Development of Mobile based farmer support system

This paper discusses the development of a mobile-based farmer support system that aims to improve productivity and decrease expenditure for farmers. It covers the project scope, work breakdown structure, risk analysis, and quality management plan.

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

PROJECT MANAGEMENT 1
Table of Contents
Introduction......................................................................................................................................2
Description of the project................................................................................................................2
Part 1: MOV....................................................................................................................................2
1.1 Desired area of impact...........................................................................................................2
1.2 Project value..........................................................................................................................3
1.3 Metric.....................................................................................................................................3
1.4 Timeframe..............................................................................................................................4
1.5 MOV statement......................................................................................................................4
Part 2: Scope....................................................................................................................................4
2.1 Project scope definition.........................................................................................................4
2.2 Scope management plan........................................................................................................5
2.3 Resource list...........................................................................................................................5
Part 3: Work breakdown structure...................................................................................................6
3.1 Work breakdown structure....................................................................................................6
3.2 Project activities.....................................................................................................................7
3.3 Resource estimate..................................................................................................................8
3.4 Schedule.................................................................................................................................9
3.5 Project budget......................................................................................................................12
Part 4: Risk analysis and plan........................................................................................................13
4.1 Assumption..........................................................................................................................13
4.2 Risk determination framework............................................................................................13
4.3 Risk analysis........................................................................................................................13
Part 5: quality management plan...................................................................................................16
5.1 Project quality statement......................................................................................................16
5.2 Verification activities...........................................................................................................16
5.3 Validation activities.............................................................................................................16
Part 6: Closure and evaluation.......................................................................................................16
6.1 Project checklist...................................................................................................................16
6.2 Annotated bibliography.......................................................................................................17
Bibliography..................................................................................................................................18
Appendices....................................................................................................................................20
Appendix 1: Annotated Bibliography........................................................................................20

PROJECT MANAGEMENT 2
Introduction
The main focus of the paper is on the organization “Globlex” that generally aims to give
proper support to the farmers by improving the productivity by decreasing the expenditure. It is
found that this, the organization contacted Virtucon, for undertaking the mobile application
development that will provide proper opportunities to the farmers with the help of which the
customers can be able to update details including the crops, geographical conditions, the needed
seasonal crops and more.
Description of the project
The mobile based application that will be established by the organization Virtucon will
generally be helpful in providing proper opportunities of adding, updating as well as deleting the
farms, crops as well as provides proper information regarding the geographical location,
preferred crops that are grows and more. The application will further provide a number of
opportunities to other stakeholders of the organization so that they can they get the chances of
getting the information from farmers. Moreover, effective facility is given to the project team, in
order to give proper training facility to the farmers.
Part 1: MOV
1.1 Desired area of impact
Area Impact
Operational 1
Strategy 2
Financial 3

PROJECT MANAGEMENT 3
Customer 4
Social 5
1.2 Project value
The project value includes:
Better: It is found that proper services are generally provided to the farmers with the use
of the new application that helps the farmers in adding details about the preferred crops,
geographical locations and more.
Faster: The facilities which are provided by the new mobile application generally assists
in managing the operations quite faster when compared with the utilization of the manual
system
1.3 Metric
Area Metric
Operational The new application is generally helpful in
improving the efficiency of the organization.
Strategy The strategy that is utilized earlier generally
changes due to the new application.
Financial Rise in the revenue of the revenue is seen by
14% due to the utilization of MBFSA
Customer The rise in % of customers as the customers
get attracted of the new features that are
provided by the application
Social The social platform generally attracts the

PROJECT MANAGEMENT 4
customers by raising awareness about the
significance of the new system
1.4 Timeframe
Area Timeframe
Operational 2months
Strategy 1 month
Financial 2 months
Customer 1 month
Social 1 month
1.5 MOV statement
The statement of the MOV helps in suggesting that the new mobile application which
was generally implemented is considered to be beneficial for giving opportunities to the farmers
so that they can increase productivity from the farmlands. Additionally, it is found that the
system also gives a nnumber of benefits to the wholesalers and the government for generating
proper amount of revenue.
Part 2: Scope
2.1 Project scope definition
The project scope comprise of development of MBFSA system which generally assists in
giving different types of facilities to farmers with which they can be able to collect information
based on geographical location, preferred crops that are grown as well as seasonal crops and

PROJECT MANAGEMENT 5
more. In addition to this, the project scope also includes creating of a detailed reporting system
that include features like farmers registration facility, crops required and more.
2.2 Scope management plan
The stages or options which the project managers utilize for successfully managing the
scope of the project are generally elaborated below:
 Making proper plan for the project by successfully defining the requirements that are
linked with the mobile application
 Properly gathering requirements by undertaking survey as well as with the help of
analysis method
 Definition the entire scope because of the involvement of the project staffs
 Development of breakdown structure by disintegrating the project activities
 Successful validation of project scope by successful acceptance of the deliverables
 Controlling the changes of the scope so that no issues can arise.
2.3 Resource list
Human resources

