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Table of Contents Workload Matrix ........................................................................................................................................ 5 Executive Summary .................................................................................................................................... 6 Selection of Methodology ........................................................................................................................... 8 Introduction ............................................................................................................................................... 11 1.0 Project Initiation ................................................................................................................................. 12 1.1
Project Manager........................................................................................................................ 12
1.2
Identification of Key Stakeholders .......................................................................................... 13
1.2.1
Primary Stakeholders ....................................................................................................... 13
1.2.2
Secondary Stakeholders ................................................................................................... 14
1.2.3
Tertiary Stakeholders ....................................................................................................... 14
1.2.4
Development Team ........................................................................................................... 16
1.3
Business Case............................................................................................................................. 19
1.4
Clients Acceptance Form.......................................................................................................... 28
1.5
Stakeholder Register ................................................................................................................. 30
1.6
Stakeholder Management Strategy Analysis .......................................................................... 31
1.7
Project Charter ......................................................................................................................... 33
2.0 Planning ............................................................................................................................................... 34 2.1 Project Kick-Off Meeting ............................................................................................................... 35 2.2 Project Scope Management ............................................................................................................ 36 2.2.1 Work Breakdown Structure (WBS) ....................................................................................... 39 2.3 Project Time Management ............................................................................................................. 44 2.3.1 Activity Definition .................................................................................................................... 44 2.3.2 Project Schedule Network Diagram ....................................................................................... 48 2.3.2.1 Initiation Phase.......................................................................................................................... 48 2.3.2.2 Planning Phase .......................................................................................................................... 49 2.3.2.3 Execution Phase ........................................................................................................................ 50 2.3.2.4 Monitoring and Controlling Phase .......................................................................................... 51 2.3.3 Schedule Development: Gantt Chart ..................................................................................... 52 2.4 Project Cost Management .............................................................................................................. 53 2.4.1 Cost Estimation ........................................................................................................................ 53 2.4.2 Assumptions.............................................................................................................................. 60 2.4.3 Cost Baseline............................................................................................................................. 62 2
2.4 Project Quality Management ......................................................................................................... 64 2.4.1 Quality Management Plan....................................................................................................... 64 2.5 Project Human Resource Management ........................................................................................ 66 2.5.1 Human Resource Planning...................................................................................................... 66 2.5.2 Staff Management Plan ........................................................................................................... 68 2.6 Project Communication Management .......................................................................................... 71 2.6.1 Project Communication Plan .................................................................................................. 71 2.6.2 Project Methodology Plan ....................................................................................................... 72 2.6.3 Communication Escalation Process........................................................................................ 75 2.7 Project Risk Management .............................................................................................................. 76 2.7.1 Impact Matrices ....................................................................................................................... 79 2.7.2 Matrix Criteria ......................................................................................................................... 80 2.7.3 Probability of success rate ....................................................................................................... 80 2.7.4 Risk Mitigation Plan ................................................................................................................ 81 2.8 Project Procurement Management ............................................................................................... 82 2.8.1 Purchases Plan and Acquisitions ............................................................................................ 82 3.0Execution Phase ................................................................................................................................... 84 3.1- Project approval and kick off: ...................................................................................................... 84 3.2 Execution Objectives: ..................................................................................................................... 84 3.3 - Development of the System & Technical Requirements: .......................................................... 85 3.3.1 - System requirement gathering: ............................................................................................ 85 3.3.2 - Technical requirements: ....................................................................................................... 86 3.3.3 - Software requirements: ......................................................................................................... 87 3.4 - Information distribution: ............................................................................................................. 88 3.4.1 - Project Team Directory: ....................................................................................................... 88 3.4.2 - Method and Technologies: .................................................................................................... 90 3.4.3 - Communication Matrix: ....................................................................................................... 92 3.5 - Team Development: ...................................................................................................................... 93 3.5.1 - Responsibility Assignment Matrix: ...................................................................................... 93 3.5.2 - RACI Chart: .......................................................................................................................... 95 3.6 - Quality Assurance: ....................................................................................................................... 98 3.7 - Execution change updates:......................................................................................................... 100 3.7.1 - Issue Log:.............................................................................................................................. 100 3
3.7.2 - Change Requests:................................................................................................................. 101 3.7.3 - Status Update: ...................................................................................................................... 103 3.7.3.1 - Overall Status Update ...................................................................................................... 103 3.7.3.2 - Post Phase Status Update ................................................................................................. 103 5.0 Project Closure .................................................................................................................................. 107 5.1 Project Summary .......................................................................................................................... 107 5.1.1 Project Schedule Overview ....................................................................................................... 108 5.1.2 Final Approval ........................................................................................................................... 109 5.1.2.1 Acceptance Form................................................................................................................. 109 5.1.2.2 Contract Closure Notice Template .................................................................................... 110 5.1.3 Go Live ........................................................................................................................................ 110 Personal Reflection ................................................................................................................................. 111
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Workload Matrix
Group Members Content
Sukvinder
Naavin
Mudar Kadah
Mhd Kheir Shehadeh
5
Executive Summary
Introduction
Assumption
Selection of methodology
Project Charter
Phase 1
Phase 2
Phase 3
Phase 4 Phase 5
Conclusion
Signature
Executive Summary
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Green International is one of the leading nutrition, health and wellness Multi-National Company, based in Switzerland and supported by their Global IT Shared Services known as Global IT Service (GITS) located in Malaysia. Green International has embarked on a new project “Global Sales Information System (GSIS)” implementing a global Direct Store Delivery system as to revolutionize their current legacy system and to improvise related aspects of the system. The system will be first aimed towards the Asia market, as Singapore market has been selected in order to pilot the implementation. The first wave of the system‟s production will be targeted to Asia and the implementation of the system will be deployed by markets. Markets which are located throughout Asia implementing locally developed applications in order to store and record sales operation information‟s. At this point, two different level support teams which are the first-level support (L1) is being rendered by local IT and second level (L2) is supported by the local application vendor. As the software support maintenance was managed locally, this has resulted in high IT cost in terms of capital and operating expense. Generally, there are several similar support framework which were created and being utilized by every market and this has create duplication among the markets within the Asia Region. With the implementation of this project, Green International would be able to witness valuable contributions such as reduction in terms of Capital and Operating expenses, formation of centralized support from GITS unit, presence of global governance and other value added will be obtained.
The project has been classified as a high visibility project category as the regional “operational” cost savings expected to be enormous. As to support the development of this system, necessary financial support such as the monetary funds will be readily available once a justifiable and convincing project estimation is produced. Besides that, due to the urgency for centralizing support and cost reduction, the project will be scheduled to be completed within the duration of 6 months starting from the date of commencement. With the fixed duration of the project as to deliver the project, an experienced and professional Project Manager will be appointed and assigned from the GITS-PMAC, (Project management Centre) one of the SME(s) department. 7
The project manager will be responsible as to utilize the expertise and the experience possessed to manage and deliver the project successfully. The Project Manager will have to possess a strong based “global/ regional project management skills”, leadership qualities and efficient communication skills as to manage the development of the project. The Project Manager will first present a high-level „project milestones schedule‟ within a week to the selected pilot market Steering Committee team as to obtain signoff with well-defined phases and realistic deadlines.
Selection of Methodology In the real world of business, there are several comprehensive project management methodologies that are available for the Project managers to reference. Most of the Project managers today heavily relies on the existing standard guidelines as to aid their management progress of their projects. With the existence of the project management methodologies, this certainly benefit the project managers that handles different types of project as this would assist the project managers to structure the project efficiently. As defined by Jason Charvat (2003), a methodology consist of the collection of methods, procedures and standards that define a
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synthesis of engineering and management approaches designed to deliver a product, service or a solution. The methodology acts a tailored guideline and working framework for the project managers to handle different aspects or elements in the project throughout the different phases of the life cycle. Therefore it is imperatively important for the project managers to understand and evaluate thoroughly of their decision to select the appropriate project methodology. A project progress through the life cycle starting from its Initiation phase up to closure phase. There are various project management methodologies that includes PMBOK, PRINCE2, Scrum, Six Sigma, Rational Unified Process (RUP), Joint Application Design and other various methodologies. Two most commonly discussed methodologies are the PMBOK (Project Management Body of Knowledge) and PRINCE2 (Projects in a Controlled Environment) to which both of these methodologies are administered by two separate legalized bodies. Both of the methodologies are compared in the table below based on different aspects.
Comparison of PMBOK and PRINCE 2 Methodologies
Project Management Body of Knowledge (PMBOK)
Projects in a Controlled Environment (PRINCE 2)
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Widely being used in United States, as this standard began in 1987 as with the aim to standardize the information and practices of project management.
Administered and founded by Project
Developed by the UK Government and widely used in United Kingdom and Europe. Acts as de facto project management standard for its public and government projects
Administered by APMG.
Management Institute (PMI).
Process-based, meaning it describes work as
Based on the process-based of methodology
being accomplished by processes and also based on the knowledge based approach. Describes core practices and a wider range of techniques that can be applied to manage a project.
Describes a series of management processes defines and focus entirely on what, when and how it must be done in the project lifecycle.
Table 1: Comparison of PMBOK and PRINCE2 Methodologies
Justifications of choosing PMBOK Methodology PMBOK has been used widely by different managers in the field of Project Management. PMBOK basically standardize the project management processes throughout the entire units within an organization. This allows different units or departments within the organization to conduct the processes following the initial framework and same steps. PMBOK also implements a detailed documentation approach as each of the processes and methods are documented every step of the process. This would allow every active members within the organization to acknowledge the progress of the processes through the documented details. As compared to PRINCE 2, PMBOK allow a much robust than PMBOK as it consist of frameworks that supports the scope management, contract management, provides information towards the time management, communication management, HR management, procurement and earned value management as these aspects are not covered under the PRINCE2. With PMBOK, 10
the project manager of the particular project would be able to become a primary decision maker, leading the planning phases, and other aspects of the project. PMBOK offers great level of flexibility as its practices can be applied in variety of fields and by different departments within the organization. The PMBOK Guide has broken down its outlines into five major phases which aid at monitoring and assisting the progress of the project. These standardized phases includes five (5) phases such as the followings; 1. Initiation – This is when the project objectives, scope, responsible stakeholders and deliverables are identified and defined. The managers will have to identify the suitable team to manage the project. 2. Planning- This is when it includes the planning processes that will be defined as to attain the project objectives. Project timelines and milestones, scope planning, schedule development, resource planning, and cost budgeting and also ensuring that the project meets the requirements of the clients as to evaluate and perform analysis such as the quality and risk management. 3. Execution- This is when the project leaders organize and distributes the activities, as to assign to the project team. This includes the coordination of resources, human resource as to achieve the overall project plan. Besides that, quality assurance methods will be carried out as to adapt any change management scenarios. 4. Control and Monitoring- This is when the Project Manager should ensure that the system should meet the requirements that have been set in the project. This when is corrective action plans shall also be devised and carried out as to face any problems that may arise. Cost control, quality control and schedule control should be carried out as to ensure the development of the project is on track. 5. Closure– This is when the Project Manager and the team expects that their plans and strategies will achieve the set objectives and to make that the outcomes of the project are achieved. This covers the contract closeout, as to finalize the contract of the project.
Introduction
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This document primarily focus on the five (5) main phases or processes that will be covered by the PMBOK approach. Discussions and detailed information‟s on each of the processes such as the Initiation, Planning, Execution, Monitoring & Controlling will be covered. This document explains and demonstrates on how each of these processes that is based on the PMBOK approach would aid the Project Manager and the team in the development of the system and to achieve the deliverables. This approach that consist of the standardized process will guide the Project Manager and the team to successfully deliver the project as to focus on the cost, time and quality.
1.0 Project Initiation As mentioned earlier, this phase identifies the particular business problem or business opportunities to which respective elements within the context of project are also formed. This is when the project objectives and scope are outlined, Project Manager leads the project team that will be formed, responsible stakeholders are listed and deliverables are identified.
Figure 1: Standardized Project Initiation Activities. (Jason Westland, 2007)
1.1 Project Manager As to lead and manage the project team, Mr. Anderson will be appointed as the Project Manager as to guide and coordinate the entire team to achieve the deliverables of the project. Mr. 12
Anderson will be assisting and monitoring his team throughout the life cycle of the project as to ensure that the team follows through the activities that will take place in each of the phase. With extensive past experience handling IT related project, Mr. Anderson would be able to utilize his experience as to ensure the project progress smoothly. It is important for him to continuously oversee the development of the proposed system as to meet the client‟s business needs. Besides ensuring that the project should be completed within the time frame and budget, quality of the project will have to be assessed from time to time. Since this project focus on centralizing the IT processes, Mr. Anderson has also reviewed and researched some similar projects that he had handled in his past career as a Project Manager. Mr. Anderson has to ensure that the communication between his project team, the project partners and clients are all centralized and ensure that these members are always in the loop as to keep track of the progress of the project.
1.2 Identification of Key Stakeholders In any organization regardless of its size, structure or type of business, the existence of stakeholders certainly reflect towards the importance of their presence. Freeman and Reed (1983) defined the term stakeholder as “any identifiable group or individual who can affect the achievement of an organization‟s objectives or who is affected by the achievement of organization‟s objectives. Therefore, it is important for an organization to understand and value the stakeholders as to ensure all aspects of the Business Continuity Plans being addressed. Besides, sharing the common motive of improving the organization‟s business performance and productivity, they consist of different roles and responsibilities alongside with different perspectives.
1.2.1 Primary Stakeholders
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Primary Stakeholders consist of a group of individuals who are directly affected by the business activities or benefits from them. In this project, the primary stakeholders possess the functional or financial interest in the production and development of the system. This group will be directly interacting and utilizing the system as they will be the main members that will be handling the operations in terms of contributing the inputs of the Directly Store Delivery system.
Marketing Department
Center of Excellence - Sales Information System (CoE-SIS)
Center of Excellence - Enterprise Resource Planning (CoE-ERP)
1.2.2 Secondary Stakeholders Secondary Stakeholders consist of a group of individuals who are more concerned towards the output and results produced by the system. In this case, the results we are referring to are the sales reports that are generated. As compared to the primary stakeholders, this group will only rely on the results and governance of the system as to process the sales information‟s.
