ITC218: Virtucon's Automated System Scope Management Report

This report addresses the scope management of a project for Globex, a client of Virtucon, aiming to develop an automated system for Stud Farms. The report details the scope management process, including scope planning, requirements gathering, scope definition, Work Breakdown Structure (WBS) development, scope validation, and scope control. It emphasizes the importance of the project's MOV (Measurable Organizational Value) to ensure success. The report also includes a project risk analysis and plan, identifying potential risks in different phases and outlining mitigation strategies. Furthermore, it provides a quality management plan and standards, covering business, technical, and compliance reviews, along with testing procedures. The report concludes with a project closure checklist, project evaluation methods, and references, offering a comprehensive guide to project management principles and practices.

Table of Contents
Scope Management...........................................................................................................2
MOV.................................................................................................................................3
Project Risk Analysis and Plan..........................................................................................3
Quality Management Plan.................................................................................................5
Quality Standards.........................................................................................................................5
Project Closure..................................................................................................................5
References.........................................................................................................................6

Scope Management
Current Scope
Globex has approached Virtucon to develop an automated system for the Stud Farms for the
above given project. In the predetermined budget as well as duration, the planned project has
to be finished. This paper explains the activities needed to produce the outcomes of the plan.
Management of project scope:
 Scope planning is primarily concerned with overseeing and managing the procedures
and tasks that are and aren't included in the plan, ensuring that the plan is delivered on
time and therefore all members of the team will be on the same page (Browning,
2014). The scope management procedure is as follows:
 Scope of plan: The project leader defines the plan to build the PROJECT, including
timeline and a budget proposal. A management plan of stakeholders too is designed to
define and coordinate all possible stakeholders (Ponnappa, 2014).
 Gathering Requirements: The phase of gathering requirements is started by defining
the demands, reporting as well as coordinating participants to achieve the goal of the
project (Spychalska-Wojtkiewicz, 2018). This helps to define the overall project
scope.
 Defining Scope: Development of a detailed breakdown of r. The aim of the plan is to
build the automated system in the pre-defined budget and duration by making use
of all the tools.
 Develop WBS: This allows to decide how to finish the project with capital and
product
 Validating scope: the plan deliverables would be formally accepted. Upon defining
the project context, the project plan is approved by all PROJECT stakeholders.
 Scope Control: It allows to handle any design scope adjustments that could be made
with MOV's support.
 Identification of changes in scope: Numerous methods are required to detect changes
in scope of work
 Scope Change logs: it helps to keep a track of changes to context by reporting
explanations and options.
 Project scope modifications integration: the design changes throughout the project
will be reviewed during the change management process. This is made on the basis of

the results (Desmond, 2016). The context changes that the development team supports
are implemented only. Throughout change control, modifications that are not
authorized are not implemented into the plan.
Gantt Chart and Resources for the Project

MOV
A project's MOV has always been characterized as that of the overall objective as well
as measurement of success. With the aid of MOV, the complexity of IT initiatives can be
minimized. This helps to ensure project success by adjusting scope assets, schedules as well
as requirements. The strategic objectives direct the MOV of the company, upholding the
corporate goal and mission.

The main goal identified with this venture is to build a digital information system that Globex
would be using thereby they approached Virtucon Consultancy. It will further improve the
effectiveness of Stud Farms ' manual processes. MOVs are therefore required to determine
whether PROJECT is going to be successful or a failure.
Project Risk Analysis and Plan
Assumptions for the project includes:
 Resources: the trained staff, the equipment available, the infrastructure and the
environment required to complete the project.
 Schedule as well as budget: Project costs and the time to finish the work.
 Management plan of the project: the techniques and procedures to be used in the
project. This includes a roadmap for the plan to be started and finished. The charter of
the work, scope plan, risk mitigation plan, quality assurance plan as well as tools used
to complete the project on the given schedule (Gladden, 2012).
The development of the process was intended to help reduce the problems caused by the
manual method in the Stud farms.
Type of risk Member of risk Strategy for risk
Initiating phase:
Risk of missing a
requirement, or
documenting something
wrong
Project Manager The project manager must properly
compile and report all design
specifications and incorporate only those
criteria that are useful in the development
of the scope of the project. It is possible to
apply accepting technique to minimize the
risk.
Planning phase: Scope
leap or creep could
happen during this
phase
Project Manager The project manager must make those
changes clear and explain it to the group.
Decrease the risk to mitigate the effects.

