Measurable Organisational Value - Doc

Student Name
ID Development of Online
management system
for Stud Farm

1. Part One:
1.1 MOV - Measurable Organisational Value
Area of Impact Rank (1 to 5)
Operational 1
Strategy 2
Customer 3
Social 4
Financial 5
1.2 Value of the project
The value of the project is elaborated below:
Better: The online management system development helps in providing online services of
breeding to the clients.Faster: The organization can be able to resolve the queries of the organization quite faster.Cheaper: The operational cost of the Stud farm organization reduces due to the
development of online system.Do more: The customers can able to book the breeding services online and can make the
payment with the help of their mobile phone.
1.3 Appropriate metric
Rank Impact Metrics Timeframe
1 Operational The operation of the
stud farm improves
due to the
development of the
online management
system.
2 months
2 Strategy The strategy that is
used by the
organization helps in
managing as well as
tracking the system
effectively.
3 months
3 Customer The number of
customers increases
by 15% due to the
development of the
new system.
2 months
4 Social The benefits as well as
advantages of the
service delivered by
1 months

the stud farm are
mainly promoted with
the help of social
media.
5 Financial The revenue of the
organization increases
by 20 % due to the
development of
online management
system.
4 months
2. Part Two:
2.1 Scope
The scope for the development of stud farm management system includes:
 Creating prototype of the project
 Making improving within the project
 Identifying requirements of the system
 Interface design for entry of horse breeding process
 Database development for stallion and Mare owners
 Facility of checking breed registry
 Easy recording of procedures
 Review of breeding
 Generation of customized communication for corporate branding
 Development of marketing database
 Stallion booking and contract management
 Monitoring location status facility
 Facility of tracking cost
2.2 Out of Scope
The out scope of the project is elaborated below:
 In this project, the facility of training is not given to the team members.
 Details about the suppliers who generally supply resources are not given
2.3 Assumptions
The project assumptions include:
 Development of online management system will be finished within the budget that is
assumed which is around $120, 824
 The project will follow the schedule that is created
 The project will be advantageous for the customers as they can be able to get breeding
services online

2.4 Constraints
The constraints of the project are as follows:
 The budget that is approved by the project sponsor will be around $120,824 and thus the
entire project should be finished within the approved budget.
 The project manager makes a rough planning for the project and expected that the project
will be finished within 147 days thus it would be quite necessary to execute the project
around the timeframe of 147 days.
 In order to execute the project, the project manager must be follow the scope that is
elaborated in the initial phase.
2.5 Scope Management Plan
The project scope that is illustrated in the initial phase of the project can be managed by
following steps that are illustrated below:
Knowing project scope: It is quite necessary for the both the team members as well as
business users to know the scope of the project.
Taking time to train: It is very much essential to train the project team so that they can able
to react properly to the changes during the progress of the project.
Communicate: It is necessary to communicate constantly with the team member as well as
stakeholder of the project team for avoiding scope creep.
2.6 Resource Plan
 People
Resource Name Type Max. Units Std. Rate
Project manager Work 100% $30.00 /hr.
Project planner Work 100% $25.00 /hr.
Financial manager Work 100% $25.00 /hr.
Developer Work 100% $25.00 /hr.
System engineer Work 100% $25.00 /hr.
Designer Work 100% $25.00 /hr.
Tester Work 100% $23.00 /hr.
System analyst Work 100% $25.00 /hr.
Database administrator Work 100% $25.00 /hr.
Human resource manager Work 100% $25.00 /hr.
Risk analyst Work 100% $25.00 /hr.
Programmer Work 100% $25.00 /hr.
System administrator Work 100% $25.00 /hr.
Software engineer Work 100% $23.00 /hr.
Project sponsor Work 100% $0.00 /hr.

