UUNZ Information System Project Management Plan: UUIS8010 Assignment 1

This project plan for Information System Project Management (UUIS8010) begins with an analysis of project management issues using the three-sphere model, focusing on business, organizational, and technological aspects of a case study involving the NaPALIS project. It then evaluates the roles of stakeholders, including program managers, project sponsors, and users. The plan recommends strategies for improved project management, such as detailed project documentation, critical path definition, and the use of project management tools. The project management processes are discussed, covering initiation, planning, execution, monitoring and controlling, and closing groups. An agile approach is recommended for system development, particularly for its flexibility and adaptability to changing requirements. The project selection method employed involves cost-benefit analysis and payback period calculations. The project charter is developed for the implementation of an IOT-based parking system. The plan also reviews plan structure, quality control, procurement, stakeholder communication, and evaluation of the project.

Running head: INFORMATION SYSTEM PROJECT MANAGEMENT
INFORMATION SYSTEM PROJECT MANAGEMENT – UUIS8010
Name of Student-
Name of University-
Author’s Note-

1INFORMATION SYSTEM PROJECT MANAGEMENT
Table of Contents
Assignment 1- Project Plan.................................................................................................3
Part 1: Project management and IT context.........................................................................3
a. 2 project management issues.......................................................................................3
b. Roles of stakeholders...................................................................................................4
c. Recommendations........................................................................................................5
Part 2: Project management processes, methodologies, and project selection....................6
a. Project management processes....................................................................................6
b. Project management method........................................................................................7
c. Project Selection method.............................................................................................8
d. Project risks and mitigation process............................................................................9
e. Project charter............................................................................................................10
Part 3: Project Plan............................................................................................................14
Abstract..............................................................................................................................14
Evaluation..........................................................................................................................15
Plan Structure.....................................................................................................................16
Quality Control..............................................................................................................16
Procurement...................................................................................................................16
Stakeholder Communication.........................................................................................17
References..........................................................................................................................18

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Assignment 1- Project Plan
Part 1: Project management and IT context
a. 2 project management issues
Three sphere model includes business, technology and organization sector, and this three-
sphere model is used to manage the projects successfully using project management (Heagney
2016, p. 45, 34). The project of developing a land management system known as NaPALIS was a
failed project with a cost overrun and time overrun dues to management issues in the project.
This system was initiated before two years, replacing the existing system of DoC and Linz. The
project was given to Tasmanian Company ICS for completing the project. But the project was a
failure even after allowing extra budget and extra time for completing the project. The project
included management problem, and thus the project was not able to be completed on time and
within budget not even satisfying the requirement of the client after stating the project is
completed (Meng and Boyd 2017, p. 56, 65). The issues as per the three-sphere model in the
project are discussed in this section:
Business issues: The issues that arise in the project dues to unexpected situations for
which the business goals are not satisfied are the business issues in the three-sphere model.
The business issue that was faced in developing the NaPALIS project was even after
allowing extra $588,967 the system was not fully functional and was not able to perform the
functions that were required by DoC. Another business issue that was found in the project was
that the project was not completed as per the expected time.
Organizational issues: The organizational issue includes the project effect and
stakeholders associated with resolving the issues of the project (Jabar, Ismail, and Aziz 2018, p.
56, 78).
The issues that were faced in this sector of the three-sphere model was not being able to
satisfy all the function of DoC even after allowing $2 million extra cost and extra time on the
project. The stakeholders who were affected by the project is Doc and Linz. They continued to
use the old system and were not able to use the new system because the project control
management for the project was not good.

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Technological issues: Technological issues include the performance of the software and
the issues related to hardware are recognized and are to be solved.
The technological issues for the project were in the implementation phase of developing
the project (Banerjee 2016, p. 98). There was also a Christchurch earthquake which hampered
the project delivery on time. The closure report of the project was also not good in the project as
that did not specify any time for project closure.
b. Roles of stakeholders
Stakeholders Type of
stakeholder
Roles of stakeholder Affecting the project
success
Program
manager
Internal The role of the project manager
is to manage the project and to
assign work to team members to
complete the project (Offenbeek
and Vos 2018). A program
manager in the project acts as
the coordinator between the
team members and the
organization for whom the
project is being developed.
Program manager supervises the
activities and manages the
activities to ensure that the
objective of the project is being
satisfied.
Program manager ensures
that the objective of the
project is being fulfilled and
properly manages the
project so that all team
members work efficiently in
the project. This will lead to
complete the project
successfully.
Project
sponsors
In between Project sponsors do not manage
the daily operations of the
project. Project sponsors only
ensure that the resources in the
project are working properly,
promotes the project and has the
Project sponsors help the
project leaders to have
smooth ways to complete
the project and helps to
manage the relationship
between all the stakeholders

