 16.12.2021
performance to the
system
1.4 Implementation of the system
1.4.1 Executing the final 1,200,000 1 1,200,000 21.12.2021
system
1.4.2 Tracking for the 75,000 1 75,000 26.12.2021
performance
1.4.3 Assuring the ability of 80,000 1 45000 30.12.2021
the system

1.4.4 Monitor and control 80000 1 95000 21.12.2021

the software

Table 4 Cost Control

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Total fixed cost: Rs. 8,980,000

Total variable cost: 1200000
Total budgeted cost: 1,100,000
Total recurring cost: 95000

8. Project Quality Management

Call center performance has become a key business priority as companies increasingly compete
on the basis of customer experience (CX). Workforce management (WFM) solutions may assist
you in appropriately allocating resources to guarantee that you're ready to meet demand—
placing the right people in the right places at the right times to maintain consistent service
levels. However, agent scheduling and other WFM features only address a part of the contact
center's effectiveness.
Furthermore, agents are not all the same, and even the same agent may function differently
from one hour to the next, day to day, or week to week. That's where quality management (QM)
in contact centers comes in: A QM solution provides you with the tools you need to track and
evaluate agent performance, analyze the quality and depth of your client interactions, and make
ongoing improvements.
The advantage that Glamso business will get by adopting the alpha call tracking system is,
 Targeted monitoring, in addition to random sampling, allows for a deeper examination
of high-value calls, such as those with important clients or those with a high monetary
value. Calls when a customer is following up on a customer problem or calls linked to
important business objectives such as cancellations, poor survey ratings, renewals, and
more may be targeted by a contact center.
 Monitoring these interactions will offer more relevant data and assist your contact
center in improving its operations by identifying particular areas where agents are
excelling or where they may need further coaching and training.
 With this completely automated method, the contact center may add sophisticated
analytics tools like voice, desktop, and text analytics to your quality program. You may
also intelligently classify interactions across all channels and do predictive scoring on
100% of customer discussions, rather than the usual 2 %. (Calabrio, n.d.)

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Objectives of Glamso’s quality management

Primary objective Increasing the customers satisfaction,
improving the call quality and network
management

Secondary objective By the implementation of the alpha call

tracking system the organization will be
able to have a great reputation in future and
expand the company by huge amount of
revenue.

Table 5 Objectives

8.1 Quality Planning

It's not enough to ensure that a project is completed on time and on budget. You must ensure
that the product you create meets the requirements of your stakeholders. Quality is ensuring
that you create exactly what you said you would and that you do it as quickly as possible. And
that means avoiding making too many mistakes and ensuring that your project is always
working toward the
Goal of producing the best product possible.
Everyone "understands" what quality is. However, how the term is used in daily life differs
from how it is used in project management. Setting objectives and collecting measurements are
how you control quality on a project, much as the triple constraint (scope, money, and time).
That's why you need to know what quality standards your stakeholders consider acceptable and
make sure your project achieves them, just as it must match their financial and schedule
objectives.
Customer satisfaction refers to ensuring that the individuals who pay for the final product are
satisfied with it. When the team gathers requirements for the specification, they try to write
down everything that the customers want in the product so that you can figure out how to satisfy
them. It’s okay to leave certain criteria unexplained. Those are the ones that the customer's
stated needs imply.
Quality objectives Roles and responsibilities Testing and monitoring
Make sure to check out if Technical officer Usability testing
the system is working
without any errors
Ensuring the project is being Project manager Schedule check
executed without any errors
Make sure the project Project Manager Usability testing
methodologies and

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implementations are done in

a proper way
Managing the budget and Project manager Schedule testing
other processes in the
execution
Monitoring the software to Technician System testing
see if there are any errors
Table 6 Quality Planning
Some criteria, for example, are self-evident (e.g., high-quality network, high-security call). It
may not be stated explicitly, but it is unquestionably a requirement. (Opentextbc.ca, 2014)

8.2 Quality Assurance

Contact monitoring for quality assurance is an important part of operating a successful call
center. Managers and contact center Quality Assurance experts are responsible for monitoring
operations to guarantee that every client has a consistently pleasant experience.
The quality department may keep costs low by controlling their employees' productivity in
addition to ensuring quality assurance in a contact center and consistency in the client
experience.
Even if it occurs just once, receiving bad service from a contact center may drive consumers
away. No management can afford to be complacent about the quality of interactions their agents
provide, and they must treat all clients equally.
Call tracking system (alpha) including quality assurance contact center experts in the process
ensures that you get feedback from individuals with certain skill sets that may not be accessible
to employees.
Research and development, according to the Glamso company's alpha method, allows contact
centers to figure out what their consumers want and need. The quality of a company's service
and support is an important element of its identity; a brand's reputation may affect whether or
not other consumers choose to purchase from them. (www.playvox.com, n.d.)

