Project Management Table of Contents 1.0
Project Methodology . 2
1.1 Introduction to project methodology (Tanvir). 2 2.0 Mapping of 18 Issues: . 2 3.0 Project Integration Management. 4 3.1 Project Charter. 4 3.1.1 Project Name. 4 3.1.2 Project Start Date. 4 3.1.3 Project End Date. 4 3.1.4 Project Background. 5 3.1.5 Project Objectives. 5 3.1.6 Project Scopes. 5 3.1.7 Product Scopes. 6 3.1.8 Constraints. 6 3.1.9 Assumptions. 7 3.1.10 Budget Estimate. 7 3.1.11 Roles & Responsibilities. 8 3.1.12 High level risk. 9 3.1.13 Critical Success Factor (CSF) (Need to change) . 10 3.1.14 Signature: 10 3.1.15 Summary milestone. 11 3.1.16 Justification. 12 4.0 Work Breakdown Structure (WBS)(khaleed) . 12
5.0 Project Scope Management . 12 5.1 Scope Statement. 12 5.1.1 Project Scope description. 12 5.1.2 Acceptance criteria. 12 5.1.3 Deliverables. 13 5.1.4 Project Exclusions: 13
5.1.5 Project Constraints: 13 5.1.6 Project Assumptions: 13 5.1.7 Justification. 14 6.0 Project Time Management. 15
6.1 Gantt chart (Rafat Task). 15 6.2 Network Diagram (Vijay Task). 15 6.3 Justification. 15 7.0 Project Cost Management . 15
7.1 Cost estimation and Budgeting (Farras Task). 15 7.2 Justification. 15 8.0 Project Human Resource Management (Vijay Kumar) . 15 9.0 Project Communication Management (Khaleed). 15 10. Project Risk Management( Farras). 15 11.0 Project Procurement Management (Tanvir) . 15 12.0 Project Stakeholder Management (Rafat) . 15
1.0 Project Methodology 1.1 Introduction to project methodology (PMBOK Methodology) (Tanvir) PMBOK methodology remains for Project Management Body of Knowledge. Made by the Project Management Institute (PMI). It is a guide that unites all the learning in project management. This document unites the learning of project management theorists and experts with the target of recognizing and recording great practices in the division. The enthusiasm of PMBOK lies in the way that it is routinely updated. The primary version of the PMBOK was distributed in 1996 by the PMI under the title a guide to the Project Management Body of Knowledge (PMBOK Guide). From that point forward, five versions have been distr ibuted, the last one in 2013. Since 2000, PMBOK has been perceived by the ANSI (American National Standards Institute) as the reference for project management. (zkjadoon, 2017) Steps of PMBOK
There are five steps of PMBOK methodology. They are listed below.
Initiation
Planning Execution Monitoring Closing
Reason to choose PMBOK methodology
The PMBOK depicts describes a set of information and best practices to be executed to successfully deal with a wide range of tasks and lead them to progress. This guide distinguishes just those practices perceived per ceived by project management specialists who have themselves t hemselves tested and endorsed them. It is therefore a reference of value in the field. The main reason to choose PMBOK for Healthy Living Pte Ltd is that it is a guide to knowledge and good practices created by project management professionals who update it regularly. This guide guide enables organizations to standardize their practices, which implies that every department works in the same way which is really crucial for this project. Also, PMBOK is a sta ndardized method. Standardization of procedures stays at the core of all powerful business models and plans. In project management, the PMBOK gives a way or transforming disconnected procedures into a total, standardized, and collective effort. This likewise makes it conceivable to locate similar practices starting with one company to another. There is no major disadvantage to this methodology which is another reason to choose this methodology. With the exception of that it must be adjusted to the size and sector of the project for which you are responsible. For all this reasons, this PMBOK methodology has been chosen for this project.
2.0 Mapping of 18 Issues: Issues
1.
the steering committee (which consist of the board of directors, CEO and Senior Managers of the organization) do not recall of being presented the project feasibility study by the Project Sponsor or the Project Manager to them.
Knowledge Areas
Project Integration Management -Project Scope Management Project Communication Management
2.