PROJECT MANAGEMENT 6
Hardware/Software
 Hardware: CPU, Hard disk, Computer
 Software: Android studio, SQL LITE
Others
 Travel: Money for travelling of the employees should be provided from the organization
 Training: The facility of training should be offered free of cost by the organization
Part 3: Work breakdown structure
3.1 Work breakdown structure
Figure 1: Work breakdown structure
(Source: Created by Author)

PROJECT MANAGEMENT 7
3.2 Project activities
Figure 2: Project activities
(Source: Created by Author)

PROJECT MANAGEMENT 8
3.3 Resource estimate
Figure 3: Linkage of resources with project activities
(Source: Created by Author)

PROJECT MANAGEMENT 9
3.4 Schedule
As per the given schedule, the MBFSA will be developed successfully within the time
period of 6 months.
WBS Task Name Duration Start Finish
0 Development of MBFSA 6 mons
Mon 27-05-
19
Fri 08-11-19
1 Project initiation phase 0.45 mons
Mon 27-05-
19
Thu 06-06-
19
1.1 Team conversation 3 days
Mon 27-05-
19
Wed 29-05-
19
1.2 Developing the proposal 2 days Thu 30-05-19 Fri 31-05-19
1.3 Development of agreement 2 days
Mon 03-06-
19
Tue 04-06-19
1.4 Identification of stakeholder 2 days
Wed 05-06-
19
Thu 06-06-19
M1
Milestone 1: Completion of initiation
phase
0 days Thu 06-06-19 Thu 06-06-19
2 Planning phase 0.95 mons Fri 07-06-19
Wed 03-07-
19
2.1 Collecting ideas 2 days Fri 07-06-19
Mon 10-06-
19
2.2 Reviewing the project needs 3 days Tue 11-06-19 Thu 13-06-19

PROJECT MANAGEMENT 10
2.3 Creation of design 5 days Fri 14-06-19 Thu 20-06-19
2.4 Feasibility study 3 days Fri 21-06-19 Tue 25-06-19
2.5 Budget analysis 2 days
Wed 26-06-
19
Thu 27-06-19
2.6 Development of budget 4 days Fri 28-06-19
Wed 03-07-
19
M2
Milestone 2: Completion of planning
phase
0 days
Wed 03-07-
19
Wed 03-07-
19
3 Mobile application development phase 4.25 mons
Thu 04-07-
19
Wed 30-10-
19
3.1 Pilot project delivery 2 mons Thu 04-07-19
Wed 28-08-
19
3.2 Development of database 5 days Thu 29-08-19
Wed 04-09-
19
3.3 Code validation 3 days Thu 05-09-19
Mon 09-09-
19
3.4 Building mobile content 0.05 mons Tue 10-09-19 Tue 10-09-19
3.5 Site page development 15 days
Wed 11-09-
19
Tue 01-10-19
3.6
Updating details of farmers and
wholesalers
0.7 mons
Wed 02-10-
19
Mon 21-10-
19
3.7 Determination of crops as per 4 days Tue 22-10-19 Fri 25-10-19

PROJECT MANAGEMENT 11
geographical area
3.8 Registration by the farmers 3 days
Mon 28-10-
19
Wed 30-10-
19
3.9
Requirements production for
registration
0 days
Wed 30-10-
19
Wed 30-10-
19
4
Milestone 3: Completion of execution
phase
0 days
Wed 30-10-
19
Wed 30-10-
19
5 Project closure phase 0.35 mons
Thu 31-10-
19
Fri 08-11-19
5.1 Analyzing the risks 3 days Thu 31-10-19
Mon 04-11-
19
5.2 Stakeholder sign off 3 days Tue 05-11-19 Thu 07-11-19
5.3 Post project review 0.05 mons Fri 08-11-19 Fri 08-11-19
5.4
Milestone 4: Completion of closure
phase
0 days Fri 08-11-19 Fri 08-11-19

PROJECT MANAGEMENT 12
3.5 Project budget
Figure 4: Project budget
(Source: Created by Author)

