Running head PROJECT PROPOSAL 1 PROJECT PROPOSAL 2.docx

Running head: PROJECT PROPOSAL
1
PROJECT PROPOSAL 2
Project Proposal for new product “ShareMarket."
Student’s Name
Institutional Affiliation
Project Proposal
ABC company is a software development company located in
San Fransisco, California. It specializes in the design of

business-oriented software like Enterprise Resource Planning
Systems, customer relationship management systems,
marketing, and sales management systems, among other
software used to perform different activities within the business
environment.
Purpose and Objectives
ABC has come up with a new software called ShareMarket that
leverages on the power of social media to market products. The
digital marketing landscape is increasingly becoming
sophisticated, with businesses relying on major data companies
like Google and Facebook for marketing insights. These data
companies take away the autonomy of information of
companies. The ShareMarket is a specially designed software
that will be used to analyze company data on social media sites
and creating reports that can be used to drive digital marketing
strategies. This software will be available both on-premise and
also on cloud-based services.
Assumptions and Benefits
In developing this software, ABC assumes that no other
company has attempted such a project. This is important,
especially when considering intellectual property rights. ABC
also makes the assumption that the product will be easily
feasible with cloud computing technology, among other new
technology such as Big Data, as these are the current market
trends in software development. Assumptions are also rooted in
the cost estimates for the project. ABC uses an average cost
estimation method that estimates costs based on current market
costs of developing software. It is assumed that these costs will
remain fairly constant throughout the project and will not be
subject to economic changes.
By undertaking this project, ABC stands to fill a market gap for
smaller businesses that cannot access the proprietary functions
of Google's and Facebook's marketing tools. ABC stands to
increase its profit margin by having one more product on its

portfolio. Another advantage is that ABC gets to acquire control
of ShareMarket as a product. As such, they may dictate the
price of the product from the start, and even when new
companies decide to make the software.
Constraints
Despite the immense financial benefits of ShareMarket, ABC
will have to deal with competition from already existing digital
marketers. Information leakages may hamper the product's
success as it would take autonomy away from ABC. Another
constraint exists in the costs of implementation, which may be
high, given that some outsourcing may be required.
Preliminary list of activities
1. Project scope definition
2. Requirement definition
3. Cost Estimation
4. Scheduling
5. Risk analysis
6. Selecting the Delivery platform
7. Selecting Development tools
8. System modeling
9. Story board design
10. Database design
11. Interface design
12. Algorithm design
13. Database Implementation
14. Interface Implementation
15. Code Implementation
16. System testing
17. User testing
18. System Rework
19. System deployment
20. Project plan updates
21. Summative evaluation
22. Formulating Release notes

23. Packaging
24. Product Support
25. Documentation
Approach to Building a Project Team
The project team will be selected from ABC's department. ABC
is already a software development company which infers that it
has the necessary personnel needed to complete a software
development project. However, the executive management and
departmental managers will also be part of the project team as
their input will be crucial in the design of the application. The
project manager will head the technical team as well as the
business team. However, there will be a definite overlapping of
roles between the technical and business team, given the
economic nature of the project.
Project Overview (Units II, III, IV)
a. Unit II
This unit comprises the introduction of the proposal of the
project, purpose and objectives, assumptions, and benefits,
along with the expected constraints. The unit also covers a
preliminary list of activities and the approach of building a
project team.
i.Finalized Purpose, Scope, and Objectives
The purpose of this project is to make the firm competitive in
its market. This is by providing an additional offering,
ShareMarket software, to its client. From the assumption, it is
noted that there is no other firm, other than ABC that has been
able to come up with such a software. Therefore, this implies
that the introduction of the software in the market will make the

firm outstanding in the industry in which it falls under.
The scope of this project will be on the marketing aspect. In
this case, the business will be able to increase its products or
rather offering under the sales management system and
customer relations management. The rationale behind this claim
as far as the two scope areas are concerned is because
Sharemarket, which is a software that aims at marketing a
firm’s offering on social media will help in enhancing good
relations between the clients and the firm and this may
subsequently have an effect on the sales.
The objective of the introduction of the ShareMarket is so as to
leverage business operations. This is by bringing on board more
clients to the benefitting organization.
ii. Project Deliverables
· Expanding social networks
One of the project deliverables for ShareMarket software is in
increasing the client base. The use of the application will enable
a firm to attract more clients as its offerings will increase its
social media presence.
· Boosting sales volume and revenue
The other deliverable is in terms of boosting sales volume and
revenues. Sales can be increased as a result of the use of the
platform, and this can be attributed to the increment in the
social media presence. An increase in sales volume will
definitely translate to an increase in revenues.
iii. Project Organization
1. Need identification
There will be the identification of the need of the project. This
will detail the reason as to why there is a need to implement the
project. An adequately framed need identification should be

