ICT Project Management: Scope, Resources, Milestones, and Budget

This article discusses the scope, resources, milestones, and budget of ICT project management. It covers measurable organization value, scope management, resource assignments, and estimates for each activity. The article also includes a Gantt chart and work breakdown structure.

Running head: ICT PROJECT MANAGEMENT
ICT Project Management
Name of the Student
Name of the University
Author Note

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Table of Contents
1. Part One...........................................................................................................................3
2. Part Two...........................................................................................................................4
2.1. Scope and Scope management..................................................................................4
2.2. List of Resources......................................................................................................4
3. Part Three.........................................................................................................................5
3.1. Milestone..................................................................................................................5
3.2. Activities/tasks..........................................................................................................6
3.3. Resource Assignments..............................................................................................7
3.4. Estimates for Each Activity......................................................................................8
3.5. Project Budget........................................................................................................11
4. Part Four........................................................................................................................13
4.1. Assumptions...........................................................................................................13
4.2. Project Risks...........................................................................................................13
4.3. Risk Analysis..........................................................................................................14
5. Part Five: Quality Management Plan.............................................................................14
6. Part Six...........................................................................................................................15
6.1. Closure Checklist....................................................................................................15
6.2. Project Evaluation...................................................................................................15
References..........................................................................................................................17

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Appendix............................................................................................................................19
Annotated Bibliography.................................................................................................19

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1. Part One
MOV or measurable organization value is a project goal that helps in defining the value
that a particular task or the project can bring to the said organization (Kiliç & Kaya, 2015). In
order to bring on value to the organization, a particular project needs to abide by the
organization’s mission, vision and the strategy (Mir & Pinnington, 2014).
This particular project aims in impacting the areas of Financial, operations and strategy.
These areas of impacts are ranked in order to their importance.
Rank 1- Operations
Rank2- Financial
Rank 3- Strategy
The project aims in improving the transactions
associated with the buying and selling of grains
by making the buyers and the sellers interact
face to face. This will particularly impact the
operational process, improve the financial
stability and is an excellent business strategy.
This project is expected to bring on certain values in the organization. It will improve the
process of transactions and the increase the efficiency as well.
Better: The project will be better for Globex and it will increase the customers’ reach
Faster: The project will make the process of dealing with the warehoused gains faster.
In order to measure whether the project has been successful in bringing on values to the
organization, a set of metrics is identified. These metrics are as follows (Agyei, 2015)-
1. The project should be completed within the budget specification of Globex

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2. A fully functional application and website is needed to be developed.
By the end of the project, the MOV of the project should be achieved.
2. Part Two
2.1. Scope and Scope management
Project scope can be considered as a part of project planning that deals with the
determination and documentation of the goals and the objectives of the project (Schwalbe, 2015).
The scope of this project is to implement an online transactional platform for easier selling of the
warehoused grains. The steps that will be followed in management of the scope of the project are
as follows-
1. The project will be implemented according the project management plan.
2. In order to eliminate the scope creep, the requirement of the project will not be
changed throughout the implementation phase.
2.2. List of Resources
The list of resources associated with this project is as follows-
Resource Name Max. Units Std. Rate Cost/Use
Project Manager 100% $90.00/hr $0.00
Resource Manager 200% $50.00/hr $0.00
Functional Manager 100% $65.00/hr $0.00

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Team of Coders 800% $50.00/hr $0.00
Database Administrator 100% $15.00/hr $0.00
Website Launching Cost $0.00 $50,000.00
Training Team 300% $30.00/hr $0.00
Archive $0.00 $5,000.00
Documents manager 100% $25.00/hr $0.00
Testing Team 400% $0.00/hr $0.00
3. Part Three
3.1. Milestone
The milestones that the project will be delivering are as follows-
M1: Completion of Requirements Identification
M2: Completion of Development of Project Plan
M3: Coding completion
M4: Completion of Testing and Bug Fixing
M5: Successful completion of Go-Live
M6: Successful Project Closure

