ICT505 Better Services are Delivered to the Customers
- 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?
- SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE
(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 activity.
Estimates for Each Activity / Task
- Develop a time estimate for each task or activity to be completed.
Budget
- Create a time-phased budget using bottom-up estimating. Be sure to include direct costs listed in Part two and add 20% for fringe. State all assumptions and constraints you have used when creating your budget. State how confident you are in your estimates and what would make you more confident.
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
Part Six: 550 words
Closure and Evaluation Researching for the closure checklist and project evaluation
- To prepare for this task, you will be required to provide an annotated bibliography.
Write an Annotated Bibliography for three (3) relevant texts or readings around project evaluation. The Annotated Bibliography is a critical examination of the most relevant, recent and scholarly research on the topic area that is not just a summary of the articles you have read.
You will submit this as an appendix to your project evaluation documentation.
Ensure that the AB submitted by you is your own work and has not been submitted elsewhere and comply with the University's requirements for academic integrity.
Use the following resource to guide you around the research tools:
- Develop a closure checklist that the project team will use to ensure that the project has been closed properly.
- Develop a project evaluation –outline and discuss how your project’s MOV will be evaluated.
Submit your assignment online via Turnitin in the nominated class. Turnitin details for the individual classes would be provided on Interact2.
Rationale
This assessment addresses the following learning outcomes:
- be able to understand and apply appropriate communication practices within a project management context;
- be able to research and apply established IT project management principles, skills and techniques to a case study;
- be able to research and critically evaluate how a practising IT project manager applies IT project management techniques, project management skills, methods and software tools in the IT industry;
- be able to research and apply established IT project management principles, skills and techniques to a case study.
Marking criteria
|
Criterion |
High Distinction |
Distinction |
Credit |
Pass |
Fail |
|
Provides an MOV and identifies the target and expectations of all stakeholders in a suitable format. |
The MOV illustrates the student’s detailed consideration of the target and a thorough analysis of the expectations of all stakeholders. |
The MOV illustrates the student’s detailed consideration of the target and an attempt at analysis of the expectations of all stakeholders is evident. |
The MOV illustrates the student’s generalised consideration of the target and an attempt at analysis of the expectations of most stakeholders is evident. |
The MOV illustrates the student’s generalised consideration of the target; however analysis of the expectations of all stakeholders is not clear. |
The MOV fails to cover one or more specified project requirements. |
|
Utilising MS Project, provides a list of resources associated with the project – including reference to people, technology, and facilities and associated costs |
Evidence of expertly utilising MS Project to create a comprehensive list of resources, demonstrating in-depth analysis of the project’s needs. |
Evidence of expertly utilising MS Project to create a list of all resources required for the project; demonstrating analysis of the project’s needs. |
Correctly utilising MS Project to provide a list which identifies most of the resources required for the project; some evidence of analysis of project needs. |
Key resources are correctly identified and documented. |
Key resources have not been identified. |
|
Produces a Scope Management Plan (SCM). |
Consistent application of industry standard language and formatting. |
Well written with some demonstration of industry standard language and formatting. |
Well written with demonstration of academic standard language and formatting. |
Well written but lacks acceptable formatting. |
Writing is not of an acceptable standard. |
|
Utilising MS Project -evidences the processes involved with a WBS, including budget. |
Demonstrates high level project management skills, integrating and applying project management tools in meaningful and purposeful ways towards completion of WBS design, correctly and comprehensively addressing all project requirements. |
Demonstrates competent management skills, applying project management tools in meaningful and purposeful ways towards completion of the WBS design, correctly addresses the all project requirements. |
Demonstrates essential management skills, applying project management tools in meaningful and purposeful ways towards completion of the WBS design. Essential project requirements addressed. |
Demonstrates minimal management skills and needs some improvement in applying project management tools in meaningful and purposeful ways towards completion of WBS. Not all project requirements are clearly addressed. |
The WBS design fails to correctly address one or more essential project requirements. |
|
Provides a project risk analysis and plan using the risk identification framework as a basis for discussing alternate strategies for the management of such risks. |
All steps in project risk analysis and alternate strategies are comprehensively discussed and presented in the context of the project, with evidence of thorough consideration of the framework to validate the alternatives. |
All steps in project risk analysis and alternate strategies are clearly discussed and presented in the context of the project, with reference to the framework to validate the alternatives. |
Evidence that key steps in project risk analysis and alternate strategies are discussed and presented in the context of the project, with some linkages back to the framework to validate the alternatives. |
Key steps in project risk analysis and alternate strategies are accurately presented. Minimal reference to framework in the discussion presented. |
One or more key steps in project risk analysis and alternate strategies are not presented. |
|
Produces a quality management plan which includes a statement about the team’s philosophy and verification and validation activities. |
All required project steps are correctly identified and appropriately contextualised for the selected project. |
All required project steps are correctly identified and are applied to the selected project with some contextualisation. |
All required project steps are correctly identified and are applied to the selected project. |
Most required project steps are correctly identified and applied to the selected project. |
Multiple project steps are missing or not applied to the selected project. |
|
A closure checklist is produced alongside the development of a project evaluation that is evidenced by research. |
The closure checklist is detailed, and has been used accurately to close the project. The evaluation has been professionally documented and is evidenced by research. |
The closure checklist is detailed, and has been used accurately to close the project. The evaluation has been well documented and is evidenced by research. |
The closure checklist has been used appropriately to close the project, and the evaluation has been adequately documented and is evidenced by research. |
The closure checklist has been used to close the project, and the evaluation has been addressed and is evidenced by research. |
The closure checklist has not been addressed adequately, the evaluation is lacking detail and is not evidenced by research. |
|
Referencing of sources (APA 6th ed citation) to reinforce findings. |
All written evidence is professionally communicated using correct referencing. |
All written information is good with appropriate referencing |
All written information is generally well organised but more clarity of communication is required in terms of referencing. |
All written content is loosely connected, and there is ineffective use of referencing. |
No apparent logical order of written content, and there is a lack of referencing. |
Answer:
- Part One:
1.1 MOV - Measurable Organisational Value
|
Area of Impact |
Rank (1 to 5) |
|
Operational |
1 |
|
Financial |
2 |
|
Customer |
3 |
|
Social |
4 |
|
Strategy |
5 |
1.2 Value of the project
The project value includes the following:
Better: Better services are delivered to the customers and as result they can be able to book their services online.
