ICT Project Management: Scope, Resources, Milestones, and Quality Plan

This article discusses the scope, resources, milestones, and quality plan for ICT project management. It covers measurable organizational value, scope management, resource allocation, and project milestones. It also includes a Gantt chart and quality management plan.

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.............................................................................15
6. Part Six...........................................................................................................................15
6.1. Closure Checklist....................................................................................................15
6.2. Project Evaluation...................................................................................................16
References..........................................................................................................................17

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

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1. Part One
Measurable organizational value in important for defining the goals of the project.
According to the measurable organizational value, every project that is undertaken by the
organization should align with the vision mission and the strategy of an organization (Kerzner &
Kerzner, 2017). The project is expected to have an impact on the different areas which includes
Customer, financial, operation and strategy (Marchewka, 2014). The ranking of these area of
impact in the order of their importance are indicated in the following table (Larson, Gray,
Danlin, Honig & Bacarini, 2014)-
Areas of Impact Rank
Operations 1
Strategy 2
Customers 3
Financial 4
The values that the project will bring to the company are as follows (Harrison & Lock,
2017)-
1. Better: The project will ensure increase in the transparency in the transactions
associated with the buying and selling of the crops and therefore it is for betterment of the
company.
2. Faster: The processing of the transaction is faster since the growers are able to directly
communicate with the buyers.

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The metrics that will help in easier measurement of the MOV of the organization related
to the expectations of the stakeholders.
1. The project should be completed as soon as possible.
2. The project should be implemented in an inexpensive manner as possible
2. Part Two
2.1. Scope and Scope management
It is essential to identify the scope of the project for easier formulation of the project plan.
The scope of this project is to implement a website and i-Crop application in house and in as
inexpensive manner as possible. The scope will be managed by following certain steps which are
as follows (Heagney, 2016)-
1. The project will follow the requirements specified by Globex and therefore no new
requirements can be added in the implementation phase.
2. The Resource allocation in the project should be completed in the implementation
stage.
2.2. List of Resources
The resources allocated for the project are as follows-
Resource Name Max. Units Std. Rate Ovt. Rate Cost/Use
Project Manager 100% $80.00/hr $0.00/hr $0.00

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Resource Manager 100% $40.00/hr $0.00/hr $0.00
Project Supervisor 100% $30.00/hr $0.00/hr $0.00
Coding Team 600% $40.00/hr $0.00/hr $0.00
Testing Team 300% $50.00/hr $0.00/hr $0.00
Database Administrator 100% $20.00/hr $0.00/hr $0.00
Software licensing cost $0.00 $75,000.00
Training Team 300% $30.00/hr $0.00/hr $0.00
Archive $0.00 $5,000.00
Documentation $1,000.00 $0.00
3. Part Three
3.1. Milestone
The Major Milestones of the project are as follows-
M1: Project Initiated
M2: Development of Project Plan
M3: Completion of Development of application and website

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M4: Completion of Testing Phase
M5: Completion of project release
M6: Project Closure
3.2. Activities/tasks
The activities the project will be following are represented in the following table-
WBS Task Name Duration
0 iCrop 121 days
1 Project Starts 0 days
2 Project Initiation 18 days
2.1 Requirements Gathering 6 days
2.2 Meeting with Client 7 days
2.3 Documenting the Requirements 3 days
2.4 Documentation 2 days
2.5 M1:Project Initiated 0 days
3 Project Planning 17 days
3.1 Project Scheduling 5 days
3.2 Resource Estimation 3 days
3.3 Budget Identification 5 days
3.4 Resource Allocation 6 days
3.5 Documentation 1 day
3.6 M2: Development of Project Plan 0 days
4 Project Execution 28 days
4.1 Coding 20 days
4.2 Database Coding 15 days
4.3 Linking the i-Crop Application to Database 10 days
4.4 Documenting the activities 3 days
4.5 M3: Completion of Development of
application and website 0 days
5 Testing 35 days
5.1 Unit Testing 15 days
5.2 System testing 7 days
5.3 User acceptance testing 6 days
5.4 Bug Fixing (if any) 7 days
5.5 M4: Completion of Testing Phase 0 days