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3.2. Activities/tasks
The activities associated with the project deliverables are as follows-
WBS Task Name
0 Project by Virtucon
1 Requirements Gathering and Initiation
1.1 Setting up a Meeting with Globex
1.2 Discussing the Requirements
1.3 Documentation
1.4 Sharing the docuemnts with Globex for approval
1.5 M1: Completion of Requirements Identification
2 Planning Phase
2.1 Meeting With Globex
2.2 Discussing and approving the Schedule
2.3 Cost and Budget Estimation
2.4 Resource needs Identification and Allocation
2.5 Documentation
2.6 M2: Completion of Development of Project Plan
3 Execution Phase
3.1 Website Coding and Application Coding
3.2 Developing the Database
3.3 System Integration
3.4 Documentation
3.5 M3: Coding completion
4 Testing
4.1 System testing
4.2 Beta Testing
4.3 User acceptance testing
4.4 Bug Fixing (if any)
4.5 M4: Completion of Testing and Bug Fixing
5 Go Live and Training
5.1 Website Launch
5.2 Application Launch
5.3 Website and Application Demonstration
5.4 Training and Maintenance
5.5 M5: Successful completion of Go-Live
6 Project Closure
6.1 Project Evaluation
6.2 Resource Release

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6.3 Payment Completion
6.4 Client Sign off
6.5 M6: Successful Project Closure
7 Project ends
3.3. Resource Assignments
The Resource assignments for each project are as follows-
Task Name Resource Names
Project by Virtucon
Requirements Gathering and Initiation
Setting up a Meeting with Globex Project Manager
Discussing the Requirements Functional Manager
Documentation Archive[1],Documents manager
Sharing the documents with Globex for
approval Functional Manager
M1: Completion of Requirements
Identification
Planning Phase
Meeting With Globex Project Manager
Discussing and approving the Schedule Project Manager
Cost and Budget Estimation Functional Manager, Resource Manager
Resource needs Identification and Allocation Resource Manager
Documentation Documents manager
M2: Completion of Development of
Project Plan
Execution Phase
Website Coding and Application Coding Team of Coders ,Website Launching Cost[1]
Developing the Database Team of Coders ,Database Administrator
System Integration Team of Coders ,Database Administrator
Documentation Archive[1],Documents manager
M3: Coding completion
Testing
System testing Testing Team
Beta Testing Testing Team
User acceptance testing Testing Team
Bug Fixing (if any) Testing Team
M4: Completion of Testing and Bug

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Fixing
Go Live and Training
Website Launch Training Team, Functional Manager
Application Launch Project Manager
Website and Application Demonstration Functional Manager
Training and Maintenance Training Team, Functional Manager
M5: Successful completion of Go-Live
Project Closure
Project Evaluation Archive[1],Documents manager
Resource Release Project Manager
Payment Completion Functional Manager, Project Manager
Client Sign off Project Manager
M6: Successful Project Closure
Project ends Project Manager
3.4. Estimates for Each Activity
The time estimates for each activity of the project are as follows-
WBS Task Name Duration Start Finish
0 Project by Virtucon 139 days Mon 01-10-18 Thu 11-04-19
1 Requiremnets Gathering and
Initiation 18 days Mon 01-10-18 Wed 24-10-18
1.1 Setting up a Meeting with
Globex 5 days Mon 01-10-18 Fri 05-10-18
1.2 Discussing the Requirements 10 days Mon 08-10-18 Fri 19-10-18
1.3 Documentation 2 days Mon 22-10-18 Tue 23-10-18
1.4 Sharing the documents with
Globex for approval 1 day Wed 24-10-18 Wed 24-10-18
1.5 M1: Completion of
Requirements Identification 0 days Wed 24-10-18 Wed 24-10-18
2 Planning Phase 14 days Thu 25-10-18 Tue 13-11-18
2.1 Meeting With Globex 7 days Thu 25-10-18 Fri 02-11-18
2.2 Discussing and approving the
Schedule 2 days Mon 05-11-18 Tue 06-11-18
2.3 Cost and Budget Estimation 7 days Mon 05-11-18 Tue 13-11-18
2.4 Resource needs Identification
and Allocation 5 days Mon 05-11-18 Fri 09-11-18
2.5 Documentation 2 days Mon 12-11-18 Tue 13-11-18