PROJECT MANAGEMENT 13
Part 4: Risk analysis and plan
4.1 Assumption
The project manager makes an assumption that in order to access important information
as well as data, the wholesalers need to take permission from the government.
4.2 Risk determination framework (RDF)
As per the RDF, the risks that are identified are mainly listed below:
 Technical issue
 Slippage of schedule
 Scope creep
 Budget shortfall
 Qulaity issue
4.3 Risk analysis
Risk Description Impact Probability Responsible Strategy
Technical
issue
It is analyzed
that due to
inappropriate
testing, a
number of
issues occurs
that causes
problem in
the operation
High High IT manager Undertaking
testing after
the
development
phase is
necessary for
avoiding
risks that are
associated

PROJECT MANAGEMENT 14
of the
application
with testing.
Slippage of
schedule
If the
schedule of
the project is
not manged
then the
chances of
the schedule
slippage is
quite high.
Use of earned
value
analysis for
successfully
managing the
project is
considered to
be important.
Scope creep Improper
management
of schedule
can mainly
cause scope
creep
The issues
that are
associated
with scope
creep can be
avoided after
the proper
utilization of
project
schedule.
Budget
shortfall
If the budget
of the project
Proper
management

PROJECT MANAGEMENT 15
are not
managed,
then a
number off
financial
problems
occurs that
further can
obstruct the
project
progress.
of budget is
necessary for
avoiding
extra
expenditure
that further
avoids budget
shortfall
Quality issue If is found
that due to
inappropriate
quality
standards, the
chances of
occurring
quality issue
is quite high.
The issues
related with
project
quality must
be avoided
by using
proper
quality
standards and
metrics.

PROJECT MANAGEMENT 16
Part 5: quality management plan
5.1 Project quality statement
It is important for the project managers to take proper actions so that the challenges that
are generally associated with the quality of the project must be minimized. Utilization of proper
quality metrics and standards are considered to be important for the maintaining project quality.
5.2 Verification activities
 Reviewing the various types of project specifications
 Reviewing the code that is used
 Implementation of testing phase
5.3 Validation activities
 Conformation of the project requirements
 Fitting for use
 Testing functionalities
Part 6: Closure and evaluation
6.1 Project checklist
Task Name Resource Names Status
Developing the proposal Planner Completed
Development of
agreement
Project manager, Planner
Completed
Identification of
stakeholder
Project manager
Completed
Creation of design Application manager, Completed

PROJECT MANAGEMENT 17
Application developer
Development of database
Application manager, Database
administrator
Completed
Code validation
Application manager, Database
administrator, Coder, Additional
cost[1]
Completed
Determination of crops as
per geographical area
Application manager, Coder,
Database administrator
Completed
Registration by the
farmers
Application manager,
Application developer
Completed
Requirements production
for registration
Tester
Completed
Stakeholder sign off Qulaity analyst Completed
6.2 Annotated bibliography
Refer to appendices

PROJECT MANAGEMENT 18
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.
Binder, J. (2016). Global project management: communication, collaboration and management
across borders. Routledge.
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016).
The agility construct on project management theory. International Journal of Project
Management, 34(4), 660-674.
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
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.

PROJECT MANAGEMENT 19
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through
project control in infrastructure projects. International Journal of Project
Management, 35(6), 1167-1183.
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.
Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to great: The
benefits of investment in project management training and education. International
Journal of Project Management, 33(1), 41-52.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of
Project Management, 33(1), 53-66.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of
Project Management, 33(1), 53-66.
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.

PROJECT MANAGEMENT 20
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.

PROJECT MANAGEMENT 21
Appendices
Appendix 1: Annotated Bibliography
Article 1: 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.
The article mainly showcases on the connection that is generally present within PM and
the achievement of the entire project in context to governance context. The study that was
undertaken by the paper generally showcases that proper relationship is therebetween the
methodology and the success of the project. Proper analysis is mainly undertaken that further
helps in reflecting that application of the PMM documents generally varies the project success
that generally requires to be properly supplemented for the fruitful utilization of the project
manager. Additionally, it is determined that project governance mainly reflects on one of the
quasi moderators within the relationship as per which the findings must properly benefit the
practitioners of project managers.
Article 2: 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.
The paper generally showcases on the integration that exists between project
management and appropriate organizational change. It is found that proper project management
procedures as well as facility of effective training should be given to managers who must
properly consider the impact of the entire organizational changes on either the success or the
failure of the entire project. The case that focuses that requiring of project managers needs to

PROJECT MANAGEMENT 22
properly conversant with the change management of which is made by taking help of the author
who generally reviews the supportive literature.
Article 3: 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.
The main focus of the article is on the success analysis of the project which is considered
as one of the knowledge-based approach within the PM. One of the significant challenges or
issue that is faced by the KM in the project environment is due to poor analysis of the project
success and because of lack of appropriate documentation that is generally dependent on the
results of the earlier projects. It is analyzed that an empirical research was generally undertaken
for defining the success analysis framework contribution in KM.