ICT Project Management- PDF

Running head: ICT PROJECT MANAGEMENT
ICT Project Management
(Globex Corporation)
Name of the student:
Name of the university:
Author Note

1ICT PROJECT MANAGEMENT
Executive summary
Globex Corporation, a leading consulting business has been conducting its ICT project management.
In this study, the scope management planning and MOV or Measurable Organizational values are
investigated for the project. Moreover, it has demonstrated quality management and risk analysis
planning.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Measurable Organizational Value (MOV):.......................................................................................3
3. Scope and Scope Management Plan:.................................................................................................3
4. Schedule using Schedule using a high level Work Breakdown Structure (WBS):...........................5
5. Project Risk Analysis and Plan:.........................................................................................................8
6. Quality management plan:.................................................................................................................9
7. Project closure and evaluation:........................................................................................................10
7.a. Annotated bibliography:...............................................................................................10
7. b. Closure checklist:.........................................................................................................13
7. c. Project evaluation:.......................................................................................................14
8. Conclusion:......................................................................................................................................15
9. References:......................................................................................................................................16

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1. Introduction:
Globex Corporation is a successful multi-discipline, international consulting agency. It has
been providing farming equipment and the turning key for structural, mechanical and electrical
engineering solutions.
The organisation has undergone through ICT project management. The following report has
analysed the Measurable Organizational Values and scope management plans. Further, it has
included the risk analysis plans and quality management plans.
2. Measurable Organizational Value (MOV):
Globex’s project decision must be made after making consultation with the effects on various
measurable and verifiable values of an organisation. For example, they must consider the addition of
various features of new websites, and this must be incorporated as the feature rises MOV. Further,
the decision maker has been asking that the feature has been increasing the user experiences.
Further, Globex must consider whether the feature has been developing the effective usage of sires
and decrease of cost of up gradation. Here, the project decision must make the end product
functional cheaper, faster and better (Nicholas & Steyn, 2017). It is illustrated through the following
task schedule.
Task Mode WBS Task Name Duration Start Finish
Auto
Schedule
d
0 Research on energy initiatives
implemented by Tesla 282 days Tue 7/4/17 Wed 8/1/18
Auto
Scheduled 1 Project Initiation 255 days Tue 7/4/17 Mon 6/25/18
Auto
Scheduled 1.1 Formation of project team 9 days Mon 6/4/18 Thu 6/14/18
Auto
Scheduled 1.2 Defining Project Charter 3 days Thu 6/21/18 Mon 6/25/18

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Auto
Scheduled 1.3 Submiting Project Charter 7 days Tue 7/18/17 Wed 7/26/17
Auto
Scheduled 1.4 Milestone 1: Approval on
Project Charter 5 days Tue 7/4/17 Mon 7/10/17
Auto
Scheduled 2 Project Planning 9 days Tue 6/26/18 Fri 7/6/18
Auto
Scheduled 2.1 Estimating Project Scope 5 days Tue 6/26/18 Mon 7/2/18
Auto
Scheduled 2.1.1 Building Scope document 5 days Tue 6/26/18 Mon 7/2/18
Auto
Scheduled 2.1.2 Approval of Scope document 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 2.2 Creating Work Breakdown
Structure (WBS) 4 days Tue 6/26/18 Fri 6/29/18
Auto
Scheduled 2.2.1 Building WBS 4 days Tue 6/26/18 Fri 6/29/18
Auto
Scheduled 2.2.2 Submitting WBS 3 days Tue 6/26/18 Thu 6/28/18
Auto
Scheduled 2.2.3 Approving WBS 4 days Tue 6/26/18 Fri 6/29/18
Auto
Scheduled 2.3 Creating Gantt Chart 9 days Tue 6/26/18 Fri 7/6/18
Auto
Scheduled 2.3.1 Designing Gantt Chart 3 days Tue 6/26/18 Thu 6/28/18
Auto
Scheduled 2.3.2 Submitting Gantt Chart 6 days Tue 6/26/18 Tue 7/3/18
Auto
Scheduled 2.3.3 Approval of Gantt Chart 9 days Tue 6/26/18 Fri 7/6/18
Auto
Scheduled 2.4 Creating Risk Register 8 days Tue 6/26/18 Thu 7/5/18
Auto
Scheduled 2.4.1 Finding Risks 5 days Tue 6/26/18 Mon 7/2/18
Auto
Scheduled 2.4.2 Submitting Risk Register 7 days Tue 6/26/18 Wed 7/4/18
Auto
Scheduled 2.4.3 Approving Risk Register 8 days Tue 6/26/18 Thu 7/5/18
Auto
Scheduled 2.5 Initiating project environment 5 days Tue 6/26/18 Mon 7/2/18
Auto
Scheduled 2.6 Organizing meetings 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 2.7 Preparing project plan 4 days Tue 6/26/18 Fri 6/29/18
Auto
Scheduled 2.8 Identification of dependencies
and estimate duration 6 days Tue 6/26/18 Tue 7/3/18
Auto
Scheduled 2.9 Estimating human resource
management 4 days Tue 6/26/18 Fri 6/29/18