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2.6 M2: Completion of
Development of Project Plan 0 days Tue 13-11-18 Tue 13-11-18
3 Execution Phase 47 days Wed 14-11-18 Thu 17-01-19
3.1 Website Coding and
Application Coding 15 days Wed 14-11-18 Tue 04-12-18
3.2 Developing the Database 30 days Wed 14-11-18 Tue 25-12-18
3.3 System Integration 15 days Wed 26-12-18 Tue 15-01-19
3.4 Documentation 2 days Wed 16-01-19 Thu 17-01-19
3.5 M3: Coding completion 0 days Thu 17-01-19 Thu 17-01-19
4 Testing 34 days Fri 18-01-19 Wed 06-03-19
4.1 System testing 10 days Fri 18-01-19 Thu 31-01-19
4.2 Beta Testing 7 days Fri 01-02-19 Mon 11-02-19
4.3 User acceptance testing 12 days Tue 12-02-19 Wed 27-02-19
4.4 Bug Fixing (if any) 5 days Thu 28-02-19 Wed 06-03-19
4.5 M4: Completion of Testing
and Bug Fixing 0 days Wed 06-03-19 Wed 06-03-19
5 Go Live and Training 16 days Thu 07-03-19 Thu 28-03-19
5.1 Website Launch 5 days Thu 07-03-19 Wed 13-03-19
5.2 Application Launch 2 days Thu 14-03-19 Fri 15-03-19
5.3 Website and Application
Demonstration 2 days Mon 18-03-19 Tue 19-03-19
5.4 Training and Maintenance 7 days Wed 20-03-19 Thu 28-03-19
5.5 M5: Successful completion
of Go-Live 0 days Thu 28-03-19 Thu 28-03-19
6 Project Closure 10 days Fri 29-03-19 Thu 11-04-19
6.1 Project Evaluation 2 days Fri 29-03-19 Mon 01-04-19
6.2 Resource Release 1 day Tue 02-04-19 Tue 02-04-19
6.3 Payment Completion 7 days Wed 03-04-19 Thu 11-04-19
6.4 Client Sign off 2 days Wed 03-04-19 Thu 04-04-19
6.5 M6: Successful Project
Closure 0 days Thu 04-04-19 Thu 04-04-19
7 Project ends 0 days Thu 04-04-19 Thu 04-04-19
The Gantt chart of the project are a follows-

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Figure 1: Representing the Gantt Chart of the project
(Source: Generated by Author using MS project)
The work activities marked in red in the Gantt chart above depict the critical path of the project
The Work breakdown structure of the project is represented in the following picture-
Project by Virtucon
Requiremnets Gathering
and Initiation
Setting up a Meeting with
Globex
Discussing the
Requirements
Documentation
Sharing the docuemnts
with Globex for
approval
M1: Completion of
Requirements
Identification
Planning Phase
Meeting With Globex
Discussing and approving
the Schedule
Cost and Budget
Estimation
Resource needs
Identification and
Allocation
Documentation
M2: Completion of
Development of Project
Plan
Execution Phase
Website Coding and
Application Coding
Developing the
DatabaseSystem Integration
Documentation
M3: Coding
completion
Testing
System testing
Beta Testing
User acceptance testing
Bug Fixing (if
any)M4: Completion of Testing
and Bug Fixing
Go Live and
Training
Website Launch
Application Launch
Website and Application
Demonstration
Training and
Maintaianance
M5: Successful
completion of
Go-Live
Project Closure
Project Evaluation
Resource Release
Payment Completion
Client Sign off
M6: Successful Project
Closure
Project ends
Figure 2: Representing the Work Breakdown Structure of the Project
(Source: Created by Author using MS Schedule Pro)
3.5. Project Budget
The budget of the project is represented in the following table-
WBS Task Name Resource Names Cost
0 Project by Virtucon $142,680.00
1 Requirements
Gathering and Initiation $14,720.00
1.1 Setting up a Meeting
with Globex Project Manager $3,600.00
1.2 Discussing the
Requirements Functional Manager $5,200.00
1.3 Documentation Archive[1],Documents manager $5,400.00
1.4 Sharing the documents
with Globex for approval Functional Manager $520.00
1.5 M1: Completion of $0.00