Finance Department (FIN)
Human Resource Department (HR)
IT Security (IT Sec)
Global Service Desk (GSD)
IT Department (IT)
Data Center Operations (DCO)
Center Of Excellence – Customer Relationship Management (CoE-CRM)
1.2.3 Tertiary Stakeholders
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Tertiary Stakeholders consist of a group of individuals who are only directly affected by the success or failure of the system. The effectiveness of the system certainly affects this group of individuals. This group of shareholders consist of the Directors, Shareholders and employees.
Board of Director (BOD)
Chief Executive Officer (CEO)
Chief Officers
Committee Members
Directors Board Of Director of Green International
Chief Executive Officer
Chief Finance Officer
Chief Human Resource Officer
Chief IT Operations Officer
Chief Marketing Officer
Committee
Project Management Committee
Human Resource Committee
Sales & Marketing Committee
Finance Committee
As we can see from the above organizational structure, the Board of Director which has been appointed monitors and oversee the activities that is going on in the organization. The Board of Director basically appoint the Chief Executive Officer (CEO) as to handles their subordinates regarding with the day to day operations. The Board of Director continues to assess the overall direction and strategy of the business and its operation.
Shareholders
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Shareholders
Institutional Investors (40%)
Individual Investors (60%)
Cash Accounts (40%)
Margin Accounts (60%)
Standard Chartered (15%)
Herbalife (28%)
OCBC (35%)
GNC (22%)
Shareholders consist of the individuals or companies who that owns share of the company‟s stock. This is to which they are investing either their money or asset into the company‟s capital status. Their profit and loss directly lies on the performance of the company. If the company is doing well and achieving high profit, this would positively impact the shareholder‟s profitability as well.
Employees Employees here we refer are group of people who works in an organization but to those who are not in specific departments. This group of people does not fall in the primary or secondary stakeholder‟s categories, as this group will be affected on how well the system performs. 1.2.4 Development Team The development team will be in charge of the development process that includes creating, designing, implementing and maintaining the system. The development team involves developer with segregated tasks that will be performing activities that involves the user interface, database and coding of the system. The development team consist of the following key members that will 16
participate in each of the development processes. The development team consist of the following members; Role System Analyst
Responsibilities
Gather requirements from the end users or clients, produce a proper and detailed documentation.
Analyse the current system and study the technical problems.
Provide trainings to the user to utilize the new system and to oversee the development of the system.
Software Architect
Responsible in designing the software or the system as from the conceptual up to physical design.
Responsible in developing the complete the system throughout the life cycle of the product.
Test the system as to test them in the real world environment before going live.
Prepare user manuals and maintain the system as to solve any complex problems when they appear.
Front End Developer
In charge of the front end development of the system that involves the interface of the system.
Understands the human computer interaction between the user and the system.
Back End Developer
In charge of the back end development of the system that focus on the logical and modelling part of the system.
The developer will have to be solid understanding of programming logic and the client-server architecture.
Quality Assurance Engineer
Responsible
at
ensuring
that
the
modules
and
components within the system are developed up to the 17
expectations and standard.
Ensures that the final system fits the requirements of the end users and free from any errors.
Software Tester
Responsible at performing testing phases of the system that comprise of Unit Testing, System Integration Test and User Acceptance Test (UAT).
Execute the test phases and investigate any potential defects and aliases accordingly with the developers.
External Consultant
Responsible to assist the development team as in performing
the
gathering
and
analysis
of
the
information‟s related to the system.
Experienced in handling centralized local systems into a single standardized global system.
To guide the development team if they face any critical situation.
Table 2: Roles and Responsibilities of the Development Team
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Global Sales Information System BUSINESS CASE
1.3 Business Case 1.0 Introduction/ Background Green International is one of the leading nutrition, health and wellness Multi-National Company; based in Switzerland with global IT shared services known as Global IT Service (GITS) located 19
in Malaysia has embarked on a new project implementing a global Direct Store Delivery system. The system is simply a business process in which GIT will directly distribute the goods to the end customers. In this process the delivery of goods will occur without intervention of a retail company's warehouse or distribution centers 2.0 Business Objective
To maximise cost saving and decrease the operating expenses. The motive of centralizing the system into one specific location, this would be able to reduce and slowly eliminate the redundancy of the processes performed by the distributed systems. This would help in reducing the capital/operating and high IT maintenance expenses.
To centralized the support from GITS. This would help the Green International to standardize the processes and control over the system. With new procedures that will be applied alongside with the working system, this would improve the quality of the support from the GITS. By centralizing the IT support, this would also help to reduce the IT cost as they do not have to depend on the external vendors thus removing them.
To achieve great level of global governance. As Green International target market that covers the Asia Pacific region that will first pilot the system to Singapore will have to achieve a great level of global governance.
To achieve this “global governance”, Green International will have to centralize their operations for efficiency and decentralize their business strategies in order to achieve high effectiveness. Global governance can be achieve as Green International will be able to monitor the system that applications will running remotely across different countries as the business units in each of the locations will have to follow the governance guidelines accordingly. Besides that, by increasing the collaboration between the different top management, they would be able to solve problem at a global view.
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To achieve high level of control and reliability. This principle can be achieved and maximized as with the implementation of the system that allows decisions to be made in a controlled manner from the top management. Less deviation can also be achieved as the communication flows are standardized between the operating units and the top management.
3.0 Current Situation and Problem/Opportunity Statement
Time and Cost As the current approach of organization management, that currently apply a decentralized organization structure, time and cost are two important elements that will have to consider. It takes a long process time, as the data‟s will have to be transferred again back to the center once being collected and processed by the local market. Besides that, the distributed system causes high cost to maintain the system as multiple systems and operations will have to be maintained and monitored.
Poor work grade With the current decentralized structure, there will be no proper standards and communication channel that will be applied universally within the organization. This will certainly affect several technical units and departments that perform their roles respectively. The designing, development and implementation activities are affected if there are no proper distribution of informations.
Top management with less decision making power. The decision making power certainly goes to the lower level of management that would allow them to prioritize their own best interests rather than fulfilling the company‟s vision and set targets. The quality of the work will be affected in terms of the quality as they may build their own working culture.
Inefficiency As there is no single and universal standard and platform being implemented, issues such as redundancy and the process will be exist and will slow down the process and the efficiency and performance of the current system. As different type of informations and
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data‟s from multiple local markets will have to be integrated as this would cause slower integration process.
4.0 Critical Assumption and Constraints The GSIS project manager had considered the following assumptions regarding the project and Global IT market. Throughout the project planning phase, there are several assumptions that will be discussed; Assumptions
Budget total of RM 180, 000 will be allocated including the contingency funds are sufficient enough to carry out the project.
The duration of days that is estimated to complete the project including buffer periods are approximately 180 days.
Rate of Return (ROI) calculations are carried out by the Marketing Department.
The project sponsor has also made available funds for Green International to purchase the hardware/software for the Direct Store Delivery system.
All the SMEs departments will be providing their support in different area of specialism.
Constraints;
All support staff and users must have access to this new system with ACL privileges.
The current system must be replaced phases by phases by GSIS system.
The cutover process that will be taking place in replacing the current system to a new centralized system must be achieved in a parallel form.
The current applied IT infrastructure must be able to support this new system.
The approval and signoff from GITS-SMEs for the system implementation is mandatory.
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As the time to deliver the system has been set to 6 months, the project manager will have to deliver the project in time.
The project manager and the team will have to utilize the funds accordingly as to avoid any wastage.
5.0 Analysis of Options and Recommendation 1. Study and analyze the current system that is being applied in Taiwan and Korea, as to assess the performance and results and to cater the objectivity of this system. 2. Develop the system by modifying some of the components that is being applied in the current available systems that is in Taiwan and Korea as to increase the speed of development and to improve the quality. 3. Outsource the entire development of the Sales System to professional and experienced development teams in the market. Recommendation: Based on the three justifiable options, we believe that the 3rd option would be the most appropriate option and will certainly be the best solution.
6.0 Preliminary Project Requirements Scope; According to Margaret Rouse (July 2012), project scope is the “part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines”. Project scope defines the actual boundary of the project that needs to be accomplished.
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Scope of the project
6 months is the duration to complete and deliver the system.
Methodology being used as to aid the development of the system and to manage the project: PMBOK.
The first wave will be concentrated to Asia and the implementation will be deployed by market, primarily targeting Singapore as to pilot the implementation.
The first-level support (L1) is being rendered by local IT and second level (L2) is supported by the local application vendor
Trainings will be provided before implementing the system, as this would help the clients to understand the components of the system.
Project Requirements This part basically define the system input and output;
New Sales Record This system should allow the marketing department as to record in the new sales into the system. This is when the new received sales record will be saved into the centralized database.
Update Sales Record The system should allow the updates of the sales record by updating the status, payment and current delivery location.
Update Items By updating the items or the products, this would allow the system to be kept up to date. This would allow the users to obtain accurate informations as to allow them to have a standardized buying system.
Customer Feedback
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The system also should include this function that allow the customers to provide feedback once they have used the service provided by the system and organization. With this, the center of Excellence – Customer Relationship Management Department would be able to evaluate the customer feedbacks and this would allow them to improve their services by implementing future changes towards the system and the services.
Requesting Support The system would allow the staff of different departments to request support from the L1 and L2 support. The system includes several outputs that will be produced by the system itself;
Financial Report The system will generate a financial report as to produce the financial statements that includes information‟s on balance sheet that includes the assets, liabilities and ownership equities, current income statement of revenues and expenses, profit and loss statements and cash flow statements. With these information, this would assist the finance department to reference this information when they prepare the costing.
ERP Report The system will generate inventory related and other resource reports in order to obtain valuable and critical data‟s. This would certainly assist the Center of Excellence – ERP department to reference use this report as to manage the available resources in the future. Detail of the project scope statement are shown in the Appendix B in this documentation.
Sales Report The system will generate sales reports as this would help the Center of Excellence – Sales Information System department to use this reports in order for them to perform sales forecasting and budgeting. This would also allow the marketing department to analyse and study the products that has created large market share in the market.
Technical Support Request Besides that, the system also will include this technical support request that will be able to allow other departments from the local market to communicate with the IT support 25
department. The Global Service Desk will be responsible as to notify them when any technical related support request that comes from the local market staffs. 7.0 Budget Estimate and Financial Analysis
Year Initial Development Cost
0
1
2
3
Total
(RM)
(RM)
(RM)
(RM)
(RM)
180000 180000
Operation and Maintenance Cost
57000
57000
57000
1
0.93
0.86
0.79
(a) x (b)
180000
53010
49020
45030
327060
Benefits from new system (c)
0
342000
342000
342000
1026000
Discount Factor 8% (d)
1
0.93
0.86
0.79
Discounted Benefits (c) x (d)
0
318060
294120
270180
882360
-180000
265050
245100
225150
555300
171000
(a)
Discount Factor 8% (b) Discounted Costs [Income]
Discounted BenefitsDiscounted Costs
(NPV)
Cumulative Benefits Cots(Net Cash Flow)
-180000
85050
330150
555300
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Please note; Discount factor = 1 / (1 + r) ^t where r is the discount rate and t is the amount of years.
Net Present Value (NPV) Green International‟s GSIS project is acceptable and feasible as the NPV value over 4 years is which is RM555, 300 which is a positive value is. Thus this proves that the system is highly feasible.
Pay Back Period (PBP) Payback period is the amount of time required to regain back on the investment. It is a measure of how long a system will take to stop incurring losses. In this case, the payback period for GSIS is approximately one year since the Green International is expected to earn cumulative benefits of RM 85, 050.
Return on Investment (ROI)
ROI = [(Total Discounted Benefits – Total Discounted Costs)/ (Total Discounted Costs)] * 100% = [(RM 882360- RM 327060) / (RM327060)]*100 = (RM 555300 / RM 327060)*100 =1.697853605*100 27
=169.7853605 The GSIS project ROI is about 169.785% which is more than 100%. Thus this proves that the project has a positive return of investment to Green International.
8.0 Schedule Estimate The project is expected to complete within the duration of 6 months as to produce a fully functional system. The system will be developed and deployed within the duration of 6 months. 9.0 Potential Risks There are certain potential risks that might affect the project that should be considered. Firstly, lack of motivation between the staffs as to participate and contribute their effort in the project should be highlighted as this would cause a serious drawback. Besides that, with the emergence of this new system, there might be possibilities that the users would be reluctant to adopt to changes as they are comfortable with the current system and processes. The most potential risk that should be considered is the difficulty to manage the time and budget that were allocated as to build and pilot the system in time and within the estimated cost.
1.4 Clients Acceptance Form Template Purpose: This form is to be completed at the end of the vendor engagement, when the vendor will be handing over the deliverable to the GSIS. The form verifies what deliverables are being turned over to the GSIS and that the client has accepted / approved those deliverables.
CLIENT ACCEPTANCE FORM Project Name Project Number
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Project Sponsor Project Manager (name)
Project Description
SDLC Stage
(email)
(phone number)
<< Provide a short description of the project. >>
**To be updated by Project manager** Note: For those projects that are in the analysis stage, the project team is not responsible for the delivery of the RFP to the client.
Important Notes for Completing this Document
Each section of the Client Acceptance Form must be completed in full. If a particular section is not applicable to this project, then you must write Not Applicable and provide a reason. Important Note: No sections are to be deleted from this document. Text contained within << >> provides information on how to complete that section and can be deleted once the section has been completed.
List of Client Deliverables Completed Deliverables
Acceptance Response
<
>
Accepted Not Accepted until below issues are addressed Accepted provided below issues are addressed
Issues
<< Document any issues that need to be address >>
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List of Client Deliverables Completed Additional Comments
<< Document any additional comments >>
Prepared By Project Manager (name)
(signature)
(date)
(name)
(signature)
(date)
(name)
(signature)
(date)
Approvals Sponsor
Application Delivery Manager
1.5 Stakeholder Register
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Project Name: Project Phase:
Name Of Stakeholder
GSIS INITITATION
Designation
Mr.Anderson
Project Manager
Mr. Yaya Toure
Origination Manager
Ms. Elijah Wood
Coordinator
Mr. Ranbir
Control Board
Mr. Cook
Procurement Manager
Date:
Role In Project Influencer and handles the whole spectrum of the project management Perform advance analysis across the industries, to make precise and value decisions to the management. Assist in assembling project plans, monitoring work efforts (Daily Basis) Reviews and approves developed changes. Manage and handles the purchases made throughout the project
Mr. Armin
Chief Technical Assistant
Mr. John
Chief Project Steering Committee
Mr. Ryan
Communication Manager
Guide and acts as an advisor, monitor the IT operations Advice, ensure delivery of the project in time and steer the project throughout the life cycle. Report to the stakeholders and sponsors on the progress of the project
Ms. Gayatri
Inspection Chief
Control and monitor the operations.
