Task - Develop a charter for the Project including project description and overview.
Topic - Farmer's friend
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Part One: MOV - Measurable Organisational Value
Define the value that your team project will bring to your client. Identify the desired area of impact - Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social. Develop an appropriate metric. Determine the timeframe for achieving the MOV.
Answer - Measurable organizational value
MOV: The project aims to achieve a technologically enabled application that every farmer in the region can use to determine the crop variety and plan produce and connect with the market and this is an integrated approach to enrich their lives.
The desired area of impact can be ranked as - social, strategy, operational, financial and customer.
The client wants to continue its growth and add value to its business.
As the project manager for this project, the stakeholders are expected to share information from valid sources, cooperate in development and testing processes. It is expected that this project achieves completion in 6 months from the date of start.
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Part Two: Define Scope and produce a Scope Management Plan
Define the scope of the project and detail how the scope will be managed. Identify and detail the resources for the project using MS Project.
Answer - Scope definition and scope management plan
The scope here is to build an application that will act as the friend of farmer and guide in each step. Scope is managed through regular validation and establishment of a work breakdown structure. Requirement specification document is created as soon as the scope is identified (PMI, 2010).
People - Sahib (project manager), Syed (business analyst), Saboor Atlaf (software developer), Peter (tester)
Technology - 4 systems, internet connection, access to existing data from databases
Facilities - Remote work and visit Virtucon whenever required
Other - In-person meeting would incur additional expenses
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Part Three: Using MS Project, develop a schedule using a high-level Work Breakdown Structure (WBS).
Answer - Work breakdown structure
The work breakdown structure makes it clear that there are a total of 18 tasks to be performed to complete this project and the duration is 27th May to 6th September 2019.
The budget for this task is as follows:
The amount of $13,440 is meant only for the development and engagement of resources. Data collection, meeting arrangement, electricity charges, out of scope costs and other contingency costs will be billed separately.
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Part Four: Project Risk Analysis and Plan
Document any assumptions you have made about the project. Using the Risk Identification Framework outlined in your text as a basis, identify five risks to the project - one for each of the five phases of the methodology. Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk.
Answer - Project risk analysis and plan
Assumptions:
Data will be given by the client,
There are only 3 categories of users,
We need to develop only one version of the application.
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Factors/Risk
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Risk 1
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Risk 2
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Risk 3
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Risk 4
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Risk 5
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Rank
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medium
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high
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high
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high
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Medium
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Risk
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Delayed initiation of project
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Lack of frequent communication
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Wrong forecast of results
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Performance missed
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Incomplete report
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Description
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This happens when project manager fails to gather requirements on time.
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When stakeholders do not communicate about the progress, results can turn to be riskier.
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When developer has predicted the results and achieved something different
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When KPIs are not met
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This happens during project closure.
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Category
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Operational
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Operational
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Quality
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quality
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Operational
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Root cause
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Members unavailable or requirements inadequate
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misunderstanding
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Incompetent resource
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Incompetent resource
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When it is the first time to create a report
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Triggers
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When the phases have delayed deadlines
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Frequent absenteeism of one of the members
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Outcomes deviate from objectives
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More changes instructed by the client
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Report creation stops half way
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Risk owner
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Project manager
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Project manager
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Business analyst
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Developer and tester
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Project manager
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Probability
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Low
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Medium
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Low
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Low
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Low
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Impact
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High
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medium
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High
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high
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medium
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Part Five: Quality Management Plan. It should include:
A short statement that reflects your team's philosophy or objective for ensuring that you deliver a quality system to your client. Develop and describe the following that your project team could implement to ensure quality; A set of verification activities and A set of validation activities.
Answer - Quality management plan
Not deviating from objectives, ISO standards and metrics are applied in every phase of development to ensure quality (Phillips, 2003).
Verification activities:
- Timeline as desired
- Budget spent as desired
- Specification achieved
- Documentation uptodate
Validation activities:
- Result validation
- Performance assessment
- Judgment of output by stakeholders
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Part Six: Closure and Evaluation
Researching for the closure checklist and project evaluation. Provide an annotated bibliography. Develop a closure checklist that the project team will use to ensure that the project has been closed properly. Develop a project evaluation -outline and discuss how your project's MOV will be evaluated.
Answer - Closure and evaluation
Buelow, R., Zuckweiler, KM., Rosacker, KM. (2010). 'Evaluation methods for hospital projects.' Hospital topics, 88(1), pp. 10-17.
This article acts as an excellent source to understand how projects are evaluated in a specific industry. Though there are differences in the choices of domain, it is important to note that the process of project evaluation happens in both qualitative and quantitative methods. The resource has made it clear how a specific methodology can be used and implemented and what impact it can have on the research. For instance, quantitative project evaluation technique can enrich the overall performance and accuracy of the project. On the other hand, the project manager should also develop project metrics that indicate successful accomplishment. Even in the project that I handle, I have not understood the importance of success metrics and the resource has turned out to be an eye opener for me.
Fransisko, F. (2016). 'Implementation of project monitoring and evaluation to improve project effectiveness and efficiency.' IJBC, 5(1), pp. 7-11.
This resource is highly informative. Even when we handle complex projects, we do not have a solid project evaluation outline to follow. However, after going through this resource, I understood how the author has applied a specific technique to an oil and gas project and how well the evaluation tool has yielded the desired results. Ultimately, any project manager would aim for productivity and wanted to develop project management skills. The widespread range of tools like 5Why and fishbone appeared new and were easy to follow. I would apply this to the project that I handle at the moment to know its overall efficiency.
Mitra, A. (2010). 'Complex project management.' Journal of defence studies. 4(1), pp. 33-48.
This evidence based resource has a clear cut definition of evaluation and gives a better idea on how to monitor projects better. Understanding what needs to be monitored is even important than evaluating directly and I learnt it through this resource. Citing a lot of instances where different evaluation methods were used to assess the results, this article has actually given confidence in me to gain control over this project and maximize the overall productivity and mitigate risk likelihood and impacts. In short, I would treat this resource as a guide to me in this project.
Closure checklist -
To announce the project completion, here are a few things to carry out:
- Seeking email from client about completion
- Taking feedback from client
- Releasing resources
- Financial settlement is made
- Project report is handed over
Project evaluation outline
- Assess attendance ratio of every member
- Assessment of results against respective KPIs
- Financial assessment
- Learning from each phase
- Usability of project
- Reflection
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