3.
the project approval was not formally documented.
Project Integration Management. Project Procurement Management
there is no evidence that a proper project management process Project Integration was followed. Management Project Communication Management
4. The PC and server hardware hardware technical specifications were constantly being changed to suit new or added requirements.
Project Scope Management Project Time Management Project Cost Management Project Risk Management
5. Requirements keep coming in from users almost daily where the GITS-ADC Team Lead keeps on accepting them without hesitation.
Project Time Management Project Quality Management Project Communication Management Project Risk Management
6. There was redundancy of work performed as the Work Breakdown Structure (WBS) was done separately by each respective department and the Project Manager did not review and then consolidate those WBSs into one holistic WBS.
Project Integration Management Project Scope Management
7.most of the team members have been focusing more on their daily operation support rather than tasks being assigned by the Project Manager or their respective Team Lead.
Project Human Resource Management Project Communication Management
8. Tasks are performed without prioritising other dependent tasks.
Project Time Management
9. IT assets acquisition and spending were through PROC Manager with suppliers without going through a proper tendering process.
Project Cost Management Project Procurement Management
10. Purchasing of IT assets without a proper tendering process has led to overrun by budget.
Project Cost Management Project Procurement Management
11. The testing plan was not developed yet.
Project Quality Management Project Risk Management
12. There were not even a clear designated sponsor s ponsor (or sponsors) for the project.
Project Risk Management Project Stakeholder Management
13. There was no clear project organisational structure to manage the project.
Project Scope Management.
14. The Project Manager’s authority was constantly overridden by the department head /managers.
Project Communication Management
15. Technical skills were especially especiall y lacking in the network and security areas.
Project Human Resource Management.
16. There were no monitoring reports to review as none were prepared and formally documented.
Project Quality Management. Project Human Resource Management.
17. The risks associated with the project, although documented, had no detailed action plans and were not categorised in terms of impact or severity.
Project Risk Management
18. The hardware and software delivery was still being negotiated with some potential vendors while there were only four (4) months to complete the project.
Project Cost Management Project Risk Management Project Procurement Management
3.0 Project Integration Management 3.1 Project Charter 3.1.1 Project Name Global Supply Chain Management Project (GSCMP)
3.1.2 Project Start Date -the day from your module start.
3.1.3 Project End Date -
the date after 6 months of project start.
3.1.4 Project Background Healthy Living Pte. Ltd. is a global IT shared service. It is a leading nutrition, health and wellness multinational company located in Singapore. They have the target to enhance its supply chain operations. It is a locally developed application which means its 1st level support (L1) is done by local IT and 2nd level support (L2) is by local application vendor. First of all, the organization of this project would worked on South East Asia as of now every one of the business sectors in South-East-Asia are actualizing the privat ely created application applicat ion to record supply chain management activities information. The present activity of the IT system for supply chain management has confronting high task cost on the IT-operating costs because of a different IT-infrastructure for each market yet every one of them were performing to similar work-operation which caused a great deal of duplication. In this way, by executing our project, there would have huge commitment to the organization, for example, decrease in capital/operating costs, centralized-support-ITSS, global governance, etc. Due to the misconduct of project management by previous project manager and the group, the project seems to have a great deal of issues. 6-months project has now left only 4-months and the budget-cost reduction makes the situation to become urgent. A new team of 5 people are assigned to save and proceed with this project. The new team require to deliver the end-product within 4-months deadline while the hardware and software delivery was still being negotiated with some potential vendors.
3.1.5 Project Objectives
-
To implement a centralized system that also enhances the quality of supply chain management. - To centralize the support-framework of IT-Shared-Service (ITSS) and achieve governance on the IT-operation and IT-security. T
-
To deliver the product from any of the SME-departments efficiently.
-
To complete the project within the four months.
global-
3.1.6 Project Scopes
The scope overview of this project helps to facilitate the expansion of Global Supply Chain Management as the project implements the Project Management Book of Knowledge (PMBoK) methodology. This method helps Healthy Living Pte. Ltd (HL) to achieve more efficient and effective business avenue. Based on this methodology, methodology, it is expected that the company will be able to expand its business and have significant difference in the operations of their business. Entirely the scope of the project governs the management of risk, yard, transportation, order, warehouse, inventory and labour. Moreover, the product of the project governs risk, scope, quality, time, and cost management.