Type of Stakeholder
Contact Details
Internal
[email protected]
Internal
[email protected]
Internal
[email protected]
Internal [email protected]
Internal
[email protected]
External
[email protected]
[email protected] Internal
External
[email protected]
Internal
[email protected]
1.6 Stakeholder Management Strategy Analysis
31
Members
Project Cost Manager
Role on Project
Development Project Team
Hardware & Software Vendors
Internal Senior Management
Ensure correct Lead Programmer accounting and billing and handles the activities. technical functionalities.
Supplies the hardware and software elements to the project.
Project's sponsor and Director of the GITS"s company
Unique Factor
Strict, Demands to always be informed on every expenditures of the project, meets the target at the end of each phase.
Possess several IT certifications, and handles various projects, dedicated to assigned tasks, segregate tasks to different level of development teams.
Delivers the elements with good quality, might cause delay in supplying the hardware and software, and has to make sure the elements are compatible.
Passive and doesn‟t interfere during the processes that takes place, advice and sponsor the project.
Level of Interest
Very High
Very High
High
Very High
Level of Influence
Very High
Very High.
Medium to high; as the vendors could be changed if the quality degrades.
Very High
Suggestions on managing relationship
Provide a detailed “weekly report” on the project's expenditures with no delays.
Always keep the team excited and fresh, conduct more team building events and group discussions.
Order items beforehand so that hardware delays won't affect progress.
Always kept informed with the progress, activities undertaken and milestones reached. Weekly report analysis.
32
1.7 Project Charter As defined by Adedeji B. Badiru (2012), a project charter represents a document of cooperation among the team members of a specific project. Well documented and defined project charter helps the project manager and the team to keep their tasks on track and help them to maintain their focus on the objective of the project. This would allow the Project Manager and the team to consistently communicate with the project‟s definition, identification and initiation steps. With this vital document, the project charter assist the project team to stay focus throughout the development of the system as this ensures an effective team to produce a system with great level of efficiency. Details of the Project Charter are shown in the Appendix A in this documentation.
33
2.0 Planning As the project has been defined and initiated successfully, therefore the project team has moved on towards the next phase which is the Planning phase. This phase basically documents the planning documents that will guide the project team throughout the remaining phases of the project. In this project, there are total of 5 different phases which includes the Initiation, Planning, Execution, Control and Closure phase. In this Planning phase, there are several contexts that will be covered as they are listed as the followings;
Project Scope Management This section define and state the scope management plan and work breakdown structure as it covers the processes that will take place. The changes that should be implemented into the project will be discussed as to successfully complete the project.
Project Time Management This section illustrate the planning of activities and processes in a certain duration of time. The activities that are included in this development of this project will be scheduled as to make sure the project is completed in time.
Project Cost Management This section demonstrates the cost estimation, budgeting and cost control as it is vital to complete the project within the budget that has been estimated.
Project Quality Management This section discuss the quality standards that should be applied in the project as to ensure that the processes and results produced at each stage achieve the highest quality. Process such as Quality Planning, Quality Assurance and Quality Control are covered.
Project Human Resource Management This section basically clarify the Human Resource Management in terms of forming the project team, developing a robust and effective project team as well the management as to allow them to communicate well to achieve the deliverables.
34
Project Communication Management This section covers the communication between the management and project team throughout the company. Discussion on ways to improve the communication and role of technology as to simplify the project communication management. The process involved consist of the communication planning, information distribution and performance reporting.
Project Risk Management This section disclose the identification and management of risks that are related to the existing tasks in the project. Among the topics that will be covered includes the risk management planning, risk identification and risk controlling.
Project Procurement Management This section covers the discussion towards the purchase and acquisitions planning, contract planning and contract closing.
2.1 Project Kick-Off Meeting This Kick Off meeting will take place between the project team and the client of the project. In this meeting, discussion on the elements and project planning activities of the project that will be discussed. Besides that, this meeting the project team members will be introduced to the client as the team members will introduce themselves and explain their roles to the clients.
Details of the Project Kick-Off Meeting and Team Contract Template are shown in the Appendix B in this documentation.
35
2.2 Project Scope Management
In this Project Scope Management, the project team is able to understand the scope of the project through the requirement gathering activity. As the project manager and origination manager perform analysis as to communicate with the sales team, sponsors and senior stakeholders. The scope management discuss the important context and areas that should be covered in the development of this project. Project Name : Global Sales Information System (GSIS) Project Introduction
The purpose of this scope management plan is to provide suggestion and guidance in preparing several important scope management documents. Scope Statement The details of scope are summarized into the following.
This project will be completed in 6 months period. The start date of the project is estimated from
The center of the global Direct Store Delivery is based in Malaysia.
The system will be implemented as it targets the Asia region countries, as it depends entirely and to analyze the on-going market demand.
●
The first-level support (L1) is being rendered by local IT and second level (L2) is supported by the local application vendor.
●
Singapore market has been selected as the first market to pilot the implementation.
●
Support is available from Global and Local of the organization.
●
Similar project in Taiwan and Korea will referenced in implementing the new system as to study the technical feasibilities.
●
The overall system‟s architecture of the Global Sales Information
36
System (GSIS) must be supported by the company‟s current IT infrastructure. ●
Implementation of the system must follow the following protocol: o It is compulsory that the GITS-SMEs sign off and provide approval for system implementation. o Support must be provided in 24X7 basis from GITS-DCO, while 12X5 basis from GITS-CoE-SIS with approval from SLA and OLA. While for global IT governance, the original L1&L2 will be supported by GITS-GSD and GITS-CoE-SIS o All support staff and users will access to the new system through ACL privileges
●
A total of RM180, 000 will be accumulated as the project budget to develop the system.
Product-related Deliverables The Global Sales Information System will play several roles in Green International (GI), stated as below.
Allow proper communication channels for communication between global departments up to local departments, as well as within local and global departments. This process is completed through the distribution of documentation such as issue log, status report and progress report. Any challenges faced during the implementation of the system will be recorded as these issues will be analysed and evaluated for future enhancement purpose.
Provide finance report that includes information‟s on balance sheet that includes the assets, liabilities and ownership equities, current income statement of revenues and expenses, profit and loss statements and cash flow statements
Provide ERP report that help Green International to analyse the
37
existing resources and to allocate the management of resources appropriately. This ERP report would be able to measure company‟s performance based on the integrity of between departments. In this case, the ERP report is important in indicating efficiency of the implementation of the Global Sales Information System (GSIS).
Allow IT department and the technical support team to provide support to the local and global departments. These departments will be able t receive request support as reports on change request requested from the local departments through the system are produced.
Collects the customer feedbacks through the system and place them under different categories. The collected data‟s are shared by various departments as this would benefit them in different aspect. The Marketing Department would be able to apply the feedbacks as to improve their products and services. Besides that, the communication Affair Department would be able to improve the customer services management and as for the Data Centre Operation Department, they would be able to improve towards the data management.
Besides that, the generated sale reports would be able to assist the sales forecasting and budgeting. This would also allow the marketing department to analyse and study the products that has created large market share in the market.
38
2.2.1 Work Breakdown Structure (WBS)
Justification of choosing the Work Breakdown Structure The reason that the team has chosen this structure as the development and completion of the WBS would certainly produce a clear degree of clarification. As this approach allow simple accountability of the project team to understand the tasks that will be involved and to study the logic of each of this tasks and how do they relate to each other. As the stages are defined methodically, this would ensure that the project team will be able to complete the task in a logical flow. This approach will minimize ambiguities, defines the project scope and highlight the project concerns thus allowing the project resource to be organized systematically. 1.0 Initiating 1.1 - Assigning the Project Manager 1.2 - Identification of Key Stakeholders 1.2.1 Primary Stakeholders 1.2.2 Secondary Stakeholders 1.2.3 Tertiary Stakeholders 1.2.4 Development Team 1.3 - Business Case 1.3.1 Introduction 1.3.1 Business Objectives 1.3.2 Current Situation and Problem Statement 1.3.3 Critical Assumption and Constraints 1.3.4 Analysis of Options and Recommendation 1.3.5 Preliminary Project Requirements 1.3.6 Budget Estimate and Financial Analysis 1.3.7 Schedule Estimate 1.3.8 Potential Risks
39
1.4 - Clients Acceptance Form 1.5 - Stakeholder Register 1.6 - Stakeholder Management Strategy Analysis 1.7 - Project Charter 2.0 Planning 2.1 Project Kick-Off Meeting 2.2 Project Scope Management 2.2.1 Scope Management Plan 2.2.2 Work Breakdown Structure 2.3 Time Management Plan 2.3.2.1 Activity Definition 2.3.2.1.1 Milestone List 2.3.2.2 Activity Sequencing 2.3.2.2.1 Project Schedule Network Diagram 2.3.2.3 Schedule Development 2.3.2.3.1 Project Schedule: Gantt Chart 2.4 Cost Management Plan 2.4.1 Cost Estimation 2.4.1.1 Activity Cost Estimation and Details 2.4.2 Cost Budget 2.4.2.1 Cost Baseline 2.5 Quality Management Plan 2.5.1 Quality Planning 2.6 Human Resource Management Plan 2.6.1 Human Resource Planning 2.6.1.1 Roles and Responsibilities 2.6.1.2 Project Organization Charts 2.6.1.3 Responsibility Assignment Chart 40
2.7 Communication Management Plan 2.7.1 Communication Planning 2.7.2 Identification of Communication Methodology 2.8 Risk Management Plan 2.8.1 Risk Identification 2.8.2 Impact Matrices 2.8.3 Mitigation Planning 2.9 Procurement Management Plan 2.9.1 Purchases Plan and Acquisition 2.9.1.1 Supplier Analysis 2.9.2 Procurement Contracting 2.9.2.1 Guideline in Procurement Contract 3.0 Executing 3.1- Project approval and kick off 3.2 - Execution Objectives 3.3 - Development of the System & Technical Requirements 3.3.1 - System requirement gathering 3.3.2 - Technical requirements 3.3.3 - Software requirements 3.4 - Information distribution 3.4.1 - Project Team Directory 3.4.2 - Method and Technologies 3.4.3 - Communication Matrix 3.5 - Team Development 3.5.1 - Responsibility Assignment Matrix 3.5.2 - RACI Chart 3.6 - Quality Assurance 3.7 - Execution change updates 41
3.7.1 - Issue Log: 3.7.2 - Change Approval Request: 3.7.3 - Status Update: 3.7.3.1 - Overall Status Update 3.7.3.1 - Post Phase Status Update 4.0 - Monitoring and Controlling 4.1 - Introduction 4.2 - Change Management Plan 4.2.1 - GSIS Project Roles and Responsibilities 4.2.1.1 - Project Manager 4.2.1.2 - Origination Manager 4.2.1.3 - Coordinator 4.2.1.4 - Control Board 4.2.1.5 - Project Steering Committee 4.2.2 - Change management process 4.2.2.1 - Initiating Change Request 4.2.2.2 - Change Request Analysis 4.2.2.3 - Change Request Resolution or Approval 4.2.2.4 - Change Request Implementation 4.2.2.5 - Change Request Scheduling and Coordination 4.3 - Change Board Control 4.3.1 - Change Appeal Identification 4.3.2 - Change Appeal Valuation 4.3.3 - Change Appeal Analysis 4.3.4 - Change Appeal Approval 4.3.5 - Change Appeal Implementation 4.4 - Change Control Process 4.4.1 - Change Software Control 4.4.1.1 - Diagnose Problem 4.4.1.2 - Make changes 4.4.1.3 - Configuration Control 4.4.1.4 - Release change 42
4.4.2 - Change Document Control 4.4.2.1 - Diagnose Problem 4.4.2.2 - Change document 4.4.2.3 - Release change 4.5 - Scope Monitoring and Controlling 4.5.1 - Scope Control 4.5.2 - Scope Verification 4.5.3 - Schedule Control 4.6 - Quality Control 4.6.1 - Pareto Analysis 4.6.2 - User Acceptance Testing 4.6.3 - Improve the Quality 4.7 - Cost Control 4.7.1 - Earned Value Management 4.7.1.1 - Planned Value (PV) 4.7.1.2 - Actual Cost (AC) 4.7.1.3 - Earned Value (EV) 4.7.1.4 - Earned Value Management (EVM) 4.7.1.5 - Earned Value Management Performance Measures 4.8 - Risk Monitoring and Control 5.0 - Closure Phase 5.1 - Project Review Meeting 5.1.1
Project Summary
5.1.2
Project Team Staffing
5.1.3
Project Deliverables
5.1.4
Transition Operation
5.1.5
Project Cost
5.1.6
Project Schedule
5.1.7
Recommendations
5.2 - Lessons Learned Report
43
2.3 Project Time Management
Time management plays an important factor that contributes towards the successful completion of the project. Therefore, it is important for the project manager and the team to practice systematic time management techniques as to ensure the tasks are completed in time. 2.3.1 Activity Definition
This activity definition defines each of the activities that takes place during each phase starting from Initiation, Planning, Execution, Monitoring and Control and ends with the Closure phase. Each of the activities with the definitions are shown in the below Activity Definition table.
44
Phase
Activity
Definition
1.0 - Initiation Phase
1.1 - Assigning the Project Manager 1.2 - Identification of Key Stakeholders 1.3 - Preparing Business Case 1.4 – Acquiring Clients Acceptance Form 1.5 - Stakeholder Register
Assign the project manager that will be handling the project Identifying the different level of stakeholders, including the shareholders and directors. Preparing the initiation document for the stakeholders. Obtaining the Client Acceptance Form that shows the acceptance of the project has been recorded.
