Final Assgnmt Project Management-1

8/22/2019 Final Assgnmt Project Management-1

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APBITSC | 1

Table of ContentsProject Charter .............................................................................................................................................. 3

Project Description .................................................................................................................................... 3

Project Scope ............................................................................................................................................. 4

Business Objectives and Success Criteria .................................................................................................. 4

Stakeholders .............................................................................................................................................. 5

Vision ....................................................................................................................................................... 10

Milestones ............................................................................................................................................... 10

Business Risks .......................................................................................................................................... 10

Approvals ................................................................................................................................................. 11

Project scope ............................................................................................................................................... 12

Target Users ............................................................................................................................................ 13

Resources ................................................................................................................................................ 13

Project goal .............................................................................................................................................. 14

Project Justification ................................................................................................................................. 14

Project requirements .............................................................................................................................. 14

Success criteria ........................................................................................................................................ 15

SWOT Analysis ......................................................................................................................................... 15

Project Work Breakdown Structure ............................................................................................................ 17

Project General WBS ............................................................................................................................... 17

The Project schedule ................................................................................................................................... 18

Project estimation ....................................................................................................................................... 18

Assumptions ............................................................................................................................................ 18

Schedule estimation ................................................................................................................................ 20

Effort Estimation ..................................................................................................................................... 21

Cost Estimation ........................................................................................................................................ 22

Cost Estimating ........................................................................................................................................ 22

Hardware and software cost estimate .................................................................................................. 22

System development estimates............................................................................................................ 23

Networking estimates.......................................................................................................................... 23


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APBITSC | 2

On-going support estimate .................................................................................................................. 24

Admin estimate cost ............................................................................................................................ 24

Cost Budgeting ........................................................................................................................................ 25

Cost control ............................................................................................................................................. 25

Risk Management ........................................................................................................................................ 28

Risk Management Planning ..................................................................................................................... 29

Project Purpose ................................................................................................................................... 29

Project Scope ....................................................................................................................................... 29

Roles and Responsibilities ................................................................................................................... 29

Risk Documentation ............................................................................................................................ 30

Overview .............................................................................................................................................. 31

Risk Identification .................................................................................................................................... 31

Risk Analysis ............................................................................................................................................ 33

Cost Risk .............................................................................................................................................. 34

Scheduling Risk .................................................................................................................................... 35

Technical Risk ...................................................................................................................................... 35

Compatibility Risk ................................................................................................................................ 36

Programmatic Risk ............................................................................................................................... 36

Transition Risk ..................................................................................................................................... 37

Analysis Summary ................................................................................................................................ 38

Risk Mitigation ......................................................................................................................................... 39

Risk Monitoring and Control ................................................................................................................... 43

Conclusion ................................................................................................................................................... 45

Individual Journal Reflections...................................................................................................................... 47

Appendices A: Detailed Work Breakdown Structure .................................................................................. 56

Appendices B: Project Schedule .................................................................................................................... 1

Appendices C: Proposed Hardware Specification ......................................................................................... 2

Appendices D: Primary Connection between branches ................................................................................ 5

Appendices E: Backup Connection between branches ................................................................................. 8

ISDN components description ................................................................................................................... 8

Appendices F: System Development Methodology .................................................................................... 10


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APBITSC | 3

Advantages .............................................................................................................................................. 10

RAD Tools ................................................................................................................................................ 11

References .................................................................................................................................................. 15

- Academic Books............................................................................................................................... 15

- Online Resources ............................................................................................................................. 15

Workload Matrix .............................................................................................Error! Bookmark not defined.

Project Charter

Project DescriptionAsia Pacific Basic IT Support Centre (APBITSC) system is a project that is used to assist the

manner in which basic (firstlevel) hardware and software technical support will be managed and

centralized for the Asia Pacific Regional Offices. In addition to this, another of its objectives is to


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APBITSC | Project Charter 4

overcome the lack of technical expertise and duplication among the various offices within Asia

Pacific Region.

The project is sponsored by Global Alliance Resources Co. Ltd (GARCL) who is the Key

stakeholders. Other parties include the project manager, Assistant project manager, systemsengineer and analyst. The project deliverables are divided into project management deliverable

and product-related deliverable. The project charter items include the project milestones, a list of

the risks, assumptions, constraints, project strategy, and sign off.

Project Scope

This project will be required to result in overcoming the poor quality of IT support services in

Asia Pacific regional offices. All the reports to be made will focus on the IT field as first priority

to understand and determine project establishment requirements followed by other projectmanagement concerns such as estimation, budgeting, resources allocation, support, and project

development-related aspects.

Company history and issues related to organizational firm wont be included in this project.

Besides that, other projects that are related to business support services implemented in Global-

Alliance Resource Co. Ltd wont be touched as well in order to give much concern on developing

IT support services rather than looking at other unrelated areas.

Business Objectives and Success Criteria

The overall intent of this project is to ensure that the first level hardware and software technical

support are provided centrally for the Asia Pacific Regional offices and that poor service and lack

of expertise is eliminated due to this. Also we aim to ensure that duplication as a result of

providing similar support services is reduced if not eliminated.

The final project should be able to support 24 x7 with reliable primary and backup support staff.

Besides that, the current IT infrastructure must support the new system. All support must be only

from one of the Asia-Pacific regional offices. In addition, all staff must have access to the new

system. Overall, the success criteria will be evaluated by taking into consideration the triple

constraint scope, time, and resources- once all these factors are met and at an appropriate and


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time and manner, then we can conclude that the project is successful. These will be explained in

detail in the project scope section.

Stakeholders

Stakeholder Name Functions. Win Conditi ons Constraints

Project

Sponsor

GARCL-

Global

To provide the

necessary funding

Being able to fund

the project and

Though funding is

available the project


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Alliance

Resource

Co. Ltd

required in making

this project

successful.

seeing that it is

well underway and

finally finished and

successful, and all

the objectives have

been met.

may not be rolled

out in the 8 week

window time, and so

the sponsors may be

forced to increase

some of the funds to

facilitate for the

extra time.

Project

Manager

Rabera

Angwenyi

To facilitate and

assign tasks to

members of the

project, supervise and

their tasks and amend

and approve their

tasks.

Successful

management of the

project team, with

targets met and

work distribution

set out, and reports

given by the project

team on their

progress.

Uncooperative

project members or

simply not being

able to find the right

individuals to

perform the tasks

required, thus

leading to time lost

as tasks have not

been distributed and

the targets not meton time.

Assistant

Project

Manager

Ahmed

Abdul Jalil

Support the project

manager in task

management and

being the extra set of

eyes to foresee that

the project runs

smoothly.

Helping the project

manager where

possible to finally

ensure that all the

tasks are completed

and the project has

been completed

successfully.

Similar problems to

that of the project

manger although his

could be with the

uncooperative

project members

who may not be able

to create necessary

reports on time that

should be handed to


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the project manager.

