Project Management: Mobile based farmer support application
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Added on 2023/03/30
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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.
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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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3 PROJECT MANAGEMENT Introduction Globlex is one of the organizations that is currently engaged in supporting the farmers so that the productionfrom the farmlandscan get increasedby minimizingother typesof expenditures that are required for farming. The organization generally has 30 years of experience withinthisbusinessandthereforetheygenerallyaimtoimprovetheefficiencyofthe 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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4 PROJECT MANAGEMENT 1: MOV 1.1 Desired impact area AreaImpact Operational1 Financial2 Customer3 Strategy4 Social5 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 AreaMetric OperationalThebusinessoperationscanbehandled efficiently with MBFSA FinancialThe increment in the financial profit mainly improves the condition of the organization. CustomerThecustomersgetattractedduetothe
5 PROJECT MANAGEMENT functionsthataregivenbyMBFSAthat further increased the number of users. StrategyUtilization of effective management strategies are needed to be utilized. SocialSuccessful 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 AreaTimeframe Operational3 months Financial2 months Customer2 months Strategy1.5 Months Social1 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.
6 PROJECT MANAGEMENT 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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7 PROJECT MANAGEMENT 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)
8 PROJECT MANAGEMENT 3.2 Project activities WBSTask Name 0MBFSA Development for Globex 1Pilot Project 1.1Collecting the project needs 1.2Discussion on the requirements 1.3Hiring team members 1.4Assigning the prototype work 1.5Developing the pilot project 1.6Testing the project prototype 1.7Handover of the pilot project 1.8Review and approval 2Preparing full version of MBFSA 2.1Defining resources 2.2Ordering resources 2.3Hardware/software 2.4Providing funds 3Development of MBFSA 3.1Requirement analysis 3.2Coding 3.3Installing the application platform 3.4Running the prototype 3.5Developing the architecture 3.6Implementation of application 3.7Testing 3.8Determining issues 3.9Final version 3.10User end testing 3.11Go live 4Project Closing 4.1Documentation 4.2Appraisal 4.3Sign off 4.4Project closure
9 PROJECT MANAGEMENT 3.3 Resource estimation Figure 2: Resources linked with activities (Source: Created by Author)
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10 PROJECT MANAGEMENT 3.4 Project schedule Figure 3: Project schedule (Source: Created by Author)
11 PROJECT MANAGEMENT 3.5 Project budget Figure 4: Project budget (Source: Created by Author)
12 PROJECT MANAGEMENT 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 RiskIdentificatio n ImpactProbabilityResponsibleMitigation Delay in the project Itisfound thatduea delayinthe development, theproject can face a lot HighHighProject planner Managing the scheduleof the project by reportingthe project status onaweekly
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13 PROJECT MANAGEMENT of obstruction in successfully finishingthe entire project. basisis generally considered to bebeneficial in successfully finishingthe workofthe project.This furtherhelps inresolving theissues relatedwith delayand schedule slippage. Budget overflow If the expenditure that is done on each of the activities is not tracked and if the HighHighFinancial manager It is necessary to track the budget with the help of earned value management
14 PROJECT MANAGEMENT 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 Ifthe cybersecurity relatedattack occuronthe application thenthe confidential dataofthe HighHighSecurity manager Installation of proper security systemwill generallybe helpfulin avoiding risksand
15 PROJECT MANAGEMENT customersas wellas wholesalers cangetlost whichfurther cancreatea numberof ethicalissues and challenges. challenges whichare linkedwith the attackof cybersecurity. Improper prototype development Ifthe prototypefor the applicationis not successfully developed thenit generallycan create a lot of issuesand challengesin developing MediumHighDeveloperThe prototype needstobe properly checked before developing theproper application so thatthe requirements of the clients can generally getfulfilled
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16 PROJECT MANAGEMENT thefull versionof MBFSA. successfully. Management issue Ifthe management teamarenot much experienced andskilled then they face a lot of issues while handlingthe project effectively andthusthe projectwork generallyget obstructed. MediumMediumManagerHiring skilled and experienced managers are generally neededfor handlingthe project successfully such that the project meets all the criteria without facingany issues.
17 PROJECT MANAGEMENT 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 NameCompleted/incompleteSignature Pilot ProjectComplete Preparing full version of MBFSAComplete Development of MBFSAComplete CodingComplete
18 PROJECT MANAGEMENT Installing the application platformComplete Running the prototypeComplete TestingComplete Determining issuesComplete Final versionComplete DocumentationComplete Sign offComplete 6.2 Annotated bibliography Refer to appendices
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19 PROJECT MANAGEMENT Bibliography Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practicesonprojectsuccess:Towardsdevelopingaprojectbenefitsgovernance framework.International Journal of Project Management,34(4), 761-778. Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as driversofprojectmanagementperformance.InternationalJournalofProject Management,36(6), 876-888. Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Can agileprojectmanagementbeadoptedbyindustriesotherthansoftware 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.
20 PROJECT MANAGEMENT Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyondprojectselectiontechniques:Understandingtheroleofstructural alignment.International Journal of Project Management,33(1), 126-139. Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project riskmanagementmethodologyforsmallfirms.Internationaljournalofproject management,32(2), 327-340. Meng,X.,&Boyd,P.(2017).Theroleoftheprojectmanagerinrelationship 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). Projectsuccessanalysisframework:Aknowledge-basedapproachinproject 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.
21 PROJECT MANAGEMENT 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 managersgenerallyfocus on both the qualitativeas 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—Antecedentsandconsequences.InternationalJournalofProject 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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22 PROJECT MANAGEMENT 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.