1.6 - Performing Stakeholder Management Strategy Analysis 1.7 - Preparing Project Charter 2.0 - Planning
2.1 - Conducting Project Kick-Off Meeting 2.2 - Preparing Project Scope Management 2.2.1 Scope Management Plan 2.2.2 Work Breakdown Structure 2.3 - Preparing Time Management Plan 2.4 - Preparing Cost Management Plan 2.5 - Preparing a Quality Management Plan 2.6 - Preparing Human Resource Management Plan 2.7 - Preparing Communication Management Plan
Register the respective stakeholders such as the employees and project sponsors. Devise an appropriate strategy for the project and the management team Develop the project charter that consist of the defined objectives, scope and costs in the project Conducting the first kick-off meeting that will be participated by the project sponsors and the project team Preparing the document that consist of the scope of the project Consist of the scope management plans Develop the WBS that contains the decomposed tasks Develop the different time management techniques and scheduling methods that consist of the network diagram, Gantt chart and activity sequencing Define the cost management technique being used and calculating the costs of the project Define the quality management plans Define the Human Resource management plan and drafting out the staff management plan. Define the Communication Plans, defining the communication methodology and escalation process. 45
3.0 - Execution
2.8 - Preparing Risk Management Plan 2.9 - Preparing Procurement Management Plan 3.1 - Project approval and kick off 3.2 - Defining Execution Objectives 3.4 - Development of the System & Technical Requirements 3.3.1 - System requirement gathering 3.3.2 - Technical requirements design 3.3.3 - Software requirements design 3.5 - Information distribution
Define the risks of the project and define the risks that are involved, and stating the mitigation plans. Define the procurement activities that are involved. Approval of the scope and details of the project and proceed with the development of the project Define the objectives of the execution process Developing the system Analyze and gather the system requirements Analyze and gather the technical requirements Analyze and gather the software requirements
Define the information distribution techniques within the project team 3.4.1 - Preparing Project Team Define and analyzing the project team directory, as to display Directory the existing members 3.4.2 - Setting up Communication Define the communication methods and technologies Method and Technologies 3.4.3 - Preparing Communication Prepares the communication matrix between the active Matrix members in the project 3.6 - Team Development Define the scope of the team development 3.5.1 - Preparing Responsibility Define and list out the responsibilities of the members in the Assignment Matrix project 3.5.2 - Preparing RACI Chart Define and highlighting the Responsibility, Accountability, Contribution and Informed principles between the members 3.7 - Quality Assurance Analysis Conduct the system quality assurance techniques 3.8 - Preparing Execution Change Prepare any execution change and update reports will be Updates Reports documented 46
4.0 - Monitoring and Controlling
4.1 - Change Management Plan 4.2 - Change Board Control 4.3 - Change Control Process 4.4 - Scope Monitoring and Controlling 4.5Quality Control 4.6 - Cost Control 4.7 - Risk Monitoring and Control
5.0 - Closure Phase
5.1 - Project Review Meeting & Close Contract
Define the change management plans that consist of the several change process. Define the processes that involves such as the change appeal valuation, appeal analysis, approval and implementation Define the change control process that takes place that include the change software control and change document control Define the scope monitoring and controlling activities such as the scope control, scope verification and schedule control Perform the quality control based on the Pareto Analysis Define the cost controls Define the risk monitoring and control activities and list the risk topics, details on the quality improvement, correction and prevention actions and motivation theory for Human Resource Final Review meeting on the project and project closing
47
2.3.2 Project Schedule Network Diagram
2.3.2.1 Initiation Phase
1.1 - Assigning the Project Manager Scheduled Scheduled Start Finish 18-2-2014
28-2-2014
1.2 - Identification of Key Stakeholders Scheduled Scheduled Start Finish 18-2-2014
25-2-2014
1.3 - Preparing Business Case Scheduled Start
Scheduled Finish
1-3-2014
7-3-2014
1.5 - Stakeholder Register Scheduled Start
Scheduled Finish
1-3-2014
5-3-2014
1.0 - Initiation Phase 18-2-2014 To 24-3-2014
1.4 - Accruing Clients Acceptance Form Scheduled Scheduled Start Finish 8-3-2014
11-3-2014
1.7 - Preparing Project Charter Scheduled Start
Scheduled Finish
12-3-2014
24-3-2014
1.6 - Performing Stakeholder Management Strategy Analysis Scheduled Scheduled Start Finish 1-3-2014
4-3-2014
48
2.3.2.2 Planning Phase
2.1 - Conducting Project Kick-Off Meeting Scheduled Scheduled Start Finish 25-3-2014
4-4-2014
2.6 - Preparing Human Resource Management Plan Scheduled Scheduled Start Finish 25-3-2014
2.5 - Preparing a Quality Management Plan Scheduled Scheduled Start Finish 22-4-2014
7-5-2014
27-3-2014
2.2 - Preparing Project Scope Management Scheduled Scheduled Start Finish 25-3-2014
2.0 – Planning Phase 25-3-2014 To 7-5-2014
1-4-2014
2.7 - Preparing Communication Management Plan Scheduled Scheduled Start Finish
2.3 - Preparing Time Management Plan Scheduled Scheduled Start Finish 5-4-2014
22-4-2014
7-5-2014
12-4-2014 2.8 - Preparing Risk Management Plan Scheduled Scheduled Start Finish 2.4 - Preparing Cost Management Plan Scheduled Scheduled Start Finish 13-4-2014
21-4-2014
22-4-2014
7-5-2014
2.9 - Preparing Procurement Management Plan Scheduled Scheduled Start Finish 22-4-2014
7-5-2014
49
2.3.2.3 Execution Phase
3.1 - Project approval and kick off Scheduled Start
Scheduled Finish
8-5-2014
10-5-2014
3.2 - Defining Execution Objectives Scheduled Scheduled Start Finish 8-5-2014
11-5-2014
3.0 – Executing Phase 8-5-2014 To 15-7-2014
3.3.2 - Technical requirements design Scheduled Scheduled Start Finish 9-6-2014
3.3.1 - System requirement gathering Scheduled Scheduled Start Finish 19-5-2014
19-6-2014
3.3.3 - Software requirements design and development Scheduled Scheduled Start Finish
8-6-2014
9-6-2014
15-7-2014
3.4 - Information distribution Scheduled Start
Scheduled Finish
8-5-2014
13-5-2014
3.5 - Team Development and Task Distribution Scheduled Scheduled Start Finish 8-5-2014
28-5-2014
3.6 - Quality Assurance Analysis Scheduled Start
Scheduled Finish
9-6-2014
15-7-2014
3.7 - Preparing Execution Change Updates Reports Scheduled Scheduled Start Finish 9-6-2014
15-7-2014
50
2.3.2.4 Monitoring and Controlling Phase
4.1 - Change Management Plan Scheduled Start
Scheduled Finish
16-7-2014
21-7-2014
4.0 - Monitoring and Controlling 16-7-2014 To 15-8-2014
4.6 - Cost Control Scheduled Start
Scheduled Finish
4-8-2014
11-8-2014
4.2 - Change Board Control Scheduled Start
Scheduled Finish
16-7-2014
20-7-2014
4.3 - Change Control Process Scheduled Start
Scheduled Finish
16-7-2014
22-7-2014
4.4 - Scope Monitoring and Controlling Scheduled Scheduled Start Finish 16-7-2014
4.5 - Quality Control Scheduled Start
Scheduled Finish
23-7-2014
3-8-2014
4.7 - Risk Monitoring and Control Scheduled Start
Scheduled Finish
4-8-2014
15-8-2014
19-7-2014
51
2.3.3 Schedule Development: Gantt Chart
52
2.4 Project Cost Management 2.4.1 Cost Estimation The reference model chosen in order for the proper conduction of the project is the Rough Order of Magnitude (ROM). ROM is the method used in order to estimate the costs and time that is to be provided to the early stages of a project upon which its scope and requirements have not been fully defined. ROM is also used to reduce the uncertain possibilities in the terms of cost outcomes required by the parties when the details of the project have not been fully identified.
Throughout the initiation stage, the ROM is calculated in order to be tabulated for budgetary purposes. ROM is also chosen largely due to the reason that the project specifications and requirements are not built in full. Furthermore, ROM is also chosen for its careful consideration into the uncertainty reasons. The process for the estimation is performed using the bottom-up estimation method. The activities enlisted within the project are defined first alongside the estimation of the budget and the estimation of the project timeline in accordance of the complexity of the activities and the buffers. The table presented below would further shed light as to the project attributes in relation to the size of the project, the accumulated total of the budget, the hardware, the software and the various human resources required for the project.
53
Project Attributes Definition Size
The size of the project to be undertaken is medium, whereby this is inclusive of the involvement of the headquarters of the company and the other multiple regional offices. The next table to be presented below would represent the departments and regional offices that would be involved in the development of this project.
Total budget
A grand total of RM 180, 000 would be accumulated in order to be placed as the total budget required for the project.
Hardware
The hardware requirements of the project are such as the application servers, the database servers, anti-virus, patch management & security server, and the various workstations in the offices.
Software
The software requirements required for the project are such as SQL Server, SharePoint Server, anti-virus and backup software, Solus access control system, CCTV system software and the Linux operating system.
People
The various human resources required for the processes of the system are such as the Project Manager, Secretary, Programmers, Technicians, Users.
Table 3: Project attributes for the project
54
Support Unit GITSS
SME-Department
Abbreviation SME Responsibility
Communication & Network
CNN
Provides network services for Local IT/Market
GITSS
IT Security
IT Sec
Provide governance for IT security for application development, software and hardware
GITSS
Application Development Centre
ADC
Provide develop application and provide application Governance and Intellectual Property.
GITSS
Project Management Centre
PMac
Provide Project Managers to manages projects
DCO
Infrastructure support incl. Servers, Operating Systems for centralized data centre and local servers Provide governance for IT operations, which include supporting local markets and its business operations.
GITSS
Data Centre Operations
Global GITSS
IT Operations
ITOps
GITSS
Centre of Excellence – Enterprise Resources Planning
CoE-ERP
Centre of Excellence – Customer Relationship Management
CoE-CRM
Centre of Excellence – Sales Information System
CoE-SIS
Global Service Desk
GSD
Helpdesk perform level-one (L1) support
Market IT Dept
IT
IT Manager, Executive #1, Executive #1
Market Marketing Dept
MKTG
MKTG Manager, Executive #1, Executive #2, Executive #3, Sales Rep x 30,
Market Finance Dept
FIN
GITSS
GITSS
GITSS
Local
Provide L2 Support for CoE-ERP
Provide L2 Support for CoE-CRM
Provide L2 Support for CoE-SIS
FIN Manager, Executive #1, 55
Support Unit
SME-Department
Abbreviation SME Responsibility Executive #2, Clerk#1, Cashier #1
Market
Human Resources Dept
HR
Market
Communication Affairs
COMM
HR Manager, Executive #1, Executive #2 COMM Manager
Market Security
SEC
SEC Manager, Officer x3
Market Procurement
PROC
PROC Manager, Officer x2
Table 4: Departments involved in the development of this project
56
WBS Categories
1.0 Initiating 1.1 Assign Project Manager 1.2 Identification of Key Stakeholders 1.2.1 Primary Stakeholders 1.2.2 Secondary Stakeholders 1.2.3 Tertiary Stakeholders 1.2.4 Development team 1.3 Business case 1.4 Clients Acceptance Form 1.5 Stakeholder Register 1.6 Stakeholder Management Strategy Analysis 1.7 Project Charter Total 2.0 Planning 2.1 Project Kick-off Meeting 2.2 Project Scope
Internal Labour (Unit Cost)
Hours
Internal Labour Total (RM)
External Labour (Unit Cost)
Hours
External Labour Total (RM)
Total Labour
Nonlabour (RM)
Total Cost
31
420
13020
0
0
0
13020
0
13020
0
0
0
30
450
4500
4500
0
4500
0
0
0
10
150
1500
1500
0
1500
0
0
0
10
150
1500
1500
0
1500
0 0 0
0 0 0
0 0 0
10 10 10
150 150 150
1500 1500 1500
1500 1500 1500
0 0 0
1500 1500 1500
0
0
0
10
150
1500
1500
0
1500
0
0
0
10
150
1500
1500
0
1500
0
0
0
10
150
1500
1500
0
1500
0
0
0
10
150
1500
1500
0
1500 28020.00
0
0
0
0
0
0
0
2500
2500
0
0
0
0
0
0
0
5000
5000 57
Management 2.2.1 Scope Management Plan 2.2.2 Work Breakdown Structure 2.3 Time Management Plan 2.4. Cost Management Plan 2.5 Quality Management Plan 2.6 Human Resource Management Plan 2.7 Communication Management Plan 2.8 Risk Management Plan 2.9 Procurement Management Plan Total 3.0 Executing 3.1 Project approval and kick off 3.2 Execution Objectives 3.3 Development of the System & Technical Requirements 3.4 Information distribution 3.5 Team Development 3.6 Quality Assurance 3.7 Status Update
0
0
0
10
144
1440
1440
0
1440
0
0
0
10
144
1440
1440
0
1440
0 0
0 0
0 0
10 10
200 144
2000 1440
2000 1440
0 0
2000 1440
0
0
0
10
144
1440
1440
0
1440
0
0
0
10
144
1440
1440
0
1440
0
0
0
10
144
1440
1440
0
1440
0
0
0
10
144
1440
1440
0
1440
0
0
0
10
144
1440
1440
0
1440 21020.00
6
50
300
0
0
0
300
0
300
6
200
1200
0
0
0
1200
0
1200
20
256
5120
0
0
0
5120
10000
15120
0
0
0
6
480
2880
2880
600
3480
6 6 10
200 200 320
1200 1200 3200
0 0
0 0
0 0 0
1200 1200 3200
0 0 15000
1200 1200 18200
58
Total 4.0 Monitoring and Controlling 4.1 Introduction 4.2 Change Management Plan 4.3 Change Board Control 4.4 Change Control Process 4.5 Scope Monitoring and Controlling 4.6 Quality Control 4.7 Cost Control 4.8 Risk Monitoring and Control Total 5.0 Closing 5.1 Project Review Meeting 5.2 Lesson Learned Report Total Net Money
40700.00
12
640
7680
0
0
0
7680
15000
22680
10
640
6400
0
0
0
6400
10000
16400
10 10
640 160
6400 1600
0 0
0 0
0 0
6400 1600
5000 0
11400 1600
10
160
1600
0
0
0
1600
1000
2600
10 10
160 320
1600 3200
0 0
0 0
0 0
1600 3200
0 0
1600 3200
10
160
1600
0
0
0
1600
0
1600 61080.00
10 0
480 0
4800 0
10 0
480 0
4800 0
9600 0
0 0
9600 0 9600.00 160420.00
59
2.4.2 Assumptions In order for the continuation of the planning of the project, an allocation of RM 100, 000 is included into the Application Development. The allocation of these funds will be distributed in order to further purchase the required hardware and software items needed in the building of the system. As to the costing of the software components, it‟s been inclusive of both of the hardware and software costs, whereby as most the software is shared with other projects in the company. The Project Manager of the project is expected to work about 8 hours per day and the project team members are expected to work as according to the provided diagram in the Human Resource Management plan. An allocation of funds, such as RM 13,020 is placed as the base salary for the hiring of the Project Manager.