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Requirements
Identification
2 Planning Phase $15,320.00
2.1 Meeting With Globex Project Manager $5,040.00
2.2 Discussing and
approving the Schedule Project Manager $1,440.00
2.3 Cost and Budget
Estimation
Functional Manager, Resource
Manager $6,440.00
2.4
Resource needs
Identification and
Allocation
Resource Manager $2,000.00
2.5 Documentation Documents manager $400.00
2.6
M2: Completion of
Development of Project
Plan
$0.00
3 Execution Phase $84,800.00
3.1 Website Coding and
Application Coding
Team of Coders ,Website
Launching Cost[1] $56,000.00
3.2 Developing the
Database
Team of Coders ,Database
Administrator $15,600.00
3.3 System Integration Team of Coders ,Database
Administrator $7,800.00
3.4 Documentation Archive[1],Documents manager $5,400.00
3.5 M3: Coding
completion $0.00
4 Testing $0.00
4.1 System testing Testing Team $0.00
4.2 Beta Testing Testing Team $0.00
4.3 User acceptance testing Testing Team $0.00
4.4 Bug Fixing (if any) Testing Team $0.00
4.5 M4: Completion of
Testing and Bug Fixing $0.00
5 Go Live and Training $11,600.00
5.1 Website Launch Training Team, Functional
Manager $3,800.00
5.2 Application Launch Project Manager $1,440.00
5.3 Website and
Application Demonstration Functional Manager $1,040.00
5.4 Training and
Maintenance
Training Team, Functional
Manager $5,320.00
5.5 M5: Successful
completion of Go-Live $0.00

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6 Project Closure $16,240.00
6.1 Project Evaluation Archive[1],Documents manager $5,400.00
6.2 Resource Release Project Manager $720.00
6.3 Payment Completion Functional Manager, Project
Manager $8,680.00
6.4 Client Sign off Project Manager $1,440.00
6.5 M6: Successful Project
Closure $0.00
7 Project ends Project Manager $0.00
4. Part Four
4.1. Assumptions
This is high priority project and is to be delivered within a short time frame. For that,
certain assumptions are made. These assumptions are as follows (Beringer, Jonas & Kock,
2013)-
1. The Project is expected to be completed in an inexpensive manner (Binder, 2016)
2. It is expected that there will be continuous resource availability in the implementation
phase of the project.
3. It is expected that the resources will be readily available (Heagney, 2016).
4.2. Project Risks
Since the project is a high priority project, there are certain risks associated with the
project. These project risks are as follows (Hwang & Ng, 2013)-
1. Schedule Risk
2. Budget Risk

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3. Risk of improper coding
4. Risk of Scope Creep
5. Risk of unavailability of the Resources
4.3. Risk Analysis
Risk Responsibility Mitigation Approach
Schedule Risks Functional Manager Project Plan will indicate the
Project Schedule
Budget Risk Resource Manager Globex will control the project
budget
Risk of improper coding Functional Manager The Risk of improper coding can
be mitigated by ensuring that
every code is validated
Risk of Scope Creep Project Manager No change of requirements in the
implementation stage (Kerzner,
2018)
Risk of unavailability of the
Resources
Resource Manager Resources will be allocated in the
beginning of the project.
5. Part Five: Quality Management Plan
Management of the quality of the project is essential and for that appropriate metrics are
identified and documented in the quality management plan. In order to ensure that a quality
product is delivered to the client, the project team will be following a set of verification and

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validation activities (Kerzner & Kerzner, 2017). Verification ensures that the project is following
its specification while that of validation checks whether a right project is implemented. The set
of activities for verification are as follows (Leach, 2014)-
1. Reviewing the specifications
2. Undertaking the requirements based testing
The validation activities for the project are as follows-
1. Reviewing the code of the project
2. Validating the project test case
6. Part Six
6.1. Closure Checklist
The closure checklist that is developed for the project is represented in the following
table (Marchewka, 2014)-
Reviewing the Deliverables 
Payment Completion 
Project Evaluation 
Post Project Evaluation 
On successful completion of all these tasks, the project will be considered as successfully
complete.