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Auto
Scheduled 2.10 Estimating software
requirement 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 2.11 Preparing schedule 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 2.12 Assigning tasks to members 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 2.13 Estimating budget 5 days Tue 6/26/18 Mon 7/2/18
Auto
Scheduled 2.14 Submission of project plan 4 days Tue 6/26/18 Fri 6/29/18
Auto
Scheduled 2.15 Milestone 2: Approval on plan 2 days Tue 6/26/18 Wed 6/27/18
Auto
Scheduled 3 Project Execution 14 days Mon 7/9/18 Thu 7/26/18
Auto
Scheduled 3.1
Researching and finalizing best
method to develop web
application
2 days Mon 7/9/18 Tue 7/10/18
Auto
Scheduled 3.2 Project designing 4 days Mon 7/9/18 Thu 7/12/18
Auto
Scheduled 3.2.1 Back end designing
(database) 2 days Mon 7/9/18 Tue 7/10/18
Auto
Scheduled 3.2.2 Front end designing 4 days Mon 7/9/18 Thu 7/12/18
Auto
Scheduled 3.3 Project development 5 days Mon 7/9/18 Fri 7/13/18
Auto
Scheduled 3.3.1 Developing database 3 days Mon 7/9/18 Wed 7/11/18
Auto
Scheduled 3.3.2 Developing website 5 days Mon 7/9/18 Fri 7/13/18
Auto
Scheduled 3.4 Website installation 2 days Mon 7/9/18 Tue 7/10/18
Auto
Scheduled 3.5 Webserver installation 1 day Mon 7/9/18 Mon 7/9/18
Auto
Scheduled 3.6 Intranet Installation 2 days Mon 7/9/18 Tue 7/10/18
Auto
Scheduled 3.7 Testing (front end and back
end) 1 day Mon 7/9/18 Mon 7/9/18
Auto
Scheduled 3.8 Intranet testing 1 day Mon 7/9/18 Mon 7/9/18
Auto
Scheduled 3.9 Bug fixing and testing 1 day Mon 7/9/18 Mon 7/9/18
Auto
Scheduled 3.10 Milestone 3: Implementation 14 days Mon 7/9/18 Thu 7/26/18
Auto
Scheduled 3.11
Updating every information
regarding research through
intranet login
4 days Mon 7/9/18 Thu 7/12/18

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Auto
Scheduled 3.12 Training researchers 5 days Mon 7/9/18 Fri 7/13/18
Auto
Scheduled 3.13 Upgrading information about
events within websites 3 days Mon 7/9/18 Wed 7/11/18
Auto
Scheduled 4 Project Closing 4 days Fri 7/27/18 Wed 8/1/18
Auto
Scheduled 4.1 Summary on result of project 2 days Fri 7/27/18 Mon 7/30/18
Auto
Scheduled 4.2 Presentation 2 days Fri 7/27/18 Mon 7/30/18
Auto
Scheduled 4.3 Documentation 2 days Fri 7/27/18 Mon 7/30/18
Auto
Scheduled 4.4 User manual 4 days Fri 7/27/18 Wed 8/1/18
Auto
Scheduled 4.5 Preparing final project report 2 days Fri 7/27/18 Mon 7/30/18
Auto
Scheduled 4.6 Report development on
lessons learned 4 days Fri 7/27/18 Wed 8/1/18
Auto
Scheduled 4.7 Conducting closure meeting 2 days Fri 7/27/18 Mon 7/30/18
Auto
Scheduled 4.8 Milestone 4: Project
completion 2 days Fri 7/27/18 Mon 7/30/18