8.3 Quality Control

During a call, these systems keep track of everything that occurs. They also offer
comprehensive information so you can see when anything went wrong. Automated monitoring
solutions offer excellent speed, which aids in the achievement of your key performance metrics.
-Client satisfaction. Customer loyalty may be gained if you offer high levels of customer
satisfaction and pleasant customer experiences.
Listening intently. – Any contact with consumers should include active listening. While most
individuals communicate through listening to others, we seldom engage in active listening.

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Customer input- it is crucial to maintaining high-quality standards. But it's not only about
getting it; it's also about acting on it. The more data you extract from calls, the more
opportunities you'll have to act on it and enhance your service quality. (Anon, n.d.)

9. Risk Management Plan and Risk Mitigation

Risk assessment and mitigation has long been a fundamental business practice for big
corporations, but it has yet to be adopted on a significant scale by small and medium companies.
Because future circumstances are uncertain, determining the objective of mitigation measures
is challenging. It's crucial to differentiate between risk, which refers to circumstances in which
the probabilities of a random occurrence are fully known, and uncertainty, which refers to
situations in which certain events lack an apparent, universally agreed-upon probability
assignment (Ghirardato et al., 2004). (Valencia and Li, 2018)
Risk management plan of the Glamso organization is highly important in order to identify the
possible risk occurring and to overcome the risk. In order to manage the risk the company must
ensure that their newly implemented system has been functioning very smoothly and the
network site is fully safe and encrypted. The data passes through modes of communication
should be in a very secure manner with firewalls or other safe network protectors.

9.1 Identification of the Risk

The Glamso business divided the issue into four major components in order to prevent future
occurrences of risks: Preprocessing of data is the first step.
(ii) Exponential smoothing is used in demand analysis.
(iii) Queueing theory-based capacity analysis.
(iv) Mixed-methods optimization model.
Tableau was utilized for the initial data analysis as well as the model design and outcomes in
order to evaluate and offer an optimization solution. These technologies were selected because
they allowed for a more seamless connection with Glamso's databases and the development of
an interactive dashboard to perform the optimization with the least amount of code maintenance
effort. (Valencia and Li, 2018

High

Medium
low
9.2 Risk Register
ID Description Prob Impa sev owner Mitigating action Contingent Progress on
abilit ct if erit action action
y of the y
the risk

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risk occur
occur s
ring

1 Project Project Define the Try to Alpha new

requiremen manage requirement of manage the call system
t is not r the risk clearly project has to be
properly as it is highly with the written
defined important in required again in
order to ensure budget order to do
accuracy available it perfectly.
2 No Project In the beginning There will Coordinate
coordinatio manage to the project be high the project
n in the r divide the tasks conflict with a new
team among the among the set of team
members and partners, be who can
maintain a good patient and make the
leadership try to bring project
among them. a solution success.
to the
problem.
3 Project Head of Arrange a proper If the Appoint
schedule is project schedule and deadline some new
not very work on it goes out of members as
clear accordingly hand make if there is a
sure to high
complete workforce
the task as the project
much as can be
early as completed
possible. very soon.
Table 7 Risk Register

9.3 Risk Analysis

9.3.1 Risk Impact Scale
Project objective Low Very low moderate High Very
high

Cost The cost Cost Cost<10% to Cost<35% Cost >

increment increased 20% to 45% 50%
than the by <10%
expected
budget
Time More <1 week <8 days <10days <2
than the weeks
estimated

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schedule
time
Quality Hardly A small Slight Customer The
noticeable error that improvement refuses product
of the can be needed the is totally
software fixed product damaged
Scope Hardly Very Fixable Major Hard to
identified minor issues issues fix the
issues related to issue
the scope
Table 8 Risk Analysis
9.3.2 Risk Assessment
Risk Cost Quality Time impact Probability Risk
value
1 4 4 4 4 3 16
2 3 3 2 3 4 6
3 3 3 3 4 4 12
Table 9 Risk Assessment

9.3.3 Risk severity

PROBABILTY

R1 R2 R3

Table 10 Risk Assessment

9.3.4 Risk Inspection and Measuring Techniques

Risk management and risk management system for the risk management department ensures
that the risk is analyzed through the specific objective. Considering the Glamso’s risk
management system it ensures the identified risks and the way of preventing the risk. It will
pave the way for the organization to reduce the occurrence of future risks. The project manager
will be responsible to the coordination of the entire project. And the team members are to be
expected to work as the project manager requires.