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6.2. Project Evaluation
Project evaluation is one of the most important phases of project management since it
ensures whether a task of desired quality is being delivered (refer to Appendix). As a part of the
project implementation plan, certain activities will be carried out in the project evaluation. The
main activities in the project include measuring the MOV of the organization. The MOV of the
project will be evaluated on basis of the extent to which the project has fulfilled its identified
objectives.

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References
Agyei, W. (2015). Project planning and scheduling using PERT and CPM techniques with linear
programming: case study. International Journal of Scientific & Technology
Research, 4(8), 222-227.
Beringer, C., Jonas, D., & Kock, A. (2013). Behavior of internal stakeholders in project portfolio
management and its impact on success. International Journal of Project
Management, 31(6), 830-846.
Binder, J. (2016). Global project management: communication, collaboration and management
across borders. Routledge.
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Davis, K. (2014). Different stakeholder groups and their perceptions of project
success. International journal of project management, 32(2), 189-201.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green
construction: Overcoming challenges. International Journal of Project
Management, 31(2), 272-284.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John
Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

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Kiliç, M., & Kaya, İ. (2015). Investment project evaluation by a decision making methodology
based on type-2 fuzzy sets. Applied Soft Computing, 27, 399-410.
Leach, L. P. (2014). Critical chain project management. Artech House.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Martinsuo, M. (2013). Project portfolio management in practice and in context. International
Journal of Project Management, 31(6), 794-803.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015).
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.

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Appendix
Annotated Bibliography
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D.
(2015). Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.
According to Todorović, Petrović, Mihić Obradović & Bushuyev (2015), the success of
a project largely depends on the successful evaluation of the project. With the increase in the
number of organizations in implementation of the business operation, successful execution of the
projects has become an essential. Each project has certain objectives that it needs to fulfill. The
successful evaluation of the project at the end of the implementation stage ensures that the
project has been able to fulfill the set objectives of the project (Todorović et al., 2015). Analysis
of the success of a project largely depends on the process by which it is being implemented and
all this is checked in the evaluation phase of the project (Todorović et al., 2015). Thus one of the
key components of project management is successful project evaluation. Continuous
improvement is aim of project evaluation phase and it is a very important stage for validation and
verification of the project. It is being observed that the project that does not undergo the project
evaluation phase often fails to deliver the quality that is expected from the project. Thus it is the
responsibility of the project manager to ensure that the project undergoes the implementation
phase as it is necessary for project verification and validations.
Martinsuo, M. (2013). Project portfolio management in practice and in
context. International Journal of Project Management, 31(6), 794-803

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According to Martinsuo (2013), project portfolio management is important for project
evaluation. This is because management of the project portfolio helps in easier coordination and
control of a number of projects. Thus, the use of portfolio management in evaluation and
decision criteria is important. There are a number of tools and techniques that are used in project
evaluation and out of which, project portfolio management is an important tool for project
management. There are a number of other project evaluation techniques that helps in easier
implementation of the project evaluation phase. There are a number of steps that are followed in
project evaluation. This includes validation of the project objectives, activities and the resource
requirements. Other tools include the use of cost benefit analysis and PERT. The project
implementation phase is particularly important mainly because it helps in checking whether a
particular project has met its standard quality. Therefore, it is the responsibility of the project
manager to ensure that the project undergoes project evaluation in the project. It is essential for
the project managers to ensure that the project undergoes the project evaluation phase at the end
of the project.
Davis, K. (2014). Different stakeholder groups and their perceptions of project
success. International journal of project management, 32(2), 189-201.
According to Davis (2014), project evaluation is important for generation of the project
implementation and review document that can be shared to the stakeholders of the project.
Stakeholders are an important part of project team as they ensure that the project is completed
within a scheduled time. It is essential to ensure that the project evaluation phase is completed
prior to the project release mainly for the information technology projects. There are a number of
criteria behind the success of any project and one of such criteria is the implementation of the
project according to the objectives and the goals of the project. The aim of the project

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implementation stage is to ensure that the project is implemented according to the project plan
and that the objectives and the goals of the project are realized. This it is important for the
project to undergo a project implementation stage for successful implementation of a project.