Project Charter for Online Stud Farm Management System (OSFMS)

This project is about the development of a management system for a stud farm owned by Globex Corporation and the contract for this development has been awarded to Virtucon. Currently, Globex is using manual processes for managing bookings and handling payments but with this new online system, several processes would become automated and the company managers would be able to manage them from any device.

Project Charter for Online Stud Farm Management System (OSFMS)
Contents
Project Overview........................................................................................................................2
Project Description.....................................................................................................................2
Part One......................................................................................................................................2
Measurable Organizational Value..........................................................................................2
Desired area of impact........................................................................................................2
Desired value..........................................................................................................................3
Metric.....................................................................................................................................3
Time Frame............................................................................................................................3
MOV Summary......................................................................................................................3
Part two......................................................................................................................................3
Project Scope..........................................................................................................................3
Scope Management Plan........................................................................................................4
List of resources.....................................................................................................................4
Part Three...................................................................................................................................5
Work Breakdown Structure....................................................................................................5
Budget.....................................................................................................................................6
Part four......................................................................................................................................6
Risk Management Plan...........................................................................................................6
Risk Identification...............................................................................................................6
Risk Analysis..........................................................................................................................7
Part Five.....................................................................................................................................8
Quality Management Plan......................................................................................................8
Part Six.......................................................................................................................................8
Bibliography...........................................................................................................................8
Closure checklist..................................................................................................................10
Project evaluation.................................................................................................................10
References................................................................................................................................11
1

Project Charter for Online Stud Farm Management System (OSFMS)
Project Overview
This project is about the development of a management system for a stud farm owned by
Globex Corporation and the contract for this development has been awarded to Virtucon.
Currently, Globex is using manual processes for managing bookings and handling payments
but with this new online system, several processes would become automated and the
company managers would be able to manage them from any device. The company would get
several benefits from this development including increase in data accuracy with reduction in
manual errors, increase in lead generation, and increase in profits with savings on the
administrative expenses.
Project Description
GLobex takes the booking for breeding, takes care of the process, and receives payment
manually. The online management system would modify the process by making booking
easier to make and accepting payments online. It would keep the records of bookings and
transactions to generate daily, weekly, and monthly reports in specific formats for review
whenever required. The platform would be accessible through any mobile device on which
managers can access these reports to check booking and payment details.
Part One
Measurable Organizational Value
Desired area of impact
The development of the online stud management system is likely to enhance the accuracy and
efficiency of the system which in turn would create a positive impact on customer satisfaction
and then on the revenue generation. The MOV table below suggests the business areas that
would be affected by the implementation of the online OSFMS system and would generate
value for the business.
Organizational
impact area
Value Metric Time Frame
Financial Reduced
administrative
expenses
30% reduction in
administrative & HR
expenses
12 months
Strategic Attain flexibility in
scheduling
Reduction in
schedule change
requests by 25%
12 months
Operational Increased
effectiveness
Service requests
handled in 24 hours
5 months
Reduction in
inquiries
Call rate to reduce
by 50%
3 months
Schedule
improvement
Scheduling time to
reduce to 2 hours
3 months
Increase breeder’s
contribution
Breeder accuracy to
increase by 85%
6 months
Customer Fast response time,
increased
availability, reduced
queue time, and
Customer waiting
time to reduce by 2
hours and breeder
probability to
10 months
2

Project Charter for Online Stud Farm Management System (OSFMS)
efficiency in
payment systems
increase by 40%
Social Community partners
would increase
30% more partners 20 months (BIS,
2010)
Desired value
 Increase in bookings and revenues obtained through the use of the Stud farm
management system
 Faster service to customers with reduction of response time
Metric
The new system would reduce the customer response time by 30%. Also, it would increase
the booking and payment accuracy to 99% (Berbec, 2014).
Time Frame
After the implementation of the online software, the MOV goals would be achieved by
Globex in 6-12 months
MOV Summary
The developed software would bring several benefits to Globex such as
 reduction in the customer response time that would improve services
 reduction in administrative costs which would reduce the operational costs of the
company
 increase in company revenues from sales and booking
 increase in accuracy of booking and payments
 With improvement in services and increase in revenues, the company would have its
market share increased in the industry
 The availability of the service would improve (Cliff Consulting., 2007)
Part two
Project Scope
Project scope defines the deliverables of a project and its boundaries within which a project
team must operate to be able to achieve the objectives of MOV. The project scope includes:
 Replacement of the manual system by online management system for stud farm
 Development of software modules to manage booking and payments online
 Generation of reports on breeding, stud operations, and payments for daily, weekly, or
monthly reporting (PM4DEV, 2016)
Following activities or tasks are within the scope of the project management:
 Requirement gathering from customers
 Data processing
 Defining and documenting business rules
 System requirement definition, analysis and evaluation
 Software design
 Unit, system, and integration testing
 Scope verification
3

