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.
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Running head: PROJECT MANAGEMENT Project management: Development of Mobile based farmer support system Name of the Student Name of the University Author’s Note
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PROJECT MANAGEMENT1 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 MANAGEMENT2 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 AreaImpact Operational1 Strategy2 Financial3
PROJECT MANAGEMENT3 Customer4 Social5 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 fasterwhen compared with the utilization of the manual system 1.3 Metric AreaMetric OperationalThe new application is generally helpful in improving the efficiency of the organization. StrategyThe strategy that is utilized earlier generally changes due to the new application. FinancialRise in the revenue of the revenue is seen by 14% due to the utilization of MBFSA CustomerTherise in % of customers as the customers getattractedofthenewfeaturesthatare provided by the application SocialThesocialplatformgenerallyattractsthe
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PROJECT MANAGEMENT4 customersbyraisingawarenessaboutthe significance of the new system 1.4 Timeframe AreaTimeframe Operational2months Strategy1 month Financial2 months Customer1 month Social1 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 MANAGEMENT5 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 MANAGEMENT6 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)
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PROJECT MANAGEMENT7 3.2 Project activities Figure 2: Project activities (Source: Created by Author)
PROJECT MANAGEMENT8 3.3 Resource estimate Figure 3: Linkage of resources with project activities (Source: Created by Author)
PROJECT MANAGEMENT9 3.4 Schedule As per the given schedule, the MBFSA will be developed successfully within the time period of 6 months. WBSTask NameDurationStartFinish 0Development of MBFSA6 mons Mon 27-05- 19 Fri 08-11-19 1Project initiation phase0.45 mons Mon 27-05- 19 Thu 06-06- 19 1.1Team conversation3 days Mon 27-05- 19 Wed 29-05- 19 1.2Developing the proposal2 daysThu 30-05-19Fri 31-05-19 1.3Development of agreement2 days Mon 03-06- 19 Tue 04-06-19 1.4Identification of stakeholder2 days Wed 05-06- 19 Thu 06-06-19 M1 Milestone 1: Completion of initiation phase 0 daysThu 06-06-19Thu 06-06-19 2Planning phase0.95 monsFri 07-06-19 Wed 03-07- 19 2.1Collecting ideas2 daysFri 07-06-19 Mon 10-06- 19 2.2Reviewing the project needs3 daysTue 11-06-19Thu 13-06-19
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PROJECT MANAGEMENT13 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 RiskDescriptionImpactProbabilityResponsibleStrategy Technical issue It is analyzed thatdueto inappropriate testing,a numberof issuesoccurs thatcauses problemin theoperation HighHighIT managerUndertaking testingafter the development phaseis necessary for avoiding risks that are associated
PROJECT MANAGEMENT14 ofthe application with testing. Slippageof schedule Ifthe scheduleof the project is notmanged thenthe chancesof theschedule slippageis quite high. Use of earned value analysisfor successfully managing the projectis considered to be important. Scope creepImproper management ofschedule canmainly causescope creep Theissues thatare associated withscope creep can be avoidedafter theproper utilizationof project schedule. Budget shortfall If the budget of the project Proper management
PROJECT MANAGEMENT15 arenot managed, thena numberoff financial problems occursthat furthercan obstructthe project progress. ofbudgetis necessary for avoiding extra expenditure thatfurther avoids budget shortfall Quality issueIfisfound thatdueto inappropriate quality standards, the chancesof occurring qualityissue is quite high. Theissues relatedwith project qualitymust beavoided byusing proper quality standards and metrics.
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PROJECT MANAGEMENT16 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 NameResource NamesStatus Developing the proposalPlannerCompleted Development of agreement Project manager, Planner Completed Identification of stakeholder Project manager Completed Creation of designApplication manager,Completed
PROJECT MANAGEMENT17 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 offQulaity analystCompleted 6.2 Annotated bibliography Refer to appendices
PROJECT MANAGEMENT18 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. 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 beyondprojectselectiontechniques:Understandingtheroleofstructural alignment.International Journal of Project Management,33(1), 126-139 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.
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PROJECT MANAGEMENT19 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 projectcontrolininfrastructureprojects.InternationalJournalofProject 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 MANAGEMENT20 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.
PROJECT MANAGEMENT21 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. Article2:Hornstein,H.A.(2015).Theintegrationofprojectmanagementand organizational change management is now a necessity.International Journal of Project Management,33(2), 291-298. Thepapergenerallyshowcasesontheintegrationthatexistsbetweenproject 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 ofproject managersneeds to
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PROJECT MANAGEMENT22 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.