Project Management Assignment: I-Crop Online Cash Marketplace Platform

This project management assignment details the development of an online cash marketplace platform, I-Crop. It covers various aspects of project management, including measurable organizational value, project scope, scope management plan, resource allocation (people and technology), ...Read More

Running head: PROJECT MANAGEMENT
Development of a new online cash marketplace platform – I-Crop
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
1. Part One..................................................................................................................................2
1.1 Measurable organizational Value.....................................................................................2
1.2 Project plan Value............................................................................................................2
1.3 Appropriate metric...........................................................................................................2
2. Part Two.................................................................................................................................4
2.1 Project scope....................................................................................................................4
2.2 Out of scope.....................................................................................................................4
2.3 Scope management plan...................................................................................................4
2.4 Project resources..............................................................................................................4
3. Part three................................................................................................................................5
3.1 Project milestones............................................................................................................5
3.2 Project activities...............................................................................................................6
3.3 Project resources..............................................................................................................7
3.4 Time estimation................................................................................................................8
3.5 Project budget...................................................................................................................9
3.6 Time phase Budget.........................................................................................................10
4. Part four................................................................................................................................10
4.1 Assumptions...................................................................................................................10
4.2 Project risks and project risk management strategy.......................................................11
5. Part Five...............................................................................................................................13
5.1 Statement on project quality...........................................................................................13

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5.2 Verification activities.....................................................................................................13
5.3 Validation activities.......................................................................................................14
6. Part Six:................................................................................................................................14
6.1 Annotated Bibliography.................................................................................................14
6.2 Closure checklist............................................................................................................14
6.3 Project evaluation...........................................................................................................14
References................................................................................................................................15
Appendices...............................................................................................................................17
Appendix 1: Annotated Bibliography..................................................................................17

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1. Part One
1.1 Measurable organizational Value
Area of Impact Rank (1 to 5)
Customers 1
Operational 2
Financial 3
Social 4
Strategy 5
1.2 Project plan Value
The expected value of the project are reflected below:
Better: The new system is helpful in providing much more efficient as well as better
operational services to the organization as compared to the services that the organization
presently provides.
Faster: The online transaction facility which is provided due to the development of
the new system will be much more when it is compared with the current system which is used
by the organization presently.
1.3 Appropriate metric
Rank Impact Metrics Timeframe
1 Customer Increment within
the number of
customer will be
around 10% due to
the improved
3 months

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services.
2 Operational The efficiency of the
operation generally
improves as well as
becomes better by
7%.
2.5 months
3 Financial Financial growth is
seen due to the rise
in the number of
organization’s
customers.
3 months
4 Social The facility of
Facebook is used for
the process of
promotion of the
services of the new
system
2 months
5 Strategy Different types of
management related
strategies are used
for properly
managing the
project.
2 months

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2. Part Two
2.1 Project scope
The scope of the project mainly includes:
 Website and mobile application development for I-crop
 Adding new features within the system
 Providing the transaction facility through online platform
 Proper designing of the system
 Addition of the mobile application features
 Proper recording the services
 Reviewing the facility
 Customized facility
2.2 Out of scope
The out scope are:
 External stakeholder’s related data and informational are excluded
 There is no information about the names of the suppliers.
2.3 Scope management plan
The initiative of scope management is undertaken by the project manager in order to
manage the scope of the I-crop project effectively.
2.4 Project resources
People: The associated people with the project are listed below:
Resource Name Std. Rate
Financial manager $ 45.00/hr
Project manager $ 50.00/hr
Project planner $ 45.00/hr

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Developer $ 45.00/hr
System engineer $ 45.00/hr
Designer $ 45.00/hr
Tester $ 40.00/hr
System analyst $ 45.00/hr
Database administrator $ 45.00/hr
Human resource manager $ 40.00/hr
Risk analyst $ 40.00/hr
Programmer $ 45.00/hr
System administrator $ 40.00/hr
Software engineer $ 40.00/hr
Project sponsor $ 0.00/hr
Technology:
Hardware RAM, hard disk, Laptop
Software Designing as well as project
development tool
Network Server
Others: Facility of free travelling is given to the workers who work late night after
their shift hours.
3. Part three
3.1 Project milestones
Milestone Completion Date
Milestone 1: Feasibility analysis completed Mon 08-10-18
Milestone 2: Completion of the resource allocation Mon 22-10-18
Milestone 3: Project requirement identification completed Mon 05-11-18
Milestone 4:Completion of the project development phase Thu 10-01-19
Milestone 5: Completion of the project testing Fri 25-01-19
Milestone 6: Completion of the project monitoring and control Wed 06-02-19

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Milestone 7: Completion of the project closure Mon 11-02-19
3.2 Project activities
Figure 1: Project activities
(Source: Created by Author)

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3.3 Project resources
Figure 2: Project resources
(Source: Created by Author)

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3.4 Time estimation
Figure 3: Timeline
(Source: Created by Author)

