Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Table of Contents
Workload Matrix ........................................................................................................................................ 5
Executive Summary .................................................................................................................................... 6
Selection of Methodology ........................................................................................................................... 8
Introduction ............................................................................................................................................... 11
1.0 Project Initiation ................................................................................................................................. 12
1.1
Project Manager........................................................................................................................ 12
1.2
1.2.1
1.2.2
1.2.3
1.2.4
1.3
Business Case............................................................................................................................. 19
1.4
1.5
1.6
1.7
Workload Matrix
Group Members
Content
Sukvinder
Naavin
Mudar Kadah
Mhd Kheir
Shehadeh
Executive Summary
Introduction
Assumption
Selection of methodology
Project Charter
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Conclusion
Signature
Executive Summary
Green International is one of the leading nutrition, health and wellness Multi-National
Company, based in Switzerland and supported by their Global IT Shared Services known as
Global IT Service (GITS) located in Malaysia. Green International has embarked on a new
project Global Sales Information System (GSIS) implementing a global Direct Store
Delivery system as to revolutionize their current legacy system and to improvise related aspects
of the system. The system will be first aimed towards the Asia market, as Singapore market has
been selected in order to pilot the implementation.
The first wave of the systems production will be targeted to Asia and the implementation of the
system will be deployed by markets. Markets which are located throughout Asia implementing
locally developed applications in order to store and record sales operation informations. At this
point, two different level support teams which are the first-level support (L1) is being rendered
by local IT and second level (L2) is supported by the local application vendor. As the software
support maintenance was managed locally, this has resulted in high IT cost in terms of capital
and operating expense.
Generally, there are several similar support framework which were created and being utilized by
every market and this has create duplication among the markets within the Asia Region. With the
implementation of this project, Green International would be able to witness valuable
contributions such as reduction in terms of Capital and Operating expenses, formation of
centralized support from GITS unit, presence of global governance and other value added will be
obtained.
The project has been classified as a high visibility project category as the regional operational
cost savings expected to be enormous. As to support the development of this system, necessary
financial support such as the monetary funds will be readily available once a justifiable and
convincing project estimation is produced. Besides that, due to the urgency for centralizing
support and cost reduction, the project will be scheduled to be completed within the duration of 6
months starting from the date of commencement. With the fixed duration of the project as to
deliver the project, an experienced and professional Project Manager will be appointed and
assigned from the GITS-PMAC, (Project management Centre) one of the SME(s) department.
7
The project manager will be responsible as to utilize the expertise and the experience possessed
to manage and deliver the project successfully. The Project Manager will have to possess a
strong based global/ regional project management skills, leadership qualities and efficient
communication skills as to manage the development of the project. The Project Manager will
first present a high-level project milestones schedule within a week to the selected pilot market
Steering Committee team as to obtain signoff with well-defined phases and realistic deadlines.
Selection of Methodology
In the real world of business, there are several comprehensive project management
methodologies that are available for the Project managers to reference. Most of the Project
managers today heavily relies on the existing standard guidelines as to aid their management
progress of their projects. With the existence of the project management methodologies, this
certainly benefit the project managers that handles different types of project as this would assist
the project managers to structure the project efficiently. As defined by Jason Charvat (2003), a
methodology consist of the collection of methods, procedures and standards that define a
Administered by APMG.
the project manager of the particular project would be able to become a primary decision maker,
leading the planning phases, and other aspects of the project. PMBOK offers great level of
flexibility as its practices can be applied in variety of fields and by different departments within
the organization.
The PMBOK Guide has broken down its outlines into five major phases which aid at
monitoring and assisting the progress of the project. These standardized phases includes five (5)
phases such as the followings;
1. Initiation This is when the project objectives, scope, responsible stakeholders and
deliverables are identified and defined. The managers will have to identify the suitable team to
manage the project.
2. Planning- This is when it includes the planning processes that will be defined as to attain the
project objectives. Project timelines and milestones, scope planning, schedule development,
resource planning, and cost budgeting and also ensuring that the project meets the requirements
of the clients as to evaluate and perform analysis such as the quality and risk management.
3. Execution- This is when the project leaders organize and distributes the activities, as to assign
to the project team. This includes the coordination of resources, human resource as to achieve the
overall project plan. Besides that, quality assurance methods will be carried out as to adapt any
change management scenarios.
4. Control and Monitoring- This is when the Project Manager should ensure that the system
should meet the requirements that have been set in the project. This when is corrective action
plans shall also be devised and carried out as to face any problems that may arise. Cost control,
quality control and schedule control should be carried out as to ensure the development of the
project is on track.
