Project Management: Training and Apprenticeship program for high school Students

This document outlines the project management plan for the Training and Apprenticeship program for high school Students at Globlex. It covers the measurable organizational value, scope, work breakdown structure, risk analysis and plan, quality management plan, and closure and evaluation. The program aims to train high school students to help farmers with farming solutions and increase employment prospects in the field of farming. The document includes tables, figures, and an annotated bibliography.

Running head: PROJECT MANAGEMENT
Case Study: Training and Apprenticeship program for high school Students
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
Overview of the project..............................................................................................................2
Part 1: Measurable organizational Value...................................................................................2
1.1 MOV................................................................................................................................2
1.2 Identification of desired area of impact...........................................................................3
1.3 Project Value....................................................................................................................3
1.4 Appropriate metric...........................................................................................................4
Part 2: Scope..............................................................................................................................5
2.1 Scope................................................................................................................................5
2.2 Out of scope.....................................................................................................................5
2.3 Scope management plan...................................................................................................5
2.4 Resource plan...................................................................................................................6
Part 3: Work breakdown structure.............................................................................................7
3.1 Project milestone..............................................................................................................7
3.2 Project activities...............................................................................................................8
3.3 Project resources..............................................................................................................9
3.4 Time estimation..............................................................................................................10
3.5 Project budget.................................................................................................................11
3.6 Time phased budget.......................................................................................................12
Part 4: Risk analysis and plan..................................................................................................12
4.1 Assumptions...................................................................................................................12
4.2 Project risk and management strategy............................................................................12
Part 5: Quality management plan.............................................................................................14
Part 6: Closure and evaluation.................................................................................................15
6.1 Annotated bibliography..................................................................................................15
6.2 Closure checklist............................................................................................................15
6.3 Project evaluation development.....................................................................................15
References................................................................................................................................16
Appendices...............................................................................................................................18
Appendix 1: Annotated bibliography...................................................................................18

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Overview of the project
The organization “Globlex”, generally aims to reduce the required time and cost for
increasing the productivity of the farms. Presently the organization has two important
products like precision farming as well as farm equipment with which the organization is
dealing. For serving the customers with important opportunities, the organization has started
a program named “training and apprenticeship program”. With the help of this program, the
students from high school are hired and as per their skills and knowledge they are trained for
helping the farmers with farming solution. In addition to this, the program is helpful in
increasing employment prospects in the field of farming. For managing the program
effectively, Globlex has decided to implement a system with the help of which the TAHS
program will be managed. The collaborative work of system development will be completed
with the help of three entities including farming equipment’s school as well as representatives
of Globlex.
Part 1: Measurable organizational Value
1.1 MOV
MOV (Measurable organizational value) is found as one of the significant goal of a
project which is mainly utilized for elaborating the value of the project that will generally
bring to the clients of the organization. The measurable organizational value of this particular
project is illustrated in the below table.
Factor Description
Customer As the organization will provide fast service
with the new system, the customers of
Globlex increases by 15%.
Financial The yearly revenue that Globlex will

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receive due to the management of the
program with the new information system
will be around 19%.
Social The organization can create awareness
through advertisement or posts on social
media so that the benefit of the program can
be known to a greater number of people.
Strategy Proper organizational strategy is required to
manage the operation of the program
effectively.
Operational The operation of the organization get
improved with the help of the new system
development.
1.2 Identification of desired area of impact
Factor Rank
Customer 2nd
Financial 3rd
Social 4th
Strategy 5th
Operational 1st
1.3 Project Value
The project value that is generally achieved because of the development of a new
system is mainly reflected below:

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Faster: The new system that is developed by Globlex will helpful in providing faster
services to the farmers of the organization.
Better: With the development of the system, the operations of the organization can be
managed quite effectively in a better way in comparison to the manual system.
1.4 Appropriate metric
Rank Impact Metrics Timeframe
1st Operational Improvement within
the operation of the
program is generally
reflected within the
new system.
2months
2nd Customer More number of
farmers will be able
to get the services
and as a result a
greater number of
customers get
attracted.
3months
3rd Financial The financial profit
that is achieved with
this new system will
be around 12%
3months
4th Social Social media
utilization is
necessary for
1month

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increasing the
customers as well as
participants within
the program.
5th Strategy Use of proper
organizational
strategy is needed
for handling the
entire system
properly.
1month
Part 2: Scope
2.1 Scope
The project in-scope include:
 Providing invitation to the higher school students
 Training facilities will be given to the higher school students
 Developing a feature for reporting
 Development of tracking feature
 Facility of placement to the various students
2.2 Out of scope
The project out-scope include:
 Details based supply of the materials are not included in this project
 Workshop and training facility will not be provided to the staffs

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2.3 Scope management plan
The important steps that are followed in order to manage the scope of the project are
illustrated below:
 Defining the various requirements and needs of the project quite effectively so that
the team members can be able to understand the scope of the project effectively.
 Understanding the project objectives is considered to be very much important so that
the team members can progress as per the project scope
 Analyzing the early sign of scope creep so that the problems that can occur will be
resolved effectively
2.4 Resource plan
People: The individual who help in the information system development are reflected
with the help of figure below:
Figure 1: Human resources
(Source: Created by Author)
Technology: The Technologies that are required are listed below:

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 Software: Designing tools, Development tools
 Hardware: CPU, Hard disk, RAM, Desktop
Part 3: Work breakdown structure
3.1 Project milestone
Figure 2: Project milestone
(Source: Created by Author)

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3.2 Project activities
Figure 3: Project activities
(Source: Created by Author)

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3.3 Project resources
Figure 4: Project resources
(Source: Created by Author)

