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1 project Business Direction

1.1       Project Goals

Formulate the project goal. The project goal includes a time limit (ready date), estimated costs and a general description of the project outc

1.2          Purpose

Describe the purpose of the project in concise terms, that is, the long-term effects of the project and its outcome.
The purpose is a description of the general aim and direction of a project and the effect the project outcome will have.

1.3       Business Opportunity

Give a brief orientation on the business opportunity, related to the project outcome.

If applicable, provide information on the market situation for the project outcome. This includes information on, for example:

·         The customer and the status of customer agreements (tender, contracts, etc.)

·         Profitability calculations for the project outcome

·         Technology trends and trends on the supplier market

·         Competitors

·         Competitive products and the market window

1.4        Project Background

Briefly describe the current situation and the reasons for carrying out the project.

The background description helps putting the project into the right context and gives everyone involved a common view of the project.

 2       Project Scope Description

2.1      Project Outcome

Describe, in clear and measurable terms, the project outcome in terms of deliverables from the project.

 2.2    Quality Objectives for the Project Outcome

State the specific quality objectives for the project outcome expressed in measurable terms. Quality objectives deal with the characteristics of the project outcome, such as:

·         Reliability

·         Usability

·         Fault density

 2.3                      Organizational Requirements on the Project Performance

In order to elucidate the project scope, state what requirements are made on the project from the organization in terms of competence development, testing of new methods or techniques, etc.

State the effects of these requirements on, for instance, budget, lead-time and competence development needs.

 2.4           Project Performance Quality Objectives

State the specific quality objectives for the project performance expressed in measurable terms, for instance:

·         Productivity

·         Planning precision

·         Precision in lead-time, etc.

 2.5 Included, Excluded

In order to avoid future shifts in the level of ambition, state what is specifically included in or excluded from the project in relation to its goal.

 3        Project Plans

3.1     Time Schedule

Briefly describe:

·         The work breakdown structure for the project.

·         Estimation principles

·         Principles for activity sequencing

Prepare a time-schedule including the main activities in the project master plan, the tollgate decisions and other important events.

 3.2       Project Milestone Definitions

Define the project milestones based on the chosen strategy and work models as well as on critical events in the time-schedule. The project milestones must be clear and indicate the results achieved. Link the entry and exit criteria of critical work packages to the project milestones.

Include the project milestones in the project's time-schedule.

 3.3   Delivery Plans

Delivery plans are useful in large projects where intermediate deliveries must be kept in focus. Delivery plans are especially important in complex projects with dependencies in terms of deliveries from or to other projects or assignments, or from suppliers.

Indicate important deliveries in the time-schedule or prepare a separate delivery plan and refer to it here.

 4     Project Budget

Briefly describe the principles used for resource and cost estimates and calculation, including cost and income categories, standard rates, etc.

Prepare a project budget. Include release of funds and major payments in the project.

5        Project  Organisation And Stakeholders

5.1     Project Organization, Roles, Responsibility and Authority

5.1.1     Project steering function

Specify the individuals composing the project steering function (the project sponsor, the project steering group, etc.) and their roles, responsibilities and authority in the project.

 5.1.2    Project Management Function

Specify the responsibilities and authority of the project manager and the division of authority and responsibilities between the project organization and the organization in which it operates.

Describe the responsibilities and authority needed to support the project manager. Important areas of responsibility are, for example:

·         Administration management

·         Technical coordination

·         Business coordination

·         Configuration management

·         Quality coordination

·         Security

 5.1.  Project Executing Function

Specify the project executing function in terms of individuals, teams and organizations, as well as their roles, responsibilities and authority in the project.

 5.2      Project Organization Overview

Identify project stakeholders, such as customers, end-users of the project outcome, partners and suppliers, affected parts of the organization and other projects.

Enclose or document here an overview of the project and its environment of stakeholders.

 5.3      Customer and Customer Commitments

State the customer in the project (if applicable). In some projects, the customer cannot be identified. If this is the case, an individual or an organization representing the potential customer or the organization's customers should be identified.

If applicable, specify what is expected from and agreed with the customer in terms of supplied products, information, contacts, tools, availability, etc. Refer to agreements on routines for handling customer-supplied products.

 5.4     Suppliers (Services, Competence or Products)

List suppliers to the project, such as partners, subcontractors and consultants by name and function in the project. A supplier is not necessarily an external company, it can also be another project, partners, consultants or any other party delivering the products or services needed in the project.

State any special arrangements or procedures that will be used in contacts with the subcontractors. Name contacts, if applicable.

 5.5   Connections to Other Projects or Assignments

Specify the links between the project and other projects or assignments. Ensure that the relevant dependencies in terms of deliveries to or from the project, and usage of the same resources, are visible in the project's time-schedule.

 5.6    Reporting and Communication Principles

State the principles for reporting and distributing information within the project for the different groups of external and internal stakeholders. Include, for example, how often the reporting will take place, the type of reports or information, the type of media in which it is presented, and the type of meetings that will take place.

In large projects, a separate document describing reporting and communication principles could be prepared and enclosed to the Project Specification.