3.1.7 Product Scopes In product scope, there are transportation, order, yard, labor, warehouse optimization management, inventory, sales, distribution, production, financial, and customer relationship management department. Transport administration is pivotal when it is dependable on carrying products to the clients, also carrying products to the distribution center in time. Order management is tied in with managing orders of clients and following the delivering of the merchandise to the client. Yard management department is capable of dealing with every one of the products both approaching and active from the distribution center and cost of keeping up the inventory. Labor management includes movement on keeping up work efficiency and managing work of this organization. Inventory management department is about on dealing with the materials putting away and following in the distribution center. Warehouse optimization management is capable of managing item that arrives and leaves the warehouse by tracking and recording it. Sales department includes in organizing organizing the business exercises of Healthy Living Pte. Ltd. using the global supply chain management. Distribution management is responsible for delivering the items to the client or manufacturer or from the warehouse. Distribution management is vital in GSCMP since items are sold through online. It requires legitimate appropriation methodologies to guarantee the item is delivered on time, in right condition, and item the client requested. Financial management is critical in GSCMP to screen the income and control costs. Customer relationship management outlines client relationship to the organization and enhances administrations to meet client requirements.
3.1.8 Constraints The project is constrained by the following: 1. Time: There are only 4 months left to finish the project. The project should deliver a Supply Chain Management system that provides the common function. 2. Cost: The capital budget for this project to develop the Supply Chain system has been reduced.
3. The IT infrastructures have not delivered.
3.1.9 Assumptions The following assumptions have been made: 1. All the support staff and user are assumed to be aware about the access level privileges. 2. The IT Infrastructure is assumed to support and work perfectly with the new system. 3. The project is assumed to be finished in 4 months’ time.
3.1.10 Budget Estimate The preliminary estimate budget for the entire project is RM1,000,000 (USD$245,000) This is based on the project manager salary salar y that will be paid per hour in 4 months about RM450, and the team members, divided by their own department will receive about RM300. There is an additional Business Analyst to be a part of the team that will earn about RM118. This budget also includes Hardwares, softwares, and testing test ing from supplier. The other things such as testing, training, emergency expenses and support will be conducted from the budget as well.
3.1.11 Roles & Responsibilities Project Role
Description
Responsible for: Oversee all activities. Manage resource allocation, project progress and constraints in the project. Identify the main goals of the project though communication with the company or client.
Project Manager
Responsible to: Build a trust with client, being active in communication is a must. Set budgets, developing ideas, and make a high standard project report.
Business Analyst
Responsible to: Provide the infrastructure. Implement the networks and operating systems. Set up and modify a new system. Develop a project development plan.
IT Department Manager
Responsible to: Coordinate marketing events with sales activities. Oversee company’s marketing budget. Develop the marketing strategy. Establish marketing objectives for the system.
Marketing Department Manager
Finance Department Manager
Responsible to: All activities that related to company’s financial health. Make documentation of final report. Produce investment activities, and develop as well as plan for a long-term of financial goals.
Human Resource Department Manager
Responsible to: Manage employee relations, compensations, benefits, safety and performance. Conduct employee training and orientation. Make report about HR costs and activities.
Responsible to: Promote the company’s mission, products, and services. Be adviser in managing company’s c ompany’s reputation. Communicate to employee to announce company news, benefits information and training opportunity. opportunity. Monitor what company clients saying s aying about company and respond to innacture information, as well as requests for information.
Communication Department Manager
Responsible to: Manage and coordinate procurement agents, buyer agents, purchasing agents, and working the most complex complex purchases for company. Purchase and control the products get to store shelves, online or catalogue.
Procurement Manager
Responsible to: Ensure risks are managed. Establish the project organisation, roles, and reporting structure Resolve problems that are beyond be yond the control of the project manager. Check the overall quality of the project.
