Fully Automated Solar Power Plant


Project Name: Fully Automated Solar Power Plant



 An electricity company known as “Future Energies” wants to establish an automated solar power plant. The focus of the plant should be that most functions should be automated with a minimum number of employees required. Maximum priority should be given to real time accurate data collection. The system must automatically generate solar energy and convert it electricity and supply to the respective customers.

Quality Standards

 The main criteria for quality management is that the project should run smoothly without a hitch. It should not malfunction often. One the customer side, the plant should be able to deliver their electricity needs without a power failure or load shedding. The service should be as good as the Saudi Electric Company.


 The quality metrics are discussed below.

Problem Reporting and Corrective Action Process

 The one measure that can be taken in case of any malfunction of the equipment is to create a detailed booklet of all the possible errors in the software and malfunctions of hardware.Then, the operators can be trained to familiarize themselves with all the procedures to follow to ensure quick fix of a problem. To make sure the customers are satisfied with the service, as much electricity as possible should be stored in appropriate storage systems.

Supplier Quality and Control

The supplier of all the products purchased should provide guarantee of replacement of reimbursement in case of product malfunction that is not a fault of the company. Specific customer service lines should be provided to ensure that there is contact information in case of initial product defects so that any problem can be solved without completely replacing the product.

Quality Metrics

Date 10-12-2020


Project Name:

The following quality metrics apply to this project:

  1.  Software runs without any errors
  2. Hardware run smoothly
  3. Customer supplied with enough electricity
  4. Customer satisfaction


The executing phase involves the process of running the equipment and observing that it provides smooth results. In case of any anomalies, the above mentioned steps should be taken.

8.2 Manage Quality

The quality of the products purchased and the overall power plant will be observed and any problems will be fixed using the steps mentioned above.

Monitoring and Controlling

8.3 Control Quality

The quality of the powerplant will be controlled by identifying any problem in its earliest stages and fixing the problem.

  1. Project Resource Management

9.1 Plan Resource Management

To develop a resource management plan for a project, you must identify and document project resources, roles, responsibilities, skills, and reporting relationships. The project resource management plan can be separated into a human resource management plan and a physical resource management plan. The human resource plan often includes an organizational chart for the project, detailed information on roles and responsibilities, and a staffing management plan. In addition, project teams can create a team charter to provide guidance on how they will operate. Before creating an organizational chart or any part of the human resource plan for a project, top management and the project manager must identify what types of people the project needs to ensure success. If the key to success lies in having the best Java programmers you can find, planning should reflect that need. If the real key to success is having a top-notch project manager and respected team leaders, that need should drive human resource planning.

9.2 Estimate Activity Resources

The nature of the project and the organization will affect resource estimates. Expert judgment, various estimating approaches, data analysis, project management software, and meetings are tools that can assist in resource estimating. The people who help determine what resources are necessary must have experience and expertise in similar projects and with the organization performing the project. Important questions to answer when estimating activity resources include the following: How difficult will specific activities be on this project? Is anything unique in the project’s scope statement that will affect resources? What is the organization’s history in doing similar activities? Has the organization done similar tasks before? What level of personnel did the work? Does the organization have people, equipment, and materials that are capable and available for performing the work? Could any organizational policies affect the availability of resources? Does the organization need to acquire more resources to accomplish the work? Would it make sense to outsource some of the work? Will outsourcing increase or decrease the amount of resources needed and when they will be available? Answering these questions requires important inputs such as the project management plan, project documents, enterprise environmental factors, and organizational process assets such as policies regarding staffing and outsourcing. During the early phases of a project, the project team may not know which specific people, equipment, and materials will be available. For example, the team might know from past projects that a mix of experienced and inexperienced programmers will work on a project. The team might also be able to approximate the number of people or hours needed to perform specific activities. It is important to thoroughly brainstorm and evaluate alternatives related to resources, especially on projects that involve people from multiple disciplines and companies. Because most projects involve many human resources and the majority of costs are for salaries and benefits, it is often effective to solicit ideas from different people to help develop alternatives and address resource-related issues early in a project. The resource estimates should also be updated as more detailed information becomes available. The main outputs of the resource estimating process include a list of activity resource requirements, a basis of estimates, a resource breakdown structure, and project documents updates. A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type. Resource categories might include analysts, programmers, and testers. This information would be helpful in determining resource costs, acquiring resources, and so on. For example, if junior employees will be assigned to many activities, the project manager might request that additional activities, time, and resources be approved to help train and mentor those employees. In addition to providing the basis for estimating activity are: Project Schedule Management, estimating activity resources provides vital information for project cost estimates, project communications management, project risk management, and project procurement management