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10. Communication Plan and Communication Matrix

The first step in defining your communication plan is determining what kind of communication
your project's stakeholders require in order to make informed decisions. The communications
need analysis is what it's called. You don't want to overload your stakeholders with all of the
data generated by your project. It's your duty to find out what they consider to be valuable. It's
not always necessary to create a rosy image when communicating important facts. Stakeholders
may get either positive or negative news in their communications. The point is that you don't
want to overwhelm stakeholders with too much information, but you do want to provide them
with enough to make informed decisions.
The way you keep people informed is greatly influenced by communications technologies.
Written reports, conversations, email, formal status reports, meetings, online databases, online
schedules, and project websites are all examples of communication methods. Before choosing
on the techniques to use to transmit data, you need think about a few things. The first factor is
the timing of the information exchange or the need for updates. (Watt, 2014)
Types of communication Objective of the communication
First meeting Introducing and briefing the project.
Analyzing the expected outcome.
Project team meeting Assigning the task given to each and every
members of the project.
Coordination meeting Ensuring the expected targets are achieved
Training staff meeting Ensuring whether the staffs can get used to
the new software by explaining the basic
uses of the software.
Table 11 Communication and Objective
Reporting Communication
Purpose Medium Frequency Audience
Project status To alert the Zoom Weekly Project
reports project members coordination
to ensure the team
project is
working without
any errors.
Having To ensure the Verbal meeting Only once Project
sponsorship sponsors to the manager and
meetings project is having project
an adequate idea sponsors.
on the budget
they sponsor and
the benefit they
get.
Staff training To make the Verbal Everyday Project
meetings staff aware of manager and
the new software staffs
developed

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Customer To ensure that Zoom once Project team

training the customers and customers
meeting have a thorough
knowledge in the
software
implemented
Table 12 Reporting Communication
10.1 Stakeholder Analysis Matrix

What is
Functional
Name Role important to the Supportive Approach
Area
stakeholder
Steve John CEO Whole Deciding the Yes Meetings
organization every aspects of and sending
the project and file reports.
budgets
allocated
Auther David Project Project Ensuring the Yes Quality
manager management full system is project as
being organized expected.
in as systematic
was and the
alpha system is
being executed
in the accurate
way.
Customers - - To receive No
quality services
via call Centre
Joel Histo Resource Operations Purchasing out Yes Provide
manager the best required
products goods
through the
well-known
supplier
Table 13 Stakeholder Analysis Matrix

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11. Conclusion
Glamso's primary goal was to enhance the system's stability and capacity to accommodate and
manage the increasing number of customer support calls. Glamso had been using the current
Bravo system for nine years when it became inadequate to manage the current number of
customer support calls. As a result, this paper details how Glamso plans to install, configure,
test, and deploy the new Alpha call tracking system in lieu of the existing Bravo system.
Glamso also has done the WBS structure in order to break the work into clusters to make the
project coordinators to do their work adequately. The main aim of Glamso was not only to
introduce the new alpha call tracking system but also to ensure the accuracy of the system and
the work flow to be continued to the system throughout the project.
The Glamso organization has also meet the requirement of quality management in order to
produce the best product. And they had a proper plan of quality controlling, quality
management, quality organization and their customer reproach was also done in the accurate
way. The Glamso organization had the communication report as per the requirement they met
and according to the project’s needs.
They had also taken the risk management section by analyzing the risk, occurrence of the risk,
risk mitigation, avoiding future risk. Furthermore, the WBS-based budget and cost distribution
plan was required to determine the cost split and ensure that the project could be completed
within the given budget.
The project manager and team members would use the quality management plan and risk
management plan to implement different quality management, quality assurance, and risk
management methods, tools, and activities to guarantee the successful migration and operation
of the new Alpha system.

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12. References

Andersson, T.D. and Getz, D. (2008). Stakeholder Management Strategies of Festivals. Journal
of Convention & Event Tourism, 9(3), pp.199–220.

Gucci.com. (2019). About Gucci | Gucci Official Site United States. [online] Available at:
https://www.gucci.com/us/en/st/about-gucci.

Lakpura. (n.d.). Arcade Independence Square. [online] Available at:

https://lakpura.com/pages/arcade-independence-square [Accessed 20 Sep. 2021].

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