Itc505 Ict Project Management Answers Assessment Answers

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.

• Choose the area of impact you have ranked as no 1.
• For that area of impact
• 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?

Answer:

1.1 MOV - Measurable Organisational Value

Area of Impact	Rank (1 to 5)
Operational	1
Customer	2
Financial	3
Strategy	4
Social	5

1.2 Value of the project

The project values are as follows:

 Better: The organization “Stud Farm” provides better breeding services to the clients who are related with the organization.

Cheaper: The organization saves 20% of its budget as the new system manages the operations of the organization.

Faster: The response rate between the clients and the stud farm increases due to the online facility that is delivered to the customers..

1.3 Appropriate metric

Rank	Impact	Metrics	Timeframe
1	Operational	The efficiency of organization operation gets improved due to the development of new system within the organization.	2 months
2	Customer	The customers can easily get their queries solved due to the minimization in the response time.	3 months
3	Financial	The revenue of Stud Farm enhances by 20% due to development of the online management system.	4 months
4	Strategy	The organization uses proper strategies for managing its operations successfully.	3 months
5	Social	The features as well as functionalities of the system are promoted due to the new system.	2 months

1. Part Two:

2.1 Scope

The project scope includes the following:

• Developing project prototype
• Identifying features needed
• Identifying requirements
• Designing the interface
• Developing database
• Facility of breed registry
• Developing frailty of easy recording of process
• Breeding review process development
• Facility of customised communication
• Creating database for marketing
• Facility for contract management
• Developing location facility
• Developing facility of cost

2.2 Out of Scope

The out scope of the project is as follows:

• Training facility is not delivered to the team members or workers
• Proper in-depth details about the suppliers are not elaborated

2.3 Assumptions

Assumptions are as follows:

• Project manager make assumption that the project development will be finished within 97 days.
• The sponsor approves $99,360, and the project manager makes assumption that the approved budget will be enough for executing the project successfully.

2.4 Constraints

The constraints of the project are as follows:

• As per the assumption of the project manager, development of the project must be finished within 97 days.
• The sponsor approves $99,360, and therefore the project must be finished within the approved budget
• The project must uses scope for progressing with the plan that is created in the initial phase.

2.5 Scope Management Plan

The scope of the project can be managed by utilizing techniques that are as follows:

 Understanding needs of the project: Understanding needs as well as demands of the project is quite significant in managing the scope of the project successfully.

Identifying signs of project creep:  It is quite important to determine the signs of the project creep properly so that the circumstances of project creep can be managed significantly.

Account for the changes within the scope financially: It is the responsibility of the project manager to remain prepare about the enhancement in budget if the project scope creep changed budget.

2.6 Resource Plan

• People

Resource Name	Std. Rate
Project manager	$ 35.00/hr.
Project planner	$ 30.00/hr.
Financial manager	$ 30.00/hr.
Developer	$ 35.00/hr.
System engineer	$ 35.00/hr.
Designer	$ 35.00/hr.
Tester	$ 25.00/hr.
System analyst	$ 25.00/hr.
Database administrator	$ 26.00/hr.
Human resource manager	$ 25.00/hr.
Risk analyst	$ 25.00/hr.
Programmer	$ 30.00/hr.
System administrator	$ 25.00/hr.
Software engineer	$ 25.00/hr.
Project sponsor	$ 0.00/hr.

• Technology

Hardware	RAM, hardware, desktop
Software	Server, Operating system, Java and more.
Network	Application firewall

• Facilities

 Proper facility of coffee and water is present for the workers of the organization who are mainly involved with the project.

• Other

Travel Requirements	The workers who work over-time are delivered with the service of travel expense.
Training Requirements	Training facility is arranged for those team members who are facing difficulty in handling the project work.