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6 Launch 12 days
6.1 Website Launch 2 days
6.2 Training 10 days
6.3 M5: Completion of project release 0 days
7 Project Closure 11 days
7.1 Project Evaluation 5 days
7.2 Report Generation 3 days
7.3 Payment Completion 2 days
7.4 Client Sign off 1 day
7.5 M6: Project Closure 0 days
8 Project ends 0 days
3.3. Resource Assignments
The Resource assignment with each task is as follows-
Task Name Duration Resource Names
iCrop 121 days
Project Starts 0 days Project Manager
Project Initiation 18 days
Requirements Gathering 6 days Project Manager, Resource Manager
Meeting with Client 7 days Project Manager
Documenting the
Requirements 3 days Archive[1],Documentation[1]
Documentation 2 days Project Manager
M1:Project Initiated 0 days
Project Planning 17 days
Project Scheduling 5 days Project Manager, Project Supervisor
Resource Estimation 3 days Project Manager, Project Supervisor
Budget Identification 5 days Project Manager, Resource Manager
Resource Allocation 6 days Resource Manager
Documentation 1 day Resource Manager
M2: Development of Project
Plan 0 days
Project Execution 28 days
Coding 20 days Coding Team
Database Coding 15 days Coding Team, Software licensing cost[1]
Linking the i-Crop
Application to Database 10 days Coding Team, Database Administrator

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Documenting the activities 3 days Archive[1],Documentation[1]
M3: Completion of
Development of application and
website
0 days
Testing 35 days
Unit Testing 15 days Testing Team
System testing 7 days Testing Team
User acceptance testing 6 days Testing Team
Bug Fixing (if any) 7 days Testing Team
M4: Completion of Testing
Phase 0 days
Launch 12 days
Website Launch 2 days Training Team
Training 10 days Training Team
M5: Completion of project
release 0 days
Project Closure 11 days
Project Evaluation 5 days Archive[1],Documentation[1]
Report Generation 3 days Archive[1]
Payment Completion 2 days Project Manager
Client Sign off 1 day Project Manager
M6: Project Closure 0 days
Project ends 0 days Project Manager
3.4. Estimates for Each Activity
The time estimates for each activities are as follows-
WBS Task Name Duration Start Finish
0 iCrop 121 days Tue 02-10-18 Tue 19-03-19
1 Project Starts 0 days Tue 02-10-18 Tue 02-10-18
2 Project Initiation 18 days Tue 02-10-18 Thu 25-10-18
2.1 Requirements Gathering 6 days Tue 02-10-18 Tue 09-10-18
2.2 Meeting with Client 7 days Wed 10-10-18 Thu 18-10-18
2.3 Documenting the
Requirements 3 days Fri 19-10-18 Tue 23-10-18
2.4 Documentation 2 days Wed 24-10-18 Thu 25-10-18
2.5 M1:Project Initiated 0 days Thu 25-10-18 Thu 25-10-18
3 Project Planning 17 days Fri 26-10-18 Mon 19-11-18

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3.1 Project Scheduling 5 days Fri 26-10-18 Thu 01-11-18
3.2 Resource Estimation 3 days Fri 02-11-18 Tue 06-11-18
3.3 Budget Identification 5 days Fri 02-11-18 Thu 08-11-18
3.4 Resource Allocation 6 days Fri 09-11-18 Fri 16-11-18
3.5 Documentation 1 day Mon 19-11-18 Mon 19-11-18
3.6 M2: Development of
Project Plan 0 days Mon 19-11-18 Mon 19-11-18
4 Project Execution 28 days Tue 20-11-18 Thu 27-12-18
4.1 Coding 20 days Tue 20-11-18 Mon 17-12-18
4.2 Database Coding 15 days Tue 20-11-18 Mon 10-12-18
4.3 Linking the i-Crop
Application to Database 10 days Tue 11-12-18 Mon 24-12-18
4.4 Documenting the activities 3 days Tue 25-12-18 Thu 27-12-18
4.5
M3: Completion of
Development of application
and website
0 days Thu 27-12-18 Thu 27-12-18
5 Testing 35 days Fri 28-12-18 Thu 14-02-19
5.1 Unit Testing 15 days Fri 28-12-18 Thu 17-01-19
5.2 System testing 7 days Fri 18-01-19 Mon 28-01-19
5.3 User acceptance testing 6 days Tue 29-01-19 Tue 05-02-19
5.4 Bug Fixing (if any) 7 days Wed 06-02-19 Thu 14-02-19
5.5 M4: Completion of Testing
Phase 0 days Thu 14-02-19 Thu 14-02-19
6 Launch 12 days Fri 15-02-19 Mon 04-03-19
6.1 Website Launch 2 days Fri 15-02-19 Mon 18-02-19
6.2 Training 10 days Tue 19-02-19 Mon 04-03-19
6.3 M5: Completion of project
release 0 days Mon 04-03-19 Mon 04-03-19
7 Project Closure 11 days Tue 05-03-19 Tue 19-03-19
7.1 Project Evaluation 5 days Tue 05-03-19 Mon 11-03-19
7.2 Report Generation 3 days Tue 12-03-19 Thu 14-03-19
7.3 Payment Completion 2 days Fri 15-03-19 Mon 18-03-19
7.4 Client Sign off 1 day Tue 19-03-19 Tue 19-03-19
7.5 M6: Project Closure 0 days Tue 19-03-19 Tue 19-03-19
8 Project ends 0 days Tue 19-03-19 Tue 19-03-19
The Gantt chart of the project is represented in the picture below-

