Project Charter: I-Crop New Online Cash Marketplace Platform

This document presents a comprehensive project charter for the development of I-Crop, an online cash marketplace platform. It begins by defining the project's Measurable Organizational Value (MOV), outlining desired areas of impact such as consumer reach, strategic advantages, operational efficiencies, financial gains, and social impact. The project scope is clearly defined, including objectives, team allocation, resource identification, and service delivery, while excluding website maintenance and supplier details. A scope management plan is detailed, covering project scope planning, requirement collection, scope definition, work breakdown structure creation, scope validation, and scope control. The document also outlines project milestones, activities, resources, time estimation, and budget, including a time-phased budget. Key assumptions are stated, and potential project risks are identified along with a risk management strategy. Finally, the document addresses project quality, verification, and validation activities, and includes a closure checklist and project evaluation criteria. The appendices contain an annotated bibliography.

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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Table of Contents
1. Part One:.................................................................................................................................2
1.1 Measurable organizational Value (MOV)........................................................................2
1.2 Desired 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..............................................................................................................5
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.......................................................10
5. Part Five...............................................................................................................................13
5.1 Statement on project quality...........................................................................................13

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

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1. Part One:
1.1 Measurable organizational Value (MOV)
Area of Impact Rank (1 - 5)
Strategy 2
Consumers 1
Financial 4
Operational 3
Social 5
1.2 Desired project plan value
It is found that out of the four values, the values which are mainly expected from this
project are elaborated below:
Cheaper: The organization does not need to pay extra on hiring number of staffs for
managing the operations of the organization due to management of the operations with the
help of online platform and thus the services are considered to be cheaper.
Faster: The project uses online platform for cash transaction and as result the cash is
transferred online which is considered as one of the faster methods.
1.3 Appropriate metric
Rank Metrics Impact Timeframe
1 Consumers 20% increment in
the consumers as the
organization
captures consumers
from different areas
irrespective of the
80 days

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location.
2 Strategy Business strategies
as well as
approaches are used
for avoiding the risk
factors as well as
various types of
competitive
challenges.
75 days
3 Operational All the desired
applications will be
helpful in making
the operation much
faster as well as
better.
70 days
4 Financial The features of the
organization would
be helpful in
enhancing the yearly
capital of the
organization.
75 days
5 Social The social
supportive structure
of the project assists
in the project
70 days

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promotion for
increasing the
customers.
2. Part Two:
2.1 Project scope
The points which are listed are included within the project in-scope:
 Setting objectives for project
 Team allocation of for project
 Identification of project resources
 Service delivery to the clients irrespective of time as well as budget
2.2 Out of scope
Out of scope include:
 Website maintenance was excluded from the project
 Details associated with project suppliers are not encompassed
2.3 Scope management plan
The steps for managing scope are listed below:
 Planning the project scope
 Proper collection of project requirements
 Defining the scope of the project
 Creating the work breakdown structure
 Scope validation
 Scope control
2.4 Project resources
People: The involved people are:

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Technology: The needed technologies are listed below:
Software CSS, HTML, JavaScript
Hardware RAM, Desktop, Hard disk
Network Server
Others: Pickup and drop facility will be provided to the employees of the
organization.
3. Part three
3.1 Project milestones

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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
October 2018 November 2018 December 2018 January 2019 February 2019
$0.00
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$17,500.00
$10,770.00
$13,340.00
$10,780.00
$7,350.00
Time-phase budget
Cost
Figure 5: Time phase budget
(Source: Created by Author)
4. Part four
4.1 Assumptions
The assumptions which are made include:
 Proper skilled team, available technology as well as facilities will be helpful in
finishing the entire project
 The developed project management will be helpful in successfully completing as well
as initiating the entire project.
4.2 Project risks and project risk management strategy
Ris
k
ID
Description Probabilit
y
Impac
t
Rat
e
Assigne
d To
Response
Strategy
Threat or
Opportunit
y
R1 Network
related
issues
90% 4 360 Network
engineer
It is quite
necessary to
recruit
network
Threat

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engineers
who are
experienced
so that no
challenges
associated
with
network can
occur.
R2 Data
security
problems
90% 5 450 IT
analyst
Utilization
of firewalls
are helpful
in avoiding
data
hacking and
misuse of
confidential
information.
Threat
R3 Inappropriat
e design of
the project
80% 5 400 Designer Clear
information
related with
project must
be known to
the
designers so
Threat

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that they
can be able
to develop
the design
as per the
requirement
of the
project.
R4 Extending
the project
completion
date
80% 3 240 Project
manager
The time
that is
needed for
undertaking
quality
analysis
must be
included
within the
total project
time so that
extensions
can be
avoided.
Opportunity
R5 Improper
management
of project
80% 3 240 Hr.
resource
manager.
It is
necessary to
engage in
Threat

