GLOBEx Project Management: MOV, Scope, WBS, Risk Analysis, Quality Plan, Closure Checklist

This report outlines the GLOBEx project management plan for developing an i-Crop system for managing buyers and sellers of grains on one platform. It covers the MOV, scope management, WBS, risk analysis, quality plan, and closure checklist. The report includes a project description, resource list, risk identification, and more.

GLOBEx Project management
MOV
[DATE]
[Company address]

Contents
Introduction...........................................................................................................................................2
Project Description................................................................................................................................2
Part One: MOV - Measurable Organizational Value.............................................................................2
Part Two: Scope Management...............................................................................................................4
Project Scope:....................................................................................................................................4
Resource list......................................................................................................................................4
People............................................................................................................................................4
Technology....................................................................................................................................5
Facilities........................................................................................................................................5
Travel and training........................................................................................................................5
Scope management Plan....................................................................................................................5
Part Three: WBS...................................................................................................................................8
Project Risk Analysis & Plan................................................................................................................9
Assumptions......................................................................................................................................9
Dependencies....................................................................................................................................9
Constraints.........................................................................................................................................9
Part Four: Risk Identification..........................................................................................................10
Risk Assessment..............................................................................................................................10
Part Five: Quality Plan........................................................................................................................11
Verification Activities.....................................................................................................................11
Validation Activities........................................................................................................................12
Part Six: Closure and Evaluation.........................................................................................................12
Closure Checklist............................................................................................................................13
Project Evaluation...........................................................................................................................14
References...........................................................................................................................................15

Introduction
Globex corporation is engaged in primary activities and is in the business of selling grains.
The want to replace their existing system which involves several manual processes and is
known to be error prone to something which is at least semi-automated and can eliminate the
errors. The resulting system is also expected to be faster, reliable and enhance productivity
levels of the organization. The project has been handed over to Virtucon and they are
engaged in the development of the system. The report below depicts a part of this project in
terms of MOV, Scope Management, Closure Checklist and Evaluation planning.
Project Description
Globex wishes to develop an i-Crop system which will allow them to manage buyers and
sellers of grains on one platform. The auctions and bidding could happen in one single
platform eliminating the need for time-consuming manual record keeping. The development
of the project is going to be handled by their long-time trusted partner known as Virtucon.
Part One: MOV - Measurable Organizational Value
Measurable Organizational Value or MOV is the value that the project brings to the
organization. In order to be proven that the project does indeed brings a value to the
organization, it must align with mission, organization’s vision as well as strategy. The MOV
should be measurable, verifiable, provide a real value and has to be pre-determined.
Area of management Rank of importance (from 1 to 5)

Strategy 3
Social 4
Budget and finance 4
Operational 5
Buyer/Seller/Virtucon management 4
Following are the management value which shall be brought by the proposed iCorp online
cash marketplace platform for the Globex Corporation:
 Low cost development of the online system would help Globex to optimize budget
costs.
 More transparency among buyer and seller about the buying and purchasing of grain
through online medium.
 Customers can access the system from anywhere and anytime. It will remain available
24x7.
Following are key metrics that may be accomplished according to the stakeholder’s needs
(Ponnappa, 2014):
Area of
Impact
Metrics Target
Strategic area Objectives of icorp should be
aligned with Globex’s
objectives
Aligned with Globex’s objectives i.e.
high revenue with fast and correct
online transactions.
Buyer and
Sellers
 Increase in market  300 new customers are added.

share by 20%
 Customer satisfaction
index
 Positive and high rating from
customers.
Financial  Payback period
 ROI
 Cost savings
 Within 3years of launch
 Up to 20%
 30% costs are saved from
manual operations
Operations  Resource utilization
 Cost variance
 Schedule variance
 Training efforts
 Tasks should be provided on the
basis of priority of the project.
 Should be less than 4%
 Should be less than 5%
 More than 95% attendees should
be present.
Social  Job satisfaction of
employees
 Less than 10% turnover
 Not more than 6% absenteeism
Part Two: Scope Management
Project Scope:
Project Scope elaborates the limitations and deliverables of the project which are required to
be done to achieve MOV. The project’s scope aims at developing and implementing the
iCorp online cash management marketplace which provides a platform where buyer and
seller can purchase/sell the grains (Greer, 1988). Virtucon team has been consulted to
develop a website and a mobile app for the proposed system.
Resource list
People
 Technical Expert
 Business Analyst
 Project Manager
 Finance Officer