Further allocation of funds are provided in the other processes, such as execution, monitoring and controlling processes whereby its inclusive of the incentives that would be given to the Project Manager and other staff involved in the processes (such as the secretary, and team leaders). The incentives provided to the team leaders are included into the labor cost in the application development process. The other activities such as project planning and the development of the system & technical requirements process involve the procurement of external teams in collecting specific information. The assumption of labor and non-labor costs are calculated based upon the number of days, number of working hours, and the number of people involved in the projects.
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People
Salary (Monthly)
Project Manager (1 person)
[13020 + 33,155 (for the total of execution, monitoring and controlling stages is 132620 divide by 4)] /6 months = RM 7696/ month
Team Leaders (4 people – part time)
RM 66310/4pax/6months = RM 2762.90/ per person/per month
Secretary (3 people)
Month 4 -5 :9050 hours*0.2/3 months * RM10/3 person= RM 2011 per person/month Month 6 – 3904*0.2* RM10/3 person = RM 2062 per person/month
Programmer (3 people)
Month 4-5: 9050 hours * 0.3/3 months * RM10/3 person = RM3016.70/ per person Month 6 – 3904 * 0.3 * RM10/3 person = RM 3904 per person
Technician (4 people)
Month 4-5: 9050 hours * 0.3/3 months * RM10/5 person = RM1810/ per person Month 6 – 3904*0.3* RM10/5 person = RM 2342.40 /per person
Procurement Analyst (1 people)
Month 4 -5 : 9050 hours * 0.2/3 months * RM10 = RM 6033 per person/month Month 6 – 3904 * 0.2 * RM10 = RM 7808 per person/month
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2.4.3 Cost Baseline
WBS Categories 1.0 Initiating 1.1 Assign Project Manager 1.2 Identification of Key Stakeholders 1.2.1 Primary Stakeholders 1.2.2 Secondary Stakeholders 1.2.3 Tertiary Stakeholders 1.3 Business case 1.3 Introduction 1.4 Clients Acceptance Form 1.5 Stakeholder Register 1.6 Stakeholder Management Strategy Analysis 1.7 Project Charter Total Cost (Month 1) 2.0 Planning 2.1 Project Kick-off Meeting 2.2 Project Scope Management 2.2.1 Scope Management Plan 2.2.2 Work Breakdown Structure 2.3 Time Management Plan 2.4. Cost Management Plan 2.5 Quality Management Plan 2.6 Human Resource Management Plan 2.7 Communication Management Plan 2.8 Risk Management Plan 2.9 Procurement Management Plan Total Cost (Month 2) 3.0 Executing 3.1 Project approval and kick off 3.2 Execution Objectives 3.3 Development of the System & Technical Requirements 3.4 Information distribution 3.5 Team Development 3.6 Quality Assurance 3.7 Status Update Total Cost (Month 3, 4)
Total Cost 13020 4500 1500 1500 1500 1500 1500 1500 1500 1500 1500 28020.00 2500 5000 1440 1440 2000 1440 1440 1440 1440 1440 1440 21020.00 300 1200 15120 3480 1200 1200 18200 40700.00
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4.0 Monitoring and Controlling 4.1 Introduction 4.2 Change Management Plan 4.3 Change Board Control 4.4 Change Control Process 4.5 Scope Monitoring and Controlling 4.6 Quality Control 4.7 Cost Control 4.8 Risk Monitoring and Control Total Cost (Month 5) 5.0 Closing 5.1 Project Review Meeting 5.2 Lesson Learned Report Total Cost(Month 6) Net total
22680 16400 11400 1600 2600 1600 3200 1600 61080.00 9600 0 9600.00 RM 160420.00
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2.4 Project Quality Management 2.4.1 Quality Management Plan The main objective of carrying out the Quality Management Plan is to access the quality of the product deliverables and project processes. This is to eliminate wastage, redundancy, unnecessary cost and high wastage of time. The main focus here is to ensure that the project fulfills the requirements with great level of quality. Product and services within the project will certainly meet the expected quality standards as to expect a quality deliverables to be produced at the end. Project Name : Global Sales Information System (GSIS) Introduction: The main goal of the project is to build a centralized, global Direct Store Delivery System. Quality Standards: Design standard, system development standard, and system monitoring & controlling system are the corporate standards that has been discussed in conducting project quality planning. Design Standard Once the developed system is completed, it is important to provide the User Manual to the users. The User Manual should consists the basic operations of handling the system to the clients. Besides that, hotline number or email address of the technical support team has to be provided as to allow the users to send their feedbacks and for the technical team to address the technical issues. The design of the graphical user interface in terms of the size of the texts, font style, view of each screens, colour and consistency of the buttons and their functions should be visible and clear enough to the users. Text validations are included into the design as to reduce any logical errors. System Development Standard Two important specifications will be gathered and acquired which consists of the Technical and System Specifications before the development of application takes place. Besides that, the issue logs that consist of the Staff ID, Issue Title and description, level of urgency, record date and signature are included in order to record the issues that relates to the development processes. The change requests are issued out to the stakeholders as for them to review the issues being faced by the team. Right after that, memos will be posted on the billboard as to monitor any approved changes. If there are any changes made, the changes are documented thus recorded immediately into the database. Monthly meetings will be held as to discuss and evaluate the progress of the project.
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System Monitoring and Controlling Standard There are several testing units that will be conducted that includes Application Development Centre (ADC) Testing, IT Repression Testing, and Business User Acceptance Testing. These test are conducted in order to review the functionality and integrity of the system components. Besides that, the IT Regression Testing will be conducted as to study and test the system‟s integrity by combining the components of the system. At the final stage, the Business User Acceptance Testing is conducted after the development of the system takes place. This marks the system to be ready tested as a prototype.
Metrics: 1. Storyboard should be designed as to allow the project team to obtain the overall view of the attributes and design of the system interface. The interface considerations in terms of the features that consist textbox, labels, buttons and combo box will be included in the storyboard. 2. Different level of urgency will possess different level of attention. These different level of urgency will be addressed during the project advisory group meeting and project sponsor group meeting. Three different level of urgency will be declared as the high level has 60% and above of priority will be addressed first, medium urgency consist of 40 – 59% priority whereas the low level of urgency has 39% and below priority. 3. The Indicator in the system testing will measure the percentage of the testing. If the testing has below and equal to 80% marks, the application should be reviewed and modification should be done. Problem Reporting and Corrective Action Process: The Project Plans consist of clear roles and responsibilities of the existing stakeholders and it is clear that each of the team members are responsible to carry out specific tasks. If there‟s any major problem occurs and being faced by the members, they will report to the project manager. The project manager has the authority to solve the problems being faced as to avoid these problems affecting the time, cost and quality of the project. Supplier Quality and Control: The Project Manager will monitor the quality of the product and services being supplied by the supplier. The product and services quality requirement has been listed in the supplier‟s contract.
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2.5 Project Human Resource Management 2.5.1 Human Resource Planning Staff Position Project Manager
Roles and Responsibilities
Responsible for overall project success or failure.
Has power to authorize and approve project expenses
Responsible in approving project activities to meet project goal and objectives with acceptable variances
Responsible in reporting project status to every stakeholder in the project.
Origination Manager
Responsible in evaluating performance of team members.
Responsible in recruiting new team members.
Responsible of submitting a change request. Completes a change request and discuss the proposed changes with the Project Manager. Facilitate any changes in Customer Contracts and Accounts. Analyse and continuously study and research in the related industry (Industry Updates)
Chief Technical
Assistant
Responsible in troubleshooting hardware, software and network operating system if any technical problems appears
Maintain current inventory of technology hardware, software and resources
Maintain log or list of required repairs and maintenance
Make recommendation about purchasing Technology resources to the IT Manager
Monitors the connection and set up of hardware/software, installed workstations
Provide weekly report on the network and IT operations performance
Procurement Manager
Conduct staff supervision, oversees the activities of department responsible for purchases. Draws up 66
plan/strategies for purchases of equipment, services and supplies.
Involve in product/services purchase process.
Responsible in reviewing the purchase options, and choosing the best purchase option with the lowest price.
Responsible to communicate with supplier.
Responsible to search for the best supplier for the company services/product and negotiate with the supplier to find best deal.
Coordinator
Schedule the board meetings, maintain informations on the status of changes requests that takes place
Handles the management of change requests within the organization and the active members
Assist in assembling project plans, monitoring work efforts (Daily Basis)
Control Board
Reviews and approves developed change requests
Checks the status of the change requests (approved, rejected or referred to the project steering committee for decision)
Communication
Report to the stakeholders and sponsors on the progress of the project
Manager
Manage day-to-day internal and external communications and marketing activities
Provide line-management and support to staff within the communications team
Inspection Chief
Control and monitor the operations.
Report to the Project Manager if there are any serious issues that takes place as to discuss with them in order to tackle the situation.
Table 6: Roles and Responsibilities
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2.5.2 Staff Management Plan Project Name : Global Sales Information System (GSIS) Staffing Requirement: Recruitment and the resources distribution of staff are based on the following quality. Project Manager
Possess positive attitude, good communication and people management skills
Communicate clearly with the project team and communicate the expectations to the team members and stakeholders.
Possess management knowledge and at least 3+ years of experience in project management, handling various projects.
Collaborate well with the Project sponsor, stakeholders as to complete the project charter, scope, goals and deliverables.
Able to meet financial objectives by forecasting requirement such as preparing annual budget, scheduling expenditures, calculate variance, initiating corrective actions.
Lead and motivate project team members and effectively manage the project scope.
Chief Technical Assistant
Have proficient knowledge in hardware and software system, computer viruses and security, network administration, network installation and troubleshooting
Have good written communication skills, effective presentation, listening, and verbal communication skills
Analytical and problem solving skills
Possess strong stress management and time management skills
Communicate well with the IT Technical Team and support
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Procurement Manager
Possess good negotiation skills, good presentation skills
Ability to conduct critical thinking especially in comparing the advantages and disadvantages of possible solutions, approaches, problems.
Great level of knowledge in business and management principles involved in strategic planning, resource allocation, human resources modelling, leadership technique, production methods, and coordination of people and resources
Have knowledge of laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process
Provide guidance to the clients on the procurement related matters
Ensures that the product and services provided are in accordance with industry standards and policies.
Origination Manager
Able to resolve special contract issues in customer contracts and accounts
Communicate well with Project Manager as to always update, manage new existing customer relationships
Analyse the industry, provide updates on trends, legislation, new contracts.
Possess at least 4 years of experience in Sales Analysis and sales industry relevant
Coordinator
Schedule the board meetings, maintain informations on the status of changes requests that takes place
Attends the corporate HR Meetings and coordinate the meetings
Requires excellent written and verbal communication skills
Ability to multitask, possess 3 years of experience in the related job scope 69
Able to work under stress and deliver the tasks in time
Possess great skills of estimation
Staff Assignment: The project manager will first discuss with the Human Resource Department as to discuss on the selection of the shortlisted candidates. The Project Manager will then interview the potential candidates and perform the screening of the candidate in terms of analysing the candidate‟s skills and previous work related achievements and performance.
If the particular expertise is needed to be in the project, the procurement officer will negotiate with the term and condition for the allocation of the particular candidate. Procurement Manager will participate alongside with the Project Manager as to assess the skills of the candidate in the sale related, and if it‟s related towards the IT sector, then the IT Manager will participate along. Training, Rewards and reassignments: Incentives will be given to particular project member as a reward for outstanding performance. The project manager has the authority to authorize training for the particular project member if the performance of the member is not up to the expectations. Internal evaluation and analysis on the performance and further discussions takes place.
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2.6 Project Communication Management 2.6.1 Project Communication Plan Name of Project : Global Sales Information System (GSIS) Stakeholder Communication Requirement: The figures below provide the project communication methodology. Communication Summary: The table below summarizes the project stakeholders, the communications required, and the delivery methods required for the project. Stakeholders
Communication Name
Delivery Method
Project Sponsor Group
Monthly Status Reports
Meetings
Project Advisory Group
Monthly Status Reports
Meetings
Project Team
Weekly Status Reports
Meetings
Project Execution
Project Portfolio Optimization Reports
Reports
Communication Standards: 1. To use templates as much as possible during the process of writing documentation and reports 2. To use checklists in order for the reviewing of product requirements. 3. To be always conducting activities within a consistent frequency. 4. The notifications for meetings would be sent through e-mails or through postings in the memo boards for internal team meetings. Furthermore, the notification of the meeting dates would be sent to the particular stakeholders that are involved roughly a week before the meeting date. 5. The secretary would be responsible in order to contact with the corporate facilitators in order to arrange important meetings such as the GITS-SMEs meeting. 6. The minutes of meetings would be completed and then sent to particular stakeholders a rough 24 hours after the meeting is concluded.
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2.6.2 Project Methodology Plan Meetings Initiation Meeting
Target All of the stakeholders
Distribute Project Initiation Plan
All of the stakeholders
Project Kick Off
All of the stakeholders
Status Reports
All of the stakeholders
Purpose of meeting Time/Frequency of meetings To initialize and gather Done typically before the information & requirements for initiation of the project, and the initiation plan of the GSIS typically carried out by the project. project execution group. To inform all of the stakeholders Done before the kickoff and start of the preliminary scopes of the date of the project. project and the gain buy in for the stakeholders.
To communicate the project requirements clearly to the project stakeholders; with clearly defined project scopes, and the expected results aimed to be achieved by the end of the project. To further update the stakeholders on the progression progress of the project.
Done just before the start date of the project typically taking about one or two months before the start date of the project.
