EPM5620 Project Management | Skills and Knowledge Inventory

Part One:

MOV - Measurable Organisational Value
(This is the goal of the project and is utilised to define the value that your team project will bring to your client)
• Identify the desired area of impact - Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social
• With reference to your project, identify one or two of the following types of value:

Better - is improving quality important to your client?
Faster - does your client want to increase efficiency?
Cheaper - is cutting costs important?
Do more - does your client want to continue its growth?

Develop an appropriate metric - this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money.

• Determine the timeframe for achieving the MOV - ask yourselves, when do we want to achieve this target metric?

(Note: the MOV should inform everyone what the project will achieve, not how it will be achieved. It should also focus on the organisation, not on the technology that will be used to build or support the information system).

Part Two:

Define Scope and produce a Scope Management Plan
Define the scope of the project and detail how the scope will be managed.
Provide a list of Resources
Identify and detail the resources for the project using MS Project where appropriate, including:

People (and their roles), plus any extra personnel that is required for the project.
Technology - any hardware, network and software needs to support the team and your client.
Facilities - where will most of the teamwork be situated?
Other - for example, travel, training etc.

Part Three:

Using MS Project, develop a schedule using a high level Work Breakdown Structure (WBS). It should include:

Milestones for each phase and deliverable
This will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.
Activities / Tasks
Define a set of activities / tasks that must be completed to produce each deliverable.
Resource Assignments
Assign people and resources to each individual activities.
Estimates for Each Activity / Task
Develop a time estimate for each task or activity to be completed.

Part Four:

Project Risk Analysis and Plan

Document any assumptions you have made about the project
Using the Risk Identification Framework as a basis, identify five risks to the project – one for each of the five phases of the methodology.
Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk.

Part Five:

Quality Management Plan. It should include:

A short statement that reflects your team’s philosophy or objective for ensuring that you deliver a quality system to your client.
Develop and describe the following that your project team could implement to ensure quality;

A set of verification activities
A set of validation activities

Answers:

Part 1:

Team Name/ Team/ Description

Name of Project: “Riverina Agriculture and Lifestyle Digital Ticketing System”
Start Date	December 10, 2009
Team Member	Contact Details
Mr Masa Green	59734-2275
Mr Vidal Rickard	49726-2468
Mr Moray Peralta	24357-0505
Overview of the Project: The first show organized by the RALS was in the year and the show is held annually every year in the month of November. The community display and represents the local farmers, lifestyle products and the agricultural product suppliers. The number of audience for the show are increasing and hence the decision for the implementation of the digital ticketing system.
Project Description: The RALS committees are looking to implement a computer based system for the ticketing system that is currently being done manually. In the current system the tickets are being purchased at the gates in the system and this is causing various types of problems in the system. Hence, the company is looking to implement this digital ticket system for the benefit of the company. This would enable the company to implement digital tickets that would be increasing the efficiency of the system and also reduce the anomalies in the system.

Team Charter

Skills and Knowledge Inventory

Name of Member	Role in the project	Skills and knowledge
Mr Masa Green	Project Manager	Leadership Qualities, Team management, Project management, Communication Skills
Mr Vidal Rickard	Business Analyst	Analytic Skills, Logical Reasoning Skills, Risk Identification, Risk Mitigation
Mr Moray Peralta	Software developer	Software Engineering, Database Knowledge, Technical Skills, Coding and Decoding

Roles and Responsibility

Team Member Name	Roles	Responsibility
Mr Masa Green	Project Manager	· Project management · Project Proposal · Project Monitoring · Project Closure
Mr Vidal Rickard	Business Analyst	· Identification of project requirements · Analysis of the project design · Risk Management
Mr Moray Peralta	Software developer	· System design · System Development · System analysis

Team Communication

Team Member	Location	Meeting Times	Ways of communication	Information Stored/Documented
Mr Masa Green	Project Site	10:00 am to 5 pm	Face-to-face, phone, Email	Stored in fax and mail
Mr Vidal Rickard	Project Site	10:00 am to 5 pm	Face-to-face, phone, Email	Stored in fax and mail
Mr Moray Peralta	Project Site	10:00 am to 5 pm	Face-to-face, phone, Email	Stored in fax and mail

Signatures

Name	Date	Signature
Mr Masa Green	12/10/09	Magreen
Mr Vidal Rickard	12/10/09	vidal_rickard88
Mr Moray Peralta	12/10/09	Morayperalt

