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 distributed, 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 by project management specialists who have themselves 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 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 standardized 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 Knowledge Areas

1. the steering committee (which consist of the board of directors, Project Integration
CEO and Senior Managers of the organization) do not recall of Management
being presented the project feasibility study by the Project -Project Scope
Sponsor or the Project Manager to them. Management
Project
Communication
Management
2. the project approval was not formally documented. Project Integration
Management.
Project Procurement
Management

3. there is no evidence that a proper project management process Project Integration

was followed. Management
Project
Communication
Management

4. The PC and server hardware technical specifications were Project Scope

constantly being changed to suit new or added requirements. Management
Project Time
Management
Project Cost
Management
Project Risk
Management

5. Requirements keep coming in from users almost daily where the Project Time
GITS-ADC Team Lead keeps on accepting them without hesitation. Management
Project Quality
Management
Project
Communication
Management
Project Risk
Management
6. There was redundancy of work performed as the Work Project Integration
Breakdown Structure (WBS) was done separately by each Management
respective department and the Project Manager did not review and Project Scope
then consolidate those WBSs into one holistic WBS. Management

7.most of the team members have been focusing more on their daily Project Human
operation support rather than tasks being assigned by the Project Resource
Manager or their respective Team Lead. 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 Project Cost
with suppliers without going through a proper tendering process. Management
Project Procurement
Management

10. Purchasing of IT assets without a proper tendering process has Project Cost
led to overrun by budget. 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 (or sponsors) Project Risk
for the project. Management
Project Stakeholder
Management

13. There was no clear project organisational structure to manage Project Scope
the project. Management.

14. The Project Manager’s authority was constantly overridden by Project

the department head /managers. Communication
Management

15. Technical skills were especially lacking in the network and Project Human
security areas. Resource
Management.

16. There were no monitoring reports to review as none were Project Quality
prepared and formally documented. Management.
Project Human
Resource
Management.

17. The risks associated with the project, although documented, had Project Risk
no detailed action plans and were not categorised in terms of impact Management
or severity.
 18. The hardware and software delivery was still being negotiated Project Cost
with some potential vendors while there were only four (4) months Management
to complete the project. 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 privately created application 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 global-
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.
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, 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 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 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 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.
Project Manager  Manage resource allocation, project progress and
constraints in the project.
 Identify the main goals of the project though
communication with the company or client.

Responsible to:
 Build a trust with client, being active in communication is
Business Analyst a must.
 Set budgets, developing ideas, and make a high standard
project report.

Responsible to:
 Provide the infrastructure.
IT Department  Implement the networks and operating systems.
Manager  Set up and modify a new system.
 Develop a project development plan.
 Responsible to:
 Coordinate marketing events with sales activities.
Marketing Department  Oversee company’s marketing budget.
Manager  Develop the marketing strategy.
 Establish marketing objectives for the system.

Responsible to:
 All activities that related to company’s financial health.
Finance Department  Make documentation of final report.
Manager  Produce investment activities, and develop as well as plan
for a long-term of financial goals.

Responsible to:
 Manage employee relations, compensations, benefits,
Human Resource safety and performance.
Department Manager  Conduct employee training and orientation.
 Make report about HR costs and activities.

Responsible to:
 Promote the company’s mission, products, and services.
Communication  Be adviser in managing company’s reputation.
Department Manager  Communicate to employee to announce company news,
benefits information and training opportunity.
 Monitor what company clients saying about company and
respond to innacture information, as well as requests for
information.

Responsible to:
 Manage and coordinate procurement agents, buyer
Procurement Manager agents, purchasing agents, and working the most complex
purchases for company.
 Purchase and control the products get to store shelves,
online or catalogue.

Responsible to:
 Ensure risks are managed.
Project Sponsor  Establish the project organisation, roles, and reporting
structure
 Resolve problems that are beyond the control of the project
manager.
 Check the overall quality of the project.
 Responsible to:
Supplier  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.

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,
along these lines causing delay in the project and it is impossible on
time.

2 Development The study and design tools may not be recognizable to the
risk developer. The developer may require pretty much time to suit to
the developing tools.

3 Human There are lack of experts to finish the project. With a specific end
Resource risk 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 demonstrates 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 help the new system which has been
incorporated and has a brought together access to the organization administrations.
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 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. In this way, it is fundamental for 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 Form 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: Signature:
Date: Date:
Name: Name:

3.1.15 Summary milestone

(This Should match with WBS)

No Task/Key-Milestone Estimate
Date

1 Project Charter Sign Off & Project Kick off

2 Requirement Gathering

3 Scope-Boundary & Requirements-Prioritization

4 Work-Breakdown-Structure(WBS)

5 Business & Preliminary-Approval

6 Project-Functional & Logical-Development (system development)

7 Project-Physical & Non-Functional-Development

8 Supply-Chain-Technical-Support

9 System Unit and integration Testing

 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-old-

system)

3.1.16 Justification

4.0 Work Breakdown Structure (WBS)

(Khaleed 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 Project Quality Management

5.1.4.1 Perform Quality Assurance

5.1.4.2 Quality Audit

5.1.5 Project Human Resource Management

5.1.5.1 Manage Project Team

5.1.6 Procurement 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 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-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 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 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 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) Capable resources would be selected from any of the SME-departments
b) The current IT infrastructure support the new system
c) GITS-SMEs provide approval and sign off for system implementation
d) All system users have access to with relevant Access Level (ACL) privileges
e) 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 Issue description Process

Number 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 that the project sponsor did not show a feasibility
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 support framework, created duplication 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 can lead to downfall of the project. 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 Planning phase

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

USD$3.300,00 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

USD$3.800,00 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

USD$3.000,00 4.4 Project Quality Management

4.4.1 Quality Management Plan

USD$3.300,00 4.5 Project Risk Management

4.5.1 Identifying the risks.

4.5.2 Perform Qualitative Risk Analysis

USD$135.700,00 5.0 Execution Phase

USD$80.700,00 Coding

USD$13.000,00 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

USD$13.000,00 5.1.4 Project Quality Management

5.1.4.1 Perform Quality Assurance

5.1.4.2 Quality Audit

USD$14.000,00 5.1.5 Project Human Resource Management

 5.1.5.1 Manage Project Team

USD$15.000,00 5.1.6 Procurement Management

5.1.6.1 Conduct Procurement

5.1.6.2 Procurement Control Report

USD$12.000,00 5.2 Project Functional & Logical Development

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 Integration Test

5.5.2 Unit Testing

5.5.3 User Acceptance Test

5.5.4 System Alpha & Beta Testing

5.5.5 Report and Evaluation

USD$28.000,00 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 output would never reach its goals. This issue
clearly lead to lack in resource planning, which is the first part of the project cost management
process. Resource planning are determining what 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 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 area 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 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 Kumar)

9.0 Project Communication Management

(Khaleed)

10. Project Risk Management( Farras)

11.0 Project Procurement Management

(Tanvir)

12.0 Project Stakeholder Management

(Rafat)