Faster: The
organizational can be able to solve the queries of the organization effectively in a less time as compared to the system that is used earlier.
Cheaper: The organization does not need to spend much on managing their operation after the new system development.
1.3 Appropriate metric
|
Rank |
Impact |
Metrics |
Timeframe |
|
1 |
Operational |
The efficiency of business operation increases by 10% |
2 months |
|
2 |
Financial |
The revenue of Stud farm increases by 17% |
3 months |
|
3 |
Customer |
10% increment in the number of customers |
2 months |
|
4 |
Social |
Facebook and other social media platform is used for promoting the brand of the organization. |
1 month |
|
5 |
Strategy |
Proper operational strategy is utilized. |
2 months |
Part Two:
2.1 Scope
The in-scope includes:
- Running kick-off meetings
- Coding
- Unit testing
- System and integration testing
- User acceptance testing
- Stress testing
- Volume testing
- Performance testing
- Data migration testing
- Black box testing
- Implement solution and go live
2.2 Out of Scope
The project out scope includes:
- Absence of training facility for the stakeholders who are involved with the development of online management system
- Less illustration about the project suppliers
2.3 Assumptions
The project assumptions are as follows:
- It is found that within 64 days the project will be finished
- It is expected that $91,120 will be enough for finishing the project.
- It is assumed that scope will be used while progressing from one phase to another.
2.4 Constraints
The project constraints are as follows:
- It is found that within 64 days the project must be finished
- Within the budget $91,120 the project must be completed.
- Scope must be used while progressing from one phase to another.
2.5 Scope Management Plan
The scope management plan generally includes steps that include:
Getting idea about the needs of the project: Proper idea must be present within thee stakeholders of the project about the requirements of the project so that the project scope can be managed properly.
Avoiding scope creep: The signs of scope creep need to be identified in initial stage for avoiding them so that no negative impact can occur within the project.
Accounting the changes in the organizational finance: The changes that occur within the organizational finance must be properly managed with the help organization.
2.6 Resource Plan
- People
|
Resource Name |
Std. Rate |
|
Project Manager |
$ 30.00/hr. |
|
Marketing and Commerce Manager |
$ 25.00/hr. |
|
Technical Expert |
$ 27.00/hr. |
|
Tester |
$ 25.00/hr. |
|
Technical Integration Specialist |
$ 27.00/hr. |
|
Developer |
$ 27.00/hr. |
|
IT Manager |
$ 27.00/hr. |
|
Data Management Officer |
$ 27.00/hr. |
|
Project Supervisor |
$ 25.00/hr. |
|
Human resource manager |
$ 24.00/hr. |
|
Financial manager |
$ 24.00/hr. |
|
Programmer |
$ 27.00/hr. |
|
Quality analyst |
$ 25.00/hr. |
|
Risk manager |
$ 24.00/hr. |
|
Project planner |
$ 28.00/hr. |
|
Hardware |
Computer, hardware, desktop, RAM |
|
Software |
Server, Operating system, Java and |
|
Network |
Firewall |
- Facilities
The medical facility must be given to the stakeholders of the organization who are enraged with the project.
- Other
|
Travel Requirements |
Travel allowance facility must be given to the project team members. |
|
Training Requirements |
Training facility must be arranged before the completion of the project. |
Part three:
3.1 Project Milestones
|
Milestone |
Completion date |
|
Milestone 1: Completion of initiation phase |
Wed 06-06-18 |
|
Milestone 2: Completion of planning phase |
Wed 20-06-18 |
|
Milestone 3: Completion of execution phase |
Thu 09-08-18 |
|
Milestone 4: Completion of monitoring and control phase |
Thu 09-08-18 |
|
Milestone 5: Completion of closure phase |
Wed 16-05-18 |
4.1 Assumptions
The project assumptions are as follows:
- It is found that within 64 days the project will be finished
- It is expected that $91,120 will be enough for finishing the project.