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Figure 1: “Gantt Chart as per the Measurable Organizational Value of Globex”
(Source: Created by Author)

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Figure 2: “Work breakdown structure as per the Measurable Organizational Value of Globex”
(Source: Created by Author)
It must be noted that the working days us 5 days per week
The working hours are 8 hours per day.
Therefore, total hours of works done per month= (5*8)*4= 160 hours
Total hours of work per year= (160*365) = 58400$
Total cost every year= (650*58400)$ = 37960000$
3. Scope and Scope Management Plan:
The scope of the project is the part of planning that incorporates documenting and
determining particular costs, deadlines, tasks, functions, features, deliverable and goals. The scope
management is developed to include separate scopes to answer various queries. This includes the
way in which the scope of achieved, tools needed to accomplish the scope, enterprise environmental
factors needed to accomplish the scope and needed organisational resources. Lastly, it must

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determine who the scope gets controlled and manages the project. As Globex’s project gets
completed, the project manager can get enough time to decide how the scope is controlled and
executed. At this place, the decisions become the part of scope management plan.
Task
Mode
WBS Task Name Duration Start Finish Predecessors
Auto
Schedule
d
0
Scope Management Plan
for agricultural solutions
for Globex Corporation
44 days Mon 9/3/18 Thu 11/1/18
Auto
Schedule
d
1
Finding people and
personnel needed for this
project
2 days Mon 9/3/18 Tue 9/4/18
Auto
Schedule
d
2
Determining software,
network and hardware
needs supporting clients
and Globex’s project team
12 days Wed 9/5/18 Thu 9/20/18 1
Auto
Schedule
d
3
Finding facilities and
places where most of the
teamwork is to be done
5 days Fri 9/21/18 Thu 9/27/18 2
Auto
Schedule
d
4
Travelling for product
promotion
10 days Fri 9/28/18 Thu 10/11/18 3

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Auto
Schedule
d
5 Training to employees 15 days Fri 10/12/18 Thu 11/1/18 4
Figure 3: “Gantt Chart for Scope Management Plan of the current Case study”
(Source: Created by Author)
4. Schedule using Schedule using a high level Work Breakdown Structure
(WBS):
Task
Mode
WBS Task Name Duration Start Finish Predecessors
Auto
Scheduled
0 Research on achieving
agricultural solutions for
85 days Fri 6/1/18 Thu 9/27/18

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Globex Corporation
Auto
Scheduled
1
Conducting project
meetings
3 days Fri 6/1/18 Tue 6/5/18
Auto
Scheduled
2 Workshop with clients 9 days Wed 6/6/18 Mon 6/18/18 1
Auto
Scheduled
3 Reporting to community 3 days Thu 6/21/18 Mon 6/25/18 2
Auto
Scheduled
4 Quality checks 7 days Tue 6/26/18 Wed 7/4/18 3
Auto
Scheduled
5 Research Planning 5 days Thu 7/5/18 Wed 7/11/18 4
Auto
Scheduled
6 Survey preparation 4 days Thu 7/12/18 Tue 7/17/18 5
Auto
Scheduled
7 Data analysis 5 days
Wed
7/18/18
Tue 7/24/18 6
Auto
Scheduled
8
Targeting user
segmentation
4 days
Wed
7/25/18
Mon 7/30/18 7
Auto
Scheduled
9 Re-segmentation 2 days Tue 7/31/18 Wed 8/1/18 8
Auto 10 Prototype development 6 days Thu 8/2/18 Thu 8/9/18 9

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Scheduled
Auto
Scheduled
11
Drafting final agricultural
product
8 days Fri 8/10/18 Tue 8/21/18 10
Auto
Scheduled
12
Setting-up mass
production and rolling out
12 days
Wed
8/22/18
Thu 9/6/18 11
Auto
Scheduled
13 Production 15 days Fri 9/7/18 Thu 9/27/18 12
Figure 4: “Gantt Chart for time schedule for current project of Globex”
(Source: Created by Author)

