3.

0 SCOPE STATEMENT

Project Scope Description

Global Supply Chain Management (GSCM) is a typical Supply Chain Management Software
that incorporates transportation administration, arrange administration, yard administration,
work administration, distribution centre enhancement, stock administration and business
insight abilities. GSCM helps in dealing with the present business design while diminishing
the capital and working costs and empower worldwide administration. GSCM give oversight
of materials, coordination and data as they move in a procedure from provider to maker to
distributer to retailer lastly to client. It includes planning and incorporating these streams both
inside and among organizations. (Project-Scope, n.d.)

Acceptance criteria
Client anticipates that a finished framework will be actualized in their present business design.
The acknowledgment criteria of the frameworks are as following. Preparing and support will
be given for all the division and staff. The client of the framework ought to know about all the
required component being utilized for business stream. The framework ought to be effortlessly
utilized, open and secured. (Project-Scope, n.d.). More than that, the framework ought to have
the capacity to keep running with insignificant blunders conceivable to proceed with the
business procedure easily. The framework likewise ought to have appropriate access control
rundown to allow approved staff to get to certain data to evade information spillage.

Constraints

 Duration of the project is limited to 4 months which can be hard to complete with all
the features
 Budget given for this project is $300,000 and it is sufficient to finish the project without
any major changes
 Stakeholders may change the outcome which may lead to delay
 Employees and staffs does not work entirely throughout their working hours exactly
which may lead to incomplete tasks

Product Scope

Transportation Management

Transportation administration oversees the greater part of the transportation movement all
through worldwide store network and streamline benefit level of the business to top. The
transportation administration can track all the transportation, for example, trailer and lorry.
(Project scope statement, n.d.)It likewise tracks data of outsider bearer connections which is
utilized to convey items abroad. Next, contract or understanding recharging ready element
included to help the client to re-establish the transporter relationship.

Order Management

Order administration quicken the execution of the whole request to-conveyance cycle by
helping organization to even more gainfully create and track deals orders. The request
administration can track buy orders from buy requests to request to arrange affirmation.
Additionally, it arranges evaluating, rebates and advancements considering client, class, timing
and request amount.
Yard management

Yard administration deals with the development of vehicles inside transportation centre points,
otherwise called yards. The yard administration can track and control development of the
trucking resources in the yard. It is likewise ready to oversee delivering and getting dock
entryways and parking spaces for transport vehicles in the yard. Moreover, the framework
permits checking, and administration of various yards over numerous area focuses.

Labour management

labour administration investigations worker movement information and reports profitability

levels of the workforce. The work administration can screen and record every worker's
execution on their work errands. The work administration is additionally in charge of relegating
undertakings to the workforce and alarming or telling them of the errands allocated.

Warehouse Optimization

Warehouse administration is an area to give stockpiling usefulness. It give the stock following
capacity which is utilizing a standardized tag scanner for following the stock enter or leaves
time and date in the distribution centre of every one of the item or material. Next is Optimize
the stock area for guarantee the stock is setting in to an area is anything but difficult to move if
the stock should have been moving.

Inventory Management

Inventory Management is to supply and bolster the adjust of interest and supply this is to
guarantee the stock is convey into the ideal place at the perfect time. Next is to make a cushion
stock concurring of the area request, this is to deal with the sudden postponement in recharging
stock.

Business Intelligence Capabilities

Business insight (BI) abilities is made accessible and aides somehow for all parts, for example,
transportation administration, arrange administration, yard administration, work
administration, stockroom improvement and stock administration for business execution
detailing. BI can likewise gauge the income, profitability and achievement relative of the
business and measure the execution of the business against the rival and contenders. (Project
scope statement, n.d.)

Deliverables

Admin can

- track all transportation location

- track and renew third-party carrier relationships
- alerted of contract or agreement renewal
- track, edit and delete purchase requests to order confirmation
- configure pricing, discounts and promotions based on customer, category, timing and
order quantity
- Track and control movement of trucking assets in the yard
- Monitor and manage multiple yards over multiple location centres
- Manage shipping and receiving dock doors and parking spots
- Monitor staff performance
- Notify and alert staff of tasks assigned
- Assign tasks to staff
- Generate Report
- Manage the enter or leaves time and date of the stock
- Manage the available storage space
- Manage which stock need to be move to certain location
- Mange the quantity of the stock in the inventory
- Manage the arrive time of the stock
- Collects and analyse the data for better decision making
- Filtered the records regarding the achievement and shortfalls reports
- Measure the performance of the business

