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Table of Contents
1.0 Project Methodology. 2
1.1 Introduction to project methodology (Tanvir). 2
2.0 Mapping of 18 Issues:. 2
3.0 Project Integration Management. 4
3.1 Project Charter. 4
3.1.1 Project Name. 4
3.1.2 Project Start Date. 4
3.1.3 Project End Date. 4
3.1.4 Project Background. 5
3.1.5 Project Objectives. 5
3.1.6 Project Scopes. 5
3.1.7 Product Scopes. 6
3.1.8 Constraints. 6
3.1.9 Assumptions. 7
3.1.10 Budget Estimate. 7
3.1.11 Roles & Responsibilities. 8
3.1.12 High level risk. 9
3.1.13 Critical Success Factor (CSF) (Need to change). 10
3.1.14 Signature: 10
3.1.15 Summary milestone. 11
3.1.16 Justification. 12
4.0 Work Breakdown Structure (WBS)(khaleed). 12
5.0 Project Scope Management. 12
5.1 Scope Statement. 12
5.1.1 Project Scope description. 12
5.1.2 Acceptance criteria. 12
5.1.3 Deliverables. 13
5.1.4 Project Exclusions: 13
5.1.5 Project Constraints: 13
5.1.6 Project Assumptions: 13
5.1.7 Justification. 14
6.0 Project Time Management. 15
6.1 Gantt chart (Rafat Task). 15
6.2 Network Diagram (Vijay Task). 15
6.3 Justification. 15
7.0 Project Cost Management. 15
7.1 Cost estimation and Budgeting (Farras Task). 15
7.2 Justification. 15
8.0 Project Human Resource Management (Vijay Kumar). 15
9.0 Project Communication Management (Khaleed). 15
10. Project Risk Management( Farras). 15
11.0 Project Procurement Management (Tanvir). 15
12.0 Project Stakeholder Management (Rafat). 15
1. the steering committee (which consist of the board of directors, Project Integration
CEO and Senior Managers of the organization) do not recall of Management
being presented the project feasibility study by the Project -Project Scope
Sponsor or the Project Manager to them. Management
Project
Communication
Management
2. the project approval was not formally documented. Project Integration
Management.
Project Procurement
Management
5. Requirements keep coming in from users almost daily where the Project Time
GITS-ADC Team Lead keeps on accepting them without hesitation. Management
Project Quality
Management
Project
Communication
Management
Project Risk
Management
6. There was redundancy of work performed as the Work Project Integration
Breakdown Structure (WBS) was done separately by each Management
respective department and the Project Manager did not review and Project Scope
then consolidate those WBSs into one holistic WBS. Management
7.most of the team members have been focusing more on their daily Project Human
operation support rather than tasks being assigned by the Project Resource
Manager or their respective Team Lead. Management
Project
Communication
Management
8. Tasks are performed without prioritising other dependent tasks. Project Time
Management
9. IT assets acquisition and spending were through PROC Manager Project Cost
with suppliers without going through a proper tendering process. Management
Project Procurement
Management
10. Purchasing of IT assets without a proper tendering process has Project Cost
led to overrun by budget. Management
Project Procurement
Management
11. The testing plan was not developed yet. Project Quality
Management
Project Risk
Management
12. There were not even a clear designated sponsor (or sponsors) Project Risk
for the project. Management
Project Stakeholder
Management
13. There was no clear project organisational structure to manage Project Scope
the project. Management.
15. Technical skills were especially lacking in the network and Project Human
security areas. Resource
Management.
16. There were no monitoring reports to review as none were Project Quality
prepared and formally documented. Management.
Project Human
Resource
Management.
17. The risks associated with the project, although documented, had Project Risk
no detailed action plans and were not categorised in terms of impact Management
or severity.
18. The hardware and software delivery was still being negotiated Project Cost
with some potential vendors while there were only four (4) months Management
to complete the project. Project Risk
Management
Project Procurement
Management
3.1.8 Constraints
The project is constrained by the following:
1. Time: There are only 4 months left to finish the project. The project should deliver a
Supply Chain Management system that provides the common function.
2. Cost: The capital budget for this project to develop the Supply Chain system has been
reduced.
3. The IT infrastructures have not delivered.
3.1.9 Assumptions
The following assumptions have been made:
1. All the support staff and user are assumed to be aware about the access level privileges.
2. The IT Infrastructure is assumed to support and work perfectly with the new system.
3. The project is assumed to be finished in 4 months’ time.
Responsible for:
Oversee all activities.
Project Manager Manage resource allocation, project progress and
constraints in the project.
Identify the main goals of the project though
communication with the company or client.
Responsible to:
Build a trust with client, being active in communication is
Business Analyst a must.
Set budgets, developing ideas, and make a high standard
project report.
Responsible to:
Provide the infrastructure.
IT Department Implement the networks and operating systems.
Manager Set up and modify a new system.
Develop a project development plan.
Responsible to:
Coordinate marketing events with sales activities.
Marketing Department Oversee company’s marketing budget.
Manager Develop the marketing strategy.
Establish marketing objectives for the system.
Responsible to:
All activities that related to company’s financial health.
Finance Department Make documentation of final report.
Manager Produce investment activities, and develop as well as plan
for a long-term of financial goals.
Responsible to:
Manage employee relations, compensations, benefits,
Human Resource safety and performance.
Department Manager Conduct employee training and orientation.
Make report about HR costs and activities.
Responsible to:
Promote the company’s mission, products, and services.
Communication Be adviser in managing company’s reputation.