 5.7   Resource and Competence Plans and Profiles

Prepare a resource plan, specifying the project's need for human resources, as well as for other resources. Prepare resource profiles, if applicable.

Define what competence development is needed to reach the project goal, and specify who is responsible for providing the training.

 6    Project Quality System

If a separate quality plan is prepared, refer to it.

 6.1    Project Strategy

Specify the project strategy that will be employed in the project. The strategy should be based on business strategies, experience and results of risk analyses. Include, for example:

·         External provisioning or in-house development

·         Technology and development strategies, for instance, incremental development

·         Use of external suppliers

·         Joint ventures

·         Methods and tools to be used

 6.2    Quality System Framework

6.2.1    Audits

State the internal and external audits planned in the project, for example process audits, product audits or project management audits, as well as who is responsible for calling an audit and how it will be reported.

 6.2.2 Assessments

Describe the procedures to be applied in tollgate assessments.

Describe how and when risk assessments will be performed and reported.

 6.2.3    Reviews

Specify all the different reviews that will be performed during the course of the project, the procedures that will be used and how the reviews are being coordinated and reported. Different types of reviews are milestone reviews, contract reviews and joint reviews (for example, purchaser - supplier).

 6.3       Operative Processes Used in the Project

List the different processes or work models used in the project. Refer to the relevant process descriptions and work models.

Describe how the processes applied in the project have been tailored to the needs of the project or if special routines will be applied.

Describe any special agreements that have been made with the customer.

List the different methods, instructions and tools to be used in the project for each process, or indicate if these are included in the process description. List any deviations.

Describe the routines that assure the correctness of the tools and/or test equipment to be used, and how these will be controlled during the course of the project.

 6.4   Supporting Activities

In a project, a number of support activities (that is, activities that are not phase-dependant) are performed to ensure quality of both performance and result. For all the relevant activities, procedures or routines should be defined.

 6.4.1   Security

State how to deal with security matters, for instance:

·         classification of the project information with regard to requirements for integrity, availability and confidentiality, in accordance with the organization's corporate directives on security,

·         specific action that must be taken to fulfill security requirements, such as security agreements with suppliers and partners, security check of project team members, security audits of equipment, usage of coded information, etc.

·         authorization of information distribution and publishing, that is, who should decide which information will be distributed to whom,

·         routines for monitoring security,

·         routines for reporting security incidents.

 6.4.2  Configuration Management (CM)

Refer to a configuration management plan or describe the routines for configuration identification, as well as for controlling changes and maintaining traceability during the course of the project. The following areas should be covered:

·         Configuration identification

·         Configuration control

·         Configuration status accounting (for example inspection and test status)

·         Configuration auditing

 6.4.3    Quality Verification Model

Indicate the quality reviews of the project outcome, inspections, tests and evaluation of measurements planned in the project to verify conformity after each phase during the process.

Define the responsibility for each activity.

 6.4.4     Control of Non-Conforming Products

Describe the procedures to be used for handling products not fulfilling specified requirements.

6.4.5 Handling of changedrequirements 

Describe the procedures to be used for handling new or changed requirements on the project.


 6.4.6   Uncertainty Management

Describe the procedures to be used for managing risks and opportunities in the project.

 6.4.7      Principles for Project Progress Tracking

Describe the procedures to be used for tracking and reporting progress in the project. Describe measurements and key values that will be used, as well as how the reporting will be made and presented.

 6.4.8    Subcontract Management

State how subcontractors will be approved and how quality assurance of their work will be carried out.

Refer to the acceptance criteria that have been agreed on.

 6.4.9       Document Control

State the document control procedures and who will approve the documentation.

Describe the procedures for revising documents.

Describe how to ensure that the latest versions of documents are available to the project.

 6.4.10    Quality Records

Describe how quality records will be handled in the project.

 7     Risks and Opportunities

Present a list of the most important risks and opportunities that have been identified.

Describe how the identified risks and opportunities have been acted on in the project planning.

Describe or enclose contingency plans for risks that are not possible to eliminate or prevent.

 8     Intellectual Property Rights

State the legal aspects of the project's results, such as patents, copyright, trademarks, registered names and licenses.

Note any restrictions that apply, or areas where special attention to the threat of infringement is justified.

Note areas in which the project is likely to create inventions that should be protected by patents.

 9        Project Hand-Over

9.1         Hand-Over to the Customer

Describe procedure for deliveries to the customer, and for customer's acceptance test, acceptance criteria, etc.

 9.2     Hand-Over to Receivers

Define which receiving units will take over the responsibility for the project outcome, for instance maintenance, implementation, production, sales, operations, warranty handling, product support and customer services.

State the acceptance routines and criteria of the receiving unit when taking over the responsibility for the project outcome.

State the receiving unit for project documentation and computer-stored libraries. State the acceptance routines and criteria.

 9.3    Hand-Over of Experiences

Indicate how the project organization will be dissolved and how information on competence acquisition in the project will be transferred to the regular organization.

 10      Other Matters

 11     References

List any documents referred to in the Project Specification.

 12      Distribution List

Select from the target group the persons concerned with the document and list their names.

The Project Specification is an internal document. Customers and other external stakeholders should not be included in the distribution list. They should instead be given access to a separate quality plan.










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