Staff can

- track all transportation location

- track third-party carrier relationships
- alerted of contract or agreement renewal
 - Track and control movement of trucking assets in the yard
- Manage shipping and receiving dock doors and parking spots
- View the enter or leaves time and date of the stock
- View the available storage space
- View which stock need to be move to certain location
- View the stock quantity in the inventory
- Collects and analyse the data for better decision making
- Filtered the records regarding the achievement and shortfalls reports
- Measure the performance of the business

EXCLUDE

- Auditing and paying third-party transportation invoices

- Creating payment vouchers for third-party transportation
- Remote order entry via the web
- Manage labour resources responsible for moving trucking assets in the yard
- Provide training for workforce
- Analysis the value stock
- Manage the stock level
- Recalculate safety stock levels
- Dashboard Reporting.
-

Scope Statement: Tool and Technique

Product analysis

Product analysis can be helpful with regards to extend with deliverable items as it is in this
Global Supply Management Project for occurrences arrange administration, transportation
administration and stockroom advancement. This instrument can be utilized to characterize the
extent of the item by investigating the item and make inquiry about the item. The procedures
utilized as a part of this item investigation are framework examination, item breakdown,
framework designing, prerequisite investigation, esteem investigation and esteem building.
These are important to adequately break down an unmistakable item. (Product Analysis, n.d.)
Group decision-making techniques

Cooperative choice making is a participatory procedure wherein individuals from the group all
things considered dissect issues and search for arrangements together. As a rule, cooperative
choice making is sorted out by the pioneer. The individuals have their responsibility on the
choice they make. Afterward, they assign the errand that have been concurred on by the part.
Although there are numerous cooperative choice making systems, we utilized unanimity
strategy where choice is accomplished when everybody in the group concurs on a solitary
activity. This can be accomplished by somebody in the group accompanies a choice and further
inquiries and criticisms are acquired until the point when everyone in the group see hence
concurs. (Boran, 2009)
5.0 Cost Estimation and Budgeting
Cost estimation and planning inside the cost administration is one of the procedure in venture
administration for estimation, designation and controlling the expenses of a task in
organizations. In addition, estimation and planning the cost for GSCMP is one of the testing
assignment for PM. (Winter, 2015). Regularly, the cost and costs will be recorded by a group
specialist utilizing 'Cost and Expenses Form'. By utilizing this shape, PM ready to ascertain the
aggregate consumption and ensure the task is working inside the financial plan. With a specific
end goal to ensure the undertaking's general spending plan in under control, an execution for
viability of cost administration for GSCMP is fundamental. The accompanying work
breakdown structure beneath with the cost estimation and planning of the procedures engaged
with GSCMP.500 2250 2000 600 2000

WBS Task Name Costs

1 Global Supply Chain Management Project $ 266,577.50
1.1 Initiation $ 9,982.50
1.2 Planning $ 38,450.00
1.2.1 Scope Statement $ 125.00
1.2.2 Requirement Gathering $ 750.00
1.2.3 Preliminary Approval $ 500.00
1.2.4 WBS Creation $ 150.00
1.2.5 Seek Business Approval $ 500.00
1.2.6 Develop Project Management Plan $ 1,000.00
1.2.7 Project Scope Management $ 25,150.00
1.2.7.1 Collect Requirements $ 7,650.00
1.2.7.2 Define Scope $ 2,500.00
1.2.7.3 Create WBS $ 7,000.00
1.2.7.4 Verify Scope $ 3,000.00
1.2.7.5 Control Scope $ 5,000.00
1.2.8 Project Procurement Management $ 3,275.00
1.2.9 Risk Management $ 1,000.00
1.3 Execution $ 167,665.00
1.3.1 Project Procurement Management $ 1,965.00
1.4 Coding $ 133,100.00
1.4.1 Labour Management $ 15,600.00
1.4.1.1 Time and Attendance $ 3,900.00
1.4.1.2 Productivity Management $ 5,200.00
1.4.1.3 Incentive Rewards $ 6,500.00