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responsibility to complete the
project successfully.
of the project.
Users Internal The users in this project are the
staffs of DoC and Linz. The
users in the project use the
project that is developed and
provides feedback for the
project.
The users will be able to
manage the conservation of
land more efficiently, and
the staffs will be benefited
from the project.
c. Recommendations
The recommendations for managing the project properly includes
1. Nailing down the details of the project properly: The project manager, after defining
the objective of the project should nail down all the details as documentation for the project so
that it creates a proper baseline for the project (Niazi et al. 2016, p. 65). For example: If the
program manager of the project would have defined the project objective for developing the
NaPALIS project, then there would not have been a delay in projects and project objective would
also be satisfied.
2. Defining the critical path and milestone of the project: The project manager should
make a timeline for completing the project, and a critical path for the project should be
determined. The project manager should also define project milestone so that project will not
proceed without completing the previous milestone for the project.
3. Implement a proper project management tool and embrace the project as a leader: For
completing the project, the project manager should include a proper tool for managing the
project. Project management tools help to manage the activities of the project and completes the
project successfully.

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Part 2: Project management processes, methodologies, and project selection
a. Project management processes
The project management process groups that are used for managing the projects are
divided into five different groups (Zahedi, Shahin and Babar 2016, p. 62). The five different
groups are initiating group, planning group, executing group, monitoring and controlling group
and closing group.
Project Initiation group: The project initiation describes the starting point of the project.
In initiation project, all activities include completing the project successfully. The main activities
are carried out in this phase. The eligibility of the service provider is stated in this phase and
includes gathering of requirement in the project.
Project planning group: This is the main process group that is used for developing a
project. This project planning helps to plan the project and helps the project manager to assign
team members to conduct the project (Lei et al. 2017, p. 89). If project planning is not done
properly, then the project will lead to many negative consequences in the project life cycle. All
project requirements are defined in this group of processes such as requirement scope, project
budget and the project timeline for the project.
Project executing group: In the execution phase, the paperwork are done that are related
to the project. In the execution process, the project is executed so that the project objective is
achieved. In the project execution process, the team members perform their responsibility to
complete the project successfully on time. In project execution, the project schedule is used for
tracking the project so that the project progress can be measured. All the reporting activities are
done in the execution phase, and the status update for the project is done in this phase.
Monitoring and controlling group: After the project requirements are completed, the
project is to be handed over to the client and procedures for project closeout is to be carried out
(Pärn, Edwards and Sing 2017, p. 765). The project deliverables are checked with the project
requirement, and if the project requirements are satisfied, then the project will be approved. The
payment process will be forwarded by the customers. This phase also includes all the phases or
procedures for maintaining the project.

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Project closeout group: After all the previous processes are being carried out, the project
is to be handed over to the client. After reviewing the requirement of the client, the project
closeout process is carried out. The mistakes that are done while developing the project and the
learnings from the project are evaluated in this phase.
b. Project management method
The project management method that can be chosen to complete the system development
of smart parking is an agile approach of system development (Lientz and Rea 2016, p. 46). The
agile method is best suited for this project because this project might have changing project
requirements and changing schedule. The agile method of project development supports the
iterative process as well as an incremental process. This method satisfies the demands of the
clients and solution with this method can be obtained with the collaborative effort of the teams
and the clients.
The agile method includes methodologies in itself. Some principles and values are
maintained in the agile method of project management, and those make this method more
flexible and adaptive. As developing the smart parking system is a complex project, the agile
method will be used to complete the project successfully. The agile method uses six deliverables
for tracking project progress and to develop the project objective. This method helps to derive
vision statement of the project, product backlog, the time frame for the project, sprint backlog
and other processes that are carried out to complete the project. The agile methodology in the
project mainly emphasizes on the collaboration of the project, project flexibility, providing
results of high quality and helps to improve the system continuously (Shrivastava and Rathod
2017). Agile method is an iterative as well as the incremental method that helps to manage the
project. This method can be used for developing the smart parking system because this method
mainly focuses on helping the teams to evolve the landscape and maintain a focus to deliver the
product on time. Agile method is chosen for developing the smart parking system for UUNZ
because of the following mentioned advantages:
1. Provides the best quality of project satisfying all expectation of the client.
2. Proper high project control and satisfies the need of the customer.
3. This method helps to reduce the risks of developing the project.