able to entice sponsors towards supporting the project.
2. Identification of project requirements
This will then be followed by the requirements for the project.
All the inputs for the projects are outlined here.
3. Budgeting
After that, budgeting of the stated requirements will then
follow.
4. Resource mobilization
The responsible authorities should then consider mobilizing for
the resources, and this is mostly in terms of seeking sponsorship
for the whole project.
5. Planning
After the resources have been mobilized, a detailed plan should
be drafted on how such resources will be used and this should
be in line with the budget.
6. Implementation.
On approval of the outlined plan, implementation will then
follow.
7. Closure
Closure will then come in after implementation, and here is
whereby the project deliverables are officially handed over to
the client.
Week 1 - Discussion
Differences in Ethics
Your assigned reading this week explains the importance of
distinguishing between the types of ethics (e.g., mandatory,
aspirational, principle, virtue). Understanding these differences
is the foundation to ethical practice. The more professionals are
anchored in an understanding of ethics and relevant
applications, the more likely they will effectively apply their
understanding to ethical dilemmas.
Discuss the differences between mandatory ethics and
aspirational ethics.
· What are the differences between principle ethics and virtue

ethics?
· Which type or types of ethics are represented in your
profession?
You are encouraged to explore any applicable professional
codes of conduct, i.e., American Psychological Association
(APA) or American Correctional Association (ACA). Explain
why you believe this is the case.
Your initial post should be at least 300 words in length.
Resources for the assignment
Introduction: Types of Ethics and Ethical Decision-Making
Week 1 provides a foundational overview of professional ethics
in cross disciplines. The readings for this week explore key
theories, processes, models, and concepts related to ethical
issues and professional practice. Key concepts, processes,
theories, and models include ethical decision-making models,
the levels of ethical functioning, moral principles, the steps
involved in working through an ethical dilemma, and the role of
self-awareness in ethical practice. The ethical decision-making
written assignment challenges students to apply their
understanding of moral principles, ethical decision-making
steps, and the appropriate ethical code to an ethical dilemma.
Required References
American Psychological Association. (2017). Ethical Principles
of Psychologists and Code of Conduct, Including 2010 and 2016
Amendments [Web page]. Retrieved from
http://www.apa.org/ethics/code/ (Links to an external site.)
Jungers, C. M., & Gregoire, J. (2016, July 1). Authenticity in
ethical decision making: Reflections for professional
counselors. The Journal of Humanistic Counseling, 55(2), 99-
110. doi:10.1002/johc.12027
Verges, A. (2010). Integrating contextual issues in ethical
decision making. Ethics & Behavior, 20(6), 497-507.
doi:10.1080/10508422.2010.521451

MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
6. Summarize project management techniques.
6.1 Discuss elements of project management.
7. Examine project teams.
7.1 Explain the approach for building a project team.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Chapter 1, pp. 2–28
Chapter 3, pp. 64–93
Unit I Scholarly Activity
7.1

Unit Lesson
Video: 5 Essential Stages of Team Development
Video: How Google Builds the Perfect Team
Unit I Scholarly Activity
Required Unit Resources
Chapter 1: Project Management Concepts, pp. 2–28
Chapter 3: Developing Project Proposals, pp. 64–93
In order to access the following resources, click the links
below.
Potential. (2018, January 8). 5 essential stages of team
development [Video file]. Retrieved from
https://www.youtube.com/watch?v=qtpY9zwuzFM
Transcript for 5 Essential Stages of Team Development video
Tech Insider. (2016, July 18). How Google builds the perfect
team [Video file]. Retrieved from
https://www.youtube.com/watch?v=v2PaZ8Nl2T4
Transcript for How Google Builds the Perfect Team video
Unit Lesson
Welcome to the first unit lesson of the course. In this unit
lesson, we discuss some of the introductory topics
of project management, project teams, and the project proposal.