WBS Task Name Costs

1.4.2 Yard Management $ 16,000.00
1.4.2.1 Schedule Management $ 3,000.00
1.4.2.2 Task Execution $ 4,000.00
1.4.2.3 Incident Monitoring $ 4,000.00
1.4.2.4 Assets Tracking $ 5,000.00
1.4.3 Order Management $ 15,000.00
1.4.3.1 Order Routing Services $ 4,000.00
1.4.3.2 Vendor Management Services $ 7,000.00
1.4.3.3 Order Visibility Services $ 4,000.00
1.4.4 Transport Management $ 14,400.00
1.4.4.1 Route Planning $ 4,800.00
1.4.4.2 Load Optimization $ 6,000.00
1.4.4.3 Advanced Shipping $ 3,600.00
1.4.5 Inventory Management $ 23,400.00
1.4.5.1 Inventory Control $ 7,800.00
1.4.5.2 Purchasing and Vendor Management $ 7,800.00
1.4.5.3 Manufacturing $ 7,800.00
1.4.6 Financial Management $ 8,000.00
1.4.7 Warehouse Management $ 18,000.00
1.4.7.1 Replenishment $ 6,000.00
1.4.7.2 Receiving $ 4,000.00
1.4.7.3 Put-Away $ 2,000.00
1.4.7.4 Report and Statistics $ 2,000.00
1.4.7.5 Labour Reduction $ 4,000.00
1.4.8 Customer Relationship Management (CRM) $ 7,200.00
1.4.8.1 Marketing $ 2,400.00
 1.4.8.2 Orders $ 4,800.00
1.4.9 Production Management $ 3,600.00
1.4.10 Distribution Management $ 5,200.00
1.4.10.1 Warehouse Management $ 650.00
1.4.10.2 Slotting Optimization $ 1,950.00
1.4.10.3 Labour Management $ 650.00
1.4.10.4 Billing Management $ 1,950.00
1.4.11 Sales Management $ 5,500.00
1.4.11.1 Sales Plan Formation $ 1,500.00
1.4.11.2 Sales Plan Implementation $ 4,000.00

WBS Task Name Costs

1.5 Testing $ 12,600.00
1.6 Deployment $ 21,200.00
1.6.1 Cut Over Plan $ 8,000.00
1.6.2 Customer Relationship Management (CRM) $ 13,200.00
1.7 Monitor and Control $ 27,210.00
1.7.1 Quality Control $ 25,500.00
1.7.1.1 Material Quality $ 1,500.00
1.7.1.2 Construction Control $ 2,000.00
1.7.1.3 Final Quality Checking $ 22,000.00
1.7.2 Acquisition Management $ 1,310.00
1.7.3 Disaster Recovery Management $ 400.00
1.8 Closing $ 23,270.00
1.8.1 Procurement Closing $ 1,327.50
1.8.2 Project Closing $ 21.942.50
References

Institute, P. M., 2013. A Guide to the Project. 5 ed. Newtown Square, Pennsylvania: Project
Management Institute, Inc. Junior, R. R. & Carvalho, M. M. d., 2013. Understanding the
Impact of Project Risk Management on
Project Performance: An Empirical Study. Journal of Technology Management and
Innovation, Volume 8, pp. 1-38.Pimchangthong, D. & Boonjing, V., 2017. Effects of Risk
Management Practice on the Success of IT
Project. Procedia Engineering, Volume 182, pp. 579-586. Project Management Institute,
2017. Project Management Body of Knowledge. 6th ed. s.l.:Project
Management Institute.BusinessDictionary.com, (2015). What is bidder's conference?
definition and meaning. [online]Available at:
http://www.businessdictionary.com/definition/bidder-s-conference.html [Accessed 7April
2019].
Carr, P. (2011). Week 8: Project Procurement Management. [online] Project Leadership.
Available at: https://projectleadershipwaterloo.wordpress.com/2011/12/05/week-8-project-
procurementmanagement/ [Accessed 6 April 2019].
Project Stakeholder Management – Thachyane Tamilmani(TP038558)
1.1 Issues Being Addressed
The issues being addressed for Project Stakeholder Management knowledge area are described
in Table 12.1.1 below: -

No. Issues
3 There is no evidence that a proper project management process was followed.
5 Requirements keep coming in from users almost daily where the GITS-ADC Team
Lead keeps on accepting them without hesitation.
9 IT assets acquisition and spending were through PROC Manager with suppliers
without going through a proper tendering process.
12 There were not even a clear designated sponsor (or sponsors) for the project.
13 There was no clear project organizational structure to manage the project.
18 The hardware and software delivery was still being negotiated with some potential
vendors while there were only four (4) months to complete the project.