5. Closure This is when the Project Manager and the team expects that their plans and
strategies will achieve the set objectives and to make that the outcomes of the project are
achieved. This covers the contract closeout, as to finalize the contract of the project.
Introduction
11
This document primarily focus on the five (5) main phases or processes that will be covered by
the PMBOK approach. Discussions and detailed informations on each of the processes such as
the Initiation, Planning, Execution, Monitoring & Controlling will be covered. This document
explains and demonstrates on how each of these processes that is based on the PMBOK approach
would aid the Project Manager and the team in the development of the system and to achieve the
deliverables. This approach that consist of the standardized process will guide the Project
Manager and the team to successfully deliver the project as to focus on the cost, time and quality.
Anderson will be assisting and monitoring his team throughout the life cycle of the project as to
ensure that the team follows through the activities that will take place in each of the phase.
With extensive past experience handling IT related project, Mr. Anderson would be able to
utilize his experience as to ensure the project progress smoothly. It is important for him to
continuously oversee the development of the proposed system as to meet the clients business
needs. Besides ensuring that the project should be completed within the time frame and budget,
quality of the project will have to be assessed from time to time. Since this project focus on
centralizing the IT processes, Mr. Anderson has also reviewed and researched some similar
projects that he had handled in his past career as a Project Manager. Mr. Anderson has to ensure
that the communication between his project team, the project partners and clients are all
centralized and ensure that these members are always in the loop as to keep track of the progress
of the project.
13
Primary Stakeholders consist of a group of individuals who are directly affected by the business
activities or benefits from them. In this project, the primary stakeholders possess the functional
or financial interest in the production and development of the system. This group will be directly
interacting and utilizing the system as they will be the main members that will be handling the
operations in terms of contributing the inputs of the Directly Store Delivery system.
Marketing Department
IT Department (IT)
14
Tertiary Stakeholders consist of a group of individuals who are only directly affected by the
success or failure of the system. The effectiveness of the system certainly affects this group of
individuals. This group of shareholders consist of the Directors, Shareholders and employees.
Chief Officers
Committee Members
Directors
Board Of Director
of Green
International
Chief Executive
Officer
Chief Finance
Officer
Chief Human
Resource Officer
Chief IT Operations
Officer
Chief Marketing
Officer
Committee
Project Management
Committee
Human Resource
Committee
Finance
Committee
As we can see from the above organizational structure, the Board of Director which has been
appointed monitors and oversee the activities that is going on in the organization. The Board of
Director basically appoint the Chief Executive Officer (CEO) as to handles their subordinates
regarding with the day to day operations. The Board of Director continues to assess the overall
direction and strategy of the business and its operation.
Shareholders
15
Shareholders
Institutional
Investors
(40%)
Individual Investors
(60%)
Cash Accounts
(40%)
Margin Accounts
(60%)
Standard Chartered
(15%)
Herbalife
(28%)
OCBC
(35%)
GNC
(22%)
Shareholders consist of the individuals or companies who that owns share of the companys
stock. This is to which they are investing either their money or asset into the companys capital
status. Their profit and loss directly lies on the performance of the company. If the company is
doing well and achieving high profit, this would positively impact the shareholders profitability
as well.
Employees
Employees here we refer are group of people who works in an organization but to those who are
not in specific departments. This group of people does not fall in the primary or secondary
stakeholders categories, as this group will be affected on how well the system performs.
1.2.4 Development Team
The development team will be in charge of the development process that includes creating,
designing, implementing and maintaining the system. The development team involves developer
with segregated tasks that will be performing activities that involves the user interface, database
and coding of the system. The development team consist of the following key members that will
16
participate in each of the development processes. The development team consist of the following
members;
Role
System Analyst
Responsibilities
Software Architect
Quality Assurance
Engineer
Responsible
at
ensuring
that
the
modules
and
Software Tester
External Consultant
the
gathering
and
analysis
of
the
18
in Malaysia has embarked on a new project implementing a global Direct Store Delivery system.
The system is simply a business process in which GIT will directly distribute the goods to the
end customers. In this process the delivery of goods will occur without intervention of a retail
company's warehouse or distribution centers
2.0 Business Objective
To achieve this global governance, Green International will have to centralize their
operations for efficiency and decentralize their business strategies in order to achieve
high effectiveness. Global governance can be achieve as Green International will be able
to monitor the system that applications will running remotely across different countries as
the business units in each of the locations will have to follow the governance guidelines
accordingly. Besides that, by increasing the collaboration between the different top
management, they would be able to solve problem at a global view.
