Quection No.

Agri Project WPS

Agri Tech Project WBS Chart

Land
d

Sensors
Q.2
Ans:
Expert judgment:

Expert Judgment is provided based upon a specific set of criteria and/or expertise that has been
acquired in a specific knowledge area, application area, or product area, a particular discipline,
an industry, etc. Any group or person with specialized education, knowledge, skill, experience,
or training may provide such expertise. A member of the project team, or multiple members of
the project team, or by a team leader or team leaders can provide this knowledge base. However,
typically expert judgment requires an expertise that is not present within the project team and, as
such, it is common for an external group or person with a specific relevant skill set or knowledge
base to be brought in for a consultation,

Such expertise can be provided by any group or individual with specialized knowledge or
training and is available from many sources, including:

 Units within the organization;

 Consultants;
 Stakeholders, including customers or sponsors;
 Professional and technical associations;
 Industry groups;
 Subject matter experts (SME);
 Project management office (PMO);
 Suppliers.

Q.3
Project Management (PM) Plan:

Inputs
1. Project Outputs
Tool &
charter
Techniques Project Management Plan
2. Outputs
from Expert judgment
planning
process
3. Enterprise
environment
factors
4. Organization
process
assets
Inputs
Project charter:
The ever increasing population, struggling water resources, decreasing agricultural labour force
due to urban migration, increasing demand for food and cash crops is putting significant burden
on the agriculture sector as it has to meet the increasing local and international demands .This is
creating a void in the sector which keeps widening as the demand and supply gap increases.
Pakistan is Missing Out on a Huge Opportunity by Not Using Tech in Agriculture .Pakistan is
Missing Out on a Huge Opportunity by Not Using Tech in Agriculture. As manual process or old
traditional way of agriculture process cannot measure for watering and plant health and weather
detection and forecasting, and can’t offer 24 hours availability. The intended audience of the
Agri-Tech Application project charter is the project sponsor and senior leadership.

Outputs from Planning:

The outputs from planning is involves to creating of a set of plans to help guide your team
through the execution and closure phases of the project. They will also help you manage
staff and external suppliers, to ensure that you deliver the project on time and within
budget. Subsurface Drip Irrigation (SDI) is already a prevalent irrigation method that
allows farmers to control when and how much water their crops receive. By pairing these
SDI systems with increasingly sophisticated IoT-enabled sensors to continuously monitor
moisture levels and plant health, farmers will be able to intervene only when necessary,
otherwise allowing the system to operate autonomously. Sensors set up across the fields
will collect data on light levels, soil conditions, irrigation, air quality and weather. Will use
to monitor the growing process and visualize the environment for. And other already
developed systems are wire based but the wireless systems will be more effective and
convenient. This will provide the social platform for social interaction and to help each
other and lets together at single platform to solve each questionnaires.

Enterprise environment factors:

 Industry and Governmental Standard.
This project is investigating the rationales for government intervention as such industries
emerge, analyzing the role of regulation on the success of the emergence of new
industries, and looking at the practice of government support for new industries. The
project hopes to develop a better theory basis for intervention in nascent science based
industries and to provide tools for policymakers to assist the successful emergence of
new industries.
 Project management information system.
The importance of production to company performance across various sectors has been
widely debated. Recent events in financial markets have re-opened these conversations,
specifically on how a balanced economy is achieved, both in terms of sectoral differences
and in terms of activities across the value chain from research, through production and on
to service provision.

This survey is attempting to further our understanding of when and how production
structure is linked to company outcomes. By looking at how companies are structured
and their outcomes (in terms of profitability and turnover growth), we hope to understand
which patterns of production ownership and location provide the best returns.
 Organization structure and culture.
Organizational structure and organizational culture belong among the concepts with the
highest explanatory and predictive power in understanding the causes and forms of
people’s behaviours in organizations. Consequently, these two concepts are often used in
research as independent variables in explanations of numerous phenomena found in
companies and other types of organizations. The influences of organizational structure
and culture on other components of management are usually researched separately and
independently from one another. However, there are examples of research that analyzes
the influence on management of both culture and structure in their mutual interaction.
Unfortunately, although it is intuitively clear that organizational culture and
organizational structure must greatly affect one another, there has been very little
extensive research exploring their direct mutual impact.
 Infrastructure.
Infrastructure is defined as a relatively stable, either planned or spontaneous; pattern of
actions and interactions that organization members undertake for achieving the
organization’s goals. This understanding of organizational structure is based on a
fundamental assumption of it being purposeful, i.e., on the idea that organizational
structure has its purpose. Purposefulness of structure implies that it is a rational
instrument in the hands of those governing the organization, used for directing the course
of activities in the organization towards realizing its objectives. Rationality of the
organizational structure is ensured by its differentiation and integration of organization
members’ individual and collective activities.
  Personnel Administration.