Table 1.1.1: Issues being addressed for Project Stakeholder Management knowledge area.

1.2 Project Stakeholder Management Process, Tools and Techniques

1.2.1 Identify Stakeholders
This process is to identify the individuals or organizations that have influences or impacts to
GSCMP, by analyzing and documenting the relevant information about the stakeholders’
interests, involvements, relationships between each other, influences and impact on the
feasibility of the project. By understanding the information of the stakeholders, * INSERT PM
NAME HERE* the Project Manager can pay appropriate attention for each stakeholder or
group of stakeholders, and thus he can focus more on the relationships between the stakeholders
according to their influences and interests in order to enhance the success of GSCMP (Project
Management Institute, 2013). In this Identify Stakeholders process, there are three tools and
techniques that can be used for GSCMP. They comprise of Internal and External Stakeholders,
Stakeholder Classification by using Power/Interest Grid, and Stakeholder Register.
Internal and External Stakeholders
By using this tool and technique, Table 12.2.1.1 below is created to outline most of the
influential internal and external stakeholders that are involved in GSCMP: -

Internal Stakeholders
Ids Names Roles Positions
1 Vijayaraj a/l C. Sponsor CEO
Vijayasingam
2 Group member 1 Project Manager Project Manager
3 Group member 1 Project Team Lead IT Manager
4 Group member 1 Team Member Senior Developer
5 Thachyane Thamilmani Team Member Senior Developer
6 Alice GITS-ADC Head of Development
7 Bryan SME-Procurement Sales Manager
8 Charlotte SME-IT IT Analyst
9 Dom SME-Marketing Marketing Director
10 Ellaine SME-Finance Finance Manager
11 Fredrick SME-HR HR Manager
12 George Database Admin Data Analyst
13 Hellen QA Analyst QA Analyst
14 Ivan Network Analyst Network Analyst
External Stakeholders
Ids Names Roles Positions
15 Jordan Software Supplier Supplier
16 Kelvin Hardware Supplier Supplier
17 Levi Tester Customer
18 Michael Tester Customer

Table 12.2.1.1: List of internal and external stakeholders that are involved in GSCMP.
Stakeholder Classification by using Power/Interest Grid
Stakeholder Classification is a model that is used for stakeholder analysis, in which it is to
analyze the potential influences and impacts of the identified GSCMP stakeholders in Table
12.2.1.1. The stakeholders are then classified by using Power/Interest Grid, teaming them based
on their authority level and concern level towards GSCMP. The main purpose of this tool and
technique is to help Ng King Kien, the Project Manager, to define an effective approach in
building teamwork and collaboration between the stakeholders in order to improve the project
success (Project Management Institute, 2013). To carry out this tool and technique, a
Power/Interest Grid is created as Figure 12.2.1.1 below, by referring the ids of stakeholders in
Table 12.2.1.1: -

Figure 12.2.1.1: Power/Interest Grid for the identified GSCMP stakeholders.