Project Sponsor
Supplier
Responsible to: Deliver the service that has specified in the contract. Provide a basic information how to use the equipment properly and maintain the products that they supplied. supplied.
3.1.12 High level risk (Need to change) NO PROBLEM
DESCRIPTION
1
Customer risk
The Client may have or need a few changes to their necessities, necessities, along these lines causing delay in the project and it is impossible on time.
2
Development risk
The study and design tools may not be recognizable to the developer. The developer may require pretty much time to suit to the developing tools.
3
Human Resource risk
There are lack of experts to finish the project. With a specific end goal to complete the task on time, outsourcing specialists might be required keeping in mind the end goal to finish the venture either the software or hardware.
4
Schedule risk
The project team members don't take after the settled schedule, hence persuades the task to be deferred. This dem onstrates the time administration that is set for the task is wasteful and the venture can't be delivered on time
5
Technical risk
Procedures used to analyse task is abused by developers which additionally prompts mistaken assumptions between the clients and designers.
3.1.13 Critical Success Factor (CSF) (Need to change)
There are some components which are important to be satisfied to ensure that the project becomes a success. The present IT foundation needs to t o help the new system which has been incorporated and has a brought together access to the organization administrati ons.
The information arrangement of the present information system can be changed over and guarantee that a typical organization is picked, since that is a method for joining to happen in the organization. Next, it is basic to pick up an endorsement from the guiding panel when a proposition is introduced to them. For a case, the controlling advisory group is capable to support the hazard administration design and relief measures to keep the dangers influencing the task to be under control. Apart from that, all help staffs and clients ought to approach Level (ACL) benefits to the framework. Each kind of client ought to be approved for specific functionalities to use the framework. For a case, the coordination official can just j ust recover data once the merchandise has been gotten. The cutover which infers on the change from the present framework to the new brought together framework must be done parallelly. parallell y. In this way, it is fundamental for f or the old and new framework to run all the while to eliminate dangers. In connection, when the framework necessities of the new brought together framework have been accomplished, the present system can be disabled.
(Need to be signed by lecturer)
3.1.14 Signature:
Project : Global Supply Chain Management Project’ (GSCMP) Company-Name: Healthy Living Pte. Ltd. (HL) Date:
Project-Approval-Sign-off Project-Approval-Sign-off Form
Project-Approval-Sign-off Project-Approval-Sign-off Form
(Project-Sponsor)
(Project-Manager)
***Note that by signing the form which will ***Note that by signing the form which will approve the project have stated above, and approve the project have stated above, and the project will be automatically and the project will be automatically and officially kick-off officially kick-off
Signature: Date: Name:
Signature: Date: Name:
3.1.15 Summary milestone (This Should match with WBS) No Task/Key-Milestone
1
Project Charter Sign Off & Project Kick off
2
Requirement Gathering
3
Scope-Boundary & Requirements-Prioritization Requirements-Prioritization
4
Work-Breakdown-Structure(WBS)
5
Business & Preliminary-Approval Preliminary-Approval
6
Project-Functional Project-Functional & Logical-Development (system development)
7
Project-Physical Project-Physical & Non-Functional-Deve Non-Functional-Development lopment
8
Supply-Chain-Technical-Support
9
System Unit and integration Testing
Estimate Date
10
User-Acceptance-Testing(UAT)
11
System-Alpha & Beta-Testing
12
Deployment-of-New System in parallel with Old
13
System-Cutover & New-GSCMP-Go-Live(Shut-down-the-oldsystem)
3.1.16 Justification
4.0 Work Work Breakdown Structure (WBS) (Khaleed (Khal eed Task) Outline No
Task Name
1.0
Global Supply Chain Management Project (GSCMP)
2.0
Project Start
3.0
Initiation
3.1
Building of Project Team
3.1.1
Identifying stakeholders
3.1.2
Identifying project agreement
3.2
Develop Project charter
3.2.4
Project Charter Sign Off & Project Kick off
3.2.5
Requirement gathering
4.0
Planning phase
4.1
Project Scope Management
4.1.1
Define Project Scope Statement
4.1.2
Define Product scope Statement
4.1.3
Develop WBS
4.1.4
Validation of Project Scope Management
4.1.5
Scope Control Meeting
4.2
Project Time Management
4.2.1
Planning Schedule Management
4.2.2
Determine the activities
4.2.3
Sequence Project Activities
4.2.4
Estimate Activities Resources
4.2.5
Estimate Activities Duration
4.2.6
Develop Schedule
4.2.7
Schedule Control report
4.3
Project Cost Management
4.3.1
Cost Estimation and Budgeting
4.3.1.1
Selecting Cost Estimation Technique
4.3.1.2
Estimate Project Cost
4.3.1.3
Define Project Budget
4.3.1.4
Control Report of Cost
4.4
Project Quality Management
4.4.1
Quality Management Plan
4.5
Project Risk Management
4.5.1
Identifying the risks.
