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Remington Peckinpaw Davis Project Management Plan

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1.0 Project Plan Overview
1.1 Description of the Project
Remington Peckinpaw Davis leadership team, eRPD oversight committee and IT department have different ideas about what should be most important to the company while fixing problems with the software. The vested groups will work towards resolving the issues with eRPD and embarking on a marketing campaign to save the company’s reputation.
1.2 Problem/Result Statement
Members of the Remington Peckinpaw Davis oversight committee do not recognize the importance of contributions from each team member within the eRPD process. The power struggle led to faulty planning for the installation of the eRPD program. RPD can fix problems with the eRPD system by developing and following a baseline for the project. 1.3. Mission Justification
The project relates to the mission and goals of Remington Peckinpaw Davis by establishing detailed guidelines for the solving problems with eRPD and for use with future projects.
1.4 High-Level Scope
Project Objective
To fix the problems with eRPD, establish both a work breakdown structure and organizational breakdown to prevent incurring the same obstacles with future projects. Deliverables
• Revamping eRPD to satisfy customers
• Team building exercises to strengthen the relationship amongst the three teams
• Marketing campaign designed to explain how the company has resolved the software issues.
Milestones:
• Team Building for Technical team and eRPD oversight committee- July 10
• Implementing Work breakdown and organizational breakdown - July 17
• Construct plan to resolve eRPD issues
• Develop marketing plan to win customer confidence – July 24
Technical Requirements
• eRPD system must be mapped to determine flaws
• eRPD oversight committee and IT team meet weekly to address software problems
• Schedule developed to ensure customer complaints handled in a

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