Project Charter for Online System Development for Stud Farm

This project charter outlines the development of an online system for a stud farm to manage data and information about the farm and studs. It includes a MOV, scope management plan, work breakdown structure, risk management plan, quality management plan, closure checklist, and annotated bibliography.

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Project Charter
Table of Contents
Introduction........................................................................................................................2
Overview............................................................................................................................2
Part 1- MOV........................................................................................................................2
Part 2- Scope......................................................................................................................4
Part 3- Work Breakdown Structure (WBS)..........................................................................7
Part 4- Risks.....................................................................................................................11
Part 5- Quality management plan....................................................................................12
Part 6- Closure and Checklist...........................................................................................13
References.......................................................................................................................14
Appendix..........................................................................................................................15
INTRODUCTION
The main aim behind the development of this report is to obtain a project charter
which will help in the development of the online system for the stud farm to help
comfort the farm’s manager and allow the owners of the horse and the farm to
collaborate with each other with an ease. By using the new system, the manager of
the farm will be able to manage the data and the information both about the farm
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and the studs accurately. The management phases of this project along with the
development of the system will be explored in this report. A MOV will be planned
and developed before the project begins and the Scope management plan, Risk
management plan and Change management plan will be obtained in this report.
The last part of the report will contain discussions regarding the project closure,
project checklist and annotated bibliography.
OVERVIEW
Now-a-days horse breeding is a new trend in the recent world and people makes the
use of studs in many ways for which the requirement for the studs has increased
suddenly for which the development of some small stud farms took place in the
world. One of the newly developed stud farms is the Globex Corporation’s stud farm
which possesses one manager in the farm for managing its data and information
manually in a register which caused many errors in the data management in the
farm during the peak time of the horse booking. After knowing about this problem,
the Globex Corporation decided to introduce a system which will allow the manager
to manage the data and the information online in the system and then the
customers will be able to book for the studs online and will have access to the web
page.
PART 1- MOV
Area of impact
Rank 1
(Jainendrakum
ar, 2015)
Operational The development of the online system will
decrease the errors in the system while
managing the data and information of the farm
online.
Rank 2 Customer The new system will be accessible to the
customers which will satisfy them as they will
have information about the system.
Rank 3 Financial Financially the corporation will be in profit as due
to the online booking facility available in the
system more customers will book the studs.
Rank 4 Strategy The selected strategy will increase the production
of the organization by keeping the customers
satisfied.
Rank 5 Social The Corporation’s social status will get increased
because this new system will satisfy the
customers.
Project value
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Faster
The manager will be able to manage the project online by inputting the data and
the information once and the rest of the work the machine will do (Park & Chang,
2013). This will save the time and cost in the project so the management works will
be done faster.
Metric
The stud farm will be able to earn up to 16% gain.
The Globex will be able to earn up to 14% gain.
The occurrence of errors in the system during the inputting of the data and
information will be decreased by 59%.
The Australian government will apply fewer penalties for the non-submission of the
taxes like GST and BAS by 95%.
Timeframe to achieve
The stud farm will gain 16% by 21st November 2018
The Globex will gain 14% by 21st November 2018
59% decrease in the error occurrence in the system by 21st November 2018
Deduction in penalty applying by the Australian government by 95% up to 21st
November 2018
Summary of MOV
The stud farm will be able to gain about 16% profit from the new system. The
Globex will gain up to 14% profit and the errors in the system will reduce by 59%.
This system will be very beneficial for the organization as the Australian
government will reduce applying the penalties of the corporation by 95%.
PART 2- SCOPE
Scope Management Plan
Scope of the project
By using the new system developed by Virtucon, the manager of the farm will easily
be able to do the data and the information inputting in the system and the owners
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of the studs and the farm will be able to communicate with each other with an ease
(Roseke, 2016). The new system will also allow the customers to do the booking of
the horses from their comfortable location. The stakeholders of the project should
be provided the required amount of materials required by them so that the project
scope can be maintained.
Management of scope
Scope management
The project’s scope requires being managed and the project requires being
delivered within the given time and cost based on the scope management plan by
controlling the requirement for the extra materials in order to deliver the project
within the allocated time and cost.
Identified change
The project manager will identify and will develop a scope for the project for getting
it approved by the sponsor. Once the sponsor approves the scope of the project, the
project manager identifies the impacts of the changed scope on the time and the
cost of the project.
Change management
Virtucon’s project manager will develop a scope in the project by making changes in
the old one and then will find out its impacts on the time and cost of the project
(Andrade, Albuquerque, Teófilo, & Silva, 2016). Once the impacts are located by the
project manager, he will send the changes scope to the sponsor of the project for
him to verify it and then approve it and after getting his approval, it is the duty of
the project manager to do the monitoring and controlling of the scope.
Division of the roles and the responsibilities among the peoples
Designation Roles
Software expert Develops the software for the project
Hardware expert Identify and develop a hardware for the project
Sponsor Do the project funding
Project manager Communicate among the stakeholders and motivate the team
members (Chandrayan, 2017)
Contract
expert
Should manage the project contract
Administration
expert
Arrange the transportation
MS Project Snapshot
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Technology
Printers with Wi-Fi connections
Wireless Local Area Network
Facility
Medical and financial support
Others
Providing sufficient training
Proper arrangement of vehicles
PART 3- WORK BREAKDOWN STRUCTURE (WBS)
Activity with resource and cost loading
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Gantt chart
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PART 4- RISKS
Assumptions
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The project risks will not affect the development of the system.