 Network Engineer
 Designer
 Developer
 Test Engineer
 System analyst
 Test lead
 Developer lead
 UI expert
 DBA
 Trainer
 HR
Technology
Since the site will be online and there will be a mobile app too then proper bandwidth shall be
required. Also, Globex will be needing firewall and routers.
Facilities
The team shall work on project onsite.
Travel and training
There will be some travelling between Virtucon office and Globex corp for requirement gathering.
Training will be provided on Globex Corp premises.
Scope management Plan
Project name: iCorp – Online cash management marketplace
Prepared by: <Name>
Date: 29th September 2018
Describe how project scope is managed:
Scope shall be managed by implementing monitoring tools like Earned Value Management and
Gantt chart / PERT. Meeting shall be conducted every week to discuss over requirement clarity and
any creep in the scope.
Assess the expected stability of the scope of this project:

If the requirements are frezed before starting the project, then there is very less chance that there is
any change in scope. However, in other case, the scope is likely to change rarely because
requirements are not ever-changing. Globex is clear over the requirements that an online website
and mobile are to be made for grain selling. So, even scope is to changed then only twice during the
project development.
How will you identify scope changes:
Scope changes can be identified through PERT and Gantt chart techniques.
Describe how changes in scope will be integrated into the project:
Scope can be integrated in the project through change management techniques. The change request
shall be created using a change request format. Once project manager/owner approves the change
request then only it shall be incorporated in the project.
Additional remarks (if any):
NA
In Scope
System features • Record seller information

• Record buyer information
• Allow customer to bid from anywhere.
• Maintain preferred list of buyers.
Documentation  Project charter
 Requirements documentation
 Design documentation
 Testing documentation
 Maintenance documentation
Training  Prepare training plan
 Training manual
 Training as per plan
Network configuration  Setup all network devices – Hardware includes
server setup, routers, etc.
Out of Scope
Maintenance and support after
Go-Live
After Go-Live, support activities are out of scope.

Part Three: WBS
WBS represents a structure in which the task that is to be done is broken into smaller workable units.
Time phased budget

Following are few assumptions for budget:
 Training cost to team members shall also be included in the total cost.
Project Risk Analysis & Plan
Assumptions
 Project shall be completed within the allotted time.
 Project team will have environment ready for development and implementation.
Dependencies
 Hardware and software requirements.
Constraints
 Virtucon shall not be bearing costs of marketing.

Part Four: Risk Identification
The project witnessed various types of risks. They are spread across the various phases of
project: Initiation, planning, execution, etc (Wateridge, 2001). Risks are resolved on the basis
of factors like team, type of project, etc.
Risk Assessment
N
o.
Rank
(1
highe
st
5
lowes
t)
Risk Categ
ory
Descripti
on
Trigger
s
Root
Cause
Potential
Responses
Proba
bility
Risk
Own
er
Im
pa
ct
Status
R
1
4 Reso
urce
relat
ed
Phase
1
Extra
resource
is
available
Gap
analysis
Incorrect
resource
estimation
Mitigate Low Proje
ct
Man
ager
Lo
w
Mitigate
R
2
3 Dead
lines
Phase
2
Project is
completed
before
deadline.
Require
ments
estimati
on
Insufficien
t resource
allocation
Mitigate Low Risk
mana
ger
Hi
gh
Mitigate –
Consult
industry
expert
R
3
1 Extra
cost
Phase
3
Over-
budget in
cost
Executi
on
Re-work
due to
incorrect
Re-budgeting
and re-
allocation
Mediu
m
HR Hi
gh
Risk
mitigation

estimation
R
4
5 Risk
avail
abilit
y
Phase
4
Necessary
resources
are not
available
Closure
phase
Gaps in
interaction
Set-up of
meetings
Mediu
m
HR Hi
gh
Risk
mitigation
Part Five: Quality Plan
Quality for the framework shall be verified and ensured at all of the stages of progress. This
shall be done as opposed to the typical practice which involves analyzing of quality of entire
task once the project is finished. There needs to be exercises for testing which has to be
carried out in order to ensure the progress of the project is meeting all the essential quality
checkpoints (Dds, 2016).
Verification Activities
 Project’s closure verification
 Monitoring activities verification as well as review
 Verifying closure report of the project
 Verifying review and monitoring activities for control of the project.
 Verifying design and development related documentation
 Verifying essential planning activities related to the project
 Verifying the feasibility study as well as the results that are executed within charter
documentation.