Method(s) of meeting Meetings
The documentations would be presented in soft copy or printed in hard copy and then sent to every one of the stakeholders either through e-mail or postage to their office. Meetings
Done on a monthly basis, in Status reports would be order to keep the stakeholders on prepared in soft copy or track as to the project and flow printed in hard copy and of the project. sent out to each and every of the stakeholders either through e-mails or through postage to their offices. If required, meetings 72
Team Meetings
Project Advisory Group Meetings
Sponsor Meetings
Project Portfolio Optimization review
Meetings would be arranged together with the sub-teams of the project. The meetings would comprise of the Project Manager, Technical Team, and Functional Team. Meetings would be held between the Project Advisory Group members and the Project Manager. Meetings would be held together between the Project Sponsor Group members and the Project Manager. Project Manager together with the Project Sponsor Representatives.
To review the issues and the Done on a weekly basis in order details of the issues pertaining to to monitor and control the team the project. Furthermore, to effectively in regards of the team further discuss alternatives or progression, and the project solutions and the risks that could progression. come about from the selection of the decisive actions to be taken.
would be arranged in order to discuss the status of the projects. Meetings
To inform and further update the project advisory group as to the project issues and proposed change requests, before reporting to the project sponsor.
Done at the starting weeks of the month.
Meetings
To further update the project sponsor group members with the status of the current project, and the seeking or obtaining of approvals.
Done also at the starting weeks of the month, after the project advisory group meetings.
Meetings
To review on the project status reports, issues, potential risks of the project. Furthermore, to communicate the potential risks that could affect the project
Reviews would be done on a monthly basis, typically at the end of the month.
Review reports would be prepared in soft copy or printed in hard copy and then sent out to every stakeholder either 73
Post Project Review
Project Manager together with the Key Stakeholders, Project Sponsor.
GITS-SME Meetings
Meetings would be held together between the Project Manager, Project Execution representative, and the GITS-SME Department Head. Presentation or demo between the Project Manager, and the target group of uses.
Target Presentations
deliverables, schedule, budget of the project. To review on the improvement plans, the current working stages of the project, and the tasks left that are required to be done.
Done at the end of the project stage.
To obtain approvals and sign off from the GITS-SMEs for the final implementation of system.
Done after the prototype of the system has been completed.
To gain review and further feedback from the specific target user group in order to further improve the system.
Done only after GITS-SMEs approval meeting.
through e-mails or postage to their office. Project review reports would be prepared in soft copy and hard copy are printed in hardcopy or soft copy and either sent out to every stakeholder through e-mails or postage to the office. Meetings
Presentation or Demonstration
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2.6.3 Communication Escalation Process To ensure that the project would be efficiently carried out, the project‟s associated issues and change requests would have to be categorized according to their priorities. Whereby each priority of issues and change requests would be given a priority each in order to reflect upon their emergency of their particular issues and problems to be discussed with the stakeholders of the project such as the sponsoring group, the advisory group, and the project manager. Priority categorization of the issues would be provided in the table below. Details as to the task categorization would be then provided in the issue and status logs.
Priority 1.
2.
3.
Definition
Decision Authority
Timeframe for Resolution
Major impact upon the project deliverables or business operations. Required to be solved quickly in order to reduce the impact to the remaining areas of the project.
Vice President of Green International
Within 1 to 2 days
Project Sponsor
Within 3 to 7 days
Project Manager
Within 1 to 2 weeks
Medium impact upon the project deliverables or business operations. Effects might be only towards the project schedule and budgets of the project.
Minor impact upon project deliverables or business operations. Minor effects would be towards the project schedule, budget and deliverables; a better solution as to the issue would be able to solve the issue.
Table 7: Communication Escalation Process
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2.7 Project Risk Management Risk Management Planning defined as a process of defining the steps to conduct the risk management activities for a project. (Project Management Institute, 2009) The project manager will have to identify all the possible risks that might be encountered during the development phase in the project. The project manager has also listed the various solutions as to mitigate these risks.
Figure 2: Risk Management (Source:http://leadinganswers.typepad.com/leading_answers/2007/09/agile-risk-mana.html , 2007)
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No. Risk Name
Cause of Risk
Risk
Risk
Risk Consequences
Probability Types 1
Unclear business
not achieve
requirement documentation
does not meet the
and meet the
that leads to further
final expectation of
business
confusion and
the project thus
requirements
misunderstanding between
doesn‟t meet the
different units
deliverables.
Business requirements
Low
Functional
System does
Medium
The built system
Maintenance of the
constantly changes from
system will
time to time.
consume long duration of time as modification is required.
2
Over-budget
Lack of Resources requires
High
Financial
Delay of the
additional resources to be
completion of
added
system, thus
Unexpected delay of project Medium
project may fail
due to inaccurate project
High development
timeline plan or did not
cost might
follow the estimated and
negatively affect
scheduled timeline
the company‟s profit and future growth
3
Medium
Human
Team member
Stressful working
and employees
Environment
decreased
Workload is heavy and
turnover rate
expectations that has been
efficiency of the
set are not realistic
work affected
Resource
Due to the pressure,
Medium
performance and
Employees
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demotivated easily and pressurised thus not completing the tasks and not following the standards. 4
Medical leave
Team member has
High
and other leave emergency case, probably applications
Human
Resource
They have to work extra to complete
not feeling well or has
the left over tasks
family issues.
as to avoid any delays
They might rush and affect the quality of the task
5
Availability of
Inaccurate resource
Resources
estimation Facilities and resource
Medium
Inventory
Project Team might not be able
Medium
to finish the system
shortage
on time due to lack of resources
Workers feels demotivated as it takes time for the management to provide and restore the resources that needed by them.
Table 8: Identification Risk and risk management
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2.7.1 Impact Matrices This activity helps the Project Manager to identify and study the most probable and impactful risks that might occur during any phase of the project. This would allow the project manager to have evaluate and have a broad view on what risks that Mr. Anderson should be avoiding. The following is the template matrix for the probability- impact matrix which has to be followed for the project;
Risk Consequences
Risk Probability High
Medium
Low
High
High
High
Low
Medium
High
Medium
Medium
Low
Medium
Low
Low
Risk Consequences
Risk Probability High
Medium
Low
High
Risk 2
-
Risk 1
Medium
Risk 5
Risk 3
-
Low
Risk 4
-
-
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2.7.2 Matrix Criteria
Impact
Definition
Low
Minimum effect takes place.
Medium
Interruptions takes place and affect the phases, as it cause cost damages to take place as different approaches have to be considered in order to handle the situation. High Impact of risk that can affect the whole
High
operations of the system to shut down. Priority concern of risk and the management should try out different approaches to mitigate.
2.7.3 Probability of success rate Risk
Type
Factor
Impact
Actual Estimate Impact
1 Low
0.2
RM 35,000.00
RM 7,000.00
2 High
0.8
RM 35,000.00
RM 28,000.00
3 Medium
0.5
RM 20,000.00
RM 10,000.00
4 High
0.8
RM 5,000.00
RM 4,000.00
5 High
0.8
RM 20,000.00
RM 16,000.00
RM 115,000.00
RM 65,000.00
Total
Formula: Probability 1- (RM 115, 000 + RM 65, 000)*100 = 77.5%
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As the calculation shows that the chances for the project to succeed is 77.5%, considered high. As the available contingency fund amount of RM 100, 000, the actual estimate impact worth of RM 65, 000 would able to cushion the damages.
2.7.4 Risk Mitigation Plan Risk
Mitigation Plan
Risk 2
Project Manager place appropriate amount of money into contingency funds.
A detailed analysis and full assessment of cost will be carried out on every completion of process.
Project manager approval and project sponsor approval with the cost spent in every project stage should be carried the control and monitor the cost.
Risk 5
The project manager should always check with the existing inventory that the company currently have, this is to check whether they would be able to utilize these resources temporarily as to solve the problems.
If the company‟s inventory resources are not sufficient, then the project manager should consider preparing plans such as to rent existing inventory resources from the suppliers temporarily.
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Table 9: Risk Mitigation Plan
2.8 Project Procurement Management This approach would certainly benefit organizations from being spending extra and to avoid extra costing to take place. Through this approach, the project manager would be able to analyze the current system as to check if there are any remaining and current available resources that can be used for the project. If there are less resources, then the management will create a list of resources that they wish to order from the suppliers or vendors. Once the list is reviewed and finalized, the list would be sent over to the vendors as to request quotations. 2.8.1 Purchases Plan and Acquisitions Supplier Evaluation Matrix Supplier Name
Hardflex Sdn Bhd
Products and
Product/Services Company
Services
Price
Reputation
Provide hardware
Medium
Good
Low
Medium
Medium
Medium
Medium
Good
Low
Good
Medium
Good
rental services ITO Sdn Bhd
Provide hardware rental services
ProjectProfessionals Provide project Sdn Bhd
management consulting services
ProjectInternational
Provide project
Sdn Bhd
consulting services
Acquemini Sdn Bhd Provide IT software development services to their customers. Hays Sdn Bhd
Provide human resources and recruitment services to their clients
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Job Recruitment
Provide recruitment
Agency
services for their
Low
Medium
clients
Table 10: Supplier Evaluation Matrix Table
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3.0Execution Phase The execution process group in the PMBOK includes the processes that needs to be done once the project is ready to be implemented. It is crucial in this phase to follows the projects plan resulted by the project planning process group. In the previous process groups the main concern was on task identification, milestone setting and how the project would be implemented. However in this stage the focus would on actually doing the project, this process group includes focus areas such as; Quality assurance, Team development, System development and technical requirements development.
3.1- Project approval and kick off: The execution phase of the project is decided to start after two main meetings are conducted
which are; the initiation meeting and the project kick-off meeting. The initiation meeting includes a briefing to the stakeholders about the project plan and the basic approval and feedback would be gained. After the initiation meeting the kickoff meeting will be conducted to begin the implementation of the project. The project manager would gather the current available project team and do a project briefing to go review the project scope, tasks, objectives and the general plan and milestones of the project. The team members will have the chance to be formally introduced in this meeting.
3.2 Execution Objectives:
Deliver and achieve all the milestones according to planning phase.
Develop the required system and implement it according to standards.
Quality Assurance of the product software and the work process.
Provide feedback and report issues for each milestone and required task.
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3.3 - Development of the System & Technical Requirements: 3.3.1 - System requirement gathering: The development process of the system includes an information gathering phase to get the correct system requirements. The information gathering phase includes many approaches to gather the most accurate data and limit the failures in the system development process. The requirement gathering phase that would be done by the IT team and the developers includes the following approaches:
Questionnaires: The questionnaire approach would depend on gathering a quantitative data from the current employees to know what are the benefits of the current system that is used locally, it would also help to understand the drawbacks of the system and how the employees interact with the system.
Interviews: A series of interview would be conducted with the management staff of each department to further get management feedback and collect qualitative data.
Observation and document collection: It is also important to observe how the work is actually done to know the missing information that questionnaires and interviews will not reveal. Another final important step is go through the documentation of the old system and some of the documents of the company so that the developers would have an actual idea of how the work is being done.
The qualitative and quantitative data that is collected in this phase would be then used in the analysis and design of the new system, which an important task to be done in the development of any new software.
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3.3.2 - Technical requirements: The deployment of the new system requires new hardware to be installed and modification the existing system to be made. The hardware requirements for the deployment of the new software are as follows:
Personal Computers:
Although most of the employees that would be using the new system already have workstations, however many of them doesn't meet the technical requirement to be used with the new software, as a result many new workstations should be installed in the company. Server:
The new software also requires the branch to have a more powerful server that would be able to handle the traffic and is able to cope for a fair amount of time with future growth of the company. The new server would handle that local database in the system, and in the future would connect with the branches that deploys the system after the Singapore market. 86
Network equipment: The introductions of the new system would require an upgrade of the equipment of the old network such as switches, cables and a new VPN enabled router. The increased number of work stations in the network would require additional switches to connect them all together. A new VPN enabled router is essential as well, to first be able to support the connection to the base company branch and other branches via a secure VPN. The new router is also required to be able the high traffic and the expected increase in traffic in the future when more markets deploy the new system.
3.3.3 - Software requirements: The new system would require the deployment of new software components on both the workstations and the server. The deployment would be done by the local IT team with the help of one of the new software developers. While the workstations would not require any new software. The deployment on the server would require the installation of a serve specific OS and a Database Management System. As a multinational company, GITS needs to have a Virtual Private Network (VPN), to securely connect all the markets together. As such it is required to configure the new VPN in the Singapore
branch
after
the
deployment
of
the
system.
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3.4 - Information distribution: 3.4.1 - Project Team Directory: Team Role Internal Stakeholders " Management Team"
Business Analysis Team
Software Development Team
Software Testing Team Hardware Development Team
Member Role Project Manager Origination Manager Coordinator Control Board Chief Project Steering Committee Communication Manager Head of HR Dept. Head of Finance Dept. BIT Manager Business Analyst Executive Assistant System Analyst Software Architect Front End Developer Back End Developer Software Tester Test plan designer IT Hardware Manager Chief Technical Assistant Procurement Manager
Name Mr. Anderson Mr. Yaya Toure
Contact Email [email protected] [email protected]
Ms. Elijah Wood Mr. Ranbir Mr. John
[email protected] [email protected] [email protected]
Mr. Ryan
[email protected]
Ms. Suzan Mr. Adams
[email protected] [email protected]
Mr. James Mr. Jeremy Ms. Jonas Mr. Charles Ms. Laura Mr. Kevin Mr. Carlos Mr. Richard Mr. Hammond
[email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]
Mr. Armin
[email protected]
Mr. Cook
[email protected]
Contact Number 011-1234567
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Quality Assurance & inception Team
IT Hardware Technician Quality Assurance Engineer Inspection Chief
Mr. Lenard
[email protected]
Mr. Lee
[email protected]
Ms. Sally
[email protected]
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3.4.2 - Method and Technologies: Communication management is a very important in any project, as it can either lead to a project failure of success. The goal of communication management is to distribute information in an efficient manner while making sure that the correct information is received the correct person at the correct time. There are many methods and technologies of information distribution, they vary acceding to the type of information, formality, frequency and urgency. There are many obstacles that might lead to a failed communication in a project an example of which can be described as follows [2]:
Complex information overload: Cramping the massages with too much information and making them complicated can lead to difficulty in communication, so it is recommended to keep messages as simple as possible and get to the point directly.