20
Inefficiency
As there is no single and universal standard and platform being implemented, issues such
as redundancy and the process will be exist and will slow down the process and the
efficiency and performance of the current system. As different type of informations and
21
datas from multiple local markets will have to be integrated as this would cause slower
integration process.
Budget total of RM 180, 000 will be allocated including the contingency funds are
sufficient enough to carry out the project.
The duration of days that is estimated to complete the project including buffer periods are
approximately 180 days.
Rate of Return (ROI) calculations are carried out by the Marketing Department.
The project sponsor has also made available funds for Green International to purchase the
hardware/software for the Direct Store Delivery system.
All the SMEs departments will be providing their support in different area of specialism.
Constraints;
All support staff and users must have access to this new system with ACL privileges.
The cutover process that will be taking place in replacing the current system to a new
centralized system must be achieved in a parallel form.
The current applied IT infrastructure must be able to support this new system.
The approval and signoff from GITS-SMEs for the system implementation is mandatory.
22
As the time to deliver the system has been set to 6 months, the project manager will have
to deliver the project in time.
The project manager and the team will have to utilize the funds accordingly as to avoid
any wastage.
23
Methodology being used as to aid the development of the system and to manage the
project: PMBOK.
The first wave will be concentrated to Asia and the implementation will be deployed by
market, primarily targeting Singapore as to pilot the implementation.
The first-level support (L1) is being rendered by local IT and second level (L2) is
supported by the local application vendor
Trainings will be provided before implementing the system, as this would help the clients
to understand the components of the system.
Project Requirements
This part basically define the system input and output;
Update Items
By updating the items or the products, this would allow the system to be kept up to date.
This would allow the users to obtain accurate informations as to allow them to have a
standardized buying system.
Customer Feedback
24
The system also should include this function that allow the customers to provide
feedback once they have used the service provided by the system and organization. With
this, the center of Excellence Customer Relationship Management Department would
be able to evaluate the customer feedbacks and this would allow them to improve their
services by implementing future changes towards the system and the services.
Requesting Support
The system would allow the staff of different departments to request support from the L1
and L2 support.
The system includes several outputs that will be produced by the system itself;
Financial Report
The system will generate a financial report as to produce the financial statements that
includes informations on balance sheet that includes the assets, liabilities and ownership
equities, current income statement of revenues and expenses, profit and loss statements
and cash flow statements. With these information, this would assist the finance
department to reference this information when they prepare the costing.
ERP Report
The system will generate inventory related and other resource reports in order to obtain
valuable and critical datas. This would certainly assist the Center of Excellence ERP
department to reference use this report as to manage the available resources in the future.
Detail of the project scope statement are shown in the Appendix B in this
documentation.
Sales Report
The system will generate sales reports as this would help the Center of Excellence Sales
Information System department to use this reports in order for them to perform sales
forecasting and budgeting. This would also allow the marketing department to analyse
and study the products that has created large market share in the market.
department. The Global Service Desk will be responsible as to notify them when any
technical related support request that comes from the local market staffs.
7.0 Budget Estimate and Financial Analysis
Year
Initial Development Cost
Total
(RM)
(RM)
(RM)
(RM)
(RM)
180000
180000
57000
57000
57000
0.93
0.86
0.79
(a) x (b)
180000
53010
49020
45030
327060
342000
342000
342000
1026000
0.93
0.86
0.79
318060
294120
270180
882360
-180000
265050
245100
225150
555300
171000
(a)
(NPV)
-180000
85050
330150
555300
26
Please note;
Discount factor = 1 / (1 + r) ^t
where r is the discount rate and t is the amount of years.
ROI = [(Total Discounted Benefits Total Discounted Costs)/ (Total Discounted Costs)] * 100%
= [(RM 882360- RM 327060) / (RM327060)]*100
= (RM 555300 / RM 327060)*100
=1.697853605*100
27
=169.7853605
The GSIS project ROI is about 169.785% which is more than 100%. Thus this proves that
the project has a positive return of investment to Green International.
28
Project Sponsor
Project Manager
(name)
Project Description
SDLC Stage
(email)
(phone number)
Each section of the Client Acceptance Form must be completed in full. If a particular section is not applicable
to this project, then you must write Not Applicable and provide a reason.