System

Engineer and

Analyst

Reza Responsible for the

technical aspects of

the system, testing

and ensuring that its

realization is met.

Creation of the new

system that will

ensure that the

centralization of

the system is

achieved. Also

testing the system

and ensuring that

the transition from

the old to new

system is smooth.

System

compatibility with

the current system

may bring about

some problems

when it comes to the

testing and transition

phase.

Database

Designer and

Administrator Pete brook

Responsible for

designing the

database for the

project and ensuring

that all the data

required to be

accessed byemployees is

properly accessed

ensuring that security

is maintained and all

records are intact. If

there is need to carry

on old records, then

their task is to ensure

that the transition for

the new records is

When the new

database is

compatible to the

new software and

all required

documents are

backed up andtransitioned

successfully and

that security is

ensured to secure

all the files and

records of the

organization.

There may be some

problems with

ensuring that the

database is

compatible with the

new systems coding

language and sosome alterations

may need to be

made.


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smooth and they then

are backed up

effectively

Senior

Programmer Susan

Miller

Responsible for the

supervising the

coding of the

APBTSC system

Ensuring that it is

compatible to the

database and also that

it is running properly

and usable to the

employees.

Ensure that the

Junior programmer

designs and

programs the new

system properly

and that all

programming

reports and queries

are addressed and

now the transition

from the old to the

new is smooth.

The senior

programmer may

delay the roll out of

the new system as he

my be waiting on the

junior programmer

to finish coding,

compiling and

debugging. Also he

may face problems

during the

supervision of the

coding from trying

to approve some

ideas that the junior

programmer mayhave.

Junior

Programmer Mary Kent

Concerned with the

actual coding of the

system using a

specific programming

Language and

reporting to the

senior programmer

for approval of if any

query is raised

Designed and

Coded an effective

system that will be

approved, by the

senior programmer

and also that the

debugging and

testing are

successful, in that

The actual

programming may

be a tough task and

to ensure that the

system is compatible

to the database; also

she may find it

challenging to meet

all the requirements


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pertaining to the

coding of the system

Also responsible for

debugging.

there are not bugs

anywhere.

of the senior

programmer and

ultimately client in

the given time.

Network

Administrator Tom

Stevens.

Responsible for

ensuring that the

GARCL company in

the US and that in the

Asia branch can

effectively

communicate in

terms of over the

network. He should

ensure that the

network is secure and

free of any threats or

vulnerabilities.

Being able to

secure the network

that the GARCL

company in the US

and the Asia branch

system, and also

make see that

communication is

efficient with no

lag detected.

The actual securing

may be an uphill

task considering the

time and also seeing

as the internet is

filled with threats

and vulnerabilities,

ensuring this will be

a task in itself.

Customers APBITSC

users

These are the

employees of thecompany that will use

the new system.

Being able to use

the new systemwithout any

hurdles, and also

work efficiency is

noticed as there

should be no

duplication or poor

quality services

Getting used to the

new system afterbeing used to the old

system may take

some time to getting

used to.


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Vision

The Asia Pacific Basic IT Support Centre is a system created For Global Alliance resource Ltd

division in Asia Pacific which has been seeking to create a centralized system to be used in

conjunction with the US headquarters in terms of assisting Basic first level hardware and

software technical support, and to ensure duplication among regional offices is eliminated. The

implementation of this system will ensure that quality of service is improved and that all the

regional offices are able to communicate efficiently with the Headquarters in the US.

Milestones

Event or Deliverable Target Date Responsibi li ty

Project charter approved Week 1 Regional OperationsManager

Project plan completed Week 1 Project Manager

Project plan approved Week 2 Regional Operations

Manager

Project team assembled Week 3 Project Manager

Project execution initiated Week4 System Engineer and

Analyst

Project execution completed Week7 System Engineer and

Analyst

Customer acceptance Week 8 Asia Pacific GARCL

employees

Project closed out Week 8 Project manager.

Business RisksRisk Probabili ty Impact M iti gation

Timing Issues The timing of the 8

weeks roll out may be

This would lead to the

need to get extra

Ensure that all roles are

specified for each project


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less than expected and

may exceed by an extra

week or so.

funding from the

sponsors to cater for

the extra time used

up.

member by the project

manager and reports are

done on time to ensure

everything is timely

User

Acceptance

The users of the system

may have a hard time

adjusting into using the

new system during the

transition to the new.

May take time to

using the system and

so performance during

the first few weeks

may be lower than

expected.

Train staff a few weeks

before to ensure that they

are familiar with the new

system by the time it is

rolled out.

Implementation

Issues.

The system engineer

may have some issues

implementing the new

system concurrently as

they stop using the

current method.

Time in this sense

may be a constraint as

it may take some time

to move from the

current to the new

system.

Ensure that an initial

compatibility test is

performed and that any

necessary features that

need to be done are

performed before the roll

out date.

Approvals

Approval Decision:

Approved, development of detailed project plan is authorized


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APBITSC | Project scope 12

Approved, project execution is authorized

Approved, but project is on hold until future notice

Revise charter and resubmit for approval

Charter and project proposal are rejected

Role or Ti tle Name and Signature Date

Project Sponsor GARCL Company

Rep....

4thst June 2010

Project Manager Rabera Angwenyi . 4thst June 2010

System Engineer/Analyst Reza. 4thst June 2010

Senior Programmer Susan Miller.. 4thst June 2010

Network Administrator. Tom Stevens... 4thst June 2010

Database Designer and Analyst. Pete brook.. 4thst June 2010

Project scope

This project will be limited to certain scope that shall come out with the required result which is

overcoming the poor quality of IT support services in Asia Pacific regional offices. All the

reports to be made will focus on the IT field as first priority to understand and determine project


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establishment requirements followed by other project management concerns such as estimation,

budgeting, resources allocation, support, and project development-related aspects.

Company history and issues related to organizational firm wont be included in this project.

Besides that, other projects that are related to business support services implemented in Global-Alliance Resource Co. Ltd wont be touched as well in order to give much concern on developing

IT support services rather than looking at other unrelated areas.

Target Users

The target users are the employees of Global-Alliance Resource Co. Ltd in Asia Pacific regional

offices. The total employees are 330 in the 9 regional locations which are Malaysia, Indonesia,

Singapore, India, China, Philippine, Japan, Thailand, and Hong Kong. The system requires a

total of 42 support PCs and 6 new servers. The following table shows the distribution ofemployees in all branches.

Asia Pacific Location No of Employees IT Support Desktop PCs

Malaysia 95 10

Singapore 72 8

Thailand 43 4

India 38 4

Hong Kong 7 2

Indonesia 12 3

China 11 3

Australia 45 6

Korea 7 2

Total 330 42

Resources

The Project should be developed in a manner to keep resources without any wastage to be able to

meet budget requirements. The total resources required are listed as follows:


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- Technical expertise- Project management expertise- Design and estimation expertise- Implementation teams- Service Providers for connection- Hardware and software.