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Figure 5: Work Breakdown structure for Globex’s Project”
(Source: Created by Author)
5. Project Risk Analysis and Plan:
This is very vital for Globex to assure that there has been a lesser number of events
happening at the project is underway. As the organisation can predict the future with uncertainties,
they can apply that to streamlined and simple risk management processes. This is to predict the
uncertainties in projects and decrease impact and occurrences of those uncertainties. This it has been
able to raise the chances of successful project and decrease the outcomes of risks (Janssen et al.,
2017).

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Figure 6: “Project Risk Analysis for Globex”
(Source: Created by Author)
6. Quality management plan:
It has been defining the acceptable level of quality. This has been defined typically by
customers and describing how the project must assure the quality level within its work processes and
deliverables. The quality management activities have been assuring that the pr0oducts gets built to
meet various agreed-upon requirements and standard activity methods are done effectively and
properly documented. Then they must include the non-conformances that are found has been
determining properly (Bendre, Thool & Thool, 2016). Further, it helps in to determine that proper
actions are undertaken effectively. The quality management has been applied t various project
deliverable and work methods. The quality control has been monitoring and verifying project
deliverables have been meeting specific quality standards. Here, the quality assurance activities have
been monitoring and verifying that the processes can be used for managing and creating deliverables

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that followed and effective. The quality plan components have been involving various things like
quality objectives, key project deliverables and procedures that must be reviewed regarding
satisfactory quality levels. This also includes quality standards and assurance and control activities
of qualities. It has included quality tools and planning to report problems of quality assurance and
controls.
Set of verification activities:
The verification has been needed by certification of having validation, performance and
planning. Risk reduction can be made through setting verification activities. Thus errors in software
can be fixed, detected and avoided economically and early.
Set of validation activities:
It validates that the requirements are logically consistent, unambiguous, complete and
correct. This also includes designing a sufficient and necessary set of test cases from those requires.
This must assure that code and design has been completely meeting the requirements (Thornton et al.
2017).
7. Project closure and evaluation:
7.a. Annotated bibliography:
Title: “Does ICT capital affect economic growth in the EU-15 and EU-12 countries?”
Authors: Hanclova, J., Doucek, P., Fischer, J., & Vltavska, K. (2015)
The above study has been helpful to understand much effort and time is needed to put
planning of projects. This has forgotten at the ending since the project quality has been equally vital.
The authors discuss that various aspects needed to be included as the project gets finished

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technically. It is analysed here that many tasks must be completed. This has been procedural and has
not been making that less important. Further, there have been activities like payments, signatures and
approvals. The article has been helpful to understand they as the project gets ends, another phase
gets started. Thus, organisations need to get transit support of this effective changeover.
Title: “Next generation agricultural system data, models and knowledge products”
Authors: Antle, J. M., Jones, J. W., & Rosenzweig, C. E. (2017)
The above article helped in understanding that project is a temporary endeavour. Hence, it
contains a beginning and ending phase. Various phases of project lifecycle are seen known as project
process groups. All the process groups comprise of specific aim. As the last phase of the project life
cycle goes on, this indicates the project closure. Here, all the things must be detailed for measuring
whether a project was undertaken has been planned and the outcome is done as per the customer
needs. The article shows that as the project close, every deliverable of the project is to be finished
and provided to customers. The business must undertake formal acceptance of customers to
complete the task.
The next step as mentioned by the authors is to complete the procurement closure. As the
project gets closed, they should finish remaining payments needed to be made to partners and
suppliers. The last step is gaining formal acceptances. These are retrieved from customers. This is
because the customers have been presenting the written documents that they can be signed off or
emails. It states that the project has been finished and accepting project outputs.

