Project Management: Mobile based farmer support application

This project management document discusses the development of a mobile-based farmer support application that aims to improve efficiency and decision-making in farming operations. It includes project scope, work breakdown structure, resource estimation, risk analysis, quality management plan, and project closure.

Running head: PROJECT MANAGEMENT
Project management: Mobile based farmer support application
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction......................................................................................................................................3
Project description...........................................................................................................................3
1: MOV............................................................................................................................................4
1.1 Desired impact area...............................................................................................................4
1.2 Value of the project...............................................................................................................4
1.3 Illustration of the metric........................................................................................................4
1.4 Timeframe for the impacted area...........................................................................................5
1.5 Statement of MOV.................................................................................................................5
Part 2: Scope....................................................................................................................................6
2.1 Project scope..........................................................................................................................6
2.2 Plan for scope management...................................................................................................6
2.3 Resource list...........................................................................................................................6
Part 3: Work breakdown structure...................................................................................................7
3.1 Work breakdown structure....................................................................................................7
3.2 Project activities.....................................................................................................................8
3.3 Resource estimation...............................................................................................................9
3.4 Project schedule...................................................................................................................10
3.5 Project budget......................................................................................................................11
Part 4: Risk analysis and plan........................................................................................................12
4.1 Assumption..........................................................................................................................12
4.2 Risk determination framework............................................................................................12
4.3 Risk analysis........................................................................................................................12
Part 5: Quality management plan..................................................................................................17
5.1 Project quality statement......................................................................................................17

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5.2 Verification activities...........................................................................................................17
5.3 Validation activities.............................................................................................................17
Part 6: Closure and evaluation.......................................................................................................17
6.1 Project checklist...................................................................................................................17
6.2 Annotated bibliography.......................................................................................................18
Bibliography..................................................................................................................................19
Appendices....................................................................................................................................21
Appendix 1: Annotated bibliography........................................................................................21

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Introduction
Globlex is one of the organizations that is currently engaged in supporting the farmers so
that the production from the farmlands can get increased by minimizing other types of
expenditures that are required for farming. The organization generally has 30 years of experience
within this business and therefore they generally aim to improve the efficiency of the
organization. The organization generally contracted with Virtucon and asked them to create a
mobile based support system such that the framers can be capable of quickly make planning and
undertake proper decision for managing the operations.
Project description
The MBFSA that is mainly developed with the help of the Virtucon will generally
provide a number of opportunities to the farmers through which the farmers can be able to get
improved efficiency of farming and can make appropriate planning as well as decisions for the
overall business. Ina addition to this, the application will provide them the facility of registering
themselves on the app with proper opportunity of adding, updating as well as deleting the crops
and their quantities. With the help of this app proper information dependent on the geographical
locations of the farmers as well as the crops which are preferred are generally utilized by the
wholesalers. The entire project of MBFSA development will generally get finished within 115
days.

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1: MOV
1.1 Desired impact area
Area Impact
Operational 1
Financial 2
Customer 3
Strategy 4
Social 5
1.2 Value of the project
 The application of MBFSA assists in giving better services to the clients or the customers as
the application generally stores the information including the location, preferred crops, crops
which grown as well as their quantities.
 The operations with the assistance of MBFSA can be handled much faster and therefore the
work that is associated with the project generally gets managed quite efficiently.
1.3 Illustration of the metric
Area Metric
Operational The business operations can be handled
efficiently with MBFSA
Financial The increment in the financial profit mainly
improves the condition of the organization.
Customer The customers get attracted due to the

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functions that are given by MBFSA that
further increased the number of users.
Strategy Utilization of effective management strategies
are needed to be utilized.
Social Successful integration of the MBFSA with the
social media enhances the brand image and
also attracts customers or users.
1.4 Timeframe for the impacted area
Area Timeframe
Operational 3 months
Financial 2 months
Customer 2 months
Strategy 1.5 Months
Social 1 months
1.5 Statement of MOV
The statement assists in suggesting that the MBFSA development not only providing a
number of facilities to the farmers but assists in enhancing the overall yearly profit of Globlex.