Important Note: No sections are to be deleted from this document. Text contained within << >> provides
information on how to complete that section and can be deleted once the section has been completed.
Acceptance Response
Accepted
Not Accepted until below issues are addressed
Accepted provided below issues are addressed
Issues
29
Prepared By
Project Manager
(name)
(signature)
(date)
(name)
(signature)
(date)
(name)
(signature)
(date)
Approvals
Sponsor
Application Delivery
Manager
30
Project Name:
Project Phase:
Name Of
Stakeholder
GSIS
INITITATION
Designation
Mr.Anderson
Project Manager
Mr. Yaya
Toure
Origination
Manager
Ms. Elijah
Wood
Coordinator
Mr. Ranbir
Control Board
Mr. Cook
Procurement
Manager
Date:
Role In Project
Influencer and
handles the whole
spectrum of the
project management
Perform advance
analysis across the
industries, to make
precise and value
decisions to the
management.
Assist in assembling
project plans,
monitoring work
efforts (Daily Basis)
Reviews and
approves developed
changes.
Manage and handles
the purchases made
throughout the
project
Mr. Armin
Chief Technical
Assistant
Mr. John
Chief Project
Steering Committee
Mr. Ryan
Communication
Manager
Ms. Gayatri
Inspection Chief
Type of
Stakeholder
Contact Details
Internal
anderson@gmail.com
Internal
Yaytoure@gmail.com
Internal
Elijahwood@gmail.com
Internal
Ranbir@gmail.com
Internal
cook@gmail.com
External
armin@gmail.com
john@gmail.com
Internal
External
ryan@gmail.com
Internal
gaythri@gmail.com
31
Members
Role on Project
Development Project
Team
Hardware &
Software Vendors
Internal Senior
Management
Ensure correct
Lead Programmer
accounting and billing and handles the
activities.
technical
functionalities.
Supplies the
hardware and
software elements
to the project.
Project's sponsor
and Director of the
GITS"s company
Unique Factor
Strict, Demands to
always be informed
on every expenditures
of the project, meets
the target at the end of
each phase.
Possess several IT
certifications, and
handles various
projects, dedicated to
assigned tasks,
segregate tasks to
different level of
development teams.
Delivers the
elements with good
quality, might
cause delay in
supplying the
hardware and
software, and has
to make sure the
elements are
compatible.
Level of Interest
Very High
Very High
High
Very High
Level of Influence
Very High
Very High.
Medium to high; as
the vendors could
be changed if the
quality degrades.
Very High
Suggestions on
managing
relationship
Provide a detailed
weekly report on
the project's
expenditures with no
delays.
Order items
beforehand so that
hardware delays
won't affect
progress.
Always kept
informed with the
progress, activities
undertaken and
milestones reached.
Weekly report
analysis.
32
33
2.0 Planning
As the project has been defined and initiated successfully, therefore the project team has moved
on towards the next phase which is the Planning phase. This phase basically documents the
planning documents that will guide the project team throughout the remaining phases of the
project. In this project, there are total of 5 different phases which includes the Initiation,
Planning, Execution, Control and Closure phase. In this Planning phase, there are several
contexts that will be covered as they are listed as the followings;
34
Details of the Project Kick-Off Meeting and Team Contract Template are shown in the
Appendix B in this documentation.
35
In this Project Scope Management, the project team is able to understand the scope of the project
through the requirement gathering activity. As the project manager and origination manager
perform analysis as to communicate with the sales team, sponsors and senior stakeholders. The
scope management discuss the important context and areas that should be covered in the
development of this project.
Project Name : Global Sales Information System (GSIS) Project
Introduction
This project will be completed in 6 months period. The start date of the
project is estimated from
Singapore market has been selected as the first market to pilot the
implementation.
36
Product-related Deliverables
The Global Sales Information System will play several roles in Green
International (GI), stated as below.
37
Collects the customer feedbacks through the system and place them
under different categories. The collected datas are shared by various
departments as this would benefit them in different aspect. The
Marketing Department would be able to apply the feedbacks as to
improve their products and services. Besides that, the communication
Affair Department would be able to improve the customer services
management and as for the Data Centre Operation Department, they
would be able to improve towards the data management.
Besides that, the generated sale reports would be able to assist the sales
forecasting and budgeting. This would also allow the marketing
department to analyse and study the products that has created large
market share in the market.