Project goal

This project is aimed to overcome the lack of IT support services and technical expertise and

duplication in the Asia Pacific regional offices, by implementing a new IT centralized system,

under the name Asia Pacific Basic IT Support Centre (APBITSC) Systemwithin a period of 8

weeks.

Project Justification

- APBITSC will provide centralized processing and database so all branches will avoidduplication and latency of operations

- It will provide a better first level hardware and software support service for all regionaloffices in Asia Pacific

- Increase the quality of first level IT support in all regional offices.- Provides interactive user-friendly interfaces so users can interact effectively with the

system.

- It will help reducing internal operating cost by eliminating redundant IT support servicesfound in various offices

- Increase efficiency and effectiveness of various operations- Provide easy communication between branches.

Project requirements- 42 PCs distributed in different Asia Pacific regional offices- 6 servers (database server, file server, web servers)- Firewalls and routers- Connection links


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- Backup connections- Computer accessories- Maintaining internal networks in all branches to be compatible with each other.- Network management and monitoring software- Maintaining platforms to be compatible with APBITSC.

Success criteria

The final project should be able to support 24 x7 with reliable primary and backup support staff.

Besides that, the current IT infrastructure must support the new system. All support must be only

from one of the Asia-Pacific regional offices. In addition, all staff must have access to the new

system.

Overall, the success criteria will be evaluated by taking into consideration the triple constraint

scope, time, and resources as follows:

Scope The completion of this project should meet user requirements and the

objectives made prior to start doing the project with efficient and reliable

development considerations

Time The project must be completed within the time given which is 8 weeks

Resources The project should be completed without any wastage of the resources

provided and with minimal extra resources.

SWOT Analysis

Strengths - Expertise from different countries that are enhanced withtechnical IT support

- Availability of necessary project funds- Availability of IT infrastructure in all branches


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- Availability of global networked connectionsWeaknesses - Short project development duration

- Cross regional- Different current platforms implemented in each branch.- Different flow of data input and type in different branches where

it cause problem in creating the centralized database.

Opportunities - Availability of similar systems that are already implemented- Availability of tons of hardware and software solutions on the

internet

- Availability of vendors who can provide hardware and softwarewith different options

Threats - Unstable internet connection- Natural disasters happening in the Asia Pacific area that might

affect the connectivity between branches.

SWOT analysis is being used to assess different situations and factors likely to influence the

project. After conducting it, it is obvious that the system could be enhanced by consulting global

expertise for input to the system requirement and since there is availability of similar system, that

could be used to outline the structure of the system and take the advantage of employing people

who has worked on similar systems. Though, the time given to complete the project is short (8weeks), the development process can be done to meet time requirement by evaluating the

available similar systems architecture and to review their problems faced to overcome them.

Also, internet solutions could be an enhanced factor for the development. Since the fund is highly

available, weaknesses and threats could be overcome by providing similar platform and

infrastructure in all branches besides implementing backup connection using different module to

overcome any connection failure.


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APBITSC | Project Work Breakdown Structure 17

Project Work Breakdown Structure

Project General WBS

1.1Scope

1.2Analysis/System

Requirem

1.3Design

1.4Development

1.5Testing

1.8Trainin

1.7Documentation

1.6Deployment

1APBITSC

Refer to Appendices B for detailed Work Breakdown Structure


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APBITSC | The Project schedule 18

The Project schedule

Refer to Appendices B for Project Schedule

Project estimationIn order to come out with successful project, most aspects of developing the project need to be

estimated to avoid any risk might shows up in future and to allocate required resources prior to

initialization of development process.

Assumptions

- Global-Alliance Resource Co. Ltd has considered a high fund for developing APBITSC.- The team gathered the requirements from end-users and reviewed them with virtual team

partners to determine the scope.- The requirements are well-defined- The requirements of the project dont contradict with the companys roles and objectives.- The Statement Of Work and Work Breakdown Structure were reviewed by the end-users

and virtual team partners.

- The development and operational environment is adequate to support the project.Before conducting the estimation, a checklist of various aspects in the project must be done to

ensure the estimation is based on related basis.

The following table shows the pre-estimating checklist of APBITSC development:

Project process Yes No Not necessary

Requirements

Are the project requirement clearly defined and understood?

Are the criteria for meeting each requirement defined?

Are the project requirements baselined?

Is there a client approved plan for requirements changes?

Has a requirement traceability Matrix been developed?

Have the requirements been validated against the business


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APBITSC | Project estimation 19

objectives?

Have you considered all of the processes that must be followed

during the project life cycle?

Have you considered all of the interfaces that must be adhere

to?

Scoping

Has a statement of work (SOW) been reviewed/ approved by

client?

Has the statement of work been reviewed by virtual team

partners?

Has a Work Breakdown Structure been reviewed by the client?

Has the WBS been reviewed by virtual team partner?

Risk

Is there an approved risk management plan?

Was a client representation involved with the risk management

plan?

Environment

Is the process of identifying, acquiring, establishing, and

verifying the environment understood and included in the plansfor the project?

Is the development environment adequate to support the

project?

Is the operational environment adequate to support the project?

Staff

Are appropriate staffs available for the project?

Are the resources committed to participate in the required

activities?

Is there a training plan to cover deficiencies?


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Schedule estimation

The duration of the development process is 8 weeks starting in (1 June 2010) and ends in (26 July

2010). The overall tasks of development are listed below:

-

Studying objectives and scope by programmers, designers, project managers, testers andother people in charge of the development process.

- Gathering user requirements from the target users who are the 330 employees of Global-Alliance Resource Co. Ltd by conducting various primary research methods.

- Analysis of requirements gathered- System design using appropriate methods that are suitable with the methodology and

programming language chosen

- Prototyping of system interfaces then review them with users to ensure the design meettheir expectation

- Coding the system.- Testing the outcome from coding.- Final implementation of the system in the workplace.

The time frame of those tasks will be discussed in details in scheduling part in appendices B


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Effort Estimation

The efforts estimation will be conducted by identifying all the tasks required to develop the

project and the resources related to them. Besides that, estimating the cost per hour of each task.

The cost estimation here will be a generalized estimated cost since the cost estimation will be

explained in details in the next part.

Task

ID

Task name Resources type Resourc

es

quantity

Rate

per

hour

Effort

hours

required

Estimated

effort cost

T001 Studying user

requirements

and scope

Project

management

expertise

1 RM 100 4 days* 8

hours = 32

Hours

RM 3,200

T002 Gathering user

requirements

and analysis

System analyzing

expertise

2 RM 100 10 days *

8 hours =

80 Hours

RM 16,000

T003 System design

and prototyping

Design expertise 2 RM 54 16 days *8

hours =

128 Hours

RM 14,000

T004 Coding the

system

Programming

expertise

4 RM 208 18 days* 8

hours =

144 Hours

RM

120,000

8 RM 69 RM 80,000

T005 Testing the

system

Testing expertise 5 RM 66 3 days*10

hours = 30

RM 10,000

T006 Allocating

hardware

Hardware and

software

- - - RM

214,000

T007 Allocating

networking

Networking

devices and links

- - - RM

154,600

T008 Implementation

of project

Technical

assistance expertise

7 RM

312.5

4 days* 12

hours = 48

RM

105.000


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Cost Estimation

According to Ghosh A (2007) Project cost management may be defined as management of the

processes involved in planning, estimating, and controlling costs so that the project can be

completed within the approved budget.