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4. Provides the customer with a faster return of Index.
c. Project Selection method
The project selection method that has been used to select one of the projects from the
given project benefits measurement methods. This method includes comparing one project with
other projects (Meredith, Mantel Jr and Shafer 2017). This method was used to select the project
because this method provides integrated program change and the project that is implemented as
well as managed mainly focusing on the benefits realization of the project. This method includes
the collection, analysis of data and consolidation for measuring the stakeholder’s capability to
complete the project.
The methods that were used for selecting this project was the cost-benefit analysis as well
as the payback period for the project. The payback period of the project was calculated, and it
was measured that the payback period for this project was the lowest. This project was also
selected based on cost-benefit analysis. The benefits from this project were calculated to be more
than the total cost of money invested in the project (Jabar, Ismail and Aziz 2018). So this project
was chosen for selecting this project. For calculating the cost-benefit analysis, ratio of benefit to
cost of calculated and that should be more than 1. Payback period that is calculated for this
project calculates the time for recovering the total investment done on the project. After
completing the project payback period, the company will start to have a profit. This project had
the lowest payback period, and thus this project was chosen to develop the project.

8INFORMATION SYSTEM PROJECT MANAGEMENT
Figure 1: Cost-benefit analysis and Payback period
(Source: Created by Author)
d. Project risks and mitigation process
1. Scheduling Risks for the project: The project might face project scheduling risk as
because the project might not be completed with the scheduled time for completing the project.
This project scheduling is done by the project manager, and if project schedules are not
maintained, the project manager comes under pressure.
Mitigation: Sometimes, to manage the project, the project manager needs to allocate more
resources in the project to complete the project within time (Meng, and Boyd 2017, p. 98). This
process is known as the crashing of the project schedule. Another way to mitigate these risks is
by tracking all the activities included in the project. The project manager needs to track down all
the activities to keep the project on time.
2. Budget changing risks: Change of budget is a common risk that the project faces. The
project manager is responsible for keeping the project on budget, and if scope creeps occur in the
project, the budget of the project changes.

9INFORMATION SYSTEM PROJECT MANAGEMENT
Mitigation: It can be mitigated by checking whether the team is aware of the
requirements of the projects. The main objective of the project will be staying with the project
budget and close to the objective of the project.
3. Risk of technical difficulties: For developing the system of smart parking for UUNZ,
some technical difficulties might arise in the project (Heagney 2016, p. 78). There might be
technical risks of data security, software integration and other privacy issues while developing
the system or after the parking system has been developed.
Mitigation: The project manager should provide the responsibility to some other third
party to look after the privacy of the system. Proper strategies are to be taken to keep the project
data safe.
e. Project charter
Project Title: Developing a smart parking system with the help of IoT and portable
devices for the students and staff of UUNZ.
Project Description: The project that is to be developed in this project plan includes
developing a smart parking system for the student and the staffs for UUNZ. The smart parking
system will be developed using IOT and portable devices integrated with the project. With the
increased number of vehicles, demand for parking space is being increased and thus the students
and the staffs need to park their vehicle. The smart parking system is being required to develop
by UUNZ because of the mismanagement parking space that occurs in most of the parking lots.
This project plan will detail the development of the smart parking system for UNNZ.
Version Controls: SPS0923145
Work agreement and project organization: The project is estimated to be completed
within 116 days, and the organization which is responsible for completing the project is
Clearfield Software.
Stakeholders and main roles:
Stakeholders Roles
1. Management of UUNZ The management of UUNZ has given the
contract to develop a smart parking system

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with all IoT devices and portable devices so
that the parking space is managed properly.
The staffs and the student do not find any
difficulty to park their vehicles.
2. The staffs and students using the parking
space
The staffs and the students will use the
parking space that is being developed in this
project (Conforto and Amaral 2016, p. 34).
The parking space will be smart parking and
will allow automatic management of the cars
in the parking system.
3. Clearfield Software Has the contract to develop the project plan
and develop the parking space fir UUNZ.
This contract is completed successfully will
improve their reputation, and their experience
from this project can be used to complete
their future projects.
4. Project manager The project manager manages the activities
and works that are carried out in the project.
The project manager will help to complete the
project, successfully satisfying all the
requirements of the client.
5. Government Government has the responsibility to provide
the license to UUNZ to develop the smart
parking system and give a contract to the
Clearfield Software. If needed, the
government can also give fund to UUNZ if
there is a shortage of money.
6. Suppliers Provides all the raw materials that are
hardware or software that are needed to
develop the parking system.

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Risks associated with the project: Risks included in developing this project is
1. Estimation of project risk and scheduling risks.
2. Scope creep risk in the project.
3. Productivity issue of the project.
4. Procedural risks of conduction the project.
5. Employee turnover risks.
Budget, timeline and approval:
The budget for developing this project will be $359,440, and the time to complete the
project will be 116 days.