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ITC505 Project Management For Crop Website Development

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ITC505 Project Management For Crop Website Development

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Course Code: ITC505
University: Charles Sturt University

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Country: Australia

Question:
Discuss the functionalities of the system and the benefits the system is set out to achieve as bullet points.

Answer:
MOV: Desired Area of Impact 

Impact

Value

Metric

Timeframe

Operational

Better scheduling processing speed and operational effectiveness

Increase in speed and effectiveness by 45 and 51 percent respectively

180 days

Financial

Reduction on expenses on phone calls

Reduction by 60%

180 days

Customer

Always-on system and faster response time

Response in less than 4 hours

180 days

Strategic

Better brand value and reputation

Market shares up by 44%

180 days

Social

More number of farmers and local contributors

Increase by 33%

180 days

Values

Better: Brand Value, Brand Reputation, Scheduling Processing Speed, Operational Effectiveness
Do More: Farmers and Local Contributors

Appropriate Metric
Always-on system with 99% security of payments and reliable information exchange
Total Timeframe 
Time to complete the project will be 90 days and time to accomplish the expected values defined under MOV will be 180 days.  
MOV Summary
The targets will be achieved in 180 days and it will cover improvement in the Brand Value, Brand Reputation, Scheduling Processing Speed, Operational Effectiveness along with collaboration with more farmers and local contributors. 
Project Scope
The scope will include the initial project activities and determination of feasibility followed by project planning and data collection. The definition of project requirements and calculation of estimations along with design and development of i-crop website will come under the scope. The testing, implementation, and closure activities will also be a part of the scope (Fageha & Aibinu, 2013).
Scope Management Plan 
There will be activities executed to manage the scope of the project. The management of the scope will be essential because the risks of scope creep and inflation may appear otherwise.
The above steps will be used and executed for scope management of the project.
List of Resources 

Resource Name

Type

Initials

Max. Units

Std. Rate

Kapil Kumar

Work

Project Manager

100%

$97.00/hr

Muhammad Ebrahim

Work

Project Analyst

100%

$88.00/hr

Mohammad Zeeshanuddin

Work

Technical Expert

100%

$82.00/hr

Nomula Sandeep Goud

Work

SME

100%

$90.00/hr

Tools & Equipment

Material

T

 

$16,300.00

High-Level WBS
A high-level work breakdown structure for i-crop website being developed by Virtucon is shown in the figure below. The website will be developed by executing several activities which have been defined and put in the phases as shown in the packages and sub-packages of the WBS. 
Project Schedule – Milestones, Resources, Tasks, Budget, and Duration 
The development of i-crop website will be done by the project team in a total of 90 days. Four resources as Project Manager, Project Analyst, Subject Matter Expert, and Technical Expert will perform the activities for the project. The start date of the project will be 26th September 2018 and it will end on 29th January 2019 (Zwikael, 2009). There will be costs that will be needed to give shape to the project activities. These will be in terms of the cost of resources, development costs, resource costs, and others. A detailed schedule, milestones, resource assignment, and budget have been shown below.   
Assumptions for the Project

The costs that have been estimated for the project along with the duration estimated for each project activity.
The availability of the team member on the dates assigned.

Risk Analysis & Plan  

Risk Name

Phase

Summary

Resource

Strategy

Operational Issues

Initiation

The feasibility determination may not be adequately conducted due to operational inefficiencies.

Kapil Kumar

Risk Avoidance

Incorrect Estimations

Planning

Estimates for the project may be incorrectly calculated and determined (Peixoto, Tereso, Fernandes & Almeida, 2014)

Muhammad Ebrahim

Risk Avoidance

Security Loopholes in the code

Execution

The code of the website may have loopholes that may welcome security attacks.  

Mohammad Zeeshanuddin

Risk Mitigation & Avoidance

Schedule/Budget Overrun – Gaps during review

Control

The project reviews may show increased schedule or cost variance.

Nomula Sandeep Goud

Risk Avoidance

Non-adherence to quality

Closure

Quality standards may not be followed (Sanchez, Robert, Bourgault & Pellerin, 2009)

Kapil Kumar

Risk Avoidance

Quality Management Plan 
Quality Statement 
The website quality and the project quality will be managed using ISO 9001:2008 as the quality standard.
Verification and Validation Activities
Varied testing types, such as website usability evaluation, website interaction evaluation, website responsiveness evaluation, functional, and non-functional testing will be done (Milunovic & Filipovic, 2013).
Nomula Sandeep Goud and Kapil Kumar will conduct supervisor reviews for understanding and identify any gaps in quality. 
Annotated Bibliography 
Closure Checklist

Documentation: The website will be required to be provided with detailed documentation covering user guides, manual, and support documents.

Financial Checks: The cost variance of the website development project shall be determined using Earned Value Management (EVM) as the tool and the result shall be zero or negligible (Lenfle, 2012).
Schedule Checks: The schedule variance of the website development project shall be determined using Earned Value Management (EVM) as the tool and the result shall be zero or negligible
Deliverables: The project had several deliverables that had a due date assigned to them. The submission of the deliverables as per the due date and inclusion of the contents in the deliverables as per the requirement shall be evaluated (Zohrehvandi, Khalilzadeh, Hajizadeh & Cheraghi, 2017).
Open Issues: The presence of open defects, issues, problems, and conflicts may prove to be negative for the project and the open issues must not be present (Zidane, Johansen & Ekambaram, 2015). 

References
Fageha, M., & Aibinu, A. (2013). Managing Project Scope Definition to Improve Stakeholders’ Participation and Enhance Project Outcome. Procedia – Social And Behavioral Sciences, 74, 154-164. doi: 10.1016/j.sbspro.2013.03.038
Lenfle, S. (2012). Exploration, project evaluation and design theory: a rereading of the Manhattan case. International Journal Of Managing Projects In Business, 5(3), 486-507. doi: 10.1108/17538371211235335
Milunovic, S., & Filipovic, J. (2013). Methodology for quality management of projects in manufacturing industries. Total Quality Management & Business Excellence, 24(1-2), 91-107. doi: 10.1080/14783363.2012.728851
Peixoto, J., Tereso, A., Fernandes, G., & Almeida, R. (2014). Project Risk Management Methodology: A Case Study of an Electric Energy Organization. Procedia Technology, 16, 1096-1105. doi: 10.1016/j.protcy.2014.10.124
Sanchez, H., Robert, B., Bourgault, M., & Pellerin, R. (2009). Risk management applied to projects, programs, and portfolios. International Journal Of Managing Projects In Business, 2(1), 14-35. doi: 10.1108/17538370910930491
Zidane, Y., Johansen, A., & Ekambaram, A. (2015). Project Evaluation Holistic Framework – Application on Megaproject Case. Procedia Computer Science, 64, 409-416. doi: 10.1016/j.procs.2015.08.532
Zohrehvandi, S., Khalilzadeh, M., Hajizadeh, M., & Cheraghi, E. (2017). Planning project closure phase in combined cycle power plant projects. Procedia Computer Science, 121, 274-281. doi: 10.1016/j.procs.2017.11.038
Zwikael, O. (2009). The Relative Importance of the PMBOK® Guide’s Nine Knowledge Areas during Project Planning. Project Management Journal, 40(4), 94-103. doi: 10.1002/pmj.20116

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