Cost Estimating

Cost Budgeting

Cost Control

Therefore, the cost estimation of developing APBITSC will be examined in three levels which

are cost estimating, cost budgeting, and cost control.

Cost Estimating

There are different types of cost to be estimated during the development of APBITSC. Costs

estimates to be considered are hardware and software, system development, network, on-going

support, and admin estimates. Technique of cost estimating to be used here is Determine

Resource Cost Rates which is estimating or collated actual per unit human and material resource

rates. The following tables show the estimation cost of each project development requirement per

unit

Hardware and software cost estimate

Hardware Price Per unit Quantity Total

Desktop computers RM 3,000 42 RM 126,000

Servers RM 8,000 6 RM 48,000

Office equipments (Printers, Fax machine, andother accessories) for the server rooms

RM 30,000 - RM 30,000

Software and platforms RM 10,000 - RM 10,000

Total RM 214,000*

Hardware specifications will be listed in Appendices C


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System development estimates

Task developer Cost Number ofpersons

Total

Project manager RM 25,000 1 RM 25,000

System analyst RM 8,000 2 RM 16,000

Senior programmers RM 30,000 4 RM 120,000

Junior programmers RM 10,000 8 RM 80,000

Designers RM 7,000 2 RM 14,000

Testers RM 2,000 5 RM 10,000

Technical assistants (for systemimplementation)

RM 15,000 7 RM 105,000

Total RM 370,000

Networking estimates

Networking item Price Quantity Total

Primary connection implementation (VPN) RM 40,000 - RM 40,000Secondary connection implementation (ISDN) RM 25,000 - RM 25,000

Router for the main server (Cisco 4500 Internetrouter)

RM 24,000 1 RM 24,000

Router for other servers (Cisco 2600MX) RM 11,000 2 RM 22,000

Firewall (Cisco PIX) RM 8,200 3 RM 24,600

Cabling RM 10,000 - RM 10,000

Total RM 145,600

Refer to Appendices D & E for network specifications.


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On-going support estimate

Item Cost

Disaster recovery RM 80,000

Depreciation cost RM 40,000

Total RM 120,000

Admin estimate cost

Admin item Cost

Travel between branches RM 50,000

Facilities RM 30,000

Licensing RM 10,000

Total RM 90,000


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Cost Budgeting

Cost budgeting involves aggregating the estimated cost of individual activities that are identified

in Cost Estimating previously to establish a total cost baseline for measuring project

performance. Besides that, to come up with the total amount required to develop the project. The

Cost Budgeting technique used here is Cost Aggregation

The following table shows each requirement stage cost and the total cost required:

Project Area estimates Cost

Hardware and software RM 214,000

System development RM 370,000

Networking RM 145,600

On-going support RM 120,000

Admin RM 90,000

Total RM 936,600

Therefore, the total amount required to develop APBITSC is RM 936,600.

Cost control

After estimating and budgeting the cost, the project team will start to conduct the project with the

estimated cost after it is provided by Global-Alliance Resource Co. Ltd. Hence, the cost need to

be controlled and monitored to meet the budget requirement and to avoid over-budget problem

which may lead to failure of the project. Earned Value Analysis technique will be used for thepurpose of cost control in APBITSC as it is shown below.

BCWS (Budget Control of Work Scheduled): it is the planned cost of the total amount of work

scheduled to be performed by the milestone date.

In this case it is the estimated cost calculated in cost estimating up to 4 weeks that is RM 320,000


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BCWP (Budget Cost of Work Performed): the planned (not actual) cost to complete the work that

has been done to date.

After starting the project, the planned budget to be spent in the fourth week is RM 362,800

(exclude hardware and software estimated cost) which will be spent in the implementation phase.

So BCWP in week 4 = RM 362,800

ACWP (Actual Cost of Work Performed): the actual cost incurred to accomplish the work that

has been done to date. Hence, in the fourth week of project development, the actual cost spent

during 4 weeks is RM 390,000 which is more than the estimated cost to be incurred up to the

fourth week.

ACWP = RM 350,000

The following table shows the Cost Variance and Schedule Variance for the first 4 weeks

development of APBITSC.

Schedule Variance (SV) SV = BCWPBCWS

SV = 362,800320,000

= 42800

Cost variance (CV) CV = BCWPACWP

CV = 362,800350,000

= 12,800

The cost variance for the first 4 weeks which is

RM 12,800 is the remaining part from the

planned cost of the first 4 weeks development

process.

We can see that the cost variance of the first 4 weeks is RM 12,800 so we can conclude that the

estimated cost for APBITSC development is precise and the project will be developing on the

estimated budget. The remaining cost will be added to the other 4 weeks development in case of

any shortage of budget. The following chart shows the SV and CV of APBITSC for the first 4

weeks.


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0

50000

100000

150000

200000

250000

300000

350000

400000

Week 1 Week 2 Week 3 Week 4

BCWS

BCWP

ACWP


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APBITSC | Risk Management 28

Risk Management

According to (Kendrick, 2003) Every Project has a risk. Risk is the product of loss and

likelihood. It is any undesirable event associated with the work or project at hand. There is

always at least some level of uncertainty in a projects outcome. High tech projects like this one

for GARCL are particularly faced with risk because they have high variations, and each have

unique aspects and objectives to them that differ from previous projects in some material way.

Project risk management is undertaken primarily because to improve the chances that a project

will achieve its objectives. It develops a credible foundation for the project showing that it is

possible and what is not feasible should be avoided or transformed.

Before Global-Alliance Resource Co. Ltd (GARCL) implements the project Asia Pacific basic IT

Support Centre System (APBITSC), it is vital to analyse it in all scopes using the riskmanagement processes below so as to achieve the objectives of the clients and to determine the

project as feasible and avoid or transform certain features that may hinder this.

RISK MANAGEMENT PLANNING

RISKS MITIGAION OR RESPONSE PLAN

RISK ANALYSIS

RISK IDENTIFICATION

RISK MONITORING AND CONTROL

Risk Management Process.


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Risk Management Planning

According to (Kendrick, 2003) risk and project planning allow one to be able to distinguish

among and to deal with the three reasons for project failure, which are: Impossible and unrealistic

projects where the objective lies outside the technical capabilities of available; the second being,

they have a perfectly written down deliverable but the rest of the objective is unrealistic; the last

reason being where the deliverable is feasible and the objective too, but too little thought is put

into the work and no useful results emerge.