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

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3.6 Time phase Budget
September
2018
October
2018
November
2018
December
2018
January
2019
February
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
$ 50,000.00
$ 760.00
$ 18,000.00
$ 45,600.00
$ 15,720.00
$ 35,040.00
$ 4,520.00
Time-phase budget
Cost
Figure 5: Time phase budget
(Source: Created by Author)
4. Part four
4.1 Assumptions
The project related assumptions which are made are listed below:
 Finishing all the tasks that are needed to be accomplished for the development of the
system are completed within the expected time.
 The project managers as well as other staffs will provide proper support in finishing
the project.
4.2 Project risks and project risk management strategy
Ris Description Probabilit Impac Rat Assigne Response Threat or

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k
ID
y t e d To Strategy Opportunit
y
R1 Incorrect
estimation of
budget: As
the market
prices of the
project
resources are
not analysed,
thus the
estimation
that is made
is wrong.
90% 5 450 Financia
l
manager
The prices
of the
resources
must be
properly
analyzed
before
estimation
of the
budget.
Threat
R2 Inexperience
d project
managers:
Lac of
experience in
the profession
of project
management
can cause lot
of challenges
in managing
80% 4 320 Hr.
manager
Training
should be
given for
avoiding the
problems.
Threat

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the project.
R3 Improper
design of the
prototype:
Due to
unclear
information
about the
needs of the
organization,
the prototype
is not
designed
properly.
90% 5 450 Designe
r
It is
necessary to
have clear
information
about the
project
before
designing
the system
prototype.
Threat
R4 Improper
management
: Due to
improper
management,
the team
members
faces lot of
problem in
completing
the project.
70% 4 280 Project
manager
It is
necessary to
use
appropriate
strategies of
managemen
t.
Threat

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R5 Time
extension:
Time of the
project needs
to be
extended for
undertaking
quality
analysis.
90 4 360 Project
manager
Time for
quality
analysis
must be
added
within the
schedule for
avoiding
extension
Opportunity
5. Part Five
5.1 Statement on project quality
The project quality plays a great role for managing the project. The steps which are
used by the project manager for managing the quality are listed below:
 Quality of the hardware should be checked
 Undertaking the procedure of testing
 Undertaking quality analysis on regular basis
 Train the team members for working effectively.
5.2 Verification activities
Verification Activity When?
Facility of external audit After the raw materials are supplied by the
suppliers.
Facility of internal audit After the project execution gets completed
Facility of checking raw materials Before using the raw materials.

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5.3 Validation activities
6. Part Six:
6.1 Annotated Bibliography
Refer to Appendix
6.2 Closure checklist
Closure checklist Checklist options
All the phases of the project finished? No
Does the project undergoes testing? Yes
Does all the project related documents are reviewed? Yes
Does the risk are treated properly? Yes
6.3 Project evaluation
Evaluation Criteria Option
All the project activities are successfully accomplished? Yes  No 
Does extra amount of budget is needed in the project? Yes  No 
Does the needs of the organization met? Yes  No 
Validation Activity When?
Review of documents After the project s finished.
Prototype testing After the prototype is developed
Hardware testing Before the hardware is used in the project

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References
Ahern, T., Leavy, B., & Byrne, P. J. (2014). Complex project management as complex
problem solving: A distributed knowledge management perspective. International
Journal of Project Management, 32(8), 1371-1381
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley
& Sons.
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. (2017). Project management metrics, KPIs, and dashboards: a guide to
measuring and monitoring project performance. John Wiley & Sons.
Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project
management as a way to sustainability. From a comprehensive review to a framework
definition. Journal of cleaner production, 99, 1-16.
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.

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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.
Serrador, P., & Turner, R. (2015). The relationship between project success and project
efficiency. Project Management Journal, 46(1), 30-39.
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.

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Appendices
Appendix 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.
The paper general emphases on the project management value. It is found that the
main aim of this paper is to link the project management performance with the project
success It is found that the literature that is mainly based on the project management
generally reflects that in spite of the advancement within the various project management
processes, system as well as tools it is found that the achievement of the project has generally
not enhanced much. This problem generally queries about the importance as well as value of
the project management. The paper mainly showcases a research study which generally helps
in testing the relation that exists between the performance of the project in addition to on the
success of the project by drawing proper empirical data on various project management
professionals who generally works within UAE based organizations.
Article 2: 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 document replicates on the project success analysis framework which is
generally based on the project management approach. It is found that main issues in
knowledge management within project environment is the improper achievement
examination and lack of appropriate documentation of the project. It is found that an
empirical study was mainly conducted for defining the contribution of project success based

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analysis in context to knowledge management within the project environment. The data of the
research was mainly gathered with the help of 08 project managers who generally works in
different industries in Serbia. The result of the research generally reflects that definition of
project success factors, key performance indicators as well as the performance measuring
procedure generally plays a great role influencing the key acquisition as well as project
management transfer. Moreover, the paper helps in presenting the framework of project
success analysis which is mainly knowledge based approach of project management.
Article 3: 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 identifies that the integration of the project management with the change
management. It is originate that the various procedures of project management as well as
training on the project managers must be considered the influence that is mainly created due
to the organization change on the both failure as well as success project implementation. The
case that needs the project manager o be very much conversant with the various
organizational change management. Moreover, the project management certified agencies
PMI as well as IPMA are very much encouraged to include education on OCM to the various
certification procedure of the new project management process.