Part three:

 3.1 Project Milestones

Milestone	Completion date
Milestone 1: Completion of project initiation phase	Wed 23-05-18
Milestone 2: Completion of project planning phase	Mon 04-06-18
Milestone 3: Completion of design phase	Mon 18-06-18
Milestone 4: Completion of development phase	Mon 27-08-18
Milestone 5: Completion of testing phase	Tue 11-09-18
Milestone 6: Completion of monitoring and control phase	Fri 21-09-18
Milestone 7: Completion of closure phase	Wed 26-09-18

3.2 Project activities

Figure 1: Project activities

(Source: Created by Author)

3.3 Project resources

Figure 2: Project resources

(Source: Created by Author)

Figure 3: Time estimation

(Source: Created by Author)

Figure 4: Project budget

(Source: Created by Author)

3.6 Time phase budget

Figure 5: Time-phase budget

(Source: Created by Author)

Part four:

4.1 Assumptions

The project assumptions are as follows:

• Project manager make assumption that the project of online management system development will be finished within 97 days.
• The sponsor approves $99,360 for the project and therefore the project must be finished within the expected budget that is approved.

4.2 Project risks and management strategy

Risk ID	Description	Probability	Impact	Rate	Assigned To	Response Strategy	Threat or Opportunity
1	Inappropriate estimation of budget: Due to lack of analysis, the budget is not estimated properly.	Up to 90%	High	High	Financial manager	Proper market analysis must be conducted for estimating the budget of the project correctly.	Threat
2	Extension of project schedule: Schedule of the project is extended for adding more features within the new system.	Up to 70%	High	High	Project manager	Extension of timeframe in schedule is done or adding features which are generally considered beneficial for the customers though it increases project cost.	Opportunity
3	Lack of resources: Due to improper estimation of resources the project progress gets obstructed.	Up to 60%	Medium	Medium	Resource manager	Before initiating the project it is necessary to ensure that proper resource is present for finishing the project for avoiding the issues due to lack of resources.	Threat
4	Inappropriate management: As the project managers are not experienced, they face difficulty in handling the project.	Up to 75%	Medium	Medium	Project planner	Hiring experienced project manager will be helpful n mitigating this issue.	Threat
5	Technical issue: If the system prototype is not developed as per the organizational objectives then number of technical challenges can occur.	Up to 85%	High	High	Technical engineer	Testing must be conducted after the development of project prototype.	Threat
6	Slippage of schedule: If the schedule is not tracked successfully then the chances of schedule slippage is too high.	Up to 70%	High	High	Human resource manager	The schedule of the project must be tracked weekly for avoiding issues related with schedule slippage.	Threat

Part Five:  

• Statement on project quality

It is identified that in order to fulfil the quality of the project, it is very much essential to follow the scope of the project. The client satisfaction lies in those features or steps that are generally created by the project team as scope so that it can be easily fulfilled. In order to deliver quality based project, the project manager follow the steps or philosophies that are illustrated below:

• Weekly meetings must be arranged for getting status about the project work
• Testing will be conducted before deploying the system
• The resources of the project will be checked before utilizing it within the project
• It is necessary to implement highly secured protocol for securing the system
• A set of verification activities

Verification Activity	When?
Review of code by the programmer	The codes are reviewed after utilizing it for developing the functionalities of the system.
Verification of project test report quality analyst	Test reports of the project are verified after undertaking the tests.
Review and verification of project documents.	The project documents are generally reviewed by the project manager in the last stage of the project.

• A set of validation activities

Validation Activity	When?
Checking user needs	At the last stage of the project, it is reviewed to check whether the needs and demands of the customers get satisfied.
Validation of software are checked	It is done after utilization of software within the project.
Validation of automation script	It is done after the development of database.

Part Six:

1. Annotated bibliography

 Refer to appendices

1. Develop a closure checklist

Activities	Status
Has testing been completed?	Yes
Have documents been reviewed and approved?	Yes
Requirements Traceability Matrix been checked?	No
All risks and issues closed	Yes
Handover completed?	No
Training completed?	No

1. Develop a project evaluation

Objective	Evaluation
Quality	The system provided the quality that is confronted at the initial stage of the project for meeting requirements and demands of the clients
Scope	The resources went out of project scope.
Budget	The project scope is finished within the expected time and budget

References

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.

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.

Kendrick, T. (2015). Identifying and managing project risk: essential tools for failure-proofing your project. AMACOM Div American Mgmt Assn.

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.

Nanda, V. (2016). Quality management system handbook for product development companies.CRC Press.

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.