Project Charter for Online Stud Farm Management System (OSFMS)
 Iterative feedback and inclusion
 Project sign-off (Baguley, 2008)
Scope Management Plan
A scope management plan includes a scope statement, details of tasks identified in WBS, and
defined in a WBS dictionary.
Scope management involves planning, requirement gathering, scope definition, creation of
WBS, scope validation by involving stakeholders, project monitoring and control of scope to
ensure that all tasks defined in the scope are executed and no additional tasks beyond scope
are executed (Kisongoch & Nsubug, 2013).
List of resources
This project would require following resources to be able to complete all the planned tasks
within budget and allotted time:
 Project manager
 Testers
 Designers
 Business analysts
 Programmer
 Lead Developer
 Quality officer
 Trainer
 Hardware systems (Leroy, 2012)
Technologies: Technologies that would be used on the project would include routers and
cables for internet connection and the development platform that would be used for the
software development and testing (Kisongoch & Nsubug, 2013).
Facilities: Project team would be using the facilities of Virtucon office for executing the
project tasks for Globex corporation (C.R & Thomas, 2011).
Travelling and training: The project manager and the lead developer from Virtucon would
need to travel to the Globex office to understand the requirement and the trainer would be
travelling to the company to conduct training on the new system for the users in Globex
company.
4
Project Scope
Management plan
Requirement
gathering
Scope
definition WBS Scope
validation
Monitoring
& Control

Project Charter for Online Stud Farm Management System (OSFMS)
Part Three
Work Breakdown Structure
It is logical structure that identifies the detailed task needed to be executed to achieve project
deliverables modelled into work packages that are exclusive and separate. Each WBS task
would be given a milestone date.
1.0 Stud farm management system
2.0 MOV
2.1 Objectives
2.2 Impact areas
2.3 Value
2.4 Metrics
3.0 Project scope
3.1 Scope management planning
3.2 Requirement gathering
3.3 Client interviews
3.4 Resource information
4.0 Software requirements
4.1 Identification
4.2 Review
4.3 Development needs
4.4 Approval
4.5 Analysis
5.0 Design
5.1 Review specifications
5.2 Prototyping
5.3 Client feedback
5.4 Changes
5.5 Design documentation
6.0 Development
6.1 Review
6.2 Module development
6.3 Coding
7.0 Testing
7.1 Unit testing
7.2 System testing
7.3 Integration testing
7.4 Acceptance testing
8.0 Training
8.1 Training development
8.2 User training (Devi & Reddy, 2012)
5

Project Charter for Online Stud Farm Management System (OSFMS)
Budget
The total budget allotted to the project is $34,000 and this has been allotted considering some
assumptions that include:
 Major project costs would be incurred in paying employees
 Training given to users of Globex would add the cost (SAEO, 2015)
Part four
Risk Management Plan
There are some assumptions based on which risks are identified for the project and these
include:
 The online system is required to provide 24X7 services
 The system could be used on any mobile device
 User interfaces need to be customized for each type of user
 NO other such system exists
 The project needs to be completed within allotted budget but there can be an overrun
 The chosen technologies used for the development purpose would work
 Client can modify the requirement of the project in which case the scope would
increase (Aston, 2017)
Risk Identification
The project is likely to face certain risks throughout its life cycle and each risk can have
certain level of impact on project deliverables and a probability of occurrence on the basis of
which the severity of the risk can be determined and response plan can be created. The table
below shows a risk register that records risks and accordingly suggests response plan.
Risk
ID
Phase Description Probability
of
Impact
on
Ranking
as per
Response
strategy
6

Project Charter for Online Stud Farm Management System (OSFMS)
occurrence project
(1-5)
severity
1 Initiation Scope
changes
40% 5 3 Collect all
requirements
from the
stakeholders
before starting
the project to
avoid this
2 Planning Wrong
coding
10% 4 1.5 Make a plan for
testing the code
to ensure that
coding is tested
to identify bugs
so that they can
be removed
3 Development Faulty
design
30% 3 2 Try avoiding it
by ensuring that
design is
effective
4 Execution Stakeholder
or user
conflicts on
requirements
(Beringer &
Kock, 2013)
40% 3 3 Reduce conflicts
by arriving at
requirements
that can meet
the needs of
most
stakeholders
5 Implementatio
n
Lack of
human
resource
30% 7 4 Distribute the
work among
other resources
in case one
leaves and hire
new resource in
the (Rodrigues-
da-Silva & L.H.,
2014) meantime
to mitigate the
impact
Risk Analysis
Analysis of the identified risks has been done based on which certain recommendations can
be made for the project to minimize their negative impacts such as:
 All the project requirements must be gathered in the initiation stage so that scope
modifications can be avoided later
 Programming method chosen must be suitable to the needs of the project
 A though testing must be done including unit testing, system testing, and integration
testing to ensue that all bugs are identified and thus, can be eliminated
7