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Part 2: Scope
2.1 Project scope
The project scope mainly incorporates the MBFSA development which further including
coding, pilot project development as well as full version of the mobile application development.
Moreover, proper training facility should also need to be provided to the project team.
2.2 Plan for scope management
The plan that is generally created or developed with the helps in the project manager for
managing the scope effectively are listed below:
 Proper planning of the scope of the project during the planning phase
 Determining the resources with the help of the survey as well as other data collection
procedure
 Developing the plan for managing the scope
 Development of WBS by successfully disintegrating the activities that are involved in the
project
 Proper validation of the project scope
 Utilization of proper software tools for successfully controlling the entire project.
2.3 Resource list
Human resources:

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Hardware/software: The hardware and software requirements include:
 CPU
 Computer
 Hard disk
 Microsoft software
 Android studio
Others
 Training opportunity will be given to the team
 Allowances for travelling will be provided
Part 3: Work breakdown structure
3.1 Work breakdown structure
Figure 1: Work breakdown structure
(Source: Created by Author)

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3.2 Project activities
WBS Task Name
0 MBFSA Development for Globex
1 Pilot Project
1.1 Collecting the project needs
1.2 Discussion on the requirements
1.3 Hiring team members
1.4 Assigning the prototype work
1.5 Developing the pilot project
1.6 Testing the project prototype
1.7 Handover of the pilot project
1.8 Review and approval
2 Preparing full version of MBFSA
2.1 Defining resources
2.2 Ordering resources
2.3 Hardware/software
2.4 Providing funds
3 Development of MBFSA
3.1 Requirement analysis
3.2 Coding
3.3 Installing the application platform
3.4 Running the prototype
3.5 Developing the architecture
3.6 Implementation of application
3.7 Testing
3.8 Determining issues
3.9 Final version
3.10 User end testing
3.11 Go live
4 Project Closing
4.1 Documentation
4.2 Appraisal
4.3 Sign off
4.4 Project closure

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3.3 Resource estimation
Figure 2: Resources linked with activities
(Source: Created by Author)

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3.4 Project schedule
Figure 3: Project schedule
(Source: Created by Author)

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

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Part 4: Risk analysis and plan
4.1 Assumption
The project manager makes proper assumption as per which the clients needs to take
permission from the government in order to get some information and data which are very much
confidential.
4.2 Risk determination framework
It is identified that proper framework for the identifying the risks are used according to
which it is identified that that the following risks are generally linked with the MBFSA.
 Delay in the project
 Budget overflow
 Security issue
 Improper prototype development
 Management issue
4.3 Risk analysis
Risk Identificatio
n
Impact Probability Responsible Mitigation
Delay in the
project
It is found
that due a
delay in the
development,
the project
can face a lot
High High Project
planner
Managing the
schedule of
the project by
reporting the
project status
on a weekly

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of obstruction
in
successfully
finishing the
entire project.
basis is
generally
considered to
be beneficial
in
successfully
finishing the
work of the
project. This
further helps
in resolving
the issues
related with
delay and
schedule
slippage.
Budget
overflow
If the
expenditure
that is done
on each of the
activities is
not tracked
and if the
High High Financial
manager
It is
necessary to
track the
budget with
the help of
earned value
management

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expenditure is
done above
the allocated
budget then
the project
manager face
a lot financial
risk in
continuing the
project
further.
so that the
cost variances
can be
determined in
the initial
stage so that
the project
manager can
be able to
take proper
actions for
resolving the
issues related
with the
budget.
Security
issue
If the
cybersecurity
related attack
occur on the
application
then the
confidential
data of the
High High Security
manager
Installation of
proper
security
system will
generally be
helpful in
avoiding
risks and

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customers as
well as
wholesalers
can get lost
which further
can create a
number of
ethical issues
and
challenges.
challenges
which are
linked with
the attack of
cybersecurity.
Improper
prototype
development
If the
prototype for
the
application is
not
successfully
developed
then it
generally can
create a lot of
issues and
challenges in
developing
Medium High Developer The prototype
needs to be
properly
checked
before
developing
the proper
application so
that the
requirements
of the clients
can generally
get fulfilled

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the full
version of
MBFSA.
successfully.
Management
issue
If the
management
team are not
much
experienced
and skilled
then they face
a lot of issues
while
handling the
project
effectively
and thus the
project work
generally get
obstructed.
Medium Medium Manager Hiring skilled
and
experienced
managers are
generally
needed for
handling the
project
successfully
such that the
project meets
all the criteria
without
facing any
issues.