Culture obstacles: Having different cultures in the same working environment might be generate communication difficulties by the fact that sometimes the same thing might have different meaning in different cultures, so it is recommended to encourage team members to understand the different cultures and try to keep the communication as clear and formal as possible.
Organizational structure: Sometimes the properties of the structure of the organization and management style might lead to difficulties or delays in reaching the management or other departments, so it is recommended to keep that in mind in the process of structuring the organization.
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There are multiple types of information to be distributed in a project to either; provide approvals, acquire information, present ideas, feedback or updates or report status update, issues and performance reports. Each of the following type of the previous information could have many channels of communication each works best with a type of information distribution. The methods of communication can be categorized in many types of grouping one of them could be described as the following [3]:
Respondent’s documents: Can be softcopy or hardcopy. This method of communication is usually used for formal communication, which could be for; performance report, issue logs, status updates, milestone approvals, time sheets, etc..
Messages: fax, E-mail, phones and bulletin boards. This method is usually an informal method of communication, which could be for; exchanging information and distributing updates or news.
Meetings: Usually a formal method of communication which could be done: face to face, video conferencing or by conference calls.
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3.4.3 - Communication Matrix: Communication Type Initiation Meeting Kick off Meeting
Communication Channel Video conferencing Face to face Meeting
Rate of Occurrence Once
Owner
Objectives
Once
Project Manager Stakeholders Project Manger
Face to face Meeting
Weekly
Project Manager
Face to face Meeting / Video conferencing
As required
Development Team Manager
To meet with the internal and external stakeholders and gain approvals and feedback to start the project A meeting between project Manager and project team. For briefing, scope review and introduction of the team members Discuss the next milestones and objectives, discuss problems or issues and solutions. Provide guidance and motivation to project team A meeting between stakeholders and the development team to discuss and present the software requirement specifications
Project Team Meeting Development Team Business Requirements Meeting Status Update Document
Email Document
Monthly
Project Manager
Time Sheet
Email Document
Weekly
Direct Manager
Development Team Design Meeting Closure Meeting
Face to face Meeting
As required
Development Team Manager
Face to face Meeting
Once
Project Manager
Provide the project manager with status update about the current tasks milestones achieved and issues faced. Provide the direct manager of the work done by each employee. A copy is also sent to the financial department Discuss the software development progress, solve issues faced and guide the developers about their responsibilities A meeting between the project manager and the stakeholders. Present the results of the project implementation. Gain final approval for the delivered project.
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3.5 - Team Development: 3.5.1 - Responsibility Assignment Matrix:
Project Manger Business Analysis Software Development Hardware Development Quality Assurance & inception Software Testing Financial Department HR Department Project Manger Business Analysis Software Development Hardware Development Quality Assurance & inception Software Testing Financial Department HR Department Project Manger Business Analysis
1.1 RP
1.2 RP
1.3 RP
1.4 R
1.5 R
1.6 R
1.7 RP
P
P
P
P
P
P
P
P
P P 2.1 RP
2.2 R
2.3 R
2.4 R
2.5 R
P
P
P
P
P
2.6 RP
2.7 R
2.8 RP
2.9 R
P
P
P
P P P
P
P
P P
P P
3.1 RP
3.2 R
3.3 R
3.4 R
3.5 R
3.6 R
3.7 R
4.1 R
4.2 R
P
P
P
P
P
P
P
P
P 93
Software Development Hardware Development Quality Assurance & inception Software Testing Financial Department HR Department Project Manger Business Analysis Software Development Hardware Development Quality Assurance & inception Software Testing Financial Department HR Department
P
P
P
P
P
P
P
P
P
P
P
P
P
P
4.8 R
5.1 RP
5.2 RP
P
P
P
P 4.3 R
4.4 R
P
P
4.5 RP
4.6 R
4.7 R
P
P
P
P
P
P
P P P
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3.5.2 - RACI Chart: R= Responsibility A= Accountability C = Consultation I = Informed 1.0 - Initiation Phase Assigning the Project Manager Identification of Key Stakeholders Business Case Clients Acceptance Form Stakeholder Register Stakeholder Management Strategy Analysis Project Charter 2.0 - Planning Project Kick-Off Meeting Project Scope Management Time Management Plan Cost Management Plan
Project Business Software Software Hardware Quality Financial HR Manger Analysis Development Testing Development Assurance Department Department Team Team Team and Inspection Team R,A
I
I
I
I
I
C
C
-
I
I
I
I
I
I
R
R
C
I
I
I
I
I
C
A A
R R
I I
I I
I I
I I
C I
I I
A
R
I
I
I
I
I
I
A
R
I
I
I
I
I
I
R,A
C
I
I
I
I
I
I
R,A
C
C
C
C
C
I
I
R,A
C
I
I
I
I
I
I
R,A
C
I
I
I
I
I
I
R,A
C
I
I
I
I
C
I 95
Quality Management Plan Human Resource Management Plan Communication Management Plan Risk Management Plan Procurement Management Plan 3.0 - Executing Project approval and kick off Execution Objectives Development of the System & Technical Requirements Information distribution Team Development Quality Assurance Execution change updates 4.0 - Monitoring and Controlling Change Management Plan Change Board Control
A
C
I
I
I
R
I
I
A,R
C
I
I
I
I
I
C
R,A
C
I
I
I
I
I
I
R,A
C
I
I
I
I
I
I
R,A
C
I
I
I
I
C
I
R,A R,A
C C
C C
C C
C C
C C
I I
C I
A
R
I
I
I
I
I
I
I
C
R,A
C
C
C
I
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A
R
I
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I
I
I
I
A
C
I
I
I
I
R
C
I
I
I
I
C
R,A
I
I
R,A
I
I
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I
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I
I
I
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I
C
I
R,A
I
I
I
C
I
I
I
R,A
I
I
I
C
I
I
I
R,A
I
C
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Change Control Process Scope Monitoring and Controlling Quality Control Cost Control Risk Monitoring and Control 5.0 - Closure Phase Project Review Meeting Lessons Learned Report
I
C
I
I
I
R,A
I
I
C
C
I
I
I
R,A
I
I
I I I
C C C
I I I
I I I
I I I
R,A R,A R,A
I C I
I I I
R,A
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I
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R,A
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A
R
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I
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3.6 - Quality Assurance:
Figure 3: Quality Assurance Framework Source: http://www.cubicpharma.com/QA%20Services/default.html The successful project is not a project that “works ", a successful project must a project that meets high quality standards and benchmarks. As the project that is being done for GITS is a software project, software quality assurance standards and approaches must be practiced. In the Project Quality Management approach, there are three independent but sequential tasks that would be performed during the lifetime of the project; Quality planning, Quality Assurance and Quality Control. This set of practices are done in different process groups in the PMBOK project management approach. However they could be repeated until the final desired quality is achieved. One of the outcome of the early planning of the project is the QA plan. The QA plan includes the standards and the benchmarks the project and software must meet, and in the execution phase quality assurance practices will be put at place as a preventions strategy to make sure the quality standards are met and with a high quality. The two main approaches to quality assurance are Benchmarking and Quality Audit. Benchmarking is all about producing standards and thoughts about what would improve the quality of the project and the final product, it is done by either coming up with original ideas or comparing the project to other similar projects and standards set by others or bodies such as ISO. 98
Quality Audit is doing well planned and formed examinations and revisions on the quality management practices that has been preformed of the project and identify its benefits for future improvements in current and later project, where these practices might be dropped or adopted. The project that is requested by GITS is a software development and placement project, as such it must meet software quality criteria such as:
Accuracy: The software must produce accurate results each time even in extreme or unconventional data input.
Reliability: The software should function with minimum down time and faults.
Scalability: The software code should be easily understood for other developers, and the code design must allow upgrades easily with minimal changes to the old source code.
The design of the software of the Singapore Market should have the ability to easily migrate to the other markets, while allowing for the special characteristic of each market if they exist.
To achieve the Quality Assurance for the software and the project as a whole during the execution phase, it is suggested to follow the listed practices which would make sure that the set benchmarks are met. The suggested practices are:
Include data input validation and checking from the software design phase, so they would be implemented and the software would need less modification after testing.
Perform unit and system testing for all the possible data input sets after the implementation of each module of the system and before the final deployment.
Perform code and database optimization strategies, memory management, exception handling and auto fault recovery practices, to maximize the system performance and reduce the down time and system maintenance.
Use modern software design patterns that promotes code reuse and ease of integration and upgrade.
Map the system and user requirement during the process of implementation to ensure that no requirements are missed.
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3.7 - Execution change updates: 3.7.1 - Issue Log: Issue Log Reported Assigned Priority By To (H/M/L) IT IT H Hardware Hardware Technician Manager
Due Date 21-62014
Issue # Issue Description 1 Newly installed server over heating
Impact On Project Increase in cost and small time delay
Date Reported 16-6-2014
2
Business analysis overworked
Low quality work and productivity
25-4-2014
BIT Manager
Project Manager, Head of HR Dept.
M
30-42014
3
Inexperienced Front-end developer
Low quality and slow development of GUIs
19-5-2014
System Analyst
Project Manager, Head of HR Dept.
M
26-52014
Status
Comments
Pending Current cooling units are not enough for the new server, Hardware damage to the new server Pending Two more business analysts are needed to be hired due to the large amount of work Pending The Front-end developer is needed to be changed
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3.7.2 - Change Requests: Change Request #: 1 Project name:
GSIS
Request Title
Purchase Server Hardware replacement parts, and additional cooling equipment
Requested by:
IT Hardware Manager
Assigned to: Finance Dept. / Project Manager
Priority (H,M,L)
H
Date:
Request
The parts are needed to replace the that malfunctioned from the server
Description:
overheating and cooling parts are to avoid overheating the future
16-6-2014
Request Result Stakeholder
Date:
Signature
Change Request #: 2 Project name:
GSIS
Request Title
Recruit two additional business analysts
Requested by:
BIT Manager
Assigned to: HR Dept. / Project Manager
Priority (H,M,L)
H
Date:
Request
Two more business analysts are needed to be hired due to the large amount
Description:
of work
25-4-2014
Request Result Stakeholder
Date:
Signature
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Change Request #: 3 Project name:
GSIS
Request Title
Replace Front-end developer
Requested by:
System Analyst
Assigned to: HR Dept. / Project Manager
Priority (H,M,L)
H
Date:
Request
The Front-end developer is needed to be changed due to the low quality
Description:
and delay in his work
19-5-2014
Request Result Stakeholder
Date:
Signature
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3.7.3 - Status Update: In this section the template for the overall status update and the post phase status update is included in the following sections.
3.7.3.1 - Overall Status Update Milestone
Start Date
End Date
Status
Remarks
1.0 - Initiation 2.0 - Planning 3.0 - Execution 4.0 - Monitoring and Control 5.0 - Closure
3.7.3.2 - Post Phase Status Update Post Initiation Status Update:
Milestone
Start Date
End Date
Status
Remarks
1.1 - Assigning the Project Manager 1.2 - Identification of Key Stakeholders 1.3 - Business Case 1.4 - Clients Acceptance Form 1.5 - Stakeholder Register 1.6 - Stakeholder Management Strategy Analysis 1.7 - Project Charter
Post Planning Status Update: 103
Milestone
Start Date
End Date
Status
Remarks
End Date
Status
Remarks
2.1 Project Kick-Off Meeting 2.2 - Project Scope Management 2.3 - Time Management Plan 2.4 - Cost Management Plan 2.5 - Quality Management Plan 2.6 - Human Resource Management Plan 2.7 - Communication Management Plan 2.8 - Risk Management Plan 2.9 - Procurement Management Plan
Post Execution Status Update:
Milestone
Start Date
3.1- Project approval and kick off 3.2 - Execution Objectives 3.3 - Development of the System & Technical Requirements 3.4 - Information distribution 3.5 - Team Development 3.6 - Quality Assurance 3.7 - Execution change updates
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Post Monitoring and Controlling Status Update:
Milestone
Start Date End Date
Status
Remarks
Status
Remarks
4.1 - Change Management Plan 4.2 - Change Board Control 4.3 - Change Control Process 4.4 - Scope Monitoring and Controlling 4.5 - Quality Control 4.6 - Cost Control 4.7 - Risk Monitoring and Control Post Closure Status Update:
Milestone
Start Date End Date
5.1 - Project Review Meeting 5.2 - Lessons Learned Report
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4.0Monitoring and Controlling Phase
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5.0 Project Closure 5.1 Project Summary To summarize the project shortly, we can say that as every successful project has to fulfill its goals and objective which as they were stated in the project charter are:
To maximize cost saving and decrease the operating expenses.
To centralized the support from GITS.
To achieve great level of global governance.
To achieve high level of control and reliability.
So as the project has managed to fulfill the objectives that has been set in the initiation phase, the project was successful and met all the success criteria that has been established at the in the project charter by the project manager. Also the project manager and the project team were able to finish the project within the give duration limit and budget, with only minor issues and problems and without a mentionable increase in the duration and budget.
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5.1.1 Project Schedule Overview
No
Major Milestones
Start Date
Finish Date
18/02/2014
3/3/2014
5/3/2014
11/3/2014
12/03/2014
24/03/2014
4 Change Request, CR Approval
6/7/2014
11/7/2014
System & Technical Specification 5 Development
9/6/2014
22/7/2014
6 Cost Control
24/7/2014
1/8/2014
7 Quality Control (User Acceptance Testing)
23/7/2014
3/8/2014
8 System setup (in Production environment)
17/8/2014
20/8/2014
1 Requirements Gathering 2 Preliminary Approval 3 Project Charter
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5.1.2 Final Approval 5.1.2.1 Acceptance Form
This document shows a form of a formal acceptance of all the deliverables for the GSIS project. The GSIS project has met all the acceptance criteria as defined in the requirements document and project scope statement. A project audit has been conducted to confirm that all deliverables meet performance and product standards. Furthermore, a product evaluation has been conducted as well and it has been confirmed that all products meet the quality and functional requirements defined within this project. The live system has been handed over to the company. All training has finalized and the system documentation has also been given to the company. The Project Manager is permitted to proceed with the formal close out of this project. The closeout process will include a post-project review, documentation of lessons learned, and release of the Project Team, close out all procurements and archive all important project documents. Once the closing process is done, the Project Sponsor will be given an acknowledgement and the Project Manager will then be released from the project. Approved by the Project Sponsor:
_______________________________________ (Project Sponsor)
Date: ___________________
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5.1.2.2 Contract Closure Notice Template
Contract Closure Notice Date As described in our contract/service agreement (XXXXX-X), this letter provides formal notice that the work you were contracted to perform for __________________ (the Buyer) has been completed. Payment is being processed based on __________________.