 Feasibility study verification and the results which are carried out with the charter
document
Validation Activities
 Stress testing in order to define performance of the system.
 Then regression testing would ensure any changes that are implemented do not affect
the existing functionality in a negative way.
 Usability testing to ensure that the system scores big in usability and that the usability
is not hampered in any way.
 Functional testing to ensure the functionalities work as advertised.
Part Six: Closure and Evaluation
Annotated bibliography
 Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons
Project could be accomplished if it’s subdivided in several phases for each of the
components and phases are also utilized properly. Kerzner & Kerzner has explained
in their paper how several phases could lead to: Project planning, project monitoring
and control and project execution. Additionally, focus mainly on completion of the
project with respect to performance, use of resources, time and cost.
 Shenhar, A. J., & Dvir, D. (2007). Project management research-the challenge and
opportunity. Project management journal, 38(2), 93.
In this paper, the duo authors discuss about opportunities as well as challenges that
exist in research areas of project management. They point out a critical role and
portrays the importance of project management in both industrial as well as academic

field. The author provides 3 different views regarding project management, team-
leadership view, strategic as well as business view and finally operational as well as
process view.
 Murphy, A., & Ledwith, A. (2007). Project management tools and techniques in high-
technology SMEs. Management research news, 30(2), 153-166.
The main aim of the authors is examination of proper project management practices in
smaller firms but those who are technologically savvy. Their conclusion is that project
manager role as well as his or her effective project planning is critical in the attaining
success for the project. Furthermore, they imply that a clear vision as well as support
from higher management would ultimately lead to project being successful.
Closure Checklist
 Acceptance in terms of deliverables by stakeholders would need to be cross verified
to ensure that all due sign-offs are available during the closure time.
 Process for documentation includes documentation for all lessons that has been
learned while the project.
 The review report is important necessity during the closure of the project and the
same should be analyzed in order to understand critical areas for improvement that
has already been recommended during review and monitoring activities (Bengtson,
Havila & Åberg, 2018). Also, closure activities need to be crosschecked for
implementation of all improvements and changes while review of the on-going
project.
 There are many updates which has been attached with project related components.
These would be checked to ensure there exists no loopholes and any last-minute
changes which is needed to be completed.

 Project closure report consists of various activities related to project that needs to be
completed by team members together with lessons learnt by the team. Also, it will
cover sign-offs and acceptance that has been received by different stakeholders in
order to proceed with the project.
 There are also a number of updates that are associated with the project components
that will be checked so that there are no loopholes and last-minute changes required to
be done.
 Furthermore, the closure report would consist of all activities of the project that would
need to be achieved by the team together with lessons learnt by the team. This would
cover sign-offs and acceptance received from different stakeholders. This will mark
the project as complete (Medlin, 2016).
Project Evaluation
Project evaluation needs to be completed based on different sources. First will be feedback by
the customer which has been received on the basis of reliability and quality of various
services. Now, in project management, there are targets that has been set for every single
project during the planning and initiation phases which is then compared with final products
and final results. Also, evaluation also includes project schedule and project budget along
with the quality standards for the project that were meant to be achieved. Comparison needs
to be done in order to understand different adherence level to three different parameters and
as high the adherence to these parameters will be, the better will be the results of evaluation
(Morell, 2016).
All objectives for the project need to be scrutinized and all of the project objectives will be
validated for fulfillment (Xu & Yeh, 2014). A high collection of donation amount will mean
the project has been a success. Additionally, resources in the project shall be interviewed as

well to figure out their skills and efforts that has gone in the project. Also, evaluation report
will consist of utilization and comments from the resources.
References
Bengtson, A., Havila, V., & Åberg, S. (2018). Beyond Project Closure: Why Some Business
Relationships Recur in Subsequent Projects. Project Management Journal, 49(2), 89-
104. doi: 10.1177/875697281804900206
Greer, M. (1988). ID Project Management: A manager's guide to determining project
scope. Performance + Instruction, 27(5), 15-26. doi: 10.1002/pfi.4170270505
Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2),
e3-e3. doi: 10.1002/pmj.21400
Wateridge, J. (2001). Stop IT project failures through risk management. International
Journal Of Project Management, 19(3), 192-193. doi: 10.1016/s0263-7863(99)00057-5
Xu, Y., & Yeh, C. (2014). A performance-based approach to project assignment and
performance evaluation. International Journal Of Project Management, 32(2), 218-228.
doi: 10.1016/j.ijproman.2013.04.006