Daily stand-up meetings are designed to increase the frequency of interaction among project team members, while making these frequent meetings as short as possible and focused on the topic at hand. The co-location of users with development teams is an important form of social needs satisfaction. Communication between the development team and user group is likely to be too little and needs to be encouraged by co-location. In addition to human resources, physical resources should be managed in an adaptive way. Prototypes, simulations, feasibility studies, and other means of reducing risk are ways to determine what resources work for the given purpose and how best to use them. This approach requires organizing the work into chunks of work that can be identified with specific resources and costs and implementing them in an order that makes sense as the deliverables take shape within the overall project. Project resource management involves much more than using software to assess and track resource loading and to level resources. People are the most important asset on most projects, and human resources are very different from other resources. You cannot simply replace people in the same way that you replace a piece of equipment. It is essential to treat people with consideration and respect, to understand what motivates them, and to communicate carefully with them. What makes good project managers great is not their use of tools, but their ability to enable project team members to deliver their best work on a project.

9.3 Acquire Resources

Acquiring qualified IT professionals is critical. There is a saying that the project manager who is the smartest person on the team has done a poor job of recruiting. In addition to recruiting team members, it is also important to acquire the necessary physical resources (facilities, equipment, supplies, and so on) and provide the right type of resources at the right time and place. This section addresses important topics related to acquiring the project resources: resource assignment, resource loading, and resource leveling.

9.4 Develop Team

Even if a project manager has successfully recruited enough skilled people to work on a project, the project manager must ensure that people can work together as a team to achieve project goals. Many IT projects have talented people working on them, but it takes teamwork to complete most projects successfully. The main goal of team development is to help people work together more effectively to improve project performance.

The Tuckman model describes five stages of team development:

  1. Forming involves the introduction of team members, either at the initiation of the team

or as new members are introduced. This stage is necessary, but little work is actually


  1. Storming occurs when team members have different opinions for how the team should operate. People test each other, and there is often conflict within the team.
  2. Norming is achieved when team members have developed a common working method,

and cooperation and collaboration replace the conflict and mistrust of the previous


  1. Performing occurs when the emphasis is on reaching the team’s goals rather than

working on a team process. Relationships are settled, and team members are likely to build

loyalty toward each other. At this stage, the team is able to manage tasks that are more

complex and cope with greater change.

  1. Adjourning involves the break-up of the team after it successfully reaches its goals and

completes the work.*

There is an extensive body of literature on team development. This section highlights a few important tools and techniques for team development, including training, team-building

activities, and reward and recognition systems.

9.5 Manage Team

In addition to developing the project team, the project manager must lead it in performing various project activities. After assessing team performance and related information, the project manager must decide if changes should be requested to the project, or if updates are needed to enterprise environmental factors, organizational process assets, or the project management plan. Project managers must use their soft skills to find the best way to motivate and manage each team member.

Monitoring and Controlling

The monitoring and controlling of the resources strategies will be mentioned below.

9.6 Control Resources

Controlling resources involves ensuring that the physical resources assigned to the project are available as planned. It also involves monitoring the planned versus actual resources utilization and taking corrective actions as needed. Making effective use of team members is addressed under the Manage Team process. Tools and techniques include data analysis, problem solving, interpersonal and team skills, and project management information systems. Key outputs include work performance information, change requests, project management plan updates, and project documents updates.

  1. Project Communication Management


The planning phase of communication management is discussed below.

10.1 Plan Communication Management

Because communication is so important on projects, every project should include a communications management plan —a document that guides project communications. The communications management plan varies with the needs of the project, but some type of written plan should always be prepared. For small projects, communications management plans can be part of the team charter. For large projects, it should be a separate document. The communications management plan should address the

following items:

  1. Stakeholder communications requirements
  2. Information to be communicated, including format, content, and level of detail
  3. Who will receive the information and who will produce it
  4. Suggested methods or technologies for conveying the information
  5. Frequency of communication
  6. Escalation procedures for resolving issues
  7. Revision procedures for updating the communications management plan
  8. A glossary of common terminology. It is important to know what kinds of information will be distributed to particular stakeholders. By analyzing stakeholder communication needs, you can avoid wasting time or money on creating or disseminating unnecessary information.