Stakeholder Register
Stakeholder Register records the information regarding to the identified GSCMP stakeholders
in Table 12.2.1.1, with details of identification information, assessment information and
stakeholder classification. It should be revised and updated regularly throughout the life cycle
of GSCMP (Project Management Institute, 2013). An example of this tool and technique for
GSCMP is shown in Table 12.2.1.2 below, with the data references from Table 12.2.1.1 and
Power/Interest Grid in Figure 12.2.1.1: -
 Identification Information Assessment Information Stakeholder
Classification
Ids Names Roles Positions Contact Information Expectations Influence Interest Internal / S/N/R
External
Vijayaraj a/l C. 10% increase in annual
1 Vijayasingam Sponsor CEO vijayaraj@apu.edu.my revenue after deploying H H Internal Supporter
GSCMP for a year.
2 Group member Project Project TP038558@mail.apu.edu.my GSCMP is completed H H Internal Supporter
1 Manager Manager within 4 months.
3 Group member Project IT Manager TP038368@mail.apu.edu.my Fulfill all GSCMP H H Internal Supporter
1 Team Lead requirements.
4 Group member Team Senior TP038369@mail.apu.edu.my Bug-free. M H Internal Supporter
1 Member Developer
5 Thachyane Team Senior TP038289@mail.apu.edu.my Easy to maintain. M H Internal Supporter
Thamilmani Member Developer
6 Alice GITS-ADC Head of alice@hlmail.com Less changes for H M Internal Supporter
Development GSCMP requirements.
7 Bryan SME- Sales Manager bryan@hlmail.com Proper tendering H M Internal Supporter
Procurement process in GSCMP.
8 Charlotte SME-IT IT Analyst charlotte@hlmail.com All IT operations are H M Internal Supporter
working fine.
9 Dom SME- Marketing dom@hlmail.com Recognition of H M Internal Supporter
Marketing Director GSCMP to the market.
SME- Finance GSCMP is delivered
10 Ellaine Finance Manager ellaine@hlmail.com within the estimated H M Internal Supporter
budget.
11 Fredrick SME-HR HR Manager fredrick@hlmail.com Expertise allocation. H M Internal Supporter
12 George Database Data Analyst george@hlmail.com Access to centralized M M Internal Supporter
Admin data warehouse.
13 Hellen QA Analyst QA Analyst hellen@hlmail.com No quality issues. M M Internal Supporter
14 Ivan Network Network ivan@hlmail.com Stable communication M M Internal Supporter
Analyst Analyst and strong security.
15 Jordan Software Supplier jordan@supplier.com Partnership agreement L H External Supporter
Supplier under his brand.
16 Kelvin Hardware Supplier kelvin@supplier.com Partnership agreement L H External Supporter
Supplier under his brand.
17 Levi Tester Customer levi@mail.com Passing system testing. L L External Neutral
18 Michael Tester Customer michael@mail.com Passing user L L External Neutral
acceptance testing.

Table 12.2.1.2: Stakeholder Register for GSCMP.

1.2.2 Plan Stakeholder Management
This process is to define proper management strategies for an effective engagement with the
stakeholders throughout the life cycle of GSCMP, according to the stakeholder analysis in their
requirements, interest and influences on the feasibility of the project (Project Management
Institute, 2013). By planning the stakeholder management, it empowers *PM NAME*, the
Project Manager to engage with the stakeholders to increase their interest on the success of
GSCMP. As the tool and technique for this Plan Stakeholder Management process, Stakeholder
Management Plan is used.

Stakeholder Management Plan

Stakeholder Management Plan is a tool and technique that contains the management strategies
that are used to engage with the identified GSCMP stakeholders in Table 12.2.1.1 effectively
(Project Management Institute, 2013). A Stakeholder Management Plan for GSCMP is shown
in Table 12.2.2.1 below, with the data references from Table 12.2.1.1 and Power/Interest Grid
in Figure 12.2.1.1: -

Names Roles Power / Current Management Strategies

Interest Engagement
Vijayaraj has vast experience and
insight in leading GSCMP as he
Vijayaraj a/l C. Sponsor H/H Leading succeeded in many large projects in
Vijayasingam the past. Manage closely and follow up
with him when necessary.
Chen Syuen has the leadership in
Group member Project Team H/H Leading leading GSCMP project team. Manage
1 Lead closely and advise him when needed.
San De is a punctual man that always
Liew San De Team M/H Supportive gets his job done perfectly. Manage
Member closely and do not let him overwork.
Nethyaa love coding, as well as
Thachyane Team M/H Supportive challenging new project like GSCMP.
Thamilmani Member Manage closely and support her
regularly.
 Alice always carries out her roles and
Alice GITS-ADC H/M Neutral responsibilities halfheartedly. Manage
closely by checking her works
frequently.
Bryan is a forgetful person that misses
Bryan SME- H/M Neutral out important things in his works.
Procurement Manage closely and keep reminding
him.
Charlotte always takes her roles and
Charlotte SME-IT H/M Supportive responsibility too seriously. Manage
closely and sometimes give her some
break time to relax herself.
Dom is a very talkative person, which
Dom SME- H/M Supportive is indeed suitable for his roles and
Marketing responsibilities. Manage closely, and
do not chit-chat with him too much.
Ellaine is a calculating person that is
hard to be convinced without a
Ellaine SME- H/M Resistant concrete proof. Manage closely and
Finance always provide her with detailed
financial documents.
Fredrick SME-HR H/M Neutral Fredrick is a cool person that handles
everything with calm. Manage closely.
George is a person who likes to plan
his day. Keep informed with him
George Database M/M Neutral regularly, especially when there is any
Admin update to GSCMP so that he can
prepare in advance.
Hellen is a careful person when doing
Hellen QA Analyst M/M Neutral her works, but she is also quite
pessimistic. Keep informed and
motivate her regularly.
 It is Ivan’s first time to be involved in
Ivan Network M/M Resistant such large project, GSCMP. Keep
Analyst informed with him regularly, and
provide guidance to him as required.
Jordan is a very business-like person
Jordan Software L/H Supportive that keeps promoting his brand. Keep
Supplier informed with him when necessary.
Kelvin is an affable person that is easy
Kelvin Hardware L/H Supportive to talk with. Keep informed with him
Supplier regularly.
Levi has experience as a testing expert.
Levi Tester L/L Neutral Monitor him during GSCMP’s system
testing and ask for his feedback.
Michael is a shy person that does not
Michael Tester L/L Neutral speak much. Monitor her during
GSCMP’s user acceptance testing and
keep asking for her opinions.