Personnel refer to employees in an organization; it includes all levels of employees (superiors

and subordinates). This Course is about 'Public Personnel Administration' - i.e. the
management of employees in the public (government) sector. It must be noted that 'Personnel
Administration' is now commonly known as 'Human Resource(s) Management' (HRM).

 Functions

The functions of personnel management are the following: It is responsible for ensuring that
the organization gets the right type of people (i.e. able, skilled and qualified people), in right
quantity (i.e. in sufficient numbers to meet the human resource needs of the organization) ,
at the right time and at the right place to achieve the goals (malamute) of the organization.

It is responsible for using human resources in the most effective and efficient way
to reduce personnel costs, to right size the organization and to eliminate unnecessary work.

It helps in enhancing employee skills on present jobs and upgrading skills

for future jobs, through training and development programmers, to improve
the work performance of the employees.

Organizational Process Assets:

Most organizations have developed a range of templates, contracts, registers, and
assessment tools to assist the management of their projects. Organizations have also
acquired knowledge in the form of lessons learned—and the organization’s knowledge
base that can be very useful.
Therefore, Organizational Process Assets would include anything the organization has
acquired that you can use in the management of the project. They include formal and
informal plans, policies, procedures, and guidelines. These are very important for the
planning stage, irrespective of the nature of the project. Whether your project is long -
term or short-term, OPAs are a must .

 Standardized guidelines
 Proposal evaluation criteria
 Work breakdown structure templates
 Project schedule network diagram templates
 Risk templates
 Organizational standard processes
 Project closure guidelines
 Defect management processes
Tool & Techniques

 Expert judgment:

Expert Judgment is provided based upon a specific set of criteria and/or expertise that has been
acquired in a specific knowledge area, application area, or product area, a particular discipline,
an industry, etc. Any group or person with specialized education, knowledge, skill, experience,
or training may provide such expertise. A member of the project team, or multiple members of
the project team, or by a team leader or team leaders can provide this knowledge base. However,
typically expert judgment requires an expertise that is not present within the project team and, as
such, it is common for an external group or person with a specific relevant skill set or knowledge
base to be brought in for a consultation,

Such expertise can be provided by any group or individual with specialized knowledge or
training and is available from many sources, including:

 Units within the organization;

 Consultants;
 Stakeholders, including customers or sponsors;
 Professional and technical associations;
 Industry groups;
 Subject matter experts (SME);
 Project management office (PMO);
 Suppliers.

Outputs
Project Management Plan:
The project manager creates the project management plan following inputs from the
project team and the key stakeholders. A project management plan is a formal, approved
document that defines how the project is executed, monitored, and controlled. It may be a
summary or a detailed document and may include baselines, subsidiary management
plans, and other planning documents. This document is used to define the approach
project team takes to deliver the intended project management scope of the project.
As the work proceeds, the performance of the project is measured against
the performance measurement baseline included in the project management plan. The
scope baseline, schedule baseline, and the cost baseline are collectively referred to as the
performance measurement baseline. If there is a deviation from the baseline while the
work is being done, the project manager deals with them by making adjustments to
correct the deviation. If these adjustments fail to correct the deviations, then formal
change requests to the baselines become necessary.
 Project managers spend a substantial amount of time ensuring baselines are achieved,
ensuring the project sponsor and the organization get the full benefits of their projects.
Besides proper planning, a project manager’s abilities also lie in efficiently controlling
the project and ensuring project deliverables are on time—and that the project is
completed per the project management plan.
 Scope Statement.
 Critical Success Factors.
 Deliverables.
 Work Breakdown Structure.
 Schedule.
 Budget.
 Quality.
 Human Resources Plan.