 Technology
Hardware RAM, hardware, desktop
Software Server, Operating system, Java and
more.
Network Application firewall
 Facilities
The organization provided first aid facility for all the stakeholders who are generally involved
with the development of online system.
 Other
Travel Requirements The project manager allowed travelling
facility for the team members who will
work late night for developing the
system.
Training Requirements Training facility will be provided to
those team members who are facing
difficulty to work with the new system.
Part three:
3.1 Project Milestones
Milestone Completion date
Milestone 1: Completion of project initiation phase Mon 13-11-17
Milestone 2: Completion of project planning phase Mon 20-11-17
Milestone 3: Completion of design phase Mon 27-11-17
Milestone 4: Completion of development phase Fri 16-03-18
Milestone 5: Completion of testing phase Thu 03-05-18
Milestone 6: Completion of monitoring and control phase Thu 24-05-18
Milestone 7: Completion of closure phase Thu 31-05-18

3.2 Project activities
Figure 1: Project activities
(Source: Created by Author)

3.3 Project resources
Figure 2: Project resources
(Source: Created by Author)

3.4 Time estimation
Figure 3: Time estimation
(Source: Created by Author)

3.5 Project budget
Figure 4: Project budget
(Source: Created by Author)

3.6 Time phase budget
Figure 5: Time-phase budget
(Source: Created by Author)

Part four:
4.1 Assumptions
The assumptions that are made include:
 The entire project will be executed successfully within 147 days
 It is assumed that the budget that is required for implementing the online management
system will be around $120,824
 The project must follow the scope while proceeding with the project in order to finish
development of online management system within the expected budget and time.
4.2 Project risks and management strategy
Risk
ID
Description Probability Impact Rate Assigned
To
Response
Strategy
Threat or
Opportunity
1
Inappropriate
budget
estimation:
Due to
improper
estimation of
budget, it is
quite difficult
for the
project
manager
finish the
project
successfully.
Up to 90% High High Financial
manager
Undertaking
earned value
analysis can
be helpful in
resolving the
issue.
Threat
2
Improper
management
of project
schedule: If
the schedule
of the project
is not tracked
then it will be
quite difficult
to finish the
project on the
expected
time.
Up to 87% High High Project
manager
Tracking of
project
schedule on a
monthly basis
can be helpful
in mitigating
the issue.
Threat
3
Inexperienced
project
planners: If
the project
planners does
not have idea
as well as
experience
Up to 77% Medium Mediu
m
Human
resource
manager
Experienced
project
planners
must be hired
for the
project.
Threat

then it will be
quite difficult
to execute
the project
within the
expected time
successfully.
4
Improper
management:
If the project
managers are
not able to
manage the
activities as
well as other
tasks of the
project
properly then
the time that
is required for
finishing the
project work
increases.
Up to 67% Medium Mediu
m
Human
resource
manager
It is
necessary to
train the
project
managers
before
assigning
them the
project so
that they can
be able to
manage the
project
successfully.
Threat
5
Technical
issue: If the
information
of the
customers are
lost due to
some
technical
issue then it
will create
huge loss for
the revenue
of the
organization.
Up to 80% High High System
analyst
The system
must be
checked after
it is
developed so
that the
technical
issues can be
successfully
developed.
Threat
6
Extension of
the project
schedule: If
the schedule
of the project
is extended
for adding
features then
cost of the
project also
increases.
Up to 70% Medium High Project
manager
The
extension of
the project
must be done
appropriately
, as it is
considered as
positive risk
because due
to addition
other
features the
services
provided by
Opportunity

the
organization
enhances.
Part Five:
 Statement on project quality
The online management system that is developed is helpful in giving proper breeding, financial
as well as mobile services to the organizational clients so that they can be able to book services
online. The quality analyst who is hired as a project stakeholder helps in analyzing the quality of the
resources that are generally supplied for executing the project successfully. The steps that are
generally undertaken by the quality analyst is helpful in providing quality-based services.
 A set of verification activities
Verification Activity When?
Internal audits Internal audits are done after the
online management system is
developed.
Testing raw material The raw materials that
crosschecked before using it within
the project.
External audits External audits are generally done
on the suppliers who generally
supplies raw materials for the
project.
 A set of validation activities
Validation Activity When?
Requirement based testing Requirement best testing is done
after the system is developed for
ensuring that the requirements of
the organization are met.
Testing implementation The system is tested after the
implementation phase of the
project.
Testing phase The testing is done for ensuring
that the system will work effectively
and it will be helpful in meeting the
requirements of the customers.