Table 12.2.2.1: Stakeholder Management Plan for GSCMP.

1.2.3 Manage Stakeholder Engagement

This process is to communicate with stakeholders, to address issues they faced, and to improve
the engagement with stakeholders throughout the life cycle of GSCMP. By managing the
stakeholder engagement, *PM NAME*, the Project Manager can increase the interest and
reduce the resistance from the stakeholders, and thus improving the success of GSCMP. In this
Manage Stakeholder Engagement process, there are two tools and techniques that can be used
for GSCMP. They comprise of Expectations Management Matrix and Issue Logs.

Expectations Management Matrix

By using this tool and technique, Table 12.2.3.1 below is created to clarify the expectations of
Vijayaraj, the GSCMP Sponsor with project goals in order of importance: -
 Measure of Priority Expectations Guidelines
Success
Scope 1 The scope statement for All the stakeholder of
GSCMP should be planned, GSCMP should review and
monitored, validated and sign off the project charter
controlled well with good that contains scope statement
management of requirements. in order to validate the project
scope.
Time 1 GSCMP should complete A project schedule for
within 4 months. GSCMP should be well-
defined, especially applied
with the prioritization of
critical project tasks.
Cost 2 GSCMP should be delivered Every item in each project
within the estimated budget. task should be allocated with
a cost baseline, so that the
budget will not overrun.
Quality 3 The quality of GSCMP should The Project Manager should
be assessed by achieving all perform quality management
requirements and passing all for GSCMP by generating a
testing. quality management plan, as
well as carry out testing
during every phase of
GSCMP’s life cycle.
Communication 4 The communication between Effective meetings should be
the stakeholders throughout organized, and all the GSCMP
the life cycle of GSCMP stakeholder should use other
should be effective. convenient technologies to
communicate with others,
such as email, Skype and
WhatsApp.

Table 12.2.3.1: Expectations Management Matrix for GSCMP.

 Issue Logs
By understanding the expectations listed in Table 12.2.3.1 above, it can contribute in managing issues. Then, tool and technique of Issue Log is
used to document, monitor and track issues that are in-charged by which GSCMP stakeholders until a target date. However, it may mean that the
expectation is not met when there is an unresolved issue. A sample of Issue Logs is shown in Table 12.2.3.2 below: -

Issue Descriptions Impacts Date Reported By Assigned To Priority Due Date Status Comments
No Reported (H/M/L)
1 The steering The steering 4 March Vijayaraj a/l C. Ng King Kien M 11 March Closed Project Charter was
committee (which committee do not 2019 Vijayasingam (Project 2019 reviewed and signed
consist of the board have any (Sponsor) Manager) off by GSCMP’s
of directors, CEO information about Sponsor and Project
and Senior GSCMP, thus Manager.
Managers of the reducing the project
organisation) do not feasibility.
recall of being
presented the
project feasibility
study by the Project
Sponsor or the
Project Manager to
them.
5 Requirements keep The scope of 20 April 2019 PM Alice H 22 April 2019 Closed Scope control was
coming in from GSCMP is changing (Project (GITS-ADC) implemented by
users almost daily constantly and Manager) setting procedures for
where the GITS- becoming larger and requirement changes.
ADC Team Lead larger as a new
keeps on accepting requirement is
them without added in.
hesitation.
8 Tasks are performed GSCMP may not 4 May 2019 Group Ng King Kien H 6 May 2019 Closed A project schedule
without prioritizing complete within 4 member 1 (Project for GSCMP was
other dependent months. (Project Team Manager) included with the
tasks. Lead) prioritization of
critical project tasks.
10 Purchasing of IT The budget for 10 June 2019 PM Byran M 31 June2019 Closed All IT asset was
assets without a GSCMP may (Project (SME- purchased through
proper tendering overrun. Manager) Procurement) proper tendering
process has led to processes.
overrun by budget.
15 Technical skills The level of 31 June 2019 Group Fredrick M 3 July 2019 Unresolved Ivan was assigned as
were especially network and member 1 (SME-HR) the Network Analyst,
lacking in the security in GSCMP (Project Team but there was a lack
network and system may Lead) of human resource
security areas. decrease. for the security area.