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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 break structure of the project is as follows-
iCrop
Project Starts Project Initiation
Requirements Gathering
Meeting with Client
Documenting the
Requirements
Documentation
M1:Project Initiated
Project Planning
Project Scheduling
Resource Estimation
Budget Identification
Resource Allocation
Documention
M2: Development of
Project Plan
Project Execution
Coding
Database Coding
Linking the i-Crop
Application to Database
Documenting the
activitiesM3: Completion of
Development of
application and website
Testing
Unit Testing
System testing
User acceptance testing
Bug Fixing (if
any)M4: Completion of Testing
Phase
Launch
Website Launch
Training
M5: Completion of project
release
Project Closure
Project Evaluation
Report Generation
Payment Completion
Client Sign off
M6: Project Closure
Project ends
Figure 2: Representing the Work breakdown structure of the project
(Source: Generated by author using MS schedule Pro)
3.5. Project Budget
Task Name Duration Resource Names Cost
iCrop 121 days $158,400.00
Project Starts 0 days Project Manager $0.00
Project Initiation 18 days $17,520.00
Requirements
Gathering 6 days Project Manager, Resource Manager $5,760.00
Meeting with Client 7 days Project Manager $4,480.00
Documenting the
Requirements 3 days Archive[1],Documentation[1] $6,000.00
Documentation 2 days Project Manager $1,280.00
M1:Project
Initiated 0 days $0.00

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Project Planning 17 days $14,080.00
Project Scheduling 5 days Project Manager, Project Supervisor $4,400.00
Resource
Estimation 3 days Project Manager, Project Supervisor $2,640.00
Budget
Identification 5 days Project Manager, Resource Manager $4,800.00
Resource
Allocation 6 days Resource Manager $1,920.00
Documentation 1 day Resource Manager $320.00
M2: Development
of Project Plan 0 days $0.00
Project Execution 28 days $97,000.00
Coding 20 days Coding Team $6,400.00
Database Coding 15 days Coding Team, Software licensing
cost[1] $79,800.00
Linking the i-Crop
Application to
Database
10 days Coding Team, Database Administrator $4,800.00
Documenting the
activities 3 days Archive[1],Documentation[1] $6,000.00
M3: Completion
of Development of
application and
website
0 days $0.00
Testing 35 days $14,000.00
Unit Testing 15 days Testing Team $6,000.00
System testing 7 days Testing Team $2,800.00
User acceptance
testing 6 days Testing Team $2,400.00
Bug Fixing (if any) 7 days Testing Team $2,800.00
M4: Completion
of Testing Phase 0 days $0.00
Launch 12 days $2,880.00
Website Launch 2 days Training Team $480.00
Training 10 days Training Team $2,400.00
M5: Completion
of project release 0 days $0.00
Project Closure 11 days $12,920.00
Project Evaluation 5 days Archive[1],Documentation[1] $6,000.00
Report Generation 3 days Archive[1] $5,000.00
Payment
Completion 2 days Project Manager $1,280.00

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Client Sign off 1 day Project Manager $640.00
M6: Project
Closure 0 days $0.00
Project ends 0 days Project Manager $0.00
4. Part Four
4.1. Assumptions
Successful completion of this project is essential for Globex and therefore, certain
assumptions are made while detailing the project plan. The assumptions are as follows (Nicholas
& Steyn, 2017)-
1. It is assumed that team Virtucon will be able to complete the project within a set time
within a minimum cost
2. It is assumed that the price or rates of the resources will remain constant throughout
the implementation phase.
4.2. Project Risks
There are certain risks associated with the in house development of the application and
the website. The five major risks associated with this project are as follows (Marcelino-Sádaba,
Pérez-Ezcurdia, Lazcano & Villanueva, 2014)-
1. Risk in Project Budget
2. Technical Risks can be faced
3. Project Scheduling risks

