ITC505 Measurable Organizational Value
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?
•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 activities.
- Estimates for Each Activity / Task
- Develop a time estimate for each task or activity to be completed.
- Project Budget
- Develop a budget using the time and resources estimated for each task or activity
A summary of the WBS should be clearly provided in the report. Your MS Project (or Project Libre) file must also be submitted for marking.
Part Four:
Project Risk Analysis and Plan
- Document any assumptions you have made about the project
- Using the Risk Identification Framework outlined in your text 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.
Answer:
1 Measurable organizational Value (MOV)
|
Area of Impact |
Rank (1 - 5) |
|
Operational |
1 |
|
Customer |
2 |
|
Financial |
3 |
|
Social |
4 |
|
Strategy |
5 |
1.2 Desired project plan value
The expected value which is associated with the project are reflected below::
Faster: The services which will be delivered with the help of the few system is quite after as compared to the previous services.
Better: Better as well as much improved services are mainly delivered to the clients and thus it is very much helpful for enhancing the organizational
1.3 Appropriate metric
|
Rank |
Metrics |
Impact |
Timeframe |
|
1 |
Operational |
Improvement in the organizational efficiency by 5% |
90 days |
|
2 |
Customer |
Rise in the customers number by 5% due to the system |
70 days |
|
3 |
Financial |
Rise in revenue of the organization by 10% |
65 days |
|
4 |
Social |
Platform like Facebook is used for promotion of that services. |
80% |
|
5 |
Strategy |
Proper as well as effect strategy is up for proper cot management. |
70% |
2. Part 2: 2.1 Project scope
The scope of the project include:
- Proper development of mobile application ad website
- Proper prototype designing
- Undertaking testing
- Providing frailty of internet connection
- 2.2 Out of scope
The project out scope include:
- Information as well as details related with the arrangement of training not provided
- Information about the suppliers not provided
2.3 Scope management plan
The processes which are required to be used for managing the project successfully are listed below:
- Knowing the project needs effectively
- Understanding the reasons based scope management
- Developing Work breakdown structure
- Management of the scope of the project
- 2.4 Project resources
People: The resources include:
Technology: The needed technologies are:
|
Software |
PHP, HTML, CSS |
|
Hardware |
RAM, hard disk, desktop, |
|
Network |
Server |
Others: Extra payment is provided as allowance to the workers who generally work beyond the shift hours.
3.2 Project activities
- It is assumed that proper integration of the system with the information of the site
- Completion of the objectives of the project within time
- Proper help from the team member can be achieved
- 4.2 Project risks and project risk management strategy
|
Risk ID |
Description |
Probability |
Impact |
Rate |
Assigned To |
Response Strategy |
Threat or Opportunity |
|
R1 |
Data theft |
90% |
5 |
450 |
IIT manager |
Encryption or use of firewall will be helpful. |
Threat |
|
R2 |
Improper management |
70% |
4 |
210 |
Network engineer |
Strategies related with project management can be used. |
Threat |
|
R3 |
Network issues |
90% |
4 |
360 |
Newark engineers |
Experienced network engineers should be hired for resolving the issues and challenges. |
Threat |
|
R4 |
Lack of experience |
80% |
4 |
360 |
Training facility should be given to thee team members |
Project manager |
Threat |
|
R5 |
Extension of schedule |
90% |
4 |
360 |
Project manager |
It is found that the problem can be resolved by extending the schedule within the project. |
Opportunity |
5.1 Statement on project quality
The entire project quality can be successfully managed by using the steps and strategies that are provided below:
- Examining the requirements of the project
- Undertaking appropriate testing
- Giving proper facility of training
- Undertaking testing within the projec
- 5.2 Verification activities
|
Verification Activity |
When? |
|
Testing of requirements |
Before the hardware and software are used |
|
Review of team specification |
Closure phase |
|
Ode review |
Development phase |
5.3 Validation activities
|
Validation Activity |
When? |
|
Getting feasibility approval |
Initiation phase |
|
Getting approval of the design documents |
Designing phase |
|
Getting approval of the testing of user acceptannce |
Testing phase |
6.2 Closure checklist
|
Closure checklist |
Checklist options |
|
Does the risks associated with the development project are closed? |
yes |
|
Does the requirement gathering based traceability matrix is properly checked? |
Yes |
|
Does all the project review is completed? |
Yes |
|
Does the documentation is done? |
Yes |
6.3 Project evaluation
|
Evaluation Criteria |
Option |
|
Does the objectives of the projects are achieved? |
Yes No |
|
Does the review of he project activities are done properly? |
Yes No |
|
Doe all the activities get finished within time? |
Yes No |
Bibliography
Cagliano, A. C., Grimaldi, S., & Rafele, C. (2015). Choosing project risk management techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.
Carvalho, M. M., & Rabechini, R. (2017). Can project sustainability management impact project success? An empirical study applying a contingent approach. International Journal of Project Management, 35(6), 1120-1132.
Chih, Y. Y., & Zwikael, O. (2015). Project benefit management: A conceptual framework of target benefit formulation. International Journal of Project Management, 33(2), 352-362.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126-139
Klein, L., Biesenthal, C., & Dehlin, E. (2015). Improvisation in project management: A praxeology. International journal of project management, 33(2), 267-277.
Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), 169-179.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of Cleaner Production, 96, 319-330.
Silvius, A. J., & Schipper, R. P. (2014). Sustainability in project management: A literature review and impact analysis. Social Business, 4(1), 63-96.
Takey, S. M., & de Carvalho, M. M. (2015). Competency mapping in project management: An action research study in an engineering company. International Journal of Project Management, 33(4), 784-796.
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.
Willems, L. L., & Vanhoucke, M. (2015). Classification of articles and journals on project control and earned value management. International Journal of Project Management, 33(7), 1610-1634.
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