Project Management Assignment: Development of TAHS Program for Globlex

This project management assignment presents a comprehensive case study focused on the development of a computer-based system for Globlex's Training and Apprenticeship program for High School students (TAHS). The assignment details the project's Measurable Organizational Value (MOV), determining areas of impact and appropriate metrics. It defines the project's scope, both in and out of scope components, and outlines a scope management plan. The project's resources, including human resources, technology, and budget, are meticulously planned with detailed time estimations and a time-phased budget. The assignment also addresses project risks and mitigation strategies. Furthermore, the project includes sections on quality management, verification, and validation activities, along with an annotated bibliography and a project evaluation checklist. The student has developed a project charter and all the associated components.

Running head: PROJECT MANAGEMENT
Case Study: Training and Apprenticeship program for High School Students (TAHS)
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction................................................................................................................................3
Project description......................................................................................................................3
Part One......................................................................................................................................3
1.1 Measurable organizational Value.....................................................................................3
1.2 Determination of desired area of impact..........................................................................4
1.3 Project value.....................................................................................................................4
1.4 Appropriate metric...........................................................................................................5
Part Two.....................................................................................................................................6
2.1 Scope................................................................................................................................6
2.2 Out of scope.....................................................................................................................6
2.3 Scope management plan...................................................................................................6
2.4 Resource plan...................................................................................................................7
Part three....................................................................................................................................8
3.1 Project milestone.........................................................................................................8
3.2 Project activities...............................................................................................................9
3.3 Project resources............................................................................................................10
3.4 Time estimation..............................................................................................................11
3.5 Project budget.................................................................................................................12
3.6 Time-phase budget.........................................................................................................13
Part Four...................................................................................................................................13
4.1Assumptions....................................................................................................................13
4.2 Project risk and management strategy............................................................................14
Part Five...................................................................................................................................15
Part Six.....................................................................................................................................16
6.1 Annotated Bibliography.................................................................................................16
6.2 Development of closure checklist..................................................................................16
6.3 Development of project evaluation................................................................................16
Bibliography.............................................................................................................................18
Appendices...............................................................................................................................20
Appendix 1: Annotated bibliography...................................................................................20

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Introduction
The paper mainly reflects on the development of a computer-based system for the
organization Globlex for successfully managing the TAHS program. The main purpose of
developing the system is to manage the program successfully such that with the help of the
program proper services can be provided to the farmers and at the same time it assists in
rising the job opportunities for the higher school students. The development of the system
will need 96 days of time for successful completion.
The objectives of the project are generally listed below:
 To develop a computer-based system for the organization
 To provide job opportunities to the higher school students
 To provide help to the farmers with the help of trained expertise
Project description
Globlex is currently engaged with both farm equipment as well as precision farming
and with these two major products, the organization is helping the famers in increasing the
productivity of the farmlands by decreasing the needed time as well as cost. The organization
has initiated a program with the help of which the students of higher school will be trained
with different farming expertise so that they can be able to help the farmers with their skills
and specialities in farming.
Part One
1.1 Measurable organizational Value
MOV is defined as the goal that is quite beneficial in reflecting the value which the
project is bringing for the organizational clients. The measurable value for this specific
project is generally showcased in the table below:

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Factor Description
Customer The number of organizational customers
will rise by 16% due to the service that is
provided by the new system.
Financial As the number of customers increases, the
financial revenue of the organization rises.
Social Social media should be utilized for
advertising about the TAHS program and its
benefits for the farmers.
Strategy Utilization of proper management strategy
assists in managing the operations of the
program effectively.
Operational Improvement within the operation of the
organization is reflected due to the
information system.
1.2 Determination of desired area of impact
Factor Rank
Customer 2nd
Financial 3rd
Social 4th
Strategy 5th
Operational 1st
1.3 Project value
The value that is achieved due to the new information system development is
illustrated below:

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Faster: The farmers will get faster service due to the use of the new system for TAHS
program management.
Better: The services or help that is provided with the computer-based system is
considered to be better in comparison to the system that was utilized earlier for the
management of the TAHS program.
1.4 Appropriate metric
Rank Impact Metrics Timeframe
1st Operational New system will
improve the
operation that is
performed for the
TAHS program
management.
2months
2nd Customer The number of
customers will rise
in number and it will
be around 12%
3months
3rd Financial Hike in early
revenue or profit is
also reflected due to
the use of new
system.
3months
4th Social The use of social
media use increases
the number of
1month

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customers
5th Strategy Organizational
strategy are required
to be used for
successfully
handling the system.
1month
Part Two
2.1 Scope
In-scope points are reflected below:
 Development of cloud-based ERP system
 Invitation of the students
 Providing the facility of training
 Reporting and apprenticeship tracking
 Database development
2.2 Out of scope
The points that are provided below are generally out- of scope of the project
 Facility of team workshop and training to is not delivered
 Evidence regarding the supply of the materials are not given
2.3 Scope management plan
It is quite necessary to manage the project scope and for this the steps that are
required to be followed are listed below:
1. Requirements of the project must be properly reflected such that the team members
can be able to understand the needs of the project

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2. Project objectives understanding is important for avoiding scope creep within the
project
3. Analyzing the initial stages of the scope creep for successful management of the
project scope
2.4 Resource plan
Human resources: The figure that is provided below is reflecting the human
resources who are engaged in system development.
Figure 1: Human resource
(Source: Created by Author)
Technology: The needed hardware and software are reflected below:
 Software: Designing tools, system development tools
 Hardware: RAM, Hard disk, Desktop, CPU
Travel: Facilities of travel should be prearranged for the team.