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4. Risk of Resource shortage
5. Risk of Scope Creep
4.3. Risk Analysis
The analysis of the risks identified in the previous section in outlined in the following
table-
Risks Severity Risk Responsibility Mitigation
Risk in Project Budget High Project Manager A realistic budget is
needed to be set.
Technical Risks Medium Technical Team A team of exerts should
continuously monitor
the project (Pritchard &
PMP, 2014)
Project Scheduling risks Medium Project Manager Scheduling should be
done during the
development of project
plan
Risk of Resource
shortage
High Resource Manager The resources are
needed to be allocated
in the initiation stage
Risk of Scope Creep Low Project Manager Strict requirements and
the objectives of the
project should be
followed (Hopkin,

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2018).
5. Part Five: Quality Management Plan
Quality is important for every project. Managing the quality of the project is essential
since a completed project is needed to be delivered to the client. For ensuring correct project
delivery, a set of verification and validation activities that will be followed in this project has
been identified (Desmond, 2014). The set of verification activities related to the development of
i-Crop application and website are as follows-
1. Specification Review in regular interval
2. Testing the project functionalities.
The identified validation activities for the project are as follows-
1. Checking the Line of Codes or Code review
2. Requirement bases testing
6. Part Six
6.1. Closure Checklist
The checklist that is prepared for the project closure phase is as follows-
Checking whether the project objectives are met Yes
Project Evaluation Yes
Documenting the evaluation reports Yes
Resource Release Yes

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Client Sign Off Yes
6.2. Project Evaluation
Project evaluation is an important characteristic of a project as it ensures delivery of a
successfully completed project that meets all the requirements specified by the client (Martinelli
& Milosevic, 2016). The MOV of the project will be evaluated on basis of the following
characteristics-
1. TO check if the project objectives are met
2. To check whether accurate testing of the application is done.
3. To ensure that the project is delivered in a standard quality.

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References
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.
Davis, K. (2014). Different stakeholder groups and their perceptions of project
success. International journal of project management, 32(2), 189-201.
Desmond, C. (2014). Project management tools. IEEE Engineering Management Review, 42(4),
11-12.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Hopkin, P. (2018). Fundamentals of risk management: understanding, evaluating and
implementing effective risk management. Kogan Page Publishers.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., Gray, C. F., Danlin, U., Honig, B., & Bacarini, D. (2014). Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project
risk management methodology for small firms. International journal of project
management, 32(2), 327-340.

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Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Pritchard, C. L., & PMP, P. R. (2014). Risk management: concepts and guidance. Auerbach
Publications.
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), project success
is directly related to the appropriate project evaluation and control. It is necessary for a project
manager to ensure that the project have undergone a project evaluation stage before its release. It
is essential to understand that the project has followed all the objectives that are specified by the
client in the implementation phase of the project. Project evaluation is a part of project
monitoring. However, evaluation of project mainly occurs before the project closure phase.
Project monitoring and evaluation is considered to be one of the most important aspects of the
project management as it involves thorough checking of the issues associated with a project. A
systematic analysis of the available data of the project is done in order to reveal the effectiveness
and efficiency of the project by evaluating whether the process of project implementation could
actually follow the required objectives of the project (Todorović et al., 2015). The importance of
project evaluation is huge in ensuring the success of the project and therefore it is vital to
understand the process of project implementation, control and evaluation. The evaluation of the
project helps in easier reporting of the project progress and closure of the project. Thus is is clear
that project evaluation is considered to be one of the most effective success analysis framework
of project management.

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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), the perception of the success of the project largely depends
on satisfaction of the stakeholders associated with the project. Different stakeholders groups of
the project have different perceptions in the success of the project. Project evaluation is
important for perceiving the success of the project (Davis, 2014). For better understanding of the
project success, it is essential to understand the extent to which the project has been successful in
meeting the set criteria of the project. It is essential to identify different processes by which the
success of the project can be measured (Davis, 2014). The aim of the project evaluation phase is
to ensure whether the project can be released successfully or the project needs revision. The
activities and the issues are reviewed in the project evaluation stage. One of the important
activities associated with project evaluation is to check whether the expectations of the
stakeholders are met with the completion of the project (Davis, 2014). Thus the project
evaluation is important for meeting the expectations of the stakeholders associated with the
project and therefore it is one of the essential stages of project management.
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.
According to Beringer, Jonas & Kock (2013), project evaluation is an important stage of
project management. The project and the portfolio management has a hi9gh impact on the
success of the project and therefore it is essential to ensure correct evaluation of the project and
the portfolio in the evaluation stage of the project. Management of expectations of the

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stakeholders is important for a project. Successful portfolio management helps in easier
monitoring of the progress of the project and thus this can be tool for easier project evaluation
before the project completion stage. It is essential to understand the project objectives in order to
accurately evaluate the project and its specifications. Thus, it can be said that evaluation of a
project will help in easier management of the project.