Just like most any topic in academia, you can find any number
of definitions for a concept. For the purposes
of this course, Gido, Clements, and Baker (2018) define the
project as “an endeavor to accomplish a specific
objective through a unique set of interrelated activities and the
effective utilization of resources” (p. 5). Notice
that we are mainly talking about having objectives, activities,
and resources. We discuss these topics at
length in this course.
UNIT I STUDY GUIDE
Proposing a Project
https://www.youtube.com/watch?v=qtpY9zwuzFM
https://online.columbiasouthern.edu/bbcswebdav/xid-
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https://www.youtube.com/watch?v=v2PaZ8Nl2T4
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UNIT x STUDY GUIDE
Title

Projects must have specific and clear objectives that need to be
accomplished. These objectives are usually
associated with the end product, schedule, and budget for the
project. Projects have non-repetitive activities
to be accomplished to meet the objectives. Projects use
resources to carry out the activities to meet the
objectives. Projects use a specific timeframe to meet the
objectives as well. Projects also have some sort of
sponsor or customer who needs the project to be accomplished.
There is much more to consider, but these
are the starting basics of projects in general.
Project Constraints
One of the more important concepts in project management is
project constraints. Constraints are the items
that may cause a project not to be completed successfully. In
other words, successful completion of a product
may be constrained by many factors. The three main constraints
are scope, time, and budget. The scope of
the project involves all of the activities of the project. If all of
the activities are not completed, then how can we
say that a project is successful? Also, in any organization,
everyone has to work within a time and budget
constraint. Generally speaking, projects are bound by time. For
example, you cannot have a project that
continues for the next 10 years. If a project needs to be
completed by the end of the year and it extends
months beyond that cutoff, is the project considered a success?
Also, it is also rare that the project manager
(PM) would have an unlimited budget. If a project surpasses the
budget by $1 million, is the project a
success? If we deliver the end product to the customer, but the
customer is not happy, is the project still
considered a success?

The Project Life Cycle
The next important topic is the project life cycle. As Gido et al.
(2018) discuss, there are four general phases
to most any project. These phases include initiating, planning,
performing, and closing.
Initiating involves the first part of the project where the needs
are identified. Planning involves a PM taking the
time to lay out a game plan for successful completion of the
project. Performing involves the actual work of
the project. Closing involves the tasks involved in closing out
the aspects of the project. Monitoring and
controlling the project are also essential to a project’s success.
Regardless of whether there is an official
phase, quality should be on the PM’s mind throughout the
project.
In short, project management involves determining what needs
to be done, how it gets done, who does it, and
how much it will cost. Each of these items involves different
steps. Many of these steps will be used in your
assignments for each unit and for the final project plan, which
will be due in Unit VIII.
In a project plan, the PM has to articulate the project objectives
and, based on those objectives, create a
project scope. The PM has to determine what activities are
needed and who will be responsible for them.
Much of the work goes into a work breakdown structure (WBS).
Tasks are assigned to resources and are put
into sequence via a network diagram. This is also where the
dependence of activities is determined. The PM

then has to determine the availability of resources and how
much time it is going to take to complete the
activities. From this information, a project schedule is
developed, and activity costs may be assigned. Once
these activities are completed, the project budget may be
developed and finalized.
As you can see, there are many moving parts to a project. In
addition, there are many points of failure that are
possible in a project.
Project Proposals
In some cases, organizations will release a request for proposal
(RFP). This just means that the organization
is looking for someone to complete a project. It is very common
in construction projects. The company or
contractor will submit a proposal, and the bid may be accepted.
Project proposals are also common in internal
Initiating Planning Performing Closing
UNIT x STUDY GUIDE
Title
projects in organizations. For example, a department head may
have an idea for a needed system or product.

The department head may then create a proposal for the project.
You might ask yourself why the department
head does not just complete a project plan, but consider that
many organizations require an approved
proposal before they will ever assign a PM. Many organizations
have a board or committee to approve
projects and prioritize them. Once the proposal is approved,
then the board will prioritize the project, and a
PM will be assigned.
At the very minimum, the organizational project proposal will
include the purpose and the objectives, the
assumptions and benefits, the suggested timeframe, a list of
activities, the constraints, the equipment and
materials needed, and the cost information. Some of this
information may be preliminary or rudimentary until
more specific information can be gathered. You will include
many of these components in your project
proposal, which is due in Unit I.
Also, the organization may require a project charter once the
project has been approved. The project charter
is a more official and formal document to outline the project’s
objectives and scope, identify the stakeholders,
discuss the authority of the PM, and determine the rights and
responsibilities of all team members. Many
organizations require this document to be approved as well.
Project Teams
How to set up a project team is also a complex topic.
Obviously, the PM wants the most knowledgeable
people to be team members. However, many times, the persons
assigned to a team may depend on the
department heads and the employees’ current workload. It is not
helpful to assign someone who is already