- It is assumed that scope will be used while progressing from one phase to another.
4.2 Project risks and management strategy
|
Risk ID |
Description |
Probability |
Impact |
Rate |
Assigned To |
Response Strategy |
Threat or Opportunity |
|
1 |
Poor estimation: If the estimation of the budget is not done properly then it will be quite difficult to finish the project. |
Up to 96% |
High |
High |
Financial manager |
The project manager must engages in estimating the budget properly after conducting researching properly. |
Threat |
|
2 |
Low quality of hardware and software: If the resource quality is not good then lot of issues related with quality can arise. |
Up to 80% |
Medium |
High |
Quality analyst |
The quality of the hardware and software must be checked before using it. |
Threat |
|
3 |
Poor strategies of management: If the management strategies are poor then it will be quite difficult to manage the project. |
Up to 76% |
Medium |
Medium |
Project planner |
Proper strategies of management must be used within the project. |
Threat |
|
4 |
Slippage of project schedule: If the project manager does not engages in tracking the schedule then it will be quite difficult to manage the schedule of the project. |
Up to 80% |
High |
High |
Project manager |
Schedule slippage can be avoided by tracking the timeframe of the project schedule. |
Threat |
|
5 |
Increasing the time of the project: It is found that time of the project is increasing for adding more functions within the system which further increases budget of the project. |
Up to 74% |
High |
Medium |
Project manager |
Enhancing time is found as the positive risk as it generally helps in adding functionalities within the system. |
Opportunity |
|
6 |
Lack of proper knowledge: If the technical experts do not have proper knowledge, about the system they are implementing then it would be quite difficult to make the project successful. |
Up to 74% |
High |
Medium |
Human resource manager |
The technical experts who have knowledge as well as experience in project must be hired. |
Threat |
The project manager utilizes some of the important steps in order to maintain the quality of the project throughout the project lifecycle so that the needs and requirements of the customers can be fulfilled. The steps include:
- Planning for managing the quality
- Arranging bi-weekly meetings for focussing on quality
- Investing proper budget on quality management
- Checking the hardware, software and other materials before utilization
- Conducting proper software tests
- Safeguarding the time that is required for testing
- A set of verification activities
|
Verification Activity |
When? |
|
Testing the software and hardware quality |
The quality of the hardware and software is checked before utilizing it within the project. |
|
Verifying external audits |
External audits are conducted for checking the suppliers after delivery of the materials |
|
Verifying internal project audits |
The internal audits are conducted in the final phase |
- A set of validation activities
|
Validation Activity |
When? |
|
Testing depending on project requirement |
The requirements are tested before they are applied within the project. |
|
Validating implementation phase |
The implementation phase is checked after it gets completed for making sure that all the activities are successfully undertaken |
|
Testing phase |
Testing the project after the implementation phase is completed. |
- Annotated bibliography
Refer to appendices
- Develop a closure checklist
|
Activities |
Status |
|
Is the testing phase completed |
Yes |
|
Does all documents are approved and reviewed? |
Yes |
|
Does the requirement traceability matrix is checked? |
No |
|
Is all issues closed? |
Yes |
|
Does project handover completed? |
No |
|
Is training completed |
Yes |
Develop a project evaluation
|
Objective |
Evaluation |
|
Quality |
The quality of the project is maintained throughout the lifecycle of the project. |
|
Budget |
The project is completed within the approved budget. |
|
Scope |
For finishing all the stages of the project, the scope is used within the entire lifecycle. |
Bibliography
Cicmil, S., Cooke-Davies, T., Crawford, L., & Richardson, K. (2017, April).Exploring the complexity of projects: Implications of complexity theory for project management practice. Project Management Institute.
Garton, C., & McCulloch, E. (2012). Fundamentals of Technology Project Management. MC Press, LLC.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence.pearson.
Hegazy, T. (2013). Computer-Based Construction Project Management: Pearson New International Edition. Pearson Higher Ed.
Heldman, K. (2015). PMP project management professional exam deluxe study guide: updated for the 2015 Exam. John Wiley & Sons.
Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), 272-284.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Larson, E. W., &Gray, C. (2013). Project Management: The Managerial Process with MS Project. McGraw-Hill.
Mir, F. A., &Pinnington, A. H. (2014).Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.
Pemsel, S., &Wiewiora, A. (2013).Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.
Stark, J. (2015). Product lifecycle management.In Product Lifecycle Management (pp. 1-29).Springer International Publishing.
Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., &Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.
Tornabene, C., Hussain, M. M., Crowe, T., Cohen, N., & Panzer, J. (2012).U.S. Patent No. 8,103,729. Washington, DC: U.S. Patent and Trademark Office.
Verburg, R. M., Bosch-Sijtsema, P., &Vartiainen, M. (2013).Getting it done: Critical success factors for project managers in virtual work settings.International Journal of Project Management, 31(1), 68-79.
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