PROJECT MANAGEMENT PLAN

ELEVATE:
“A PROGRAM TO FABRICATE FUTURE LEADERS”

GROUP:
BELZA, DANICA
CEDRO, LEAN
GALANG, JHION
GOAN, JULIANNE
OBISPO, MICO

I. INTRODUCTION

. ELEVATE is a one-day event or project that will help the organization to produce and
develop future leaders. Broadly stated, leadership is a social process that involves influencing
others. The systematic development of good leaders is fundamental to long-term organizational
success, yet organizations often overlook it or undertake leadership development in a
haphazard fashion. This project will result in the development of the leadership of an
organization, in addition, this project aims to help the HR to identify and approach leadership
development initiatives. This project will also contribute to the increase of productivity and
organization in the company. This project will help determine the future leaders that may help
increase efficiency and productivity inside the company. Topics include HR's role in leadership
development, the types of leadership development programs, the challenges involved, program
assessment and diversity in leadership development, after this project the team expects that this
project will result better leadership among the managers, better workplace environment,
improve employer-employee relationship and build a better more productive and efficient
organization.

II. PROJECT MANAGEMENT APPROACH

HR professionals are often involved in the creation of a leadership development strategy

and in its implementation and oversight. The HR professionals have the full authority and
responsibility for managing and executing this project. The project team will consist of the
personnel from the Training and Development group, and the Talent Management Group, the
HR compliance group, the Workplace Safety group, and lastly the Performance Management
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

III. PROJECT SCOPE

The project scope of the project would be on how the team members would engage with
the work that they are doing. Also it would be much easier for the members if the team leader or
manager is approachable enough with the team members of theirs. Also it would be a huge help
for the whole team if each member would engage and to help each member of the team. In
doing the said project, it would be productive for the team members but also for the head,
manager, team leader, supervisor of the different teams because it is a huge help for them if
they would know the different concerns of the members if they are willing to engage with the
team. In addition, for this activity to succeed we used leadership tools such as conference to
develop interpersonal skills, self-assessment for the Learning Path tool, and team building
activities, and coaching and mentorship program. the following tasks will be properly assessed
by the project management team to ensure the success of the project.

IV. MILESTONE LIST

The below chart lists the milestones for the ELEVATE Project. It consists only of the
milestones such as completion of the phase of the ELEVATE project. There are some
that are not included on this chart but are included in the other parts of the project. The
project manager should be the one in charge of the flow of the milestone that is given for
this project. If there are changes that have happened, the project manager should
inform.

Milestone Description Date

Completion of Having a complete self-assessment for the 6/28/21

Requirements LPT(Learning Path Tool)

Gathering data Helps to define project scope during an 7/5/21

evaluation in a network

Start Coding Identifying who are qualified, and won’t get 7/31/21
lost in the process

Project Planning Brainstorming with the colleagues in the 8/1/21

network

Complete Implementation Following any preliminary thinking in order 10/30/21

for that project to actually happen

V. SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE

The WBS for the ELEVATE Program consists of work packages which do not exceed 3 hours of
work but are at least 4 hours of work. Work packages were developed through close
collaboration among project team members.

The WBS Dictionary defines all work packages for the ELEVATE Program. These definitions
include all tasks, resources, and deliverables.

The SmartVoice Project schedule was derived from the WBS and Project Charter with input
from all project team members. The schedule was completed, reviewed by each member. The
schedule will be maintained as a MS Project Gantt Chart by the members of the group.
VI. CHANGE MANAGEMENT PLAN

For the change management plan for our Project Proposal, there would be different
steps on how our team would handle the different changes during the planning, organizing, and
most especially the execution of the project itself.

As per the steps that the team would handle the different changes during the project that we
would be encountering, this are the steps:

STEP 1: REVIEW FIRST THE WHOLE PROGRAM BEFORE THE EVENT

 - In this step, each member of the team should ensure the flow of the event. Because
it would reflect on the team if the project or event didn’t go into success.

STEP 2: ALWAYS HAVE A BACK UP PLAN

- For the team, each member or any of the technical team should have always a back
- up plan or back – up personnel just in case of emergencies

STEP 3: ALWAYS HAVE ENOUGH TIME TO PREPARE FOR THE EVENT

- For this step, the team should have enough time to do and execute the event
because it would be a shame for the department that would organize the event if the
event of the team didn’t be a success.

STEP 4: BE PREPARED ENOUGH FOR THE EVENT

- As per the team, they should be prepared enough to organize the one - day event of
the team because each team member, they always wanted that the event would be a
successful one.

As the steps mentioned above the team should have enough time to prepare in order to
organized the event of the team. Also they should ensure that they always have a back – up
plane just in case of emergency also if the event did not go successful, it would reflect on the
team because they organized the event.
.

VII. COMMUNICATION MANAGEMENT PLAN

The communication management plan could be helpful in the project because this
management plan is a huge help for the different teams and its members in order to do the
project. Also it would help the company to complete all the necessary informations, datas, that
should be gathered by the team. Also it would be a huge help for the project if each member
can communicate with their team leader, supervisor or they can communicate with their
managers as well. Communication is the key to a successful project implementation.

In the table, there are ways in order to have a clearer communication with the whole team and
with its member

COMMUNICATION FREQUENC
TYPE DESCRIPTION Y FORMAT DISTRIBUTIONS DELIVERABLE
All members
EVERY DAY should come up MEET IN REPORT OF
MEETING with a idea EVERY DAY PERSON THE PROJECT TEAM LEADER
WEEKLY MEETING All team member ONCE A MEET IN STATUS OF THE TEAM LEADER
 should report WEEK PERSON PROJECT
All team leaders MONTHLY MEET IN PROGRESS OF PROJECT
MONTHLY MEETING should report MEETING PERSON THE PROJECT MANAGER
Team Leader PROGRESS OF PROJECT
PROJECT REVIEW should report AS NEEDED EMAIL THE PROJECT MANAGER

COST BASELINE

Project Phase Budgeted Total Comments

1. Planning
1. a. Resource Gathering
1. b. Venue Preparation
2. Training
2. a. conferences
(max. 3 guest speakers)
2. b. team building
2. c. coaching and
mentoring
3. Transition and Closeout
PHP 395,000 Includes work hours for all
project team members for
planning project
PHP 270,000 Includes work hours for all
project team members for
resource gathering
PHP 125,000 Includes work hours for all
project team member for the
preparation of venues
PHP 200,000 Includes work hours for all
project team member for the
implementation of the training
process
PHP 60,000
PHP 80,000
PHP 60,000
PHP 175,000 Includes all work hours for
transition to operations and
project closeout