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MNG91218 Project Management: Initiation And Planning

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  • Course Code: MNG91218
  • University: Southern Cross University
  • Country: Australia

Question:

Objective:

The objective of this assessment is to develop a Project Charter. The project chosen should be of commercial consequence, and could be from one of the following categories depending on the type of business a student is involved in:

  • an organisational project that a student is involved in as the organisation’s main line of business;
  • an activity that a student is convinced would benefit from being handled as a project; or
  • an activity in which a student was involved in the past that was not carried out as a project, but one which you believe would have been managed better as a project. If you use this option you should describe how you would execute this activity now using the knowledge gained through this unit.

Structure:

As this assessment is designed to demonstrate your grasp of the concepts, theories and practices described in the PMBoK (2017) and Kloppenborg (2018), students are required to begin each relevant section of the Project Charter with a description of the purpose of that section in paraphrased text, appropriately referenced to the PMBoK (2017), Kloppenborg (2018), and/or readings from the unit content. The structure of the assessment will be:

  • Cover Sheet - with student name and number, title of project, date submitted, word count
  • Letter to Sponsor
  • Table of Contents
  • Project Charter
  • Scope Overview o Business Case

Milestone Schedule (including Acceptance Criteria)

Risk Register see over …

  • Resources
  • Stakeholders
  • Team Operating Principles

Commitment
Lessons Learned.

 

Answer:

Project charter: Scope Overview

In-scope

Project in-scope mainly includes the following:

  • Development of cloud-based ERP system
  • Transfer of knowledge and technology
  • Data migration
  • Work customization
  • Testing system integration

Out-Scope

Out-scope of the project includes:

  • Lack of proper facility of training
  • Information related to the project suppliers are not added

Business case

The project reflects on the cloud ERP system development for Blach construction company that has its offices in the central coast and Silicon Valley.  Presently, the company utilizes the ERP system in order to manage the work and for automating the business functions. However, the organization faces some of the potential challenges including system training, insufficient functional training facility, lack of budgeting and more. For resolving the challenges, the Blach construction company wants to migrate to the cloud. It is identified that the implementation of Cloud ERP system enhances the accessibility of features and assists in quick implementation.

 

Milestone schedule

Milestone of the project

The project milestone that is generally reflected in the table is provided below:

Milestone

Completion date

      Milestone 1: Completion of project initiation phase

Fri 08-02-19

       Milestone 2: Completion of planning phase

Thu 07-03-19

       Milestone 3: Completion of execution phase

Fri 03-05-19

       Milestone 4: Completion of closure phase

Fri 17-05-19


Project schedule

The table reflects on the project schedule that is created for the “cloud ERP system development for Blach construction company”.

