ICT Project Management: Description, Scope, and Stakeholder Expectations

In this project we will discuss about ICT project management and below are the summaries point:- Description and Overview of the TAHS Project: An introduction to the TAHS project by Globex Corporation. Part 1: MOV - Measurable Organizational Value: Focus on the impact, value, expectations, and timeline of the project. Part 2: Scope of TAHS and Scope Management Plan: Discusses the project's scope and resource list.

Running head: ICT PROJECT MANAGEMENT
ICT Project Management
Name of Student
Name of University
Author Note

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Table of Contents
Description and Overview of the TAHS Project.................................................................3
Part 1: MOV- Measurable Organisational Value................................................................3
1.1. Area of Impact..........................................................................................................3
1.2. Project Value Identified............................................................................................3
1.3. Stakeholders’ Expectations and Target....................................................................4
1.4. Set Timeline for MOV..............................................................................................4
1.5. Summary of the MOV..............................................................................................5
Part 2: Scope of TAHS and Scope Management Plan....................................................5
2.1. Scope.........................................................................................................................6
2.2. Resource List............................................................................................................6
Part 3: Work Breakdown Structure (WBS).........................................................................7
3.1. Work Breakdown Structure......................................................................................7
3.2. Deliverable and Milestone......................................................................................10
3.3. Project Budget........................................................................................................13
Part 4: Project Risk Analysis.............................................................................................14
4.1. Assumptions of the Project.....................................................................................14
4.2. Risk Identified and The Risk Mitigation Plan.......................................................14
Part 5: Quality Management Plan......................................................................................15
5.1. Team’s Objective....................................................................................................15

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5.2. Verification Activities............................................................................................15
5.3. Validation Activities...............................................................................................16
Part 6: Closure and Evaluation..........................................................................................16
6.1. Closure Checklist....................................................................................................16
6.2. Project Evaluation...................................................................................................16
Bibliography......................................................................................................................17
Appendix............................................................................................................................19

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Description and Overview of the TAHS Project
Globex corporation is known to help the farmers in increasing their productivity by
subsequently reducing the time and cost of the project. The Globex Farm has planned to
implement a project of training the high school students related to the agricultural product and its
related solution. In order to store the details of the students who will be participating in the
training program, the Globex Corporation is in requirement of developing a computer based
system. This project will be undertaken and implemented by Virtucon, a client of Globex.
Part 1: MOV- Measurable Organisational Value
1.1. Area of Impact
Strategy: The Computer-based software to be built will contribute to efficient
management of the project.
Customer: The application to be developed will be beneficial for the customers as well.
Financial: The application is to be developed in a cost effective way and will help in
increasing the profits of Globex.
Operational: The software will be offering operational benefits to the organization
Social: The software to be developed aims in providing educational benefits to the
society.
1.2. Project Value Identified
Value Better (On a
scale of 1 to 5)
Faster (On a
scale of 1 to 5)
Cheaper (On a
scale of 1 to 5)
Do More(On a
scale of 1 to 5)

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Impact
Area
Strategy 3 3 2 3
Customer 4 5 4 5
Financial 4 4 5 5
Social 3 5 4 2
Operational 4 2 2 2
1.3. Stakeholders’ Expectations and Target
Stakeholders Expectations Target
Virtucon Management and implementation
of a project
To deliver project in a reduced
cost
Globex Management of the entire
training program
To ensure that the project is
implemented on time
Participatory High Schools Management of the training
needs
To ensure maximum students
participates in the program
Project Team Management of software
development project
To develop and deliver a working
software
1.4. Set Timeline for MOV

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Figure 1: Representing the Timeline
1.5. Summary of the MOV
MOV Summary
Area of Impact The impact area is analysed in relation to strategy,
financial, operational and social impact on the
project.
Project Value TAHS project value is analysed in a tabular form. It
aims in delivering a project of high value and low
cost
Stakeholders’ Expectations and their Target The stakeholders’ expectations and target is
identified.
TimeLine 235 Days
Part 2: Scope of TAHS and Scope Management Plan

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2.1. Scope
The scopes (in scope) identified for the project are as follows-
 To develop a high functionality software in a low cost
 To efficiently manage the Training and Apprenticeship program for the High
School students
The out-scope requirements of the project are -
 To train the high school students
 To install the application for the project
The project scope will be managed by ascertaining that the said project is completed on a
set budget and set resources provided for the project.
2.2. Resource List

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Figure 2: Representing the List of Resources
Part 3: Work Breakdown Structure (WBS)
3.1. Work Breakdown Structure

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TAHS Project
Project Starts Requirements
Identification
Meeting with Globex
Specifications
Identification
Finalizing the
Project Needs
Docuemnts Sharing
M1: Project Begins
Planning and Project
Initiation
Scheduling the
Project
Sharing the
documents with
Globex
Sharing details of
project schedule
with Globex
Developing Project
Plan
M2: Project Plan
Approval
Implementation Phase
Design Phase
Interface Design
Graphics Selection
Approval of the
design
Coding Phase
Software Coding
Database Coding
Linking the
Database with the
application
M3: Completion of
Software Coding
Testing Phase
Unit Testing
Integration Testing
System Testing
User Acceptance
Testing
Bug Fixing
M4: Completion of
Testing Phase
Project Evaluation and
Project Closure
Project Verification
and Validation
Documentation
Payment Completion
Resource Release
Client Sign off
M5: Successful
Project Closure
Figure 3: Representing the Work Breakdown Structure