Below is the project plan for Asia Pacific basic IT support Centre System.

Project Purpose

This document describes how we will perform the job of managing risks for Asia Pacific basic IT

support Centre System It defines roles and responsibilities for participants in the risk processes,

the risk management activities that will be carried out, the schedule and budget for risk

management activities, and any tools and techniques that will be used.

Project Scope

This document describes the risk management process for the Asia Pacific basic IT support

Centre System project and assigns responsibility for carrying out the activities. These activities

are applicable to the development, integration and test of the new system which his supposed to

be used in the Asia Pacific region office for the GARCL Company.

Roles and Responsibilities

Role Responsibility

Project Manger The Project Manager will assign a Risk Officer to the project, and identify

this

Individual on theprojects organization chart. The Project Manager and

other

members of the Project Management team including the Senior

Programmer, Database Analyst, System Engineer and Risk Officer shall

meet on a bi weekly

frequency; to review the status of all risk mitigation efforts,

review the exposure assessments for any new risk items, and redefine the

project's


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Top Ten Risk List.

Risk Manager The Risk Officer has the following responsibilities and authority:

coordinate the risk identification analysis activities and report the risk

resolution status to the management

Project Member

Assigned a Risk

The Risk Officer will assign each newly identified risk to a project

member, who will

assess the exposure and probability for the risk factor and report the

results of that

analysis back to the Risk Officer. Assigned project members are also

responsible for

performing the steps of the mitigation plan and reporting progress to theRisk Officer

biweekly.

Risk Documentation

The following table identifies the risk documentation that will be beneficial in identifying the

risks of the APBITSC and their analysis and mitigation process.

Risk list The risk factors identified and managed for this project will be

accumulated in a risk

list, which is located in the risk identification section.

These will be the ten risk items that currently have the highest estimated

risk exposure.

Closing Risk. A risk item can be considered closed when it meets the following criteria:

the planned mitigation actions have been completed and theEstimated risk exposure of probability is low.


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Overview

Below we shall explain all the other steps included in the Risk Management process for the Asia

Pacific Basic IT Support Centre. These will include the Risk Identification, Risk Analysis, Risk

Mitigation and Risk Monitoring and Control.

Risk Identification

According to (AIRMC, 2002) Risk identification sets out to identify an organizations exposure

to uncertainty. Risk identification should be approached in a methodical way to ensure that all

significant activities within the organization have been identified and all the risks flowing from

these activities defined

Risk identification determines the risks that might affect the project and documenting these

characteristics, throughout the project lifecycle. For this process to be successful, the project team

decided to have a formal risk assessment workshop for a brainstorming session so as to be able to

decide on the main risks that were going to face this project another important element that was

added to make sure that we were able to cover all the bases of the risks involved was to have an,

interview session at the beginning of each life cycle phase so as to ask heads of project parts to let

the Risk office know what the risks they discovered were.

Role Task Concerned with Risk.

Project ManagerConcerned with the risks that affect

scheduling, cost and a general l overview of

the entire system so that this is reported to the

management, being the sponsors GARCL.

Risk Office Concerned with collecting all the risk factors

from the parties involved in the risk process,

and coming up with a document that is to be

presented to the management.

Senior Programmer Concerned with identifying any risks that will

affect the programming and coding of the

system, thus leading to an unsuccessful or

delayed roll-out. This report will be submitted

to the Risk Office.


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Database Designer and Analyst Concerned with the risks related to the

database and compatibility issues of the

system. This report will be submitted to the

Risk Officer.

System Engineer Concerned with the finding risks that may

affect actual functioning of the system, its

technicalities and testing. This report will be

submitted to the Risk officer.

Network Administrator. Concerned with finding risks that may affect

the network aspects of the project in relation to

the connection between the Regional office and

the headquarters. This report will be submittedto the Risk Officer.

In the case of this project (APBITSC), there are seven categories of risk identification to be

considered: Below is the table concerned with the risks that have been identified in relation to the

Asia Pacific Basic IT Support Centre System.

Category of Risk Risk Involved

Cost Risk This is the possibility of the available budget

being exceeded. Cost risks include the

possibility that additional resources will have

to be expended to solve technical, schedule or

Programmatic problems.

Scheduling Risk This is the possibility of the development

program failing to meet scheduled milestones.Schedule risks include the possibility that

difficulty will be experienced in achieving

scheduled technical accomplishments, or that

procurement and/or integration and test


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durations will be exceeded.

Technical Risk This is the possibility that a technical

requirement of the system may not be achieved

in the system life cycle. Examples of technical

risks include the failure to meet performance

requirements, testability or verification

requirements, and the failure to meet

integration requirements.

Compatibility Risk This is the possibility of the new system not

being compatible with some of the old

features, that the company may want to retain,

this involves areas like the Database andprogramming areas..

Programmatic Risk This is the possibility of events which are

detrimental to the system development but

which are beyond the control of the project

manager.

Transition Risk This is the possibility of the system not having

a smooth transition phase from the current tothe new system, not only from a technical

standpoint but also with the new users of the

system who are the Employees in the Asia

Pacific Regional Offices.

Risk Analysis

Asia Pacific basic IT Support Centre System (APBITSC) will use Qualitative Risk Analysis in

order to do the analysing conditions to determine and prioritize their impact on project objectives.

This process focuses on prioritizing the risks identified in terms of impact on the project

objectives. When the impacts are identified, actions can be taken and decided to determine the

risk probability. The result is the status of the project can be determined because reliable and


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qualitative data are available. Then the probability or impact risk rating matrix can be constructed

with assumptions to test the possible consequences to the project. Below is the Risk Matrix that

will be used to qualify the risks according to their level or risk and likelihood.

Cost Risk

The risks that would be involved with the cost are:

a) The Budget being exceeded. There is the possibility that the budget that will be set asidefor this project by the sponsor GARCL will be exceeded. This is because there is the

likelihood of their being some technical problems on the way such as incompatible

systems and software which would lead to having to buy more software to allow the

system to run perfectly.

b) Another problem that would make the budget to be exceeded would be the timing factor.The project team may have difficulties in in rolling out the project on time, and this would

mean that more money has to be put in to cater for the extra man hours to pay the team forthe extra time they are spending. This type of risk would be categorized as a Medium-

High risk because, the Likelihood of it happening is Medium but in the event of it

happening, then this would mean that the Impact is high as this GARCL will have to put

in more money for the project to be a success.


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Scheduling Risk

Risks involved for the scheduling of this project would be:

a) There is a risk that the project may not be rolled out on time. This is because thesystem may have a few issues with technicalities and testing and so this may delay the

actual timing of the system being completed and rolled out. This may be due to certain

changes from the project sponsors, and since these have to be taken into consideration,

changes will be made and this will take up time that would delay the schedule that

was set for this specific project. This risk is deemed as being Medium and critically

risky because, chances of there being delays in the whole process will definitely be

there but this should be handled by the project manager to ensure that it does not

happen. Even the least of events would cause the schedule to fall out of places, andthis would be detrimental because this also means that the costing of the project will

increase due to the extra time spent on the project.