Department Manager Communicate to employee to announce company news,
benefits information and training opportunity.
Monitor what company clients saying about company and
respond to innacture information, as well as requests for
information.
Responsible to:
Manage and coordinate procurement agents, buyer
Procurement Manager agents, purchasing agents, and working the most complex
purchases for company.
Purchase and control the products get to store shelves,
online or catalogue.
Responsible to:
Ensure risks are managed.
Project Sponsor Establish the project organisation, roles, and reporting
structure
Resolve problems that are beyond the control of the project
manager.
Check the overall quality of the project.
Responsible to:
Supplier Deliver the service that has specified in the contract.
Provide a basic information how to use the equipment
properly and maintain the products that they supplied.
NO PROBLEM DESCRIPTION
1 Customer risk The Client may have or need a few changes to their necessities,
along these lines causing delay in the project and it is impossible on
time.
2 Development The study and design tools may not be recognizable to the
risk developer. The developer may require pretty much time to suit to
the developing tools.
3 Human There are lack of experts to finish the project. With a specific end
Resource risk goal to complete the task on time, outsourcing specialists might be
required keeping in mind the end goal to finish the venture either
the software or hardware.
4 Schedule risk The project team members don't take after the settled schedule,
hence persuades the task to be deferred. This demonstrates the time
administration that is set for the task is wasteful and the venture
can't be delivered on time
3.1.14 Signature:
***Note that by signing the form which will ***Note that by signing the form which will
approve the project have stated above, and approve the project have stated above, and
the project will be automatically and the project will be automatically and
officially kick-off officially kick-off
Signature: Signature:
Date: Date:
Name: Name:
No Task/Key-Milestone Estimate
Date
2 Requirement Gathering
4 Work-Breakdown-Structure(WBS)
8 Supply-Chain-Technical-Support
3.1.16 Justification
3.0 Initiation
5.4 Supply-Chain-Technical-Support
5.5 Testing
7.0 Closing
7.3 Documentation
5.1.3 Deliverables
The deliverables of the SCM system are as follow:
1) Common features of SCM software.
2) Provide centralized data warehouse.
3) Provide transportation management.
4) Provide order management.
5) Provide yard management.
6) Provide labor management.
7) Provide warehouse optimization.
5.1.7 Justification
Scenario Issues:
There are a few issues that comes under project scope management. In order to solve these
problems, it is needed to identify what are the processes suitable to solve each problem. The
table below map what are the issues under scope management knowledge area as well as, the
process required in order to solve the issue.
Issue 5 Requirements keep coming in from users almost daily where Scope change
the GITS-ADC Team Lead keeps on accepting them without control
hesitation.
Issue 6 There was redundancy of work performed as the Work Create WBS
Breakdown Structure (WBS) was done separately by each
respective department and the Project Manager did not
review and then consolidate those WBSs into one holistic
WBS.
6.3 Justification
USD$1.500,00 3.2.4 Project Charter Sign Off & Project Kick off
USD$80.700,00 Coding
7.2 Justification
The project cost management is the most sensitive one in knowledge area. One of the
issues that makes the project in crisis is they were giving the responsibility of IT assets
acquisition and spending to PROC Manager and supplier but not going through a proper
tendering process. Having this issue, not only affecting the cost management, but also
procurement management. Communication and planning are a foundation to have a good
project management. Without those basics, the output would never reach its goals. This issue
clearly lead to lack in resource planning, which is the first part of the project cost management
process. Resource planning are determining what physical resource such as people, equipment,
materials and what quantities of each should be used to perform project activities and it must
be coordinated with cost estimating(Credit). For instance In this issue, the cost project team
should have known and familiar their own area, tasks and people. However, to unable do so,
such knowledge that IT assets acquisition and spending are requiring a proper tendering process
might have obtained if there is a communication between cost management manager with
project manager or may can be solved within one of the tools/techniques for resource planning;
Expert judgment. It is often required to assess the input to Expert judgment process. It will
provide such expertise with special knowledge, experience, or training from many resources.
Another issue that this project facing is, the overrun budget due to not having a proper
tendering process. It stated that when a project performed under contract, everything should be
under control to distinguish cost estimating from pricing or somehow issue such as overrun
budget. The best process of cost management to manage this issue is cost estimating. This
process involves developing assessment of the likely quantitative result such as how much it
will cost the performing organisation to provide product to service involved or how will the
performing organisation charge for the product or service (credit). For example in this issue.
Cost estimating is all about identifying and considering various costing alternatives. One of the
tools can be used before this happened by using analogous estimating or known as top-down
estimating. It more likely to make a similar project as reference as the basis of estimating the
cost of current project to minimize overrun budget in the end. So, basically, it estimates the
whole project costs when there are several or limited amount of information about the project.
And if the overrun budget issue had happened, there is an area that has some additional works
can be checked, it may have potential for reducing the cost.
Last issue is, the project still hasn’t finished negotiating with the potential vendors
while there is only 4 months left. It means there are still no deals between two parties. This
issue can be addressed to cost control in cost management process. Cost control is controlling
changes to the project budget. Because there is only 4 months left and when they make a deal,
everything need to be ready in rush and it means there must be an additional charges to get
hardwares and softwares in time. There are some tools can be used. For additional charges,
additional planning might work by revising cost estimates or analysis of alternative approaches.
Cost change control system is another tool that can help this issue because it defines the
procedures which the cost baseline may be changed. It is including tracking system and
approval levels necessary for authorising changes(credit).