By: __Name, Title, Company____ Date __ ______________________
5.1.3 Go Live
Once the successful setup of the system that involves the hardware and software setup has been initialized and put into working state, the system would be set to Go-Live. These would mean that the system would be ready to be placed into production and to be used by actual users in production. The status of the system would then be closely monitored by the team in the first two weeks of the post-implementation stage in order to ensure that the system stays up and running as it is meant to be running. The team would then be tasked to perform multiple tests every once in a while within the course of 2 months after the system goes live and maintenance for another month afterwards before being able to let go of the system.
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Personal Reflection Prepared by: Sukvinder Singh
Throughout the development of the Global Sales Information System (GSIS), the researcher has learned that most of the projects out there requires good leadership and dedicated project team. The GSIS project was a successful result was a combined effort of the entire project team as the project was delivered right on time and within the proposed budget. The project would have not been made possible by the excellent teamwork from the project members who proved to be team players. They have collaborated well within the constraint of the time in order to meet the deadline. The researcher has worked on the Initiation phase which then covers the important subtopics and deliverables of the Initiation phase. The first part learnt by the researcher is to analyze and obtain a thorough understanding of the current system and identifying the key areas and problems. The researcher has then been able to define the scope, the solution and the objective as to further discuss these aspects in detail in the Business Case and Project Charter documents provided in this documentation. Furthermore, the researcher was also able to perform research as to the specific documents, such as the Business Case and Project Charter, in order to obtain a better understanding as to the format required to be delivered. The researcher also gained a better understanding as to the ecosystem of the organization coupled with the relationship between the organization and the stakeholders. Finally, the project can be considered as a major success since the project leader was able to work together with the strengths and weaknesses of the other team members together to coordinate and develop the documentation.
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Prepared by: Naavin Mahendran Throughout the development and documentation of this assignment, the researcher learnt the importance of developing an efficient planning phase for the purpose of project management. The researcher learnt to deal with the appropriate methods required in order to manage and develop an efficient planning phase to support and further map the development of the processes required in a successful project. The Project Manager required standardized approaches and appropriate tools in order to aid the development of the planning and the other phases of the processes effectively. Furthermore, the development of an effective planning phase would enable for the prevention of wastage of resources. In this project, the researcher had been exposed mostly to the planning phase and small areas of the various other phases in the development of this project. With the understanding taken from this project, the researcher is able to deduce and comprehend the effects of the result of bad planning, whereby the multiple calamities such as delays, issues and deadlines would be able to stall the progression of a project phase from one to another. In other words, the planning phase is the direct backbone of the project. The planning phase would clearly outline the takes, scopes, roles, responsibilities of all the stakeholders and the communication mediums that are required to be communicated. Other than that, in a team, a thorough and crystal understanding of the distribution of project resources such as time and money would be essential in order for the entire team to be on track as to the distribution and management of the aforementioned resources. The researcher was also able to obtain a valuable feedback from the group work whereby teamwork is an essential requirement when it comes to the successful development of a project. The group work and the ability of the team to work together as team players would become an essential component to determining the successful completion or failure of the project. Further research would also allow for the Project Manager to standardize the documentation in order to provide a flow and thorough understanding of the various scenarios and areas in the project. To summarize everything, a detailed and thorough planning phase is crucial towards deciding the fate of a project. 112
Prepared by: Mudar Kadah
Prepared by: Mhd Kheir Shehadeh Aga Alrifai
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Appendix Appendix A: Project Charter
Global Sales Information System PROJECT CHARTER
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Project Title: Global Sales Information System (GSIS) Project Start Date: 18/02/2014
Projected Finish Date: 20/08/2014
Budget Information: The overall amount of budget of RM 180, 00 has been allocated.
Project Manager: Mr. Anderson, 012-2222111, [email protected] Project Objectives:
To maximise cost saving and decrease the operating expenses. The motive of centralizing the system into one specific location, this would be able to reduce and slowly eliminate the redundancy of the processes performed by the distributed systems. This would help in reducing the capital/operating and high IT maintenance expenses.
To centralized the support from GITS. This would help the Green International to standardize the processes and control over the system. With new procedures that will be applied alongside with the working system, this would improve the quality of the support from the GITS. By centralizing the IT support, this would also help to reduce the IT cost as they do not have to depend on the external vendors thus removing them.
To achieve great level of global governance. As Green International target market that covers the Asia Pacific region that will first pilot the system to Singapore will have to achieve a great level of global governance. To achieve this “global governance”, Green International will have to centralize their operations for efficiency and decentralize their business strategies in order to achieve high effectiveness. Global governance can be achieve as Green International will be able to monitor the system that applications will running remotely across different countries as the business units in each of the locations will have to follow the governance guidelines accordingly. Besides that, by
115
increasing the collaboration between the different top management, they would be able to solve problem at a global view.
To achieve high level of control and reliability. This principle can be achieved and maximized as with the implementation of the system that allows decisions to be made in a controlled manner from the top management. Less deviation can also be achieved as the communication flows are standardized between the operating units and the top management.
Success Criteria: a) The current IT Infrastructure must be able to support the new system as to
allow the operations to be run smoothly without any unexpected technical issues. b) GITS-SMEs approval and signoff for system implementation will have to
be obtained as ensure the system is up to its standard. c) Support must be obtained in terms of 24 hours in 7 days support from
GITS-DCO (data center operation) and 12 hours in 5 days support from GITS-CoE-SIS with approved SLA and OLA. d) According to global IT governance L1 & L2 will be supported by GITS-
GSD
(Global Service Desk) and GITS-CoE-SIS
e) All support staffs and users must have access to this new system with
ACL privileges f) The current system must be replaced in phases by the GSIS system as this
would be easier to tackle any issues that appears in each of the phases. g) The cutover process that replaces the current system to new centralized
system) must be conducted in parallel form. h) Effective communications between the stakeholders should take place as
to ensure consistency of information‟s being channeled throughout the development of the system. i)
Studying, evaluating and improve the system by accepting customer‟s and internal team feedback on the system.
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j)
High level of synergy between sales and planning activities.
Approach: This project follows through the standards and methodology that is being practiced in the Project Management Institutes Body of Knowledge (PMBOK). This methodology will guide the development of the project and acts as framework for the GSIS Project. The Project Management Plan (PMP) will consist of the elements that will be covered; ●
Project Charter
●
Description of the Project Management (PM) approach
●
Scope statement
●
Work Breakdown Structure
●
Cost estimates, start and finish dates, roles and responsibilities
●
Performance measurements baselines for scope, schedule, and cost
●
Major milestones and target dates for each
●
Resources, effort, and related costs
●
Risk Management Plan
●
Quality Management Plan
●
Communications Management Plan
Roles and Responsibilities Name and Signature
Role & Phase
Position
Mr. Anderson
Initiation
Project Manager
Ms. Anne
Planning
Project Member
Mr. Ramesh
Execution
Project Member
Ms. Laura
Monitoring & Control
Project Member
Contact Information
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Project Constraints
As the time that has been allocated is only for 6 months, the project manager and the team will have to deliver the project in time. This would be a challenge for the project manager and the team as the case of delays and unwanted circumstances appears will appear at any cost. To construct a schedule will always be a challenge since the time has less flexibility and in this case, the project management team will always have to plan a good time management plan in order to complete all the tasks in time.
The cost that has been assigned for the project is RM 180, 000. It is also applicable to mention that the funds that were allocated may be limited as to ensure that the project manager should handle the cost expenditure wisely at any cost.
Project Assumptions
The funds that were allocated to the project is sufficient and feasible enough to complete the project.
The project sponsor has made available funding that allows the project team to purchase the best quality of hardware/software for the system.
All the GSIS SMEs department will support each and every phases in order to support the project.
Major Milestone Report This report shows and highlight all the major milestones that were identified to complete the GSIS project. The project begins with the requirements gathering activity as the project managers will have to manage their time to ensure that all defined milestones and their target are completed within the expected dates. The following are the project milestones that have been defined and this eventually gives an overview on how the project will deliver within the estimated time.
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No
Major Milestones
Start Date
Duration
Finish Date
18/02/2014
13
3/3/2014
5/3/2014
6
11/3/2014
12/03/2014
10
24/03/2014
4 Change Request, CR Approval
6/7/2014
5
11/7/2014
System & Technical Specification 5 Development
9/6/2014
45
22/7/2014
6 Cost Control
24/7/2014
15
1/8/2014
Quality Control (User Acceptance 7 Testing)
23/7/2014
11
3/8/2014
System setup (in Production 8 environment)
17/8/2014
3
20/8/2014
1 Requirements Gathering 2 Preliminary Approval 3 Project Charter
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Project Organization Structure Board of Directors
Project Sponsor
Project Steering Committee
Project Manager
Origination Manager
Origination Project Team
Coordinator
Control Board
Coordinator Project Team
Chief Inspection
Procurement Manager
Project Manager
Communications Manager
IT Manager
SMEs Department
Chief Technician
SMEs Project Team
Communications Project Team
Control Board Team IT Project Team (Technical Support)
Development Team
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Roles and Responsibilities
Staff Position Project Manager
Roles and Responsibilities
Responsible for overall project success or failure.
Has power to authorize and approve project expenses
Responsible in approving project activities to meet project goal and objectives with acceptable variances
Responsible in reporting project status to every stakeholder in the project.
Origination Manager
Responsible in evaluating performance of team members.
Responsible in recruiting new team members.
Responsible of submitting a change request. Completes a change request and discuss the proposed changes with the Project Manager. Facilitate any changes in Customer Contracts and Accounts. Analyse and continuously study and research in the related industry (Industry Updates)
Chief Technical
Assistant
Responsible in troubleshooting hardware, software and network operating system if any technical problems appears
Maintain current inventory of technology hardware, software and resources
Maintain log or list of required repairs and maintenance
Make recommendation about purchasing Technology resources to the IT Manager
Monitors the connection and set up of hardware/software, installed workstations
Provide weekly report on the network and IT operations performance
Procurement Manager
Conduct staff supervision, oversees the activities of department responsible for purchases. Draws up 121
plan/strategies for purchases of equipment, services and supplies.
Involve in product/services purchase process.
Responsible in reviewing the purchase options, and choosing the best purchase option with the lowest price.
Responsible to communicate with supplier.
Responsible to search for the best supplier for the company services/product and negotiate with the supplier to find best deal.
Coordinator
Schedule the board meetings, maintain informations on the status of changes requests that takes place
Handles the management of change requests within the organization and the active members
Assist in assembling project plans, monitoring work efforts (Daily Basis)
Control Board
Reviews and approves developed change requests
Checks the status of the change requests (approved, rejected or referred to the project steering committee for decision)
Communication
Report to the stakeholders and sponsors on the progress of the project
Manager
Manage day-to-day internal and external communications and marketing activities
Provide line-management and support to staff within the communications team
Inspection Chief
Control and monitor the operations.
Report to the Project Manager if there are any serious issues that takes place as to discuss with them in order to tackle the situation.
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Appendix B: Project Kick-Off Meeting and Team Contract Template Kickoff Meeting Meeting Objective: The meeting is conducted with the aim of reviewing the aspects being covered in this project. The project manager will be responsible to disclose and explain to the team and what is expected from the project team and what activities should be carried out as to achieve the deliverables and overall goal of the project. The project manager will acknowledge and address all doubts and questions from the tem as well to address the concerns of the stakeholders.
Agenda Item
Presented By
Distribute Project Plan
Project Manager
Review Project Environment/Scope/Goals
Project Manager
Review Detailed Project Plan
Project Manager/Project Team
Review Tasks Assignments and Team Roles
Project Manager/Project Team
Establish Team Norms/Ground Rules
Project Manager/Project Team
Establish Time Reporting & Status Updates
Project Manager
Negotiate Team Performance Objectives
Project Manager/Project Team
Review Team Roster
Project Manager/Project Team
Schedule Team Meetings
Project Manager
Discuss Next Steps
Project Manager
Action Item
Assigned To
Due Date
Requirement Gathering
Douglas Jeremy
3/3/2014
Research and analysis on the
Annie Hathaway
10/4/2014
hardware and software's for the system. Date and Time of the next meeting: 14/4/2014
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Team Contract Template
Contract Statement of Work Date Project Name:
Contract Name:
Scope of Work:
Location of Work:
Period of Performance:
Deliverables Schedule:
Applicable Standards:
Acceptance Criteria:
Special Requirements:
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Appendix C: Scope Statement Project Title: Global Sales Information System (GSIS) Date:
Prepared by: Mr Anderson
Project Justification: GSIS project is a global Direct Store Delivery system for Green International company. This project implementation is to reduce the capital and operating expenses because current system software support maintenance are manage locally within each market and result high in IT cost. Other than that, this project objective also is to centralized support from Global IT Service (GITS) and to make global governance. Product Characteristics and Requirements: 1. Organization structure must be formed from the previous department that already been in the current business environment as to reference the organization structure. 2. Current IT infrastructure must support this new system. 3. It is mandatory for related subject matter experts (GITS-SMEs) to provide approval and signoff for the system implementation. 4. Data Centre Operation (GITS-DCO) must support for 24 hours by 7 days a week. Global Service Desk (GITS-GSD) must support for 12 hours by 5 days (Monday to Friday) a week. Both need to get approval with Service Level Agreement (SLA) and Operational Level Agreement (OLA). 5. All support staff and users must have access to this new system with Access Control Level (ACL) privileges. 6. The current system must be replaced in phases by GSIS system 7. Current system to new centralized system cutover must be done in parallel.
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Product User Acceptance Criteria: 1. The GSIS Project must be completed within 6 months‟ time frame duration. 2. Project cost must maintain below the budget as to avoid any wastage and lack of funds. 3. User manuals should be included within the documentation and the user manual should contain in depth information‟s on how to utilize the components of the system. Summary of Project Deliverables; Project management-related deliverables: Project charter Team contract Scope statement WBS Schedule Cost baseline Final project presentation Final project report Lessons-learned report Project Acceptance Product-related deliverables:
Sales Report Technical Information Support Information Marketing Information Customer Information Store Information Financial Report
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Reference
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