using the templates provided above

Case Study on Mr. Utility Co. The business analyst was deployed to Mr. Utility's active sites to investigate the processes as they occur live at an operational level. One of the first processes to be investigated was the timemanagement and job-card completion process. Upon arrival, the business analyst noticed the following: - The personnel arrived onsite and made a phone call to inform the administrator in office of their arrival, which signified the start-time of the job. The administrator would capture that start-time on the current HR platform as a timestamp which would require another timestamp to signify its ending. - The personnel used a custom notepad to write down the outcomes of the job they complete onsite. This was then translated into a physical job-card that was to be completed, with the notes being filed separately as an appendix to the job card. - Once the job was completed, the personnel called the administrator in office to confirm its completion, thereby ensuring the last timestamp was inputted which would determine the pay earned for that day. - Once the notes and job-card were completed, they needed to be taken through to head-office to be audited by the Operations manager. The delivery part of the process took an average of 3 days to reach the office dependent on the geographical site the job occurred at. - The operations manager audits the work completed and determines whether a change needs to be made on the hours recorded. However, this is not always possible as the job cards may arrive separately from the appendix notes, in addition to the pay-run occurring as soon as the timestamps are inputted by the administrator in office. - The job-cards and appendix notes are then scanned and filed electronically according to a set data management protocol that references the pay-run that each job-card and appendix note is related to on the HR payroll system. The business analyst noticed that the process was quite risky for several reasons. Also, the analyst devised that a streamlined process would need to be developed soonest as Mr Utility was about to take on additional staff that would cause an administrative and system issues that may lead to financial problems for the company in the long run. The business analyst informed the project manager and configuration analyst who would then investigate the technical systems. The project manager held a meeting with the project team and assigned duties in which the business analyst would further investigate the processes in tandem with the configuration analyst who would investigate the systems and platforms related to the processes. In addition, the project manager informed the senior developer for the consultancy to be prepared for eventualities concerned with the investigations taking place. The duties included: - Mapping new processes discovered - Designing the front-end and back-end solution to the job-card and system - Project planning, work plan and scope confirmation - Development of designs In addition, the project manager would need to create a revised projected work plan to be submitted with reports to be sent to the project sponsor for review. Instruction 1 - The Work Breakdown Structure (WBS) Students are to complete a WBS by applying the Case Study and their knowledge gained from UNIT 1,2,3,4 and 5 . Use the template provided. This is an individual exercise. Instruction 2 - The RACLChart Students are to complete a RACI Chart by applying the Case Study and their knowledge gained from UNIT 1,2,3,4 and 5 . Use the template provided. This is an individual exercise. 10 11 12 14 15 16 Tuth wBS Tut6 wBS template Tut6 RACI Tut6_RACI template activity will be Responsible, Accountable, Consulted, or Informed for the corresponding task, milestone, or decision. By using a RACl chart to map roles and responsibilities for a project, you can eliminate confusion and answer the age-old project question, Who's doing what? - TeamGantt Understanding Responsible vs Accountable in the RACI model While the same person can be both Responsible and Accountable for a task in a RACl matrix, they' re not one and the same. So What's the difference? In the RACI model, Responsible is a task-oriented designation that applies to the person (or people) actually completing the work. A whole team can be responsible for the execution of one task. Accountable is an outcome-oriented designation that applies to a single person who reports on the work, whether in status updates or upon delivery. Being Accountable means you must answer for and/or sign off on the deliverable and deal with the consequences if it falls short of goals. - TeamGantt Benefits of a RACI chart At its core, a RACl matrix helps you set clear expectations about project roles and responsibilities. That way you don't have multiple people working on the same task or against one another because tasks weren't clearly defined on the front end. A RACI matrix also encourages team members to take responsibility for their work-or defer to someone else when needed. Essentially, you'll remove personal judgment and politics from your process and focus on your team's ability to act responsibly within a framework you've created. - TeamGantt Tut6 WBS Tut6_WBS_template Tut6_RACl Tut6_RACl_template