4.5.2
Perform Qualitative Risk Analysis
5.0
Execution Phase
5.1
Project Integration Management
5.1.1
Direct and Manage Project Work
5.1.2
Perform Integrated Change Control
5.1.3
Monitor and Control Project work Report
5.1.4 5.1.4.1
5.1.4.2 5.1.5 5.1.5.1
5.1.6
Project Quality Management Perform Quality Assurance Quality Audit Project Human Resource Management Manage Project Team Procurement Management Management
5.1.6.1
Conduct Procurement
5.1.6.2
Procurement Control Report
5.2
Project Functional & Logical Develpment
5.3
Project Physical & Non Functional Development
5.4
Supply-Chain-Technical-Support
5.5
Testing
5.5.1
Integration Test
5.5.2
Unit Testing
5.5.3
5.5.4
5.5.5
User Acceptance Test
System Alpha & Beta Testing Report and Evaluation
5.6
Deployment Plan
5.6.1
Deploy new system in parallel with old.
5.6.2
System-Cut-Over System-Cut-Over (Shut down the old system)
6.0
Monitoring and Controlling phase
7.0
Closing
7.1
Clear payment
7.2
Post-project review
7.3
Documentation
5.0 Project Scope Management
Project Scope management is a set of processes required that ensure to identify all the work or activities required, and only the required required work to successfully deliver a project, (A guide to the project management body of knowledge, 1996). It is very important to accurately identify the scope or plan of the project and control any changes that may occur in i n order to increase the chance of the project success and other project management areas like time, cost, and quality management. Project scope management is the second knowledge area in the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) and it has six common processes as shown in the figure below:
5.1 Scope Statement -Scope Statement (Need Statement (Need to write)
5.1.1 Project Scope description This project delivers a Supply Chain Management system for Healthy Living Pte. Ltd. (HL). The project will develop enhanced SCM system that address the cost issue for capital and operating expenses, whereby it will provide centralized data warehouse with business intelligence capabilities to help users to make quicker decision in managing inventory in their own region. The system will also other management service that help to complete business process such as transportation management, order management, yard management, labor management and warehouse optimization.
5.1.2 Acceptance criteria a) b) c) d) e)
Capable resources would be selected from any of the SME-departments The current IT infrastructure support the new system GITS-SMEs provide approval and sign off for system implementation All system users have access to with relevant Access Level (ACL) privileges The current system is replaced in phases by GSCMP.
5.1.3 Deliverables The deliverables of the SCM system are as follow:
1) Common features of SCM software. 2) Provide centralized data warehouse. 3) Provide transportation management. 4) Provide order management.
5) Provide yard management. 6) Provide labor management. 7) Provide warehouse optimization.
5.1.4 Project Exclusions: The project exclusions for GSCMP are: · ·
The Customer Relationship Management (CRM) will not be comprised in the final product of the project.
5.1.5 Project Constraints: The project exclusions for GSCMP are: ·
The project should be delivered in four months’ time duration.
· ·
The cutover (transition from the current system to new centralised system) must be in parallel.
5.1.6 Project Assumptions: The project assumptions for GSCMP are: ·
The project would be delivered in 4 months’ period.
·
The project would compile the major critical success factors (CSF) for the success of the project.
·
The project will decisively overcome to all current 18 issues and will have all common functions (Transportation, order, yard, labour management and warehouse optimization) working efficiently and effectively.