Technical Risk

Risks involved when it comes to the technical aspect of this project are:

a) There is a possibility that there would be some technical problems that may come in theway of the project being completed. This could be due to the fact that there are some

technical transition problems from the old to the new system or even testing of the

system. The technical team may find some problems when they test the system and this

may delay the actual roll out of the system. This would have a low-medium risk status as

they likelihood of this usually happening is low, as the team will be testing every phase of

the system to ensure that there are not so many hitches towards the end of the project. The

impact would be medium in the sense that once the technical problem has been identified,

then the technical team would solve the problem to allow the project to proceed properly.


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Compatibility Risk

Some of the compatibility risk that may arise would be:

a) Some of the compatibility problems that are predicted are the new system not beingtotally compatible with some of the old features of the system, this could mean that

even the new database would not be able readily able to transfer previous records to

the new system, and so a compatible software has to be sort and time taken by the

Database Analyst to ensure that this takes place. Also the programming language

necessary to write the system and ensure that the system may experience some

compatibility problems with the new database and therefore extra time which in this

case is a liability has to be taken into consideration to ensure that a good balance is

found to ensure that all aspects of the system are compatible. This risk would beconsidered a Medium-Medium risk as in the event that this occurs which is not that

probable since the technical team would already have had an idea of the language and

database to use hence the medium its impact would not that be great as the technical

experts will be able to know a suitable language to use based on their experience to

ensure that all aspects of the system are all compatible.

Programmatic Risk

a) This is a risk that usually affects the technical aspect of the system. This is wherebythe programmer has some problems with the actual coding of the system either

because of syntax problems or the testing process of the system to ensure it has no

bugs. This we consider a Low-Low risk as the programmer will be chosen based on

their expertise and the company trusts that the programmer will be able to understand

the compatibility of the system to other technical aspects of the system, and in this

way the system will be coded and tested. In the event that this happens, then the

impact can be considered as Low because the programmer uses a software language

that will indicate where the problems are, and so she can be able to go to the specific

line of code and fix it up.


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Transition Risk

a) Some of the issues related to transition risk is usually the users of the new system. Theymay have a hard time being able to adjust from the old system and thus take some time in

being able to use the system. This would be considered as a Medium-High risk, becausemeasures would have already been taken to ensure that the users are familiar to the

system, but in the event that this happens, then this would be a highly risky because the

users cannot be able to use the system effectively and efficiently meaning that most of the

work is not being done properly and this would be detrimental to attaining the goals of the

organization.

b) Another transition problem that may arise would be the actual roll out of the new systemfrom the old- to the new system. This would be considered as a Low-Medium risk

problem, as it would not usually happen that the system does not transition well as prior

periodical checks would have already been done before, thus its likelihood being low, but

in the event that this occurs, then its impact would be medium, as the new system would

be able to be rolled out on time or effectively, but this would mean that the regional

offices are able to use the older system as the project team finds a fast way to ensure that

in no time, the new system is ready for use.


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Analysis Summary

High

1

Medium

0.5

Likelihood

Low

0.1

Low 15 Medium 50 High 100

Impact

High (>50 to100) Medium (>10 to 50) Low (1 to 10)

Medium

TECHNICAL RISK

High

COST RISK

(1 x50) 50

Critical

SCHEDULING

RISK

(1X100) 100

Low Medium

COMPATIBILITY

RISK

(0.5X50) 25

High

TRANSITION

RISK

(0.1X100) 10

Low

PROGRAMMATIC

RISK

(0.1X10) 1

Low

(0.1X50) 5

Medium


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Risk Mitigation

According to (Stoneburner, Gogoen, & Feringa, 2002) Risk mitigation is a systematic

methodology used by senior management to reduce mission risk. Risk mitigation can be achieved

through any of the following risk mitigation options:

a) Risk Assumption. To accept the potential risk and continue operating the IT system or toimplement controls to lower the risk to an acceptable level

b) Risk Avoidance. To avoid the risk by eliminating the risk cause and/or consequence (e.g.,forgo certain functions of the system or shut down the system when risks are identified)

c) Risk Limitation. To limit the risk by implementing controls that minimize the adverseimpact of a threats exercising a vulnerability (e.g., use of supporting, preventive,detective controls)

d) Risk Planning. To manage risk by developing a risk mitigation plan that prioritizes,implements, and maintains controls

e) Risk Transference. To transfer the risk by using other options to compensate for the loss,such as purchasing insurance.

The goals and mission of an organization should be considered in selecting any of these risk

mitigation options. It may not be practical to address all identified risks, so priority should be

given to the threat and vulnerability pairs that have the potential to cause significant mission

impact or harm. Also, in safeguarding an organizations mission and its IT systems, because of

each organizations unique environment and objectives, the option used to mitigate the risk and

the methods used to implement controls may vary. For the project we are working on, we will

look at each risk and find a migration methodology that can be applied together with the person

in charge of ensuring that this follows through.

Risk Mitigation Responsibility

Scheduling risk Risk Avoidance will be applied

to this risk. The reason for this is

that most projects usually face

unforeseen circumstances along

the project path. These could be

GARCL Sponsor

Project Manager

Risk Officer


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like project staff resigning or

other technical issues, therefore

we shall ensure that the project

manager assigns something like

a 4day grace period in the

8weeks for any issues that have

not been addressed to allow the

project to be rolled out on time.

This schedule then has to be

checked by the Risk Officer and

approved by the Sponsor.

Cost Risk Risk Limitation will be appliedto this risk. As we know most

projects tend to not keep to the

expected dates that they should

be working in. This leads to

more manpower and hours put

in, leading to more money that

has to be used by the sponsor.

We will therefore limit this risk

by ensuring that the scheduling

of the project is in such a way

that there is some grace period

that will cater for those unseen

issues, be they technical, or

design based. This will ensure

that the project does not go into

overtime thus saving the sponsor

adding in more money. The

project manager will use the

schedule to plan for the costing

Project ManagerGARCL Sponsor

Risk Officer


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which will be viewed by the risk

office and confirmed by the

project sponsor.

Compatibility Risk Risk Planning will be

implemented in this part. This

will mean that all the people

involved with the technicalities

of the system who in this case

are the senior programmer

together with his team, the

database analyst and senior

programmer will meet anddecide on which are the

appropriate approaches,

languages, database versions and

testing equipment to use, so as to

avoid any compatibility

problems in future. This plan

will be viewed and approved by

the Risk Officer.