WBS

Task Name

Duration

Start

Finish

0

Development of cloud-based ERP system in Blach construction company, Australia

85 days

Mon 21-01-19

Fri 17-05-19

1

   Initiation phase

15 days

Mon 21-01-19

Fri 08-02-19

1.1

      Developing proper business plan

3 days

Mon 21-01-19

Wed 23-01-19

1.2

      Analyzing the financial profit from the project

3 days

Thu 24-01-19

Mon 28-01-19

1.3

      Establishment of the project charter

4 days

Tue 29-01-19

Fri 01-02-19

1.4

      Recruiting the staffs for the project

5 days

Mon 04-02-19

Fri 08-02-19

1.5

      Milestone 1: Completion of project initiation phase

0 days

Fri 08-02-19

Fri 08-02-19

2

   Planning phase

24 days

Mon 04-02-19

Thu 07-03-19

2.1

      Developing plan for the project

3 days

Mon 04-02-19

Wed 06-02-19

2.2

      Resource development for the project

2 days

Thu 07-02-19

Fri 08-02-19

2.3

      Developing financial plan for the project

4 days

Mon 11-02-19

Thu 14-02-19

2.4

      Developing the quality analysis plan

3 days

Fri 15-02-19

Tue 19-02-19

2.5

      Managing the risks of the project

2 days

Wed 20-02-19

Thu 21-02-19

2.6

      Project acceptance planning

3 days

Fri 22-02-19

Tue 26-02-19

2.7

      Developing communication plan

4 days

Wed 27-02-19

Mon 04-03-19

2.8

      Developing proper procurement plan

3 days

Tue 05-03-19

Thu 07-03-19

2.9

       Milestone 2: Completion of planning phase

0 days

Thu 07-03-19

Thu 07-03-19

3

   Execution phase

41 days

Fri 08-03-19

Fri 03-05-19

3.1

      Determining the project requirement

5 days

Fri 08-03-19

Thu 14-03-19

3.2

      Developing cloud-based ERP system

4 days

Fri 15-03-19

Wed 20-03-19

3.3

      Customizing work

4 days

Thu 21-03-19

Tue 26-03-19

3.4

      Data migration

5 days

Wed 27-03-19

Tue 02-04-19

3.5

      Checking the infrastructure of the system

4 days

Wed 03-04-19

Mon 08-04-19

3.6

      Proper customization

3 days

Tue 09-04-19

Thu 11-04-19

3.7

      Management of changes

4 days

Fri 12-04-19

Wed 17-04-19

3.8

      Data and knowledge transfer

4 days

Thu 18-04-19

Tue 23-04-19

3.9

      Undertaking testing

3 days

Wed 24-04-19

Fri 26-04-19

3.10

      Integration of system testing

2 days

Mon 29-04-19

Tue 30-04-19

3.11

      Testing of user -acceptance

3 days

Wed 01-05-19

Fri 03-05-19

3.12

       Milestone 3: Completion of execution phase

0 days

Fri 03-05-19

Fri 03-05-19

4

   Closing phase

10 days

Mon 06-05-19

Fri 17-05-19

4.1

      Reviewing the project

4 days

Mon 06-05-19

Thu 09-05-19

4.2

      Sign off from the stakeholders

4 days

Fri 10-05-19

Wed 15-05-19

4.3

       Post go-live support

2 days

Thu 16-05-19

Fri 17-05-19

4.4

       Milestone 4: Completion of closure phase

0 days

Fri 17-05-19

Fri 17-05-19

 


Acceptance criteria

The acceptance criteria that which is related with the project are mainly listed below:

Completion of project on deadline: If the cloud-based ERP system is completed successfully within the 85days then the project will be accepted.

Completion of project within assumed budget: If the project will get completed within the assumed budget that is around AUD 49, 440 then the project will be considered under acceptance criteria.

Achievement of project objectives: If the goals and objectives of the project are achieved successfully then it is considered as one of the important acceptance criteria.

Risk register

The risks, as well as challenges that can occur while developing the cloud ERP system for the Blach construction company, is mainly provided in the table with proper risk mitigation strategies.

ID

Risk

Description

Impact

Probability

Mitigation

1

 Improper testing

 Testing of a cloud-based system is not done properly after the development phase and as a result, there are a number of security glitches that can create a negative impact on the Blach construction company.

High

High

Testing must be done properly for making sure that the developed project does not create any challenges or issues.

2

Schedule slippage

Due to improper tracking of the project schedule, it is quite difficult to complete each of the project activities on time and therefore the project faces delay.

High

High

Project schedule must be tracked on regular basis for avoiding schedule slippage.

3

Lack of budget

 Due to improper estimation, the project manager faces a number of financial issues as the budget that is assigned for the project is not enough.

High

High

The project budget that is required must be assumed before the initiation phase of the project so that the project does not face financial issues and challenges.

4

 Inexperienced team members

Due to the improper experience of the team members, they are unable to complete the work that is assigned to them within the deadline.

Medium

Medium

 Hiring experienced team members is required so that the project work can be executed successfully with the help of the team members.

5

Improper management

Due to improper management, it is quite difficult to achieve the project goals and objectives within the deadline.

Medium

Medium

Proper project management strategies must be used within the project for successfully managing the project.

 


Stakeholders

The table that is provided below mainly reflects on the responsibilities, interest as well as the power of the project stakeholders.

Stakeholders

Roles and responsibilities

Interest

Power

Project planner

 Project planners are the individuals who work with the project managers for tracking the schedule of the project.

High

Low

Project manager

 The project managers take the responsibility of properly undertaking all the project work starting from the initiation phase to the closure phase of the project. Moreover, the project manager identifies the risks that is associated with the Cloud ERP project.