5.1.7 Justification Scenario Issues:
There are a few issues that comes under project scope management. In order to solve these problems, it is needed to identify what are the processes suitable to solve each problem. The table below map what are the issues under scope management knowledge area as well as, the process required in order to solve the issue. Issue Number
Issue description
Process required to solve the issue
Issue 1
The steering committee which consist of the board of Scope directors, CEO and Senior Managers of the organization do Definition not recall of being presented the project feasibility study by the Project Sponsor or the Project Manager to them. Initiation
Issue 4
The PC and server hardware technical specifications were Scope constantly being changed to suit new or added requirements. Validation
Issue 5
Requirements keep coming in from users almost daily where Scope change the GITS-ADC Team Lead keeps on accepting them without control hesitation.
Issue 6
There was redundancy of work performed as the Work Create WBS Breakdown Structure (WBS) was done separately by each respective department and the Project Manager did not review and then consolidate those WBSs into one holistic WBS.
Issue 2
The project approval was not formally documented.
Issue 3
There is no evidence that a proper project management process was followed.
Solutions & Justification Issue One
The main reason that cause this issue is sue is that the project sponsor did not show a fe asibility study to the steering committee which means there is a lack of communication between stockholders and sponsor. Therefore, Stockholder and the sponsor should involve together in the initial phase to develop a project charter and deliver a formal approval about the potential positive and negative outcomes of the project that comes from the feasibility study.
6.0 Project Time Management 6.1 Gantt chart (Rafat Task) 6.2 Network Diagram (Vijay Task) 6.3 Justification
7.0 Project Cost Management 7.1 Cost estimation and Budgeting (Farras Task)
GSCMP project is having a critical budgeting, reduction in capital or operating expenses due to market that demand only a similar si milar support framework, created duplication duplicati on and caused decentralisation in the system. According to PMBOK, project cost management is in the fourth out of ten project management knowledge areas and contains 4 processes. Poor project cost management mana gement can lead to downfall of t he project. Hence, Hence , good management has a lot of things need to consider, for instance: a consistency on concepts and techniques are needed in project budgeting and cost control.
Cost
WBS
Task Name
USD$240.000,00 1.0
Global Supply Chain Management Project (GSCMP)
USD$0,00
2.0
Project Start
USD$6.000,00
3.0
Initiation
USD$3.000,00
3.1
Building of Project Team
USD$1.500,00
3.1.1
Identifying stakeholders
USD$1.500,00
3.1.2
Identifying project agreement
USD$3.000,00
3.2
Develop Project charter
USD$1.500,00
3.2.4
Project Charter Sign Off & Project Kick off
USD$1.500,00
3.2.5
Requirement gathering
USD$18.400,00
4.0
USD$5.000,00
4.1
Project Scope Management
USD$0,00
4.1.1
Define Project Scope Statement
USD$0,00
4.1.2
Define Product scope Statement
4.1.3
Develop WBS
4.1.4
Validation of Project Scope Management
4.1.5
Scope Control Meeting
4.2
Project Time Management
4.2.1
Planning Schedule Management
4.2.2
Determine the activities
USD$3.300,00
4.2.3
Planning phase
Sequence Project Activities
USD$3.800,00
USD$3.000,00
USD$3.300,00
4.2.4
Estimate Activities Resources
4.2.5
Estimate Activities Duration
4.2.6
Develop Schedule
4.2.7
Schedule Control report
4.3
Project Cost Management
4.3.1
Cost Estimation and Budgeting
4.3.1.1
Selecting Cost Estimation Technique
4.3.1.2
Estimate Project Cost
4.3.1.3
Define Project Budget
4.3.1.4
Control Report of Cost
4.4
Project Quality Management
4.4.1
Quality Management Plan
4.5
Project Risk Management
4.5.1
Identifying the risks.