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3.4 Time estimation
Figure 5: Gantt chart
(Source: Created by Author)

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3.5 Project budget
Figure 6: Project budget
(Source: Created by Author)

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3.6 Time phased budget
January
2019
February
2019
March 2019 April 2019 May 2019
$ 0.00
$ 5,000.00
$ 10,000.00
$ 15,000.00
$ 20,000.00
$ 25,000.00
Time-phase budget
Cost
Figure 7: Time-phase budget
(Source: Created by Author)
Part 4: Risk analysis and plan
4.1 Assumptions
The developed project assumptions are mainly listed below:
 As per the developed assumption, 83 days are required for developing the system
 The design of the system will be checked with the development of the new system
4.2 Project risk and management strategy
Risk Impact Probability Assigned to Mitigation Type

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Improper
system
development
High High Developer Testing must
be done for
checking
whether the
system is
developed
properly or
not.
Threat
Lack of
resources
Medium High Hr. manager Proper
management
of resources
are required
for managing
the project.
Threat
Inappropriate
skill
High Medium Trainer Training
facility should
be provided
to the team
members
Threat
Budget
shortage
High High Financial
manager
Estimation of
budget must
be done
before
initiation
phase.
Threat

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Schedule
slippage
High High Project
planner.
Additional of
new feature
helps in
schedule
slippage that
can be
managed by
tracking the
project
properly.
Opportunity
Part 5: Quality management plan
 Project quality statement
The quality of the developed information system can be managed properly by
effectively following proper standards of project quality within the system. Furthermore,
the additional steps that are required to be used for managing quality of the project
include:
o Quality of the project must be checked regularly
o Significant strategies must be used for managing quality
o Quality must be given a priority for maintaining the quality standards.
 Verification activities
Verification activity When?
Reviewing the design of the system Design of the project is reviewed after the
design for the system is developed
Testing phase Testing is mainly undertaken after the

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system is developed.
 Validation activities
Validation activity When?
Post project review Post project review is undertaken for
making sure that the system is developed
properly.
Checking project quality Quality of the project is checked after the
system is developed.
Part 6: Closure and evaluation
6.1 Annotated bibliography
Refer to appendices
6.2 Closure checklist
Activities Status
All the resources of the project are released? Yes
Does proper project documentation is
created?
Yes
Does the entire project is closed? Yes
6.3 Project evaluation development
Evaluation activities Option
Does the goals of the project are met? Yes  No 

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Does the project progress is tracked
successfully?
Yes  No 
Does the system create positive impact on
the program?
Yes  No 
References
Andersen, E. S. (2016). Do project managers have different perspectives on project
management?. International Journal of Project Management, 34(1), 58-65.
De Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its
effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), 1509-1522.
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.
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.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management
beyond project selection techniques: Understanding the role of structural
alignment. International Journal of Project Management, 33(1), 126-139
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.

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Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics
applied to project management. International Journal of Project Management, 35(2),
169-179.
Rai, A. K., Agrawal, S., & Khaliq, M. (2017). Identification of Agile Software Risk
Indicators and Evaluation of Agile Software Development Project Risk Occurrence
Probability. In Proceedings of 7th International Conference on Engineering
Technology, Science and Management Innovation (ICETSMI-2017) (pp. 489-494).
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), 278-290.
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.
Ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefit
management, and project success: Towards a framework for supporting organizational
strategy implementation. International Journal of Project Management, 35(8), 1658-
1672.

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Appendices
Appendix 1: Annotated bibliography
Article 1: De Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project
management and its effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), 1509-1522.
The paper mainly reflects on the concept of PM and its entire impact on the project
success. The study helps in investigating that the effects of PM on the success of the project
are generally under different parameters of cost, scheduling as well as margins. Proper
contingency approach is needed to be adopted for evaluating the project complexity as per the
different categories. It is found that appropriate modelling technique is generally utilized for
testing the efforts of the management in context to training as well as capability development.
In addition to this proper project complexity helps in creating significant impact on the
various aspects of project success.
Article 2: Ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project
governance, benefit management, and project success: Towards a framework for
supporting organizational strategy implementation. International Journal of Project
Management, 35(8), 1658-1672.
The article generally reflects on the benefit management as well as success of the
project. It is found that there must be a proper pressure on the managers of the project for
demonstrating the project value within the funding organization. In spite of the it is found that
the project generally does not have proper robust procedure in order realize the strategic
value. Proper scale for the development of the project governance must be developed and it
should be validated based on the feedback from different experts. The results help in
indicating that proper project governance assists in improving the project success by either

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directly or with the help of the improved project success method. The entire resulting model
helps in setting proper foundations with the help of the theory that helps in explaining that
effective project governance is helpful in increasing the success of the project and generally
assists in enabling the realization of strategic objectives with the help of the project.
Article 3: Rai, A. K., Agrawal, S., & Khaliq, M. (2017). Identification of Agile Software
Risk Indicators and Evaluation of Agile Software Development Project Risk
Occurrence Probability. In Proceedings of 7th International Conference on Engineering
Technology, Science and Management Innovation (ICETSMI-2017) (pp. 489-494).
This article generally helps in determining the agile software-based risk identification
as well evaluating the risk occurrence probability. It is identified that the utilization of
various types of risk indicators are considered to be useful in making proper plan in order to
manage the risk assessment that are associated with agile software-based project. The project
is considered to be useful for properly optimizing the entire processes that assists in
managing the entire decisions. Instead of the significance of the risk management, it is
identified that the organizations generally overlook the risks as well as challenges. In addition
to this, the paper also aims to define as well as proposing the indicators of the risk
occurrence-based probability for properly defining the agile software-based environment for
supporting the identification of the project risks.