High

High

Financial manager

 Financial manager is the person who handles the financial reports, monitors account and prepares various types of activity reports as well as financial forecast.

Low

Low

Supervisor

 Supervisor the person who is mainly responsible for organizing the workflow by guiding the team members of the project.

Low

High

Risk analyst

 Risk analyst is the person who identifies the risks that are associated with the project and provides a recommendation for resolving the risks and challenges.

Low

Low

Tester

 The tester is the individual who conducts testing for analyzing whether the system is developed properly or not.

Low

High

Database manager

 The database manager takes the responsibility of upgrading the platform and upgrades the database with the help of developing policies and procedures.

High

Low

Technical engineer

 Provides technical support to the system so that a cloud-based ERP system can be developed successfully.

High

Low

Team operating principles

The team operating principles that must be followed by the team members of the project are generally listed below:

Commitment to project timetable: The team must complete the work that is assigned to them within the provided deadline.

Timely communication: The project management team must communicate the project status, issues as well as questions either with the help of e-mail or conference call on a weekly basis.

Regular meetings: Regular meetings must be conducted in order to discuss on the issues that the project team members face while managing the project.

 

Lessons learned

While undertaking the project that focuses on cloud ERP system development for the Blach construction company, it is identified that proper use of project management processes is very much necessary for successfully managing the project. I have analyzed that use of proper principles of project management is necessary in order to complete the project execution within the pre-assumed time. It is one of the responsibilities of the project manager to clearly communicate the project goals to the project team members such that they can be capable of focussing on the objectives and can be able to complete the work of the project successfully. In addition to this, it is the responsibility of the project manager for tracking the project regularly in order to ensure that the project is on schedule and this will help in reducing schedule slippage as well as budget overflow. Moreover, in order to manage the project, I have learnt that proper risk management and quality management is necessary. By using the risk management matrix, proper information about the problems as well as difficulties that are associated with the project can be known so that proper action can be taken in order to mitigate the issues quite effectively. Moreover, the quality of the project is needed to be checked on a proper basis for ensuring that proper quality standards are utilized in the project so that proper quality can be maintained within the project.

The lessons that I have learnt from this particular project will be very much beneficial for me and it will guide me in the coming future so that I can be able to handle my future projects successfully. The principles of project management that are used within this project will be used by me for properly managing as well as completing the project within the expected deadline and budget.  Moreover, the experience and skill that I have gained by involving in this project will be helpful for me and it will guide me how to handle the projects during critical situations by avoiding the risks and quality related challenges and issues.                                                               

Commitment

Commitment is mainly defined as the dedication that is provided to a particular organization or a willingness of getting involved. It is the responsibility of the project team members to get committed with the project they are engaged so that they can provide their best in order to execute the project as per the organizational goals and objectives. The commitment of team enhances the chances of project success and it is identified that when people are much more committed within an organization then they need to cooperate at a higher level while sharing their commitment for fostering trust. Due to the commitment of the team members, the higher authority of the organization is able to finish the project work quite effectively within the expected budget and time by avoiding the issues that are related with the project. Moreover, the higher authorities of the organization must be able to provide clear objectives of the project as well as challenging work environment in order to increase commitment in the project team.

 

Bibliography

De Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its effects on project success: Cross-country and cross-industry comparisons. International Journal of Project Management, 33(7), pp.1509-1522.

Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), pp.126-139.

Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183.

Kloppenborg, J, Anantatmula, A & Wells, K 2019, Contemporary Project Management, 4th edition, Cengage Learning, Boston.

Martens, M.L. and Carvalho, M.M., 2017. Key factors of sustainability in project management context: A survey exploring the project managers' perspective. International Journal of Project Management, 35(6), pp.1084-1102.

Niazi, M., Mahmood, S., Alshayeb, M., Riaz, M.R., Faisal, K., Cerpa, N., Khan, S.U. and Richardson, I., 2016. Challenges of project management in global software development: A client-vendor analysis. Information and Software Technology, 80, pp.1-19.

Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.

Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), pp.41-52.

Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.

Todorovi?, M.L., Petrovi?, D.?., Mihi?, M.M., Obradovi?, V.L. and Bushuyev, S.D., 2015. Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), pp.772-783.

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