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Part 5: Quality management plan
5.1 Project quality statement
It is identified that utilization of different types of quality standards as well as quality
metrics are generally required for the success of the entire project by maintain the quality.
Effective quality planning by analyzing the quality on a weekly basis is one of the important step
that will be beneficial for successfully managing the project quality.
5.2 Verification activities
 Undertaking proper review on the project specifications
 Undertaking project testing
 Reviewing as well as analyzing the codes which are used
5.3 Validation activities
 Confirming the needs of the MBFSA
 Testing different types of project functionalities
 Fitting for the purpose of utilization
Part 6: Closure and evaluation
6.1 Project checklist
Task Name Completed/incomplete Signature
Pilot Project Complete
Preparing full version of MBFSA Complete
Development of MBFSA Complete
Coding Complete

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Installing the application platform Complete
Running the prototype Complete
Testing Complete
Determining issues Complete
Final version Complete
Documentation Complete
Sign off Complete
6.2 Annotated bibliography
Refer to appendices

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Bibliography
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), 761-778.
Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as
drivers of project management performance. International Journal of Project
Management, 36(6), 876-888.
Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Can
agile project management be adopted by industries other than software
development?. Project Management Journal, 45(3), 21-34.
Ekrot, B., Kock, A., & Gemünden, H. G. (2016). Retaining project management competence—
Antecedents and consequences. International Journal of Project Management, 34(2),
145-157.
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.

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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.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project
risk management methodology for small firms. International journal of project
management, 32(2), 327-340.
Meng, X., & Boyd, P. (2017). The role of the project manager in relationship
management. International Journal of Project Management, 35(5), 717-728.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
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.
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.

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Appendices
Appendix 1: Annotated bibliography
Article 1: Meng, X., & Boyd, P. (2017). The role of the project manager in relationship
management. International Journal of Project Management, 35(5), 717-728.
The article mainly showcases on the role of the project that the project manager plays for
relationship management. It is found that relationship management is mainly recognized as one
of the major focus for the next generation PM. As one of the important sectors, the construction
industry is generally embraced by the various concepts that are associated with the relationship
management. However, the managers generally focus on both the qualitative as well as
quantitative methodologies. The relationship management that is generally dependent on the
project can either be internal or external as per the situation. Moreover, the entire research
generally helps in determining 18 roles of the entire project managers in context to the RIRM.
Due to appropriate data analysis, it is analyzed that the research generally helps in providing
proper evidence in context to the change in the entire construction industry. In addition to this, it
is identified that the project management generally concentrates on proper planning as well as
control for the new PM aspects as it generally helps in highlighting the significance of the
working as well as people relationship.
Article 2: Ekrot, B., Kock, A., & Gemünden, H. G. (2016). Retaining project management
competence—Antecedents and consequences. International Journal of Project
Management, 34(2), 145-157.
The paper mainly focuses on retaining different project management related competence
in context to antecedents as well as consequences. It is found that the article generally highlights

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on the application of various types of competence retention in project management. It is analyzed
that the career systems are generally considered very much important for the competence
retention. Moreover, it is also highlighted from the paper that the success of the project generally
depends on the competence retention of the various project managers. The paper generally
utilizes samples of different 177 firms that are generally matched with the middle as well as
senior managers by successfully developing a model based on the consequences as well as
antecedents. The results generally help in revealing that the by giving formal development
perspectives within the project management generally assists in properly establishing a formal
lesson learned system both positively that is generally associated with the PMCR. In addition to
this, the results generally help in confirming the entire substantial significance of the average
success of the project for the overall success of the entire business organizations.
Article 3: Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive
capacity as drivers of project management performance. International Journal of Project
Management, 36(6), 876-888.
The article generally reflects on the complexity of the project as well as on the team level
absorptive capacity as the drivers for the performance of project management. It is generally
believed that the project complexity generally reduces the performance of the project managers.
But it is mainly identified that due to failed research in establishing proper relationship quite
effectively. Proper research is generally extended on the complexity of the project by properly
introducing the concept that is associated with the absorptive capacity of the team level and this
is generally done by successfully studying the role as a mediator between the complexity of the
entire project as well as for the entire success of the project management.