Online Stud Farm Management System Assignment PDF

Student Name
ID Assignment Title:
Online Stud Farm
Management System

Part One:
1.1 MOV - Measurable Organisational Value
The areas of impact are strategy, customer, financial, operational and social.
Rank the area of impact:
Area of Impact Rank (1 to 5)
Strategy: The online stud farm management system ensures that
various breeding services are offered. The business strategies of
this system are to improve efficiency as well as accuracy of
manual system.
1
Customer: The online system has clients from New South Wales
and rural stud farms in Australia. Due to development of this
system, there is long standing relationship with the Globex.
3
Financial: The system consists of general ledger along with
marketing database so that one process can feed into other with
no chances of duplicity while entering the information.
2
Operational: There is proper maintenance of the operations of
the proposed system. The system should run properly.
3
Social: There is proper social support into the breeding farm so
that social support eliminates administrative errors.
2
• SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT
 The area of impact which is ranked as 1 is strategy.
 With reference to the project, the two types of values are:
 Better – The proposed system tracks the costs along with expenses for Globex and
provides of financial reports including of submission of GST and BAS.
 Faster – The mobile features of online stud farm management system is faster and
easier to record of procedures to horses out the office. It reviews the vet history for
the horses on the farm.
 Develop an appropriate metric –
Stakeholder list Stakeholder expectations
Project Manager Plan the project and track the project status
Financial Officer Collect the fund for the project and estimate the total budget
required
Developer Providing of secured payments to the customers
Operational Manager Maintain the proposed system and store the details into the
system
 Determine the timeframe for achieving the MOV –
Area of impact Timeframe

Strategy 2 months
Customer 1 month
Financial 3 months
Operational 2 months
Social 1 month
Part Two:
Scope
 Documentation of project requirements
 Outline the design of stud farm management system
 Test and implement the proposed system
 Development of user interface
 Prepare the project reports
 Review the system design
 Develop the system database
 Completion of system development
 Financial and mobile services
 Support the system through warranty period of 6 months
Out of Scope
 No trainings are provided to the project team members
 Hiring of more project members based on requirements
Assumptions
 Complete the project plan by 6 months
 Complete the implementation plan within estimated budget
 The system is faster and better to track the costs along with expenses for Globex
 The system is secured to do online payment
Constraints
 Budget constraints if the project is over budgeted such as if it exceeds the estimated limit
 Time constraints if the project is able to finish within 6 months
 Scope constraints if the proposed system is implemented, developed and tested accurately
Scope Management Plan
The project manager develops a scope management plan to hire of more resources for the project
such as operational and financial manager so that the project plan is succeed. A prototype is
designed before the system is tested and designed to ensure that the system should reach to
provide required services to the customers. The scope management plan also helps the project
manager to allocate the tasks to the project team members.

Resource Plan (from MS-Project)
 People (and their roles)-
Resource Name Standard rate
Project Manager $20.00/hr
Financial Officer $9.00/hr
Developer $7.00/hr
Operational Manager $6.00/hr
Project Planner $13.00/hr
Project Sponsor $18.00/hr
System Analyst $12.00/hr
Trainer $7.00/hr
IT Manager $10.00/hr
Tester $9.00/hr
Designer $14.00/hr
HR Manager $16.00/hr
Risk Manager $12.00/hr
Business Analyst $15.00/hr
IT Consultant $17.00/hr
 Technology -
Hardware Computer, LAN and RAM
Software Operating system, programming platform
Network Intranet and TCP/IP network model
 Facilities-
Most of the team work is suited onsite as proper WI-FI connectivity is present into the
organizational infrastructure so that it helps to develop the information system.
 Other -
Travel Requirements Unexpired passport, visa and travelling
tickets
Training Requirements IT training, cultural training and system
development training

Part Three:
Using MS Project, develop a schedule using a high level Work Breakdown Structure (WBS). It
should include:
 Milestones for each phase and deliverable
Milestone activities Expected start date
Get the initiation phase approved Thu 6/14/18
Get the planning phase approved Thu 8/2/18
Get the designing phase approved Thu 10/4/18
Get the developing and implementing phase approved Mon 11/19/18
Get the closing phase approved Tue 6/19/18
 Activities / Tasks
Figure 1: Project activities and duration

(Source: Created by author)
 Resource Assignments
Figure 12: Project resources
(Source: Created by author)

Ms Project.mpp
 Estimates for Each Activity / Task
Figure 3: Estimation of each project activities
(Source: Created by author)
Ms Project File:

Part Four:
 Assumptions -
 The project team members provide support to develop the online stud farm
management system.
 $41,640 is required for the project plan.
 Time period of 6 months are required to complete entire project work.
 The system is user friendly and easier to use and access.
 Monitor the location status of the horses to charge on monthly basis.
 Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the
management of each specific risk.
Ris
k ID
Description Probability Impact Rate Assigned
To
Response
Strategy
Threat or
Opportunity
R1 There is lack of
resources to
complete the
plan.
70% 3 2.1 HR
Manager
There are
proper
implementa
tion of
recruitment
and
selection
processes
into the
organization
Threat
R2 There are
errors into the
system due to
improper
maintenance.
90% 3 2.7 Operation
Manager
There is
undertaking
of proper
testing plan.
Threat
R3 The design of
the system is
not done
properly.
50% 5 2.5 Designer There
should be
proper
design of
the system
as per
business
requirement
Threat
R4 The project
work becomes
out of scope.
60% 5 3 Project
Manager
Proper
scope
managemen
t plan is
implemente
d
Opportunity
R5 The project
goes out of
budget.
40% 1 4 Financial
Manager
Proper
budget plan
is required
Threat