Table 12.2.3.2: Sample of Issue Logs in GSCMP.

1.3 Justifications
The how-to of the processes, tools and techniques used for Project Stakeholder Management can
help in resolving the issues being addressed in the previous section, are justified in Table 12.3.1
below: -

Processes Issues Justifications

No.
Identify 12, 13 The main tool and technique used, Stakeholder Register, is the key
Stakeholders that records the information about the identification, assessment
and classification of GSCMP stakeholders. With these
information, Ng King Kien, the Project Manager can identify who
is who, what project role one does, and most importantly, what are
the expectations, influences and interests that one possesses.
Therefore, this Stakeholder Register tool and technique in Identify
Stakeholders process is crucial as it not only may affect the overall
GSCMP success, but also resolves 12th and 13th addressed issues
in GSCMP where the Project Sponsor can be identified and the
current project organizational structure can be further refined.
Plan 5, 9, 18 The main tool and technique used, Stakeholder Management Plan,
Stakeholder is the key that outlines the management strategies, which can help
Management Ng King Kien, the Project Manager to effectively engage with the
stakeholders throughout the life cycle of GSCMP. With effective
engagements with the stakeholders, it can increase the interest
levels of the stakeholders on GSCMP success, thus they will carry
out their roles and responsibilities wholeheartedly by working
harder and contributing more for the project.

[Issue No. 5]
Alice, who possesses the project role of GITS-ADC in GSCMP,
should be engaged effectively by the Project Manager according
to the management strategies outlined in Stakeholder
 Management Plan, so that she can be convinced to implement
scope and requirements controls to resolve 5th addressed issue in
GSCMP.

[Issue No. 9]
Bryan, who possesses the project role of SME-Procurement in
GSCMP, should be engaged effectively by the Project Manager
according to the management strategies outlined in Stakeholder
Management Plan, so that he can be reminded to perform proper
tendering processes when purchasing any IT asset, in order to
resolve 9th addressed issue in GSCMP.

[Issue No. 18]

Jordan and Kelvin, who are the software supplier and hardware
supplier for GSCMP respectively, should be engaged effectively
by the Project Manager according to the management strategies
outlined in Stakeholder Management Plan, so that the negotiation
regarding to the software and hardware deliveries can be
concluded with mutual benefits to both parties, thus resolving 18th
addressed issue in GSCMP.
Manage 3, 5, 9, The main tool and technique used, Issue Logs, are the key that
Stakeholder 18 records the issues that are reported and assigned to GSCMP
Engagement stakeholders to resolve them. With issue logs, Ng King Kien, the
Project Manager can easily monitor and track the issues faced by
the stakeholders, and thus he can manage and improve the
engagement with the stakeholders.

[Issue No. 3]
Issue Logs can be a checklist for validation of whether the
reported issues are resolved or not, based on the status column in
Issue Logs. If all issues are resolved, this means that GSCMP is
 well-managed with the documentation of Issue Logs, increasing
the project success prominently. Therefore, Issue Logs can be a
proof that a proper project management process is followed, thus
resolving 3rd addressed issue in GSCMP.

[Issues No. 5, 9, 18]

By documenting the addressed GSCMP issues into Issue Logs, it
empowers Ng King Kien, the Project Manager to effectively
engage with the stakeholders, who are assigned with the issues
addressed in the Issue Logs. By referring to the Issue Logs, the
Project Manager can discuss and follow up with the stakeholders
regarding to the issues, so that they can recognize the impact of
the issues on the feasibility of GSCMP, rendering them to become
more responsible in resolving the delegated issues. Therefore,
Issue Logs resolve 5th, 9th and 18th addressed issues in GSCMP.

Table 12.3.1: Justifications for Project Stakeholder Management.