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Title: Applications of information and communication technology for improvements of water
and soil monitoring and assessments in agricultural areas
Authors: Lin, Y. P., Chang, T. K., Fan, C., Anthony, J., Petway, J. R., Lien, W. Y. & Ho, Y.
The article highlights that project closure is the final phase of project management process.
As the implementation phase ends, the initial acceptance of project results gets accomplished.
However, the various items ate minor has been open and summarised on a various list of open
points. Further, it has been following primary project control cycle, and business should be
continuing to apply every tool of implementation. This takes place still the LOP gets closed
officially. Here, the major activities have included various phases. The first one is to solve every
clear point and supporting settlement of different claims. They must prepare the final presentation of
various results of projects. They have been getting final acceptance as per as the project result is
concerned. Then there is the handover of project results to users, customers, combined with official
celebration. Here, every project controlling tools must be closed and close and complete every
documents and report. The final reports must be generated for the stakeholders, customers and
organisations. Then there must be handover to a team that has been taking care of warranty period
and future customer support. Moreover, there has been a party with the team and releasing of
resources and supporting them to seek new assignments. Here, every project accounts are to be
closed, and the final project calculation is to be carried out.

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7. b. Closure checklist:
Figure 7: “The project closure checklist for Globex”
(Source: Created by Author)

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7. c. Project evaluation:
Figure 8: “Project evaluation for Globex”
(Source: Created by Author)
The above process of project evaluation would determine MOV through answering the
following queries.
 Has the project achieved MOV of Globex?
 Has the customer or sponsors of Globex satisfied?
 Has the project managed performed well?
 Have the project team and manager acted ethically and professionally?
 What methods must be undertaken to perform better next time?

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8. Conclusion:
The above discussion has shown that under global economy, a rise in competition and rapid
changes has been making IT a rousingly needed tool. Here most the agencies have been finding that
hard to survive without IT infrastructure and knowledge. Besides, IR investments have been
accompanying with proper organisational transformation. In this way, the project has been able to
apply and understand proper practices of communications under the context of project management.
It is helpful to apply and research various established IT project management principles, techniques
and skills to the scenario of Globex Corporation. The IT project manager has been applying IT
project management techniques, skills of project management and software tools within IT industry.
Further, they can apply and research various established principles of project management,
techniques and kills for Globex.

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9. References:
Antle, J. M., Jones, J. W., & Rosenzweig, C. E. (2017). Next generation agricultural system data,
models and knowledge products: Introduction. Agricultural systems, 155, 186-190.
Barmpounakis, S., Kaloxylos, A., Groumas, A., Katsikas, L., Sarris, V., Dimtsa, K., ... & Wolfert, S.
(2015). Management and control applications in Agriculture domain via a Future Internet
Business-to-Business platform. Information processing in agriculture, 2(1), 51-63.
Bendre, M. R., Thool, R. C., & Thool, V. R. (2016). Big data in precision agriculture through ICT:
Rainfall prediction using neural network approach. In Proceedings of the International
Congress on Information and Communication Technology (pp. 165-175). Springer,
Singapore.
Ghimire, S., Luis-Ferreira, F., Nodehi, T., & Jardim-Goncalves, R. (2017). IoT based situational
awareness framework for real-time project management. International Journal of Computer
Integrated Manufacturing, 30(1), 74-83.
Hanclova, J., Doucek, P., Fischer, J., & Vltavska, K. (2015). Does ICT capital affect economic
growth in the EU-15 and EU-12 countries?. Journal of Business Economics and
Management, 16(2), 387-406.
Janssen, S. J., Porter, C. H., Moore, A. D., Athanasiadis, I. N., Foster, I., Jones, J. W., & Antle, J. M.
(2017). Towards a new generation of agricultural system data, models and knowledge
products: Information and communication technology. Agricultural systems, 155, 200-212.
Lin, Y. P., Chang, T. K., Fan, C., Anthony, J., Petway, J. R., Lien, W. Y., ... & Ho, Y. F. (2017).
Applications of information and communication technology for improvements of water and

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soil monitoring and assessments in agricultural areas—A case study in the taoyuan irrigation
district. Environments, 4(1), 6.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Taylor & Francis.
Thornton, P. K., Schuetz, T., Förch, W., Cramer, L., Abreu, D., Vermeulen, S., & Campbell, B. M.
(2017). Responding to global change: A theory of change approach to making agricultural
research for development outcome-based. Agricultural Systems, 152, 145-153.