stretched too thin to spend 20 hours a week on a project.
Conversely, you must have the right people with the
right skills on your team. It does no good to have a network
administrator on your team if you need someone
who is a database engineer, right? So, in many cases, the PM
has to communicate with department heads
and negotiate for members of the project team.
Also, as a PM, you must consider the fact that you will need
multiple departments involved in your project.
You may need employees from finance, product development,
operations, human resources (HR), and
information technology (IT) on your project. If the project is
highly technical in nature, you may need multiple
people from IT on your team. These team members may all need
different skill sets.
The PM also has to nurture relationships between the team
members. Most of us know that one of the more
important topics in teamwork is trust. How would team
engagement or morale suffer if one of the team
members is famous for not finishing project activities or not
submitting deliverables on time? Also, the PM
needs to be proficient in handling team conflict.
There are many potential obstacles to team performance. For
example, the PM has to clearly articulate the
vision and the objectives, including the requirements,
deliverables, schedule, and budget. Without this
information being clearly understood by the team members, the
PM runs the risk of potential problems.
Similarly, the team members need to have a clear understanding
of their roles and responsibilities. The PM
needs to make sure that there is a strong structure for the
project. In other words, everything should be
documented, and team members should know where to go if

they have a problem or need information. The
PM must foster a culture of collaboration; otherwise, the team
members may lose their sense of commitment.
Finally, one of the factors in both team success and project
success is communication. The PM has to set up
strong lines of communication with the team members, the
customer, any other stakeholders, and upper
management. The PM should ensure that their team is diverse,
and teambuilding should be prioritized.
Finally, the PM should address ethical behavior within the team.
This involves the PM’s ethical behavior, the
teammates’ ethical behavior, and the stakeholders’ ethical
behavior. There are plenty of opportunities for
unethical behavior to arise in projects. As an example, reports
may be falsified, bids or contracts may not be
given fairly, and activity durations may be padded. Any of these
behaviors should be avoided, but it helps for
the PM to discuss ethical behaviors openly, especially in
preliminary team meetings.
UNIT x STUDY GUIDE
Title
In closing, there are many aspects to consider before work ever
occurs on a project. The initiation and

planning stages are complex, but they are critical and will set
the stage for effective project management. A
successful project initiation and plan are also vital for project
success.
Reference
Gido, J., Clements, J. P., & Baker, R. (2018). Successful project
management (7th ed.). Boston, MA:
Cengage Learning.
Suggested Unit Resources
In order to access the following resources, click the links
below.
For more information on project teams, review the following
section of Chapter 11 from your textbook.
Chapter 11: The Project Team, pp. 360–397
The following article provides a review of the steps of team
building.
Jessup, H. R. (1992). The road to results for teams (team
building). Training & Development, 46(9). Retrieved
from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/
ps/retrieve.do?tabID=T002&resultList
Type=RESULT_LIST&searchResultsType=SingleTab&searchTy

pe=AdvancedSearchForm&currentP
osition=17&docId=GALE%7CA13617143&docType=Article&so
rt=Relevance&contentSegment=ZBCI
&prodId=ITBC&contentSet=GALE%7CA13617143&searchId=R
1&userGroupName=oran95108&inPS
=true
The following video reviews how to run effective team
meetings.
Project Management Videos. (2012, January 12). Project
management: How to run team meetings [Video
file]. Retrieved from
https://www.youtube.com/watch?v=xW0CjH95K3Q
Transcript for Project Management: How to Run Team Meetings
video
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in
their course of study. You do not have to submit
them. If you have questions, contact your instructor for further
guidance and information.
In each chapter, there are questions to “Reinforce Your
Learning” found in the left margin of some of the
pages. For example, in Chapter 1, questions are found on pp. 6,
7, 10, 11, 12, 13, 15, 23, and 24. Answer the
questions to check your knowledge. The answers may be found
starting on page 487.

http://go.galegroup.com.libraryresources.columbiasouthern.edu/
ps/retrieve.do?tabID=T002&resultListType=RESULT_LIST&se
archResultsType=SingleTab&searchType=AdvancedSearchForm
&currentPosition=17&docId=GALE%7CA13617143&docType=
Article&sort=Relevance&contentSegment=ZBCI&prodId=ITBC
&contentSet=GALE%7CA13617143&searchId=R1&userGroupN
ame=oran95108&inPS=true
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