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Others: Facility of training should be organized for helping team.
Part three
3.1 Project milestone
Figure 2: Project milestone
(Source: Created by Author)
3.2 Project activities
Figure 3: Project activities

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PROJECT MANAGEMENT
(Source: Created by Author)
3.3 Project resources
Figure 4: Project resources
(Source: Created by Author)

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3.4 Time estimation
Figure 5: Gantt chart
(Source: Created by Author)

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3.5 Project budget
Figure 6: Project budget
(Source: Created by Author)

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3.6 Time-phase budget
January
2019
February
2019
March
2019
April
2019
May 2019 June 2019
$0.00
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$25,000.00
$30,000.00
$35,000.00
$40,000.00
$45,000.00
Time-phase budget
Cost
Figure 7: Time-phase budget
(Source: Created by Author)
Part Four
4.1Assumptions
The developed assumption for this particular project are highlighted below:
 The design for the information system will meet all the goals and objectives of
Globlex
 The developed information system will be completed within time period of 96
days
4.2 Project risk and management strategy
Risk Impact Probability Assigned Mitigation Threat/opportunity

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to
Budget
shortfall
High High Financial
manager
Budget
utilization
must be
tracked
regularly for
avoiding
overuse of
project.
Threat
Lack of
resources
Medium High Human
resource
manager
Proper use
of resources
helps in
avoiding the
problem.
Threat
Schedule
slippage
High High Project
planner
Tracking
schedule
regularly
after adding
features helps
in reducing
the problem
of slippage
Opportunity
Improper
design
High High Designer Design of the
project must
be checked
Threat

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before
implementing
the system.
Improper
training
facility
Medium High Trainer Proper
arrangement
for training
facility must
be provided
to the team
members
Part Five
 Project quality statement
It is quite necessary to follow the quality standards properly for maintaining the project
quality successfully. Additionally, the steps which are required to be used for managing the
quality of the project are mainly reflected below:
o Checking the quality of the project regularly is important
o Use of appropriate strategies so that proper quality standards can be maintained
o Priority should be given on the quality of the project during execution
 Verification activities
Verification activity When?
Design of the system must be reviewed Review of the design is necessary for
making sure that the design is proper for the
project.

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Testing project phase Testing should be used for making sure the
system is developed effectively till now.
 Validation activities
Validation activity When?
Review the project This is done for making sure that the project
is properly reviewed.
Checking project quality This is done after the development of the
system
Part Six
6.1 Annotated Bibliography
Article 1: Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project
management: linking project management performance and project
success. International journal of project management, 32(2), 202-217.
This specific article helps in showcasing on the importance of PM by reflecting the
connection that exists within the project success as well as project performance. It is analyzed
that instead of PM based processes and tools, it is found that success of the project has not
been significantly achieved. Due to the rising problem that is related with project success,
number of issues generally occurs about the system of PM and its effectiveness. This article
helps in reporting a research study that helps in testing the entire relationship that is generally
present within the project success as well as project performance by drawing proper empirical
data on the different principles of project management.

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Article 2: Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining
critical success factors of project management practice: A conceptual
framework. Procedia-Social and Behavioral Sciences, 153, 61-69.
This article generally reflects on the determination of different critical success factors.
The article reflects on the success factors which is mainly concerned as an input in context to
the PM which helps in leading the project either indirectly or directly for achieving the
success of the project. It further helps in encompassing number of elements that must be
properly synchronized for ensuring the delivery of the project on time. Furthermore, the
purpose of the project helps in reflecting that the organization must properly evaluate the
project management performance. Moreover, proper conceptual framework must be
successfully developed by determining the different variables of the project success by
managing the human factors, project procedures, project related factors and more.
Article 3: Sánchez, M. A. (2015). Integrating sustainability issues into project
management. Journal of Cleaner Production, 96, 319-330.
The article reflects on the integration of various types of sustainability issues into
project management. The article assists in reflecting the significance of sustainability that is
generally adopted by many countries with the help of proper mission statement. With the help
of both environmental as well as social dimensions, sustainability is considered to be difficult
for incorporating the programs as well as project. The article helps in reflecting that proper
framework development assists in making sure that the entire organization is working
properly for working the right projects for attaining the business strategy as well as
stakeholders demands.

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6.2 Development of closure checklist
Activities Status
The resources are released after the project
completion?
Yes
Does proper document for the project must
be developed?
Yes
Does the entire project is closed? Yes
6.3 Development of project evaluation
Evaluation activities Option
Does the project objecives are met? Yes  No 
Does tracking method is used for the
project?
Yes  No 
Does positive impact is created on the
project?
Yes  No 

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Bibliography
Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining critical success
factors of project management practice: A conceptual framework. Procedia-Social
and Behavioral Sciences, 153, 61-69.
De Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its
effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), 1509-1522.
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
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.

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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.
Rai, A. K., Agrawal, S., & Khaliq, M. (2017). Identification of Agile Software Risk
Indicators and Evaluation of Agile Software Development Project Risk Occurrence
Probability. In Proceedings of 7th International Conference on Engineering
Technology, Science and Management Innovation (ICETSMI-2017) (pp. 489-494).
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
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.
Ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefit
management, and project success: Towards a framework for supporting organizational
strategy implementation. International Journal of Project Management, 35(8), 1658-
1672.