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resources proper
managemen
t of project
resources
for avoiding
challenges.
5. Part Five
5.1 Statement on project quality
It is analyzed that the quality of the project can be managed by undertaking number of
projects associated activities that are reflected below:
 Undertaking rigorous testing after the development phase
 Checking the quality of the hardware that is utilized
 Providing proper training facility to the employees
 Undertaking quality analysis on regular basis
5.2 Verification activities
Verification Activity When?
Business review After the closure phase
Technical review In the development phase
Management review In the initiation phase

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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
Does the entire deliverables are completed? Yes
Does verification of the project review is completed? No
Does the materials and equipment’s are properly used? Yes
Does the project is completed? Yes
6.3 Project evaluation
Evaluation Criteria Option
Does the project complete within the provided budget? Yes
Does all the requirements of the project are achieved? No
Does the proper training is given? Yes
Validation Activity When?
Testing After the execution phase
Specification review Before the execution phase
Code review In the execution phase

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Bibliography
Calvo-Mora, A., Navarro-García, A., & Periañez-Cristobal, R. (2015). Project to improve
knowledge management and key business results through the EFQM excellence
model. International Journal of Project Management, 33(8), 1638-1651.
Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014).
Can agile project management be adopted by industries other than software
development?. Project Management Journal, 45(3), 21-34.
Dao, B., Kermanshachi, S., Shane, J. and Anderson, S. (2016). Project Complexity
Assessment and Management Tool. Procedia Engineering, 145, pp.491-496.
Golini, R., Kalchschmidt, M., & Landoni, P. (2015). Adoption of project management
practices: The impact on international development projects of non-governmental
organizations. International Journal of Project Management, 33(3), 650-663.
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.
Ingason, H. T. (2015). Best project management practices in the implementation of an ISO
9001 quality management system. Procedia-Social and Behavioral Sciences, 194,
192-200.
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.

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Kermanshachi, S., Dao, B., Shane, J., & Anderson, S. (2016). Project complexity indicators
and management strategies–A Delphi Study. Procedia Engineering, 145, 587-594.
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.
Riol, H., & Thuillier, D. (2015). Project management for academic research projects:
balancing structure and flexibility. International Journal of Project Organisation and
Management, 7(3), 251-269.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
Takey, S. M., & de Carvalho, M. M. (2015). Competency mapping in project management:
An action research study in an engineering company. International Journal of Project
Management, 33(4), 784-796.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance. International Journal of Project
Management, 32(8), 1382-1394.

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Appendices
Appendix 1: Annotated Bibliography
Article 1: Kermanshachi, S., Dao, B., Shane, J., & Anderson, S. (2016). Project
complexity indicators and management strategies–A Delphi Study. Procedia
Engineering, 145, 587-594.
The project reflects on the various complexity indicators as well as management
strategies. It is found that the construction industry generally believe that the performance of
the project generally suffers due to number of constructions related issues and challenges.
However, it is identified that there are very much limited studies that generally reflects on the
complexities that are faced by the construction project. The research is mainly undertaken in
order to identify the factors that validate the significant complexity related indicators. In
order to fulfill the purpose, number of subject matter expert are generally invited for
participating within a complexity assessment as well as management experts. Moreover, it is
identified from the entire research that the impact that is weighed with each of the complexity
related indicators are calculated properly.
Article 2: Ingason, H. T. (2015). Best project management practices in the
implementation of an ISO 9001 quality management system. Procedia-Social and
Behavioral Sciences, 194, 192-200.
The article generally reflects on the best practices of PM within the execution of ISO
9001 quality management system. It is found that the execution of the system that is related
with the quality management with different 21 organizations was generally considered with
the help of the semi-structured interviews in context to the quality managers. The
administrations generally look at the execution of the system that is associated with quality
management as the organization generally employs proper as well as standards tools of
project management. It is identified that the commitment as well as direct involvement of the

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staffs and workers are generally considered as one of the key factors for successful
implementation of the project. It can be concluded that the organization must successfully
deliberate for the internal cost of implementation generally assists in the quality management
system in the time that is expected.
Article 3: Dao, B., Kermanshachi, S., Shane, J. and Anderson, S. (2016). Project
Complexity Assessment and Management Tool. Procedia Engineering, 145, pp.491-496.
The article reflects on the project complexity assessment as well as management
tools. It is found that project complexity assessment as well as management tools are
generally developed in order to help the project teams for identifying, assessing, as well as
managing the complexity of the project. It is found that the weight factors that are associated
with the complexity indicators are mainly developed on the basis of the ranking of the experts
as result of the subject related workshop. This factors generally works as the multipliers in
order to enhance importance on the complexity related indicators. It is found that the
complete reports generally help in presenting the overall management plan with appropriate
complexity that is deployed on the multiple stages of the project.