38
39
Project Summary
5.1.2
5.1.3
Project Deliverables
5.1.4
Transition Operation
5.1.5
Project Cost
5.1.6
Project Schedule
5.1.7
Recommendations
43
Time management plays an important factor that contributes towards the successful completion
of the project. Therefore, it is important for the project manager and the team to practice
systematic time management techniques as to ensure the tasks are completed in time.
2.3.1 Activity Definition
This activity definition defines each of the activities that takes place during each phase starting
from Initiation, Planning, Execution, Monitoring and Control and ends with the Closure phase.
Each of the activities with the definitions are shown in the below Activity Definition table.
44
Phase
Activity
Definition
1.0 - Initiation
Phase
3.0 - Execution
Define the risks of the project and define the risks that are
involved, and stating the mitigation plans.
Define the procurement activities that are involved.
Approval of the scope and details of the project and proceed
with the development of the project
Define the objectives of the execution process
Developing the system
Analyze and gather the system requirements
Analyze and gather the technical requirements
Analyze and gather the software requirements
4.0 - Monitoring
and Controlling
5.0 - Closure
Phase
47
28-2-2014
25-2-2014
Scheduled
Finish
1-3-2014
7-3-2014
Scheduled
Finish
1-3-2014
5-3-2014
11-3-2014
Scheduled
Finish
12-3-2014
24-3-2014
4-3-2014
48
4-4-2014
7-5-2014
27-3-2014
1-4-2014
22-4-2014
7-5-2014
12-4-2014
2.8 - Preparing Risk Management
Plan
Scheduled
Scheduled
Start
Finish
2.4 - Preparing Cost Management
Plan
Scheduled
Scheduled
Start
Finish
13-4-2014
21-4-2014
22-4-2014
7-5-2014
7-5-2014
49
Scheduled
Finish
8-5-2014
10-5-2014
11-5-2014
19-6-2014
8-6-2014
9-6-2014
15-7-2014
Scheduled
Finish
8-5-2014
13-5-2014
28-5-2014
Scheduled
Finish
9-6-2014
15-7-2014
15-7-2014
50
Scheduled
Finish
16-7-2014
21-7-2014
Scheduled
Finish
4-8-2014
11-8-2014
Scheduled
Finish
16-7-2014
20-7-2014
Scheduled
Finish
16-7-2014
22-7-2014
Scheduled
Finish
23-7-2014
3-8-2014
Scheduled
Finish
4-8-2014
15-8-2014
19-7-2014
51
52
Throughout the initiation stage, the ROM is calculated in order to be tabulated for budgetary
purposes. ROM is also chosen largely due to the reason that the project specifications and
requirements are not built in full. Furthermore, ROM is also chosen for its careful
consideration into the uncertainty reasons. The process for the estimation is performed using
the bottom-up estimation method. The activities enlisted within the project are defined first
alongside the estimation of the budget and the estimation of the project timeline in
accordance of the complexity of the activities and the buffers. The table presented below
would further shed light as to the project attributes in relation to the size of the project, the
accumulated total of the budget, the hardware, the software and the various human resources
required for the project.
53
Total budget
Hardware
Software
People
54
Support Unit
GITSS
SME-Department
Communication &
Network
CNN
GITSS
IT Security
IT Sec
GITSS
Application
Development Centre
ADC
GITSS
Project Management
Centre
PMac
DCO
GITSS
Data Centre
Operations
Global
GITSS
IT Operations
ITOps
GITSS
Centre of Excellence
Enterprise
Resources Planning
CoE-ERP
Centre of Excellence
Customer
Relationship
Management
CoE-CRM
Centre of Excellence
Sales Information
System
CoE-SIS
GSD
Market IT Dept
IT
MKTG
FIN
GITSS
GITSS
GITSS
Local
Support Unit
SME-Department
Market
Human Resources
Dept
HR
Market
Communication
Affairs
COMM
Market Security
SEC
Market Procurement
PROC
56
WBS Categories
1.0 Initiating
1.1 Assign Project Manager
1.2 Identification of Key
Stakeholders
1.2.1 Primary Stakeholders
1.2.2 Secondary
Stakeholders
1.2.3 Tertiary Stakeholders
1.2.4 Development team
1.3 Business case
1.4 Clients Acceptance
Form
1.5 Stakeholder Register
1.6 Stakeholder
Management Strategy
Analysis
1.7 Project Charter
Total
2.0 Planning
2.1 Project Kick-off
Meeting
2.2 Project Scope
Internal
Labour
(Unit
Cost)
Hours
Internal
Labour
Total
(RM)
External
Labour
(Unit
Cost)
Hours