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3.2. Deliverable and Milestone

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Figure 4: Representing Deliverables and Milestone
(The Milestones of the project are marked in red)

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Figure 5: Representing the Gantt chart
3.3. Project Budget

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Figure 6: Representing the Project Budget
Part 4: Project Risk Analysis
4.1. Assumptions of the Project
The implementation of the project is subjected to certain assumptions which are
discussed as follows-
 It is assumed that the resources that are identified against the project requirements
are effective in managing a project
 It is assumed that the project needs will be provided by Globex including the
transportation needs
4.2. Risk Identified and The Risk Mitigation Plan
The risks and their mitigation approaches are analysed in the table below-
Risk Description Probability Impact Risk Owner Mitigation
Technical issue:
The system failed
to perform as
expected
High High Technical Expert Redesigning the
system that is
developed
Incorrect
Specification:
Development of a
completely
different product
Medium Low Team Globex The project
specifications are
needed to be
documented
Budget Issue: The High High Resource Manager The cost

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project cannot be
completed in low
cost
estimation should
be done prior to
project start
Schedule Issue:
Difficulty in
completion of the
project in given
timeframe
Medium Medium Project Manager The schedule
estimation should
be done prior to
project start
Unacceptable
Quality: The
project fails to
maintain the
needed quality
High High Team Virtucon Regular quality
check is essential
Part 5: Quality Management Plan
5.1. Team’s Objective
The objective of the project management team is to deliver a completed project in low
cost. The project that will be delivered will be a project of high functionality. The project is
undertaken by Virtucon and is expected to be completed in a given timeframe.
5.2. Verification Activities
The verification activities that will be undertaken by the project team includes the
internal audits and end product testing.

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5.3. Validation Activities
The validation activities that is undertaken by the project team includes the requirement
based testing and review of the codes for the computer based system.
Part 6: Closure and Evaluation
Project closure phase is related to project evaluation where the specifications of the
product developed is evaluated against the finished product (refer to appendix).
6.1. Closure Checklist
The closure checklist for this project is represented below-
Checklist Items Response (yes/no)
Completion of Verification Activities Yes
Completion of Validation activities Yes
Completion of Software Testing Yes
Completion of Project Evaluation Yes
Payment Completion Yes
Documentation Yes
6.2. Project Evaluation
The measurable organizational value of TAHS will be analysed on basis of the
verification and the validation activities in the project closure phase. Successful completion of all
the objectives identified for the project will contribute to effective management of the project.

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Bibliography
Binder, J. (2016). Global project management: communication, collaboration and management
across borders. Routledge.
Davis, K. (2014). Different stakeholder groups and their perceptions of project
success. International journal of project management, 32(2), 189-201.
Heagney, J. (2016). Fundamentals of project management. Amacom.
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.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
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.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.

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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.
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.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.

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Appendix
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.
Project Management methodology is related to the identification of the risk and issues in
a project. For appropriate identification of the project risk, it is essential to evaluate the
specifications and the requirements of the project. This is mainly done in the project evaluation
phase. According to Marcelino-Sádaba, et al (2014), project evaluation is a part of risk
management process in small firms. Small firms have limited resources with which they
implement a project. Therefore, appropriate risk management becomes necessary for these
organization. The project evaluation phase checks whether a particular project is able to meet the
requirements and the specification that were identified. The functionality of risk management
phase is to determine the issues related to a project. The project evaluation phase checks whether
the team has been able to implement the project in an efficient manner by reducing the risks in
the project. Therefore, it can be commented that the project evaluation phase is one of the most
vital stages related to management of a project in case of small and medium sized organization.
Project evaluation and risk management phase of a project is interlinked and is associated with
successful completion of a project that is in its implementation stage.
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.

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According to Serra and Kunc, (2015), the perception of project success is associated with
the methods of project implementation. The success dimensions and the perception of the project
is associated with project evaluation. Project performance and its high relevance is considered to
be a measure of project success. Appropriate benefit realization is related to accurate project
evaluation. A high relevance of performance of project ascertains the success of the project.
Business strategies indicates that a project undertaken by the organizations are needed to be
completed successfully in order to enhance the competitive advantage of the company.
Therefore, project evaluation plays a critical role in ensuring that the project is completed in a
successful manner. Project evaluation is important mainly in software projects as the evaluation
phase checks whether the project is coded according to the specifications. The project evaluation
therefore, can be linked to benefits realization management, which is a structured process that
aims in closing the gaps between execution and strategy planning.
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.
According to Todorović et al., (2015), project’s success can be linked to an approach of
project management which is knowledge based. One of the major issues related to the
management of IT projects involves not following the specification identified in the initiation
phase. Whether a project is following its specifications or not is mainly checked during the
evaluation of the project. The researcher has chosen knowledge-based approach in order to
analyse the success framework of project management. One of the major issues related to
management of a project and in ensuring the project success involves ineffective project
evaluation. Project evaluation is vital for accurate implementation of the project as it evaluates if

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the requirements of the project is fulfilled. With the increase in the number of the business
organization implementing different project management approaches, the need for project
evaluation before the project closure phase becomes a necessity. There are a number of benefits
associated with project evaluation that increases the need for undertaking the evaluation of the
project prior to project closure.