Part Six:
a. Annotated bibliography
Refer to appendices
b. Develop a closure checklist
Activities Status
Does the project testing phase is completed? Yes
Does all the documents of the project are
approved and reviewed?
Yes
Does the requirement traceability matrix is
checked?
No
Does all the issues related with the project is
closed?
Yes
Is project handover finished? No
Is training completed No
c. Develop a project evaluation
The MOV, which is associated with the project, is generally evaluated with the help of
procedure that is illustrated below:
 Proper identification of different areas of the project
 Proper timeframe of the project is set
 Identification of proper value of the project
 Identification of various areas of the project


Bibliography
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Cicmil, S., Cooke-Davies, T., Crawford, L., & Richardson, K. (2017, April).Exploring the complexity of
projects: Implications of complexity theory for project management practice. Project
Management Institute.
Garton, C., & McCulloch, E. (2012).
Fundamentals of Technology Project Management. MC Press,
LLC.
Goetsch, D. L., & Davis, S. B. (2014).
Quality management for organizational excellence.pearson.
Hegazy, T. (2013). Computer-Based Construction Project Management: Pearson New International
Edition. Pearson Higher Ed.
Heldman, K. (2015). PMP project management professional exam deluxe study guide: updated for
the 2015 Exam. John Wiley & Sons.
Hubicki, M. (2014). Risk Management Plan.
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.
Kami, N. (2015).
U.S. Patent No. 9,116,916. Washington, DC: U.S. Patent and Trademark Office.
Kendrick, T. (2015).
Identifying and managing project risk: essential tools for failure-proofing your
project. AMACOM Div American Mgmt Assn.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Larson, E. W., &Gray, C. (2013). Project Management: The Managerial Process with MS Project.
McGraw-Hill.
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.
Nanda, V. (2016).
Quality management system handbook for product development companies.CRC
Press.
Pemsel, S., &Wiewiora, A. (2013).Project management office a knowledge broker in project-based
organisations. International Journal of Project Management, 31(1), 31-42.
Pritchard, C. L., & PMP, P. R. (2014).
Risk management: concepts and guidance. CRC Press.
Schwalbe, K. (2015). Information technology project management.Cengage Learning.
Schwalbe, K. (2015).
Information technology project management.Cengage Learning.

Stark, J. (2015). Product lifecycle management.In
Product Lifecycle Management (pp. 1-29).Springer
International Publishing.
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.
Tornabene, C., Hussain, M. M., Crowe, T., Cohen, N., & Panzer, J. (2012).
U.S. Patent No. 8,103,729.
Washington, DC: U.S. Patent and Trademark Office.
Verburg, R. M., Bosch-Sijtsema, P., &Vartiainen, M. (2013).Getting it done: Critical success factors for
project managers in virtual work settings.
International Journal of Project
Management,
31(1), 68-79.
Verzuh, E. (2015).
The fast forward MBA in project management.John Wiley & Sons.

Appendices
Appendix 1: Annotated Bibliography
Article 1: Joslin, R., & Müller, R. (2015). Relationships between a project management methodology
and project success in different project governance contexts.
International Journal of Project
Management,
33(6), 1377-1392.
The paper mainly elaborates the relationship that exists between the project methodology
and project success in context to project governance. In this paper, an online survey is undertaken
through which 254 responses are analyzed and as per the study it is reflected that the analysis which
is performed is mainly within the help of factor analysis. The result of the study reflected that the
application of project management methodology helps in creating variation of around 23% within
the success of the project and therefore project management methodology are considered as
comprehensive that helps in managing the success of the project.
Article 2: Todorovic, M. L., Petrović, D. C., Mihić, M. M., Obradovic, 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.
This paper mainly reflects on the framework of project success analysis. One of the most
important challenges that occur within the environment of project management is that that success
of the project is poorly analyzed. The paper investigates the ways that are helpful in analyzing the
success of the project. It is identified that an empirical research is mainly conducted to know the
techniques that helpful I identifying the factors of project success that are necessary in the project
environment. Additionally the research result identified that the project success that is analyzed
with the help of performance indicators,, critical success factors generally helps in creating proper
positive influence on the project environment in context to integrated framework.
Article 3: Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance.
International Journal of Project Management,
32(8), 1382-1394.
This paper mainly reflects on the conceptual project governance framework. It is found that
for an organization to create little amount of value from the budget that is invested helps in
reflecting the links between the project output that is created and the project requirements for the
business strategy of the organization. This paper mainly helps in examining existing research,
concepts as well as ideas of both project management and project governance for offering proper
framework that helps in building current theory of development and practice.