Senior Programmer

Database Analyst

Risk Officer

Transition Risk Risk Transference we think

would be an effective

methodology to use here. For

transition the main focus is the

employees who will have to use

the new system they may be

unfamiliar with it and this may

impact the organizations

performance for the first few

months, so to avoid this the

project manger suggests to the

Project Manger

GARCL sponsor

Risk Officer


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sponsor that some of the

management are taken for a

training workshop that will help

them in better understanding the

project such that when it is rolled

out they will be able to adjust

well.

Technical Risk Risk Limitation will be applied

in this case, as seen before

because all the people

responsible with the

technicalities of the systemwould have already met and

planned before and decided on

the appropriate database,

programming language etc. and

this therefore limits the technical

risks that may arise during this

project. These steps are then

approved by the risk officer.

System Engineer

Database Analyst

Risk Officer

Programmatic Risk Risk Limitation will be applied

in this case, as seen before

because all the people

responsible with the

technicalities of the system

would have already met and

planned before and decided on

the appropriate programming

language and this therefore limits

the programmatic risks that may

arise during this project. These

Senior Programmer

Junior Programmer

Risk Programmer


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steps are then approved by the

risk officer.

Risk Monitoring and ControlWhen dealing with risk control and monitoring according to (Stoneburner, Gogoen, & Feringa,

2002) we have to ensure that we address the greatest risks and strive for sufficient risk mitigation

at the lowest cost, with minimal impact on other areas.

The following risk mitigation methodology describes the approach we will use to control

implementation of the (APBITSC).

Step 1 Prioritize Actions

Based on the risk levels presented in the risk analysis report, the implementation actions are

prioritized. In allocating resources, top priority should be given to risk items with unacceptably

high risk rankings these are the Cost and Scheduling risk. We have to ensure that the priority

goes on from the High from Low in terms of risk level.

Step 2 Evaluate Recommended Control Options

The controls recommended in the risk control process may not be the most appropriate and

feasible options for a specific organization and IT system. During this step, the feasibility (e.g.,

compatibility, user acceptance) and effectiveness (e.g., degree of protection and level of risk

mitigation) of the recommended control options are analyzed. The objective is to select the most

appropriate control option for minimizing risk.

Step 3 Conduct Cost-Benefit Analyses

To aid management in decision making and to identify cost-effective controls, a cost benefit will

be conducted for this project. This has been shown above in the Cost analysis after estimation.

Step 4 Select Control

On the basis of the results of the cost-benefit analysis, management determines the most cost-

effective control(s) for reducing risk to the organizations project to be successful. The controls


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selected should combine technical, operational, and management control elements to ensure

adequate security for the IT system and the organization.

Step 5Assign Responsibility

Appropriate who have the appropriate expertise and skill-sets to implement the selected control

are identified, and responsibility is assigned.

RISK CONTROL TASK PARTICIPANT

The status and effectiveness of each mitigation

action is reported to the Risk Officer every two

weeks.

Risk Officer

The probability and impact for each risk item is

reevaluated and modified if appropriate

This is done by each member who is concerned

with their own risk according to the mitigation

table above, and approved by the risk officer.

If any new risk items have been identified, they

are analyzed as were the items on the original

risk list and added to the risk list.

Risk Officer

The Risk List is regenerated based on the

updated probability and impact for each

remaining risk

Risk Officer

Any risk factors for which mitigation actions

are not being effectively carried out, or whose

risk exposure is rising, may be escalated to an

appropriate level of management for visibility

and action.

Risk Officer


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APBITSC | Conclusion 45

Conclusion

The six project management areas examined for developing APBITSC are in fact the best areas to

manage the project effectively because they almost cover and examine every single aspect of the

project.

For the project charter , this is an important document that can be used to breakdown the tasks of

the individuals in the project, it gives a clear indication of which task belongs to who and the role

that they will play in the entire project , this reduces confusion and provides a systematic method

of task assignment.

Project scope process discussed about the overview of developing the project and identifying

project goals and recourses required. These help to set a fixed goal for developers to be followed

as steps and aims to be achieved. Identifying the resources helps to determine methods of

resources allocation and estimation of cost. Project scope contains overall requirements and

success criteria that are indeed helpful to determine success or failure of the project. Also, SWOT

analysis that is a part of project scope was very crucial to identify different strong and weak

elements around the project.

Work breakdown structure was one of the important processes that show all the tasks involved in

the project in details. It is crucial in case of classifying every task and its sub-tasks. Besides that,

it gives a clear picture of which task to start and which to finish. Also, it helps in determining cost

estimation by identifying all resources required throughout the whole tasks.

Regarding project schedule, it is another critical and crucial process that helps the project

manager to plan the time and the period required for each task in order to keep developing each

task up to date and results by completion of project on time.

Project estimation helps to come out with planned cost and efforts so the company can prepare

for that earlier. Besides that, the project manager is able to allocate efforts needed and determinelocation of development based on the efforts and costs. The estimation was very crucial since it is

the critical standards to determine project budget, resources, devices, and expertise to develop

APBITSC.


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APBITSC | Conclusion 46

The Risk management methodology is one of the most important in any project it is very

essential in identifying any risks that may be faced during the life cycle of the project therefore

putting forth the correct measures in trying to avoid them. It is very essential also in preparing the

team on the scheduling and cost estimation processes by allowing the members to identify the

risks and taking corrective measures so as to prevent the project from not being rolled out on time

or failing.


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APBITSC | Individual Journal Reflections 47

Individual Journal Reflections

Conducting this assignment has taught me a great deal so many crucial learning outcomes that

would benefit me in the near future in working environment since the case study of developing

APBITSC is very practical where it is easier to experience managing projects that closely

resembles current projects in the workplace. Managing the project in every stage and performing

its activities in sequence taught me to understand the project development flow and working on

related tasks. Therefore, I learnt that completing a project cannot be conducted by just

distributing the tasks among group members but it indeed requires team work and heavily

communication among the group members. Fortunately, all the group members were very hard-

working in achieving each task without any communication barrier encountered.

Team work has taught me a lot in working in projects with relying on each other effort to produce

an outcome. We had several meetings and communicated among each other using online meeting

as well to keep the project development up to date. Besides that, every task in the assignment was

done in sequence and relating to other members tasks. Every member in the group was freely

allowed to give out their views on any point related to the assignment so we put our heads

together to come out with this assignment using different ideas and insights. In team work

environment done in this assignment, I would absolutely have no obstacle to work with other

teams in future working environment since I have already learnt how to handle many team work

issues and be able to have effective communication among group members.

Regarding other outcomes gained through developing this project, I learnt a lot about theory of a

project and common steps to be made in any project development initialization and completion.

Working on project charter taught me how to conduct it in any project and how it is used as a

notice to inform the participants of the project to know more about the important factors.

Therefore, now I am able to create a project charter for any project which is a task that I didnt

know before how to do and even what was it about. The project charter based on researching is

very important because it will also be used by project managers to conduct a project within a

specific scope, quality, time, cost and also resources constraints.

Besides that, I learnt how to define the project scope by identifying every stage in the project to

be conducted and target users, also identifying the resources required to develop the project.