Project Charter for Online Stud Farm Management System (OSFMS)
 The trainer needs to be guided on needs of users for training by the project manager
and the concepts to cover by the developer
 Project manager should monitor and guide the project team to help them achieve all
deliverables of the project (Clements & Gido, 2006).
Part Five
Quality Management Plan
Quality is determined by the standards used, project management methodologies, product
development, technologies and understanding of project requirements. This project would be
using PMBOK methodology for project management and for the development. For the
software quality standards, ISO 9000-3 guidelines on software development would be used.
To ensure that the project team meets quality standards and efficiently handled the project,
their performance would be reviewed from time to time (PMI, 2013). Moreover, every
module developed would be thoroughly tested with all testing parameters required so that
there are no bugs unrecognized and unattended. Before development plan is created, the
requirements would be validated by the project stakeholders and post development, the
output would be verified for consistency and achievement of goal by them to ensure that all
stakeholder requirements are sufficiently met (Sanderson, 2012).
The verification activities for quality assurance would include:
 Inspection of the work done to ensure that all requirements are well understood and
met by the developer’s team
 Requirement analysis would be done to understand the customer needs and to convert
them into technical specifications for the software development
 Codes developed would be reviewed to check for any vulnerabilities to attacks and
modifications would be made in the code to strength it in case they are found
 A thorough testing would be performed before implementation of the software at the
client premises to ensure that all bugs are identified and can be corrected (Sabyasachi,
2018)
The validation activities for quality assurance would include:
 The system would ne validated with the user requirements with considerations of
reliability, accuracy, and performance requirements
 The source code would be validated by the users to ensure that the output is as per the
needs of users
 The software developed would be validated with users by taking feedback and it
would be incorporated in the software to ensure user needs are met
Part Six
Bibliography
Kamau, C. (2015). Efficacy of Monitoring and Evaluation Function in Achieving Project
8

Project Charter for Online Stud Farm Management System (OSFMS)
Success in Kenya: A Conceptual Framework. Science Journal Of Business And
Management, 3(3), 82. doi: 10.11648/j.sjbm.20150303.14
Measurement of project’s success as well as evaluation of it, is done using many different
critical success factors. Evaluation and Monitoring of function is among such factor which is
primarily measured in order to understand the gaps and success of the project. The research
paper’s author has primarily used qualitative approach as well as has reviewed several
literatures so as to understand the importance of evaluation and monitoring in the closure of
the project. Essentially four different stages have been described in association with project’s
success. These includes the resource’s strength that has been involved, the overall monitoring
strategy being chosen, the influence of pollical nature and the core lifecycle of the project.
Management committee must provide a good amount of support to the project and that is an
essential factor for project’s overall success. If the monitoring and evaluation activities do not
have adequate management support, then they are likely to fail.
Zidane, Y., Johansen, A., & Ekambaram, A. (2015). Project Evaluation Holistic Framework
– Application on Megaproject Case. Procedia Computer Science, 64, 409-416. doi:
10.1016/j.procs.2015.08.532
Closure of the project is an essential phase in any project and needs to be carried out so that
the project has a sustainable, positive impact and delivers the promises it was meant to
deliver. The author in this research paper have discussed three different points for measuring
of project’s success and its closure. The researches have been carried out in large sale project
where there is high amount of complexities. For instance, they have selected Algerian
highway project case and using this example, they have highlighted a systematic procedure
for closing of the projects. The authors specified that a staged process would be used. The
stages include primary and progression stages wherein at the end of the project undertaking,
the project is legally, monetarily and physically binding. The authors made use of a
quantitative based strategy for performing the examination-based work and made use of
graphical components to improve upon the outcomes.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons
The paper is an in-depth study of different approaches towards project management. It
includes project planning, project scheduling as well as controlling of the project so that the
project becomes a success rather than a failure. According to the authors of the study, the
9