Communication Management Plan Version 1.0



Project Name: Fully Automated Smart Solar Power Plant

  1. Stakeholder communications requirements:
  • Their contact numbers
  • Their emails
  • Their preferred timings
  • Their social media or linked in account names ( if applicable/ needed )
  1. Communications summary:

 Note: The table below is only a part of all the stakeholders. There are above 300 stakeholders in the project and the same method is followed for everyone and the same information is collected from everyone.


Stakeholders Communications Name Delivery Method/Format Producer Due/Frequency
Jeddah Electricity Company Weekly status report Hard copy and short meeting Eng. Elaf Trabulsi Wed. mornings at 9 AM
Jeddah Electricity Company Monthly status report Hard copy and short meeting Eng. Elaf Trabulsi First Thursday of month at 10 AM
Future Energies Project announcement Memo, e-mail, intranet site, and announcement at department meetings Saleh Alzahrani and Eng. Shroog Jan December 31, 2020
Solar Tech. Weekly status report Short meeting Eng. Asmaa Alquraishi Tues. afternoons at 2:00.


  1. Comments/Guidelines:

 If the stakeholders are reluctant to share personal information with the company, they might share as much as they are comfortable with and provide us with at least one line of communication so that the company can stay in touch with them.

  1. Escalation procedures for resolving issues:

Good communication is vital to the management and success of IT projects. So far in this chapter, you have learned that project communications management can ensure that essential information reaches the right people at the right time, that feedback and reports are appropriate and useful, and that there are formalized processes for planning, managing, and controlling communications. This section highlights a few areas that all project managers and project team members should consider in their quests to improve project communications. This section provides guidelines for developing better communication skills, running effective meetings, using e-mail, instant messaging, texting, kanban boards, and collaborative tools effectively, and using templates for project communications.

  1. Revision procedures for this document:

 Another important tool for managing project communications is performance reporting. Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives. It also motivates workers to have some progress to report. Some people distinguish between them as follows:

Progress reports describe what the project team has accomplished during a certain period. Many projects have each team member prepare a monthly report or sometimes a weekly progress report. Team leaders often create consolidated progress reports based on the information received from team members. A sample template for a monthly progress report is provided later in this chapter.

Status reports describe where the project stands at a specific point in time. Status reports address where the project stands in terms of the triple constraint, meeting scope, time, and cost goals. How much money has been spent to date? How long did it take to do certain tasks? Is work being accomplished as planned? Status reports can take various formats depending on the stakeholders’ needs. Forecasts predict future project status and progress based on past information and trends.

How long will it take to finish the project based on how things are going? How much more money will be needed to complete the project?

An important technique for performance reporting is the status review meeting. Status review meetings, as described in Chapter 4, Project Integration Management, are a good way to highlight information provided in important project documents, empower people to be accountable for their work, and have face-to-face discussions about important project issues. Many program and project managers hold periodic status review meetings to exchange important project information and motivate people to make progress on their parts of the project. Likewise, many top managers hold monthly or quarterly status review meetings in

which program and project managers must report overall status information. Status review meetings sometimes become battlegrounds where conflicts between different parties come to a head. Project managers or higher-level top managers should set ground rules for status review meetings to control the amount of conflict and should work to resolve any potential problems. It is important to remember that project stakeholders should work together to address performance problems.

  1. Glossary of common terminology:

 The employees will be provided with a glossary of common terminology at the very beginning of the project so that they do not feel lost in group discussions.


The execution of this phase is discussed below.

10.2 Manage Communications

Some people seem to be born with great communication skills. Others seem to have a knack for picking up technical skills. It is rare to find someone with a natural ability for both. Both types of skills, however, can be developed. Most IT professionals enter the field because of their technical skills. Most find, however, that communication skills are the key to advancing in their careers, especially if they want to become good project managers. Most companies spend a lot of money on technical training for their employees, even when employees might benefit more from communications training. Individuals are also more likely to enroll voluntarily in classes to learn the latest technology than in classes that develop soft skills.

Monitoring and Controlling

The monitoring and controlling of the communication management phase will be discussed below.

10.3 Monitor Communications

The main goal of monitoring communications is to ensure the optimal flow of information throughout the entire project life cycle. The project manager and project team should use expert judgment, project management information systems, data representation, interpersonal and team skills, and meetings to assess how well communications are working. If communication problems exist, the project manager and team need to take action, which often requires changes to the earlier processes of planning and managing project communications. The main outputs of monitoring communications are work performance information, change requests, project management plan updates, and project documents updates. It is often beneficial to have a facilitator from outside the project team assess how well communications are working. A facilitator can also help the team solve any communication problems. Many project teams need help in improving communications, and many internal and external experts are available to help. The following section also provides suggestions for improving project communications.