Once the mitigations of the risks are done, a risk management plan is developed.
Risk register
SI.
No. Type
Description (Petravičius &
Tamošiūnienė, 2008)
Probability
(1-10)
Impact
(1-9)
Produc
t
1 Closeout If the lessons learned are not
documented than in the final
last stage it cannot be provided
to the customers
3 6 18
2 Planning Improper identification of scope
can result into and un
determined scope throughout
the project life cycle
2 7 14
3 Initiation Undeveloped business case in
the project will be there if
collaboration is not done
accurately among the team
members
4 6 24
4 Execution Lack in technical skills in the
project manager can result into
the improper monitoring and
controlling
4 8 32
5 Monitorin
g
Unavailability of proper
leadership skills in the project
manager will not allow the team
members to work properly
7 9 81
Mitigation Plan
Si.
no
.
Risk
owner
Mitigation plan Time
1 Project
manager
The main work of the project manager is to find out
the ways to minimize the impacts of the changed
scope after getting it approved by the project
sponsor.
14th August
2018
(before
Planning)
2 Sponsor The assigned project manager should be good in
leadership skills to manage the project properly.
8th
November
2018
(before
Execution)
3 Sponsor To monitor and control the project, the project
manager should have good technical skills.
8th
November
2018
(before
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Execution)
4 Sponsor For proper functioning of the project, a business
case requires being made by the project manager.
6th June
2018
5 Project
manager
The lessons learned should be documented and the
project manager should motivate the team members
so that the work is done properly.
15th
November
2018
PART 5- QUALITY MANAGEMENT PLAN
Maintaining the project’s quality
The development of the project should be done in a way by the stakeholders so that
the quality heights of the project are fulfilled and the execution of the system in the
project is done in a suitable manner to satisfy Globex (Bureau of Indian Standards,
2008). In order to grab the main objective of the project, the team members should
motivate each other.
Verification activities
Activity Timeline
The development of the project is done within the main
scope
21st November 2018
The completion of the project within the estimated time and
cost
21st November 2018
The fulfillment of the project scope 21st November 2018
Identification of risks and reduced impacts All through the PLC
Validation activities
Activity Timeline
The project requires being completed and submitted before
the submission time
21st November 2018
The baseline of the project must be maintained throughout
the project
All through the PLC
Globex should be given the project before the submission
time
21st November 2018
The demands of the stakeholders are to be fulfilled All through the PLC
PART 6- CLOSURE AND CHECKLIST
Annotated Bibliography
Please refer the appendix provided below
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Closure Checklist
Globex should know about the delivery of the product.
The demands of the stakeholders should be looked after and required materials
should be provided to them.
The scope of the project should be identified and the project should be evolved
based on it.
The team members should know about the project closeout.
Project Evaluation
Can the stud farm gain 14% profit?
Can Globex gain 16% profit?
Can the errors in the system be reduced by 59%?
Can the penalty charges by the Australian government be decreased by 95%?
REFERENCES
Andrade, P. R., Albuquerque, A. B., Teófilo, W., & Silva, F. A. (2016). Change
Management: Implementation and Benefits of Change Control in the Information
Technology Environment. International Journal of Advanced Information
Technology (IJAIT), 6(1), 23-33.
Bureau of Indian Standards. (2008). IS/ISO 10014:2006 - Quality Management -
Guidelines for realizing financial and economic benefits. New Delhi, India: BIS.
Chandrayan, P. (2017, October 17). Project Managers : Roles & Responsibilities.
Retrieved May 25, 2018, from https://codeburst.io: https://codeburst.io/project-
managers-roles-responsibilities-103bc122195d
IFC. (2011). Project/programme monitoring and evaluation (M&E) guide. Geneva:
International Federation of Red Cross and Red Crescent Societies.
Jainendrakumar, T. D. (2015). Project Integration Management: The knowledge area
exclusively for the Project Manager. PM World Journal, IV(III), 1-12.
Park, A., & Chang, C.-Y. (2013). Impacts of construction events on the project equity
value of the Channel Tunnel project. Journal of Construction Management and
Economics, 31(3), 223-237.
Petravičius, T., & Tamošiūnienė, R. (2008). Using Project Risk Management Process in
Investment Appraisal. KSI, 3(1), 39-42.
Roseke, B. (2016, October 19). Components of a Scope Management Plan. Retrieved
May 25, 2018, from http://www.projectengineer.net:
http://www.projectengineer.net/components-of-a-scope-management-plan/
Ulukan, Z., & Ucuncuoglu, C. (2010). Economic Analysis for the Evaluation of IS Projects.
Journal of Information Systems and Technology Management, 7(2), 233-260.
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Vultur, S. O., & Marincas, D. A. (2007). Projects and Programs Evaluation. Risks,
resources, activities, portfolio and project management. Journal of Applied
Quantitative Methods, 2(3), 289-301.
APPENDIX
Appendix - A
Appendix - B
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Appendix - C
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