Project Charter for Online Stud Farm Management System (OSFMS)
project could be sub-divided into different phases. Each of the phase would begin after the
previous phase has been completed successfully. Each of these phases would also be utilized
effectively. The authors also talk about in-depth of how different phases which tackle
different areas of the project help in a successful completion of the project. They also
explained how important these phases of the project are and that they are to be handled one at
a time. Some of the different phases as explained by the Authors includes the following
different phases. These includes the project initiation phase and thereafter the project
planning phase. After project’s planning phase has been completed, the project would be
executed. Since the project is being executed it would also be monitored and controlled so as
to ensure all the essential objectives and goals are achieved. The final phase being the
project’s closure. Additionally, the measurement of success of a project is done using cost,
time, performance as well as the utilization of resources.
Closure checklist
Project closure would happen after all deliverables have been met and it would involve
documentation and handover of the developed system to the client. Certain tasks are required
to be completed before the handover can happen and thus, should be checked for completion
as listed in the table below and along with the recommended due dates.
Task Status Due Date Notes
WBS tasks completed Overdue Project sign-off
Documented issues resolved Complete
Project goals met Complete
Sponsor feedback
documented
Complete
Project requirements fulfilled Complete
Verification and validation
completed
Not yet
started
End user training done Complete
Project expenses met Complete (Pennypacker, 2005)
Project evaluation
Project is evaluated to check the extent to which it would be able to deliver the desired
performance as specified in the requirement within the allotted schedule and budget. It
determines if the outcome of the project would be accepted by the client. With MOV goals
met, the project would be able to meet the user requirements. Once the system is developed,
the user acceptance testing would be done during which users would be providing the
feedback that would be evaluated and based on its modifications would be done to improve
inefficiencies in the software. With the new software, Globex is expected to attract more
customers from South Wales and Australia regions. The objective remains increase of profits
and thus, through the increase in sales, the revenues obtained would be evaluated to
understand if the desired rate of return has been achieved.
10

Project Charter for Online Stud Farm Management System (OSFMS)
References
Cliff Consulting. (2007). A Systems Implementation Project Planning Guide. Cliff
COnsulting,.
SAEO. (2015). Cost Estimating Manual for Projects . SAEO.
PMI. (2013). A Guide to Project Management Body of Knowledge. PMI.
BIS. (2010). GUIDELINES FOR MANAGING PROJECTS: How to organise, plan and
control projects. BIS.
PM4DEV. (2016). Project Scope Management for Developing Organizations. PM4DEV.
FME. (2014). Project Scope Management: Project Skills. FME.
IFRC. (2011). Project/programme monitoring and evaluation (M&E) guide. IFRC.
Aston, B. (2017). How To Avoid Project Conflicts By Managing Resources Better. The
Digital Project Manager.
Baguley, P. (2008). Project management. . London: Hodder Education.
Berbec, I. S. (2014). Aligning Project Scope And Deliverables With Business Strategy. KTH
Royal Institute of Technology .
Beringer, C. J., & Kock, A. D. (2013). Behavior of internal stakeholders in project portfolio
management and its impact on success. International Journal of Project
Management, 31(6), 840-846.
C.R, K., & Thomas, S. M. (2011). Requirement Gathering for small Projects using Agile
Methods. IJCA, 122-128.
Clements, J. P., & Gido, J. .. (2006). Effective Project Management. Thompson.
Devi, T., & Reddy, V. (2012). Work Breakdown Structure of the Project. International
Journal of Engineering Research and Applications, 683-686.
Galway, L. (2004). Quantitative Risk Analysis for Project Management. RAND.
Jainendrakumar, T. D. (2016). Project Stakeholder Management. PM World Journal, 5(5), 1-
9.
Kisongoch, G., & Nsubug, A. (2013). IT Project Management Methodology : Project Scope
Management Support Guide. NITA.
Leroy, A. (2012). Requirements Gathering Rules Basic guidelines for any project, . BDPA
National Technology Conference.
Pennypacker, J. S. (2005). Measures of Project Management Performance and Value . CBP.
Rodrigues-da-Silva, & L.H., C. J. (2014). The project risk management process, a
preliminary study. Procedia Technology, 16, 943-949.
Sabyasachi. (2018). The Importance of Having Clearly Defined Acceptance Criteria in Your
Projects. Simplilearn.
11

Project Charter for Online Stud Farm Management System (OSFMS)
Sanderson, J. (2012). Risk, uncertainty and governance in mega projects - A critical
discussion of alternative explanations. International Journal of Project Management,
30, 432-443.
Futrell, R. T. (2002). Quality Software Project Management. Pearson Education India.
12