Part Five:
 A short statement that reflects team’s philosophy or objective for ensuring to deliver a
quality system to the client
 There is proper user testing of the system so that the system users can properly use
the system.
 There is conducting of weekly project meetings to discuss the difficulties into the
system.
 The system is tested successful after the development phase.
A set of verification activities
Verification Activity When?
Analyse of project budget Initiation phase
Test the project outcomes Testing phase
Review the project documents Planning phase
 A set of validation activities
Validation Activity When?
Project specifications Implementation phase
Review of code Testing phase
Training program Closure phase

Part Six:
Closure and Evaluation Researching for the closure checklist and project evaluation
a. Annotated bibliography-
Please refer to Appendix
b. Develop a closure checklist that the project team will use to ensure that the project has been
closed properly-
Closure checklist Checklist options
Has testing been completed? Yes
Have documents been reviewed and approved? Yes
Requirements Traceability Matrix been checked? No
All risks and issues closed Yes
Handover completed? No
Training completed? No
c. Develop a project evaluation-
Project evaluation criteria Evaluation options
Feasibility plan Yes  No 
Testing plan Yes  No 
Project progress Yes  No 

Part Seven: Bibliography
Andersen, E. (2016). Do project managers have different perspectives on project
management?.International Journal Of Project Management, 34(1), 58-65.
Dalcher, D. (2013). The IT Project Management Answer Book. Proj Mgmt Jrnl, 44(5), e1-e1.
Ellis, M. & Kell, B. (2014). Development, delivery and evaluation of a team building
project.Leadership In Health Services, 27(1), 51-66.
Furukawa, C. (2016). Dynamics of a critical problem-solving project team and creativity in a multiple-
project environment. Team Performance Management, 22(1/2), 92-110.
Gharaibeh, H. (2016). Project team learning in mega projects: are we truly learning the
lessons?.IJPOM, 8(1), 87.
Huemann, M. (2013). Excellent research to move project management forward. International
Journal Of Project Management, 31(1), 161-163.
Indelicato, G. (2016). Agile for Project Managers. Proj Mgmt Jrnl, 47(1), e4-e4.
Kissi, J., Dainty, A., & Tuuli, M. (2013). Examining the role of transformational leadership of portfolio
managers in project performance. International Journal Of Project Management, 31(4), 485-
497.
Kodukula, P. (2014). Enterprise Project Portfolio Management: Building Competencies for R&D and
IT Investment Success. Project Management Journal, 45(1), e1-e1.
Leybourne, S., Warburton, R., & Kanabar, V. (2014). Is project management the new management
2.0?.Organisational Project Management, 1(1), 16.
Lippe, S. & vom Brocke, J. (2016). Situational Project Management for Collaborative Research
Projects. Proj Mgmt Jrnl, 47(1), 76-96.
Mir, F. & Pinnington, A. (2014). Exploring the value of project management: Linking Project
Management Performance and Project Success. International Journal Of Project
Management,32(2), 202-217.
Randolph, S. (2014). Maximizing Project Value: A Project Manager's Guide. Project Management
Journal, 45(2), e2-e2.
Schwalbe, K. (2014). Information technology project management. Boston, MA: Course Technology.
Smith, M. (2012). Improving student engagement with employability: the project pitch
assessment.Planet, (26), 2-7.
Turner, R. (2012). International Journal of Project Management, Editorial January 2012. International
Journal Of Project Management, 30(1), 1.

Appendix
Annotated Bibliography-
Article1: “Braglia, M., & Frosolini, M. (2014). An integrated approach to implement project
management information systems within the extended enterprise. International Journal of Project
Management, 32(1), 18-29.”
This article is focused on the project management (PM) for the information systems which is based
on the software applications for tracking of the project work. Most of businesses are not taking of
decisions regarding management of complex projects. There is an increase into project complexity
due to which there are extended project scopes those are contributed towards taking of decisions.
The project study is based on building of project management framework to plan, schedule and
communicate the plan with the management teams. The goal of PM information system is to boost
the system efficiency by development of project cycle so that the users can able to track particular
project activities. There are various information systems into the market which is evaluated based
on project scope and objectives.
Article 2: “Cagliano, A. C., Grimaldi, S., & Rafele, C. (2015). Choosing project risk management
techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.”
The information system should have proper project quality which reduces time as well as costs to
manage the project risks. This article analysed that knowledge about the risk management is
required to deal with the challenges that the system has while the implementation and development
phase is taken place. The risk management plan is based on development of techniques and tools to
mitigate the risks. The risk techniques are applied as per documented software applications.
Throughout the project phases, there are strong requirement to assess and control of risks. Create,
maintain, transfer and increase of risk management helps to deal with the project complexity. It is
required to address the risks as there are higher availability along with scarce of available data in
addition to information. The article is focused on development of three dimensions such as: phase of
risk management process, phase of project lifecycle and corporate maturity with the risks.
Article 3: “Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-298.”
The article is analysed the processes of project management along with training of the project
manager are considered which provide an impact on the organizational changes. Implementation of
any information system makes the organizational work easier and efficient so that all the activities
are done faster and cheaper. The project manager is focused on planning, scheduling, monitoring,
controlling and tracking the project to complete it on time. Therefore, those processes make the
project work succeed on time. It changes the organizational activities by train employees on use of
the information system for business functions.