  1. Project Risk Management


11.1 Plan Risk Management

Risk Management Plan



Project Name: Fully Automated Smart Solar Power Plant

  1. Methodology

To find out all the risks, note them down and develop strategies to make sure the project runs smoothly without any delay since the project is running on a tight schedule.

  1. Roles and Responsibilities

To make a list of all the risks, and to strategize solutions are soon as possible.



  1. Budget and Schedule

Keep a track of the budget at all times. If the budget fails or is bound to be failing at a certain activity, immediately look for other sources and inform the sponsor.

Make sure the tasks are run on time, if there is a possibility of any delay, immediately make changes to the schedule and update relevant documents.

  1. Risk Categories

The category of each risk has been defined and documented at the start of the project by the project manager.

  1. Risk Probability and Impact

The chance of any risk is quite low, around 2% but it will affect the project greatly if there is any risk. Any delay is not acceptable.

  1. Risk Documentation

No known risks have been identified yet, if there is any risk that occurs in the future, it will be documented immediately.


  1. Project Procurement Management


Procurement Management Plan

Date 10-12-2020


Project Name: Fully Automated Solar Power Plant

Guidelines on Types of Contracts: The contract types, the durations and all other details must be read by both the parties before signing. We must note that any changes in the contract is not possible once the approval process is complete. Any irregularities will delay the process and could potentially delay the project and therefore, any issues related to the contract signing will not be accepted.


Standard procurement documents or templates:


 These documents will be collected, sorted and backed up in a secure manner for later reviews.

Guidelines for creating procurement documents:


All procurement documents should be stored and backed up in a secure manner and the project managers must check the documents thoroughly before storing them.


Roles and responsibilities:

To make sure all relevant documents are organized and stored. The backup of each of them should be easily accessible but we should keep everything in a secure manner so that tampering of documents is possible.

  1. Project Stakeholder Management

Note: This is only part of the entire stakeholders list. We have more than 300 stakeholders in this project and it would be inconvenient to put all their names here.

Stakeholder Register for Fully Automated Smart Solar Power Plant


Prepared by:            Mumu Rahman                    Date: 21-10-20


Name Position Internal/External Project Role Contact Information
Jeddah Electricity Company (Eng. Elaf Trabulsi) CEO External 30% shareholder 0553260828
Future Energies

(Saleh Alzahrani)

Head of Finance Internal Finance manager/




Solar Tech.

(Eng. Asmaa Alquraishi)

Electrical Engineer External vendor 0505547555
Future Energies

(Eng. Shroog Jan)

IT systems manager Internal Automated system developer



Ministry of Energy

(Eng. Rabab Al Talib)

Head of renewable energy resources External Licensing and Permissions 0558094467
Future Energies

(John Smith )


Business Analyst Internal Advisor 0567239848



Stakeholders management strategy:

Note: This is only part of the entire stakeholders list. We have more than 300 stakeholders in this project and it would be inconvenient to put all their names here.


Stakeholder Management Strategy for Fully Automated Smart Solar Power Plant


Prepared by:            Mumu Rahman                                           Date: 21-10-20


Name Level of Interest Level of Influence Potential Management Strategies
Eng. Elaf Trabulsi High High Elaf likes to implement her ideas and she would appreciate it if we think about her inputs. It’s better if we ask for her opinion more frequently during meetings.
Saleh Alzahrani High High Saleh needs time to time documentation of all the expenses taking place so we must make sure we provide him with a weekly report and a monthly report on the expenditures.



Eng. Asmaa Alquraishi








Asmaa needs to get an early heads-up on what kind of solar cells we expect her to design as the panels are the main part of our equipment.

Eng. Shroog Jan Medium High Shroog is quite enthusiastic about the project but she may lose her motivation if the software tests fail. She might need a little motivation from time to time and we must help  her see the bigger picture.
Eng. Rabab Al Talib Low High Rabab might visit our plant for inspection. We must make sure that everything is upto the standards of the ministry.
John Smith Low Low John has been busy lately maintaining the older running projects. If we want to meet him, we must talk to his assistant as early as possible and keep the meeting brief. He may not show up in the regular meetings due to his tight schedule so he might need a small summary that he can read at his convenient time.


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