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Moreover, determining success criteria to be a role to be followed during the development in

order to meet them at the completion of the project. Doing SWOT analysis was another great

outcome by identifying and determining the strengths, weaknesses, opportunities, and threats that

are related to developing the project and how to provide a fixed plan to take corrective action

when any threat arises by taking into consideration the opportunities and make a use of the

strengths to solve the weaknesses.

I also learnt how to create work break down structure (WBS) for the project which is a tool to

show all the stages in details starting from planning and ending up by delivering the project to the

end-users. A note to be enlightened that WBS can be done according to the project requirements,

so WBS of any project might be different from other projects but the point here is learning how

to conduct it in general for any purpose and project.

My individual task in this project was estimation so conducting it for this case was so helpful for

me to learn how to estimate different requirements in any project. Starting by schedule estimation

which was a part to be done with the group members to identify the different tasks of the project

and to come up with required tasks and time frame. That was followed by effort estimation

which is estimating the cost of developers who will pay an effort for the development process

such as programmers, project managers, system analysts, and designers. Cost estimation was the

last part conducted in Estimation and it was done according to project cost estimation techniques

by identifying cost estimating, cost budgeting, and cost control. Every level of those was

explained and done effectively to come up with total estimated cost of the whole project. I learnt

a lot from applying those techniques and I am definitely able to conduct estimation for any

project in future using academic and well-defined methods of estimation.

Other parts of this project that are project scheduling and risk management were assigned to my

other groupmates, but all group members discussed about different aspects in every individual

part in order to come out with whole great work. On the other hand, all group members shared

ideas and suggest resources for doing the individual tasks.

There were some challenges encountered in order to complete this assignment. Firstly, the lack of

knowledge in project management that required us to read several books in project management

and refer to online resources but there were different approaches proposed by different authors


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that create confusion in some cases which ended up by discussion with the group members to

choose the proper method and reference to follow. Another challenge was time constraint to work

on this assignment besides other assignments and final year project in the same time so it

required me to manage time in order to get all assignments and project done prior to the due date.

To sum up, this assignment was really one of the most beneficial works for my knowledge and

future reference as well. I would like to thank Ms Hemalata for her guidance and support through

this assignment, also thanks to my group members Alireza and Elizabeth who showed great team

work interaction and hard-work.


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As an IT student, focusing on technical computer stuffs has been always the only concern

in my studies. Working on such a critical and major assignment has added new ideas and skills to

my project management knowledge and understanding capabilities. During my studies I have

passed few management modules; although they all have been helpful to me but none of them

discussed about methods of managing the projects.

In order to complete this project management, the methodology selected to be used,

PMBOK is vital due to the efficiency and usefulness of the methodology to be able to handle the

organization well. Other than that, with the detail information acquired and listed all in the

Project Charter, Scope as well as the Work Breakdown Structure have helped a lot in managing

the departments in the organization for a better future. Other focus such as the scheduling,

estimation of account runs within the organization and the risk management also helped to get the

assignment done professionally.

Learning Outcome

The learning outcome of this assignment is where the organization has been assigned the

people and departments well in order to run the organization more systematically and

professionally with the least problems occur by the help of the PMBOK methodology. Apart

from that,

For the completion of this project, almost every chapter learnt during the lecturers is used.

Among the chapters done during the lectures, following are the ones that used for the completion

of this project:

Project charter Project scope Work breakdown structure (WBS) Estimation Change management Monitoring and Control Managing communications Quality Management

Work Breakdown Structure:


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It was an interesting and challenging job to develop the work break down structure since it plans

the entire project. All the tasks and activities which need to be done in order to manage and

develop the project successfully should be mentioned and classified in WBS. It allows the

development of Gantt chart which plans the sequence of the tasks and the time that each task

needs to be applied. Pert chart will implemented upon the Gantt chart. Hence, it is obvious how

important the WBS is in development any project.

Project Estimations

This is another part which was not really easy at all, first as an international student, it was

somehow hard for to estimate the cost of some equipments, offices and the salaries in Asia as the

project was located in Asia pacific. I learnt that different types of estimation and it were quite

challenging to choose one to be applied and how to relate it to the project.

Project Charter

Doing the project charter was quite interesting, as it needs to understand the whole project, its

purpose, the objectives, goals, deliverables, etc. As well as identifying them in a project.

From this perspective and with the studies and researches we accomplished, I am able to

understand the subject matter with more specific understandings. Different types of project

risks, risk management process and different estimations and scheduling techniques are thetopics that I have learnt in taking this module and applying its assignment. They all helped me

to be able to implement real business management plans in future.

Applying theories and concepts learnt in this subject has helped me in completing this

assignment because in this subject, Project Management, the lecturer has taught us in different

style which I think is effective and very attractive, which made me able to succeed in applying

the theories and concept in the topics such as how to develop a quality management and in

dividing tasks like work breakdown structure and project charter. The lecturer made us

understand it, not to just theoretically read the slides and points. As far I understand more about

this subject, I feel more capabilities in understanding project management systems.

Participating in an active, clever and friendly group, hardworking and influencing

environment are the factors to achieve success in applying the concepts. Using project


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management concepts and techniques help me in other subjects and other aspects of my life since

the framework, style and format of the assignments, and concepts I had learnt, will boost me up

in completing other assignments and projects especially when it involves time management,

quality management and cost management. At the same time this can enhance my work and

career in communication and documenting a professional work.

Conclusion

As to conclude of the entire assignment process my group and I have been through, it

helps me in understanding the module and the studies. The theories I have learnt in the module

have also helped us in completing the assignment by applying most the theories. With these

knowledge and theories obtained, we have known how to manage the project well for the

assignment.

At the end I would like to appreciate my lecturer Mrs. HemalataVasudavan for her efforts to

teach this professional subject to our class and my diligent group mates for the efforts they have

made in order to do this assignment.


53/78


Throughout the whole project management module and during the assignment period, various

experiences were gained concerning the project management module and how to work in a team.

We were able to work as a team coherently and with the guidance of our lecturer able to deliver

the assignment in good time. At the beginning of this project, tasks were divided among the three

members of the team; the methodology to be used for the project was chosen and agreed by all

group members and each did research on it in order to ensure the success of the project. The

project was very challenging since we were not so familiar with some of the tasks that were

supposed to accomplish. The assignment group part which includes project charter, scope and

WBS was done by all three group members and the other 3 individual methodologies divided out

among the group members. We were able to research and come up with a detailed report on all

the processes and knowledge areas.

During the lectures of project management module, I learnt a lot on the following chapters:

Project charter Project scope Work breakdown structure (WBS) Project scheduling Estimation Risk management Monitoring and Control Project failures

I was able to apply theories and concepts learnt in this subject or in other subjects to help myself

in completing this assignment. The lecturer taught us in a way that we were able to apply the

theories and concept in the topics such as risk management and in di

Documents

Final Assgnmt Project Management-1