Part 2:

Learning Cycles

Time	Phase of the Project	Scribe	Organizer	Mode of communication
Providing the idea of the project	Project proposal	Mr Vidal Rickard Mr Moray Peralta	Project manager	Face-to-face, phone, Email
Identifying the requirements of the project	Project design	Mr Masa Green Mr Moray Peralta	Business analyst	Face-to-face, phone, Email
Analysis of the design for the project	Project design	Mr Moray Peralta Mr Masa Green	Business analyst	Face-to-face, phone, Email
Identification of the requirements of the project	Project design	Mr Masa Green Mr Vidal Rickard	Software developer	Face-to-face, phone, Email
Analysis of the implemented system	Testing phase	Mr Masa Green Mr Moray Peralta	Business analyst	Face-to-face, phone, Email

Part 3:

Stakeholders Identification

The identification of the significant stakeholders in the project is essential for the developing of the efficient communication plan while developing the rostering system project.

Stakeholders	Role Description
Owner of virtucon	Provider of the project
Owner of globex	Client
Staffs at virutcon	Implementation of the system
Staffs of globex	Training for the system
Customers of virtucon	Benefitted by the system
Customers of globex	Use the system and also provide a feedback

Communication Plan

Who	What	Why	When	How
Business analyst	Analysis of the system	To keep the system updated and performing the monitoring processes.	Whenever	Face-to-face, phone, Email
Software Developer	Detection of the errors in the system	For keeping the system error free and reducing the complexity of the system.	Whenever required	Face-to-face, phone, Email
Project manager	Managing the project	This would improve the efficiency of the project	At the start of the project and at the end of the project	Face-to-face, phone, Email

Part 4:

Project Closure

Project Name:		RALS Digital Ticket System Development Project
Project Manager:		Mr Masa Green
Start Date:	10/12/09	End Date:	4/30/10
Acceptance Criteria		Person Responsible		Check if Achieved
Identifying goals		Project Manager
Indentifying the functional and the non-functional requirements		Business Analyst
System development		Software Developer
Maintaining schedule		Project Manager
Marinating the WBS		Project Manager
Maintaining budget		Project Manager
Testing		Software Developer
Risk management		Business Analyst
Sign-off the members		Project Manager

Project Evaluation

Projects MOV	Evaluation Process
Financial value	The project has to be completed within the budget
Operational value	The project has to be completed within the scheduled deadline
Customer value	The efficiency of the project has to be increased and they should receive positive feedback from them.
Strategic Value	The complexity of the system is too be reduced

Part 5:

Reflection

I have been working as the project manager for the RALs project. The project involves the implementation of the digital ticket system. The project would make the system very efficient and would also reduce the complexity of the project. The project would also be benefitting the customers who are buying the tickets and also the companies that are having more efficient procedures for their systems. I as the project manager for this project have gained a lot of experience and also would be ready for more challenges and can take on more projects.

References

Ahsan, K., Ho, M., & Khan, S. (2013). Recruiting project managers: A comparative analysis of competencies and recruitment signals from job advertisements. Project Management Journal, 44(5), 36-54.

Alberghini, E., Cricelli, L., & Grimaldi, M. (2014). A methodology to manage and monitor social media inside a company: a case study. Journal of Knowledge Management, 18(2), 255-277.

Böhm, C. (2013). Cultural flexibility in ICT projects: A new perspective on managing diversity in project teams. Global Journal of Flexible Systems Management, 14(2), 115-122.

Chipulu, M., Neoh, J. G., Ojiako, U. U., & Williams, T. (2013). A multidimensional analysis of project manager competences. IEEE Transactions on Engineering Management, 60(3), 506-517.

Davies, R., & Harty, C. (2013). Implementing ‘Site BIM’: a case study of ICT innovation on a large hospital project. Automation in Construction, 30, 15-24.

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Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project risk management methodology for small firms.International Journal of Project Management, 32(2), 327-340.

Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803.

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Rezgui, Y., Beach, T., & Rana, O. (2013). A governance approach for BIM management across lifecycle and supply chains using mixed-modes of information delivery. Journal of Civil Engineering and Management, 19(2), 239-258.

Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on Business Process Management 1(pp. 105-122). Springer Berlin Heidelberg.

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