4.5.2
Perform Qualitative Risk Analysis
USD$135.700,00 5.0 USD$80.700,00 USD$13.000,00
USD$13.000,00
USD$14.000,00
Execution Phase Coding
5.1
Project Integration Management
5.1.1
Direct and Manage Project Work
5.1.2
Perform Integrated Change Control
5.1.3
Monitor and Control Project work Report
5.1.4
Project Quality Management
5.1.4.1
Perform Quality Assurance
5.1.4.2
Quality Audit
5.1.5
Project Human Resource Management
Manage Project Team
5.1.5.1
USD$15.000,00
Procurement Management
5.1.6 5.1.6.1
Conduct Procurement
5.1.6.2
Procurement Control Report
USD$12.000,00
5.2
USD$12.000,00
5.3
Project Physical & Non Functional Development
USD$12.000,00
5.4
Supply-Chain-Technical-Support
USD$11.300,00
5.5
Testing
5.5.1 5.5.2 5.5.3
USD$28.000,00
Project Functional & Logical Development
Integration Test Unit Testing User Acceptance Test
5.5.4
System Alpha & Beta Testing
5.5.5
Report and Evaluation
5.6
Deployment Plan
5.6.1
Deploy new system in parallel with old.
5.6.2
System-Cutover (Shut down the old system)
6.0
Monitoring and Controlling phase
USD$4.600,00
7.0
Closing
USD$800,00
7.1
Clear payment
USD$1.000,00
7.2
Post-project review
USD$1.000,00
7.3
Release Project Member
USD$1.000,00
7.4
Procurement Closing
USD$500,00
7.5
Project Closing
USD$300,00
7.6
Documentation
7.2 Justification The project cost management is the most sensitive one in knowledge area. One of the issues that makes the project in crisis is they were giving the responsibility of IT assets acquisition and spending to PROC Manager and supplier but not going through a proper tendering process. Having this issue, not only affecting the cost management, but also procurement management. Communication and planning are a foundation to have a good project management. Without those basics, the t he output would never reach its goals. This issue clearly lead to lack in resource res ource planning, which is the first part of the projec t cost management process. Resource planning are determining what physical physical resource such as people, equipment, materials and what quantities of each should be used to perform project activities and it must be coordinated with cost estimating(Credit). For instance In this issue, the cost project team should have known and familiar their own area, tasks and people. However, to unable do so, such knowledge that IT assets acquisition and spending are requiring a proper tendering process might have obtained if there is a communication between cost management manager with project manager or may can be solved within one of the tools/techniques for resource planning; Expert judgment . It is often required to assess the input to Expert judgment process. It will provide such expertise with special knowledge, experience, or training from many resources. Another issue that this project facing is, the overrun budget due to not having a proper tendering process. It stated that when a project performed under contract, everything should be under control to distinguish cost estimating from pricing or somehow issue such as overrun budget. The best process of cost management to manage this issue is cost estimating. This process involves developing assessment of the likely quantitative result such as how much it will cost the performing organisation to provide product to service involved or how will the performing organisation charge for the product or service ( credit). For example in this issue. Cost estimating is all about identifying identif ying and considering various costing alternatives. One of the tools can be used before this happened by using analogous estimating or known as top-down estimating. It more likely to make a similar project as reference as the basis of estimating the cost of current project to minimize overrun budget in the end. So, basically, it estimates the whole project costs when there are several or limited amount of information about the project. And if the overrun budget issue had happened, there is an ar ea that has some additional works can be checked, it may have potential for reducing the cost. Last issue is, the project still hasn’t finished negotiating with the potential potential vendors while there is only 4 months left. It means there are still no deals between two parties. This issue can be addressed to cost control in cost management process. Cost control is controlling changes to the project budget. Because there is only 4 months left and when they make a deal, everything need to be ready in rush and it means there must be an additional charges to get hardwares and softwares in time. There are some tools can be used. For additional charges, additional planning might work by revising cost estimates or analysis of alternative approaches.
Cost change control system is another tool that can help this issue because it defines the procedures which the cost baseline may be changed. It is including tracking system and approval levels necessary for authorising changes( credit ).
8.0 Project Human Resource Management (Vijay (Vijay Kumar) 9.0 Project Communication Management (Khaleed) 10. Project Risk Management( Farras)
11.0 Project Procurement Management (Tanvir) 12.0 Project Stakeholder Management (Rafat)