Executing Phase:
Programming,
Developers leaving in
the middle and Systems
failing.
GUI Developer,
Database
Administrator
During project's scope control stage,
contingencies can be developed so that in
the event of any risk. Alternative options
could be useful as well.
Monitoring as well as
controlling phase:
Missing important
feedback from the tester
Tester, Project
Manager
Ensuring the testers understand the
problem well and report their feedbacks
appropriately in a timely efficient manner.
Closing as well as
evaluating Phase: Not
adequately reviewing
the plan upon
completion of the
project.
Project Manager During the closure process, contingencies
and risk management approaches may help
minimize risks.
Quality Management Plan
Quality is a distinguishing feature with a high degree of competence. When the business
manager can maintain standards and deliver a good service under the procedures of the
company, it is deemed that the project is of good quality.
Quality Standards
Business Review- The overall project business plan is examined under this validation process
to determine whether or not the produced plan has fulfilled all the business needs. It also
helps confirm the program's compatibility and usability.
Technical Review-A tour would be carried out to assess the PROJECT ' intricacies and to
establish that the program is user-friendly as all data and resources are offered online.
Compliance Review-The method should guarantee that manager checks the performance of
the system's operations and processes at the absolute best standard so that all forms of
improvements and enhancements are evaluated by managers at all levels.

Testing-guarantees that the project's usability is capable of fulfilling every one of the
functions specified in the scope development plan.
 Project Monitoring and Control Process
 The basic principle of project management method is the assessment and correlation
of measured outcomes with those expected.
 Includes progress tracking, examination and regulation
 Includes performance monitoring, progress assessment including forecasting
 Scope timeline, price, capital, performance and risk reporting
 Provides scope timeline, price including risk mitigation
 Formalizes deliverables approval
 Reports outcomes of quality assurance
 Conduct risk management strategies
Project Closure
The closure checklist of PROJECT enlists following tasks:
 Confirm all deadlines and execute all procedures.
 Ensure that the Globex recognizes the findings of the campaign.
 All methods and milestones are reported in the correct manner and the records are
preserved.
 Verifying the success of the design review
 All company personnel involved in the project have been removed.
 Equipment and facilities used to be discarded of if necessary.
 Check all financial statements and lock all plan accounts.
 Announce project accomplishment and appreciate the work from each task leader
member of the team.
 Archiving the project file.
Project evaluation
The assessment of the plan helps to assess the outcomes of the project.
 Performance analysis: This assessment helps to provide a snapshot of the role
completed in the task by each member of the team. The project leader in the group
must perform this (Spychalska-Wojtkiewicz, 2018).

 Closed review: This phase helps to determine the project's plan, timeline and context
of the PROJECT MOV. This will be carried out among the project manager and the
members of the team, so the project leader checks the staff members ' results.
 Project audit: An auditor who is not personally involved in the industry or has any
interest in the company shall carry out the audit of the company.
References
Browning, T. (2014). Managing complex project process models with a process architecture
framework. International Journal Of Project Management, 32(2), 229-241. doi:
10.1016/j.ijproman.2013.05.008
Desmond, C. (2016). Project to plan for significant process change. IEEE Engineering
Management Review, 44(2), 15-16. doi: 10.1109/emr.2016.2568658
Gladden, R. (2012). Book Review: The Project Risk Maturity Model: Measuring and
Improving Risk Management Capability. Project Management Journal, 43(5), 101-101.
doi: 10.1002/pmj.21296
Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2),
e3-e3. doi: 10.1002/pmj.21400
Spychalska-Wojtkiewicz, M. (2018). The scope of project management in service
companies. European Journal Of Service Management, 27, 403-407. doi:
10.18276/ejsm.2018.27/2-49
Spychalska-Wojtkiewicz, M. (2018). The scope of project management in service
companies. European Journal Of Service Management, 27, 403-407. doi:
10.18276/ejsm.2018.27/2-49