External
Labour
Total
(RM)
Total
Labour
Nonlabour
(RM)
Total Cost
31
420
13020
13020
13020
30
450
4500
4500
4500
10
150
1500
1500
1500
10
150
1500
1500
1500
0
0
0
0
0
0
0
0
0
10
10
10
150
150
150
1500
1500
1500
1500
1500
1500
0
0
0
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
28020.00
2500
2500
5000
5000
57
Management
2.2.1 Scope Management
Plan
2.2.2 Work Breakdown
Structure
2.3 Time Management Plan
2.4. Cost Management Plan
2.5 Quality Management
Plan
2.6 Human Resource
Management Plan
2.7 Communication
Management Plan
2.8 Risk Management Plan
2.9 Procurement
Management Plan
Total
3.0 Executing
3.1 Project approval and
kick off
3.2 Execution Objectives
3.3 Development of the
System & Technical
Requirements
3.4 Information
distribution
3.5 Team Development
3.6 Quality Assurance
3.7 Status Update
10
144
1440
1440
1440
10
144
1440
1440
1440
0
0
0
0
0
0
10
10
200
144
2000
1440
2000
1440
0
0
2000
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
21020.00
50
300
300
300
200
1200
1200
1200
20
256
5120
5120
10000
15120
480
2880
2880
600
3480
6
6
10
200
200
320
1200
1200
3200
0
0
0
0
0
0
0
1200
1200
3200
0
0
15000
1200
1200
18200
58
Total
4.0 Monitoring and
Controlling
4.1 Introduction
4.2 Change Management
Plan
4.3 Change Board Control
4.4 Change Control Process
4.5 Scope Monitoring and
Controlling
4.6 Quality Control
4.7 Cost Control
4.8 Risk Monitoring and
Control
Total
5.0 Closing
5.1 Project Review Meeting
5.2 Lesson Learned Report
Total
Net Money
40700.00
12
640
7680
7680
15000
22680
10
640
6400
6400
10000
16400
10
10
640
160
6400
1600
0
0
0
0
0
0
6400
1600
5000
0
11400
1600
10
160
1600
1600
1000
2600
10
10
160
320
1600
3200
0
0
0
0
0
0
1600
3200
0
0
1600
3200
10
160
1600
1600
1600
61080.00
10
0
480
0
4800
0
10
0
480
0
4800
0
9600
0
0
0
9600
0
9600.00
160420.00
59
2.4.2 Assumptions
In order for the continuation of the planning of the project, an allocation of RM 100, 000 is
included into the Application Development. The allocation of these funds will be distributed
in order to further purchase the required hardware and software items needed in the building
of the system. As to the costing of the software components, its been inclusive of both of the
hardware and software costs, whereby as most the software is shared with other projects in
the company. The Project Manager of the project is expected to work about 8 hours per day
and the project team members are expected to work as according to the provided diagram in
the Human Resource Management plan. An allocation of funds, such as RM 13,020 is placed
as the base salary for the hiring of the Project Manager.
Further allocation of funds are provided in the other processes, such as execution, monitoring
and controlling processes whereby its inclusive of the incentives that would be given to the
Project Manager and other staff involved in the processes (such as the secretary, and team
leaders). The incentives provided to the team leaders are included into the labor cost in the
application development process. The other activities such as project planning and the
development of the system & technical requirements process involve the procurement of
external teams in collecting specific information. The assumption of labor and non-labor
costs are calculated based upon the number of days, number of working hours, and the
number of people involved in the projects.
60
People
Salary (Monthly)
Secretary (3 people)
Programmer (3 people)
Technician (4 people)
61
WBS Categories
1.0 Initiating
1.1 Assign Project Manager
1.2 Identification of Key Stakeholders
1.2.1 Primary Stakeholders
1.2.2 Secondary Stakeholders
1.2.3 Tertiary Stakeholders
1.3 Business case
1.3 Introduction
1.4 Clients Acceptance Form
1.5 Stakeholder Register
1.6 Stakeholder Management Strategy Analysis
1.7 Project Charter
Total Cost (Month 1)
2.0 Planning
2.1 Project Kick-off Meeting
2.2 Project Scope Management
2.2.1 Scope Management Plan
2.2.2 Work Breakdown Structure
2.3 Time Management Plan
2.4. Cost Management Plan
2.5 Quality Management Plan
2.6 Human Resource Management Plan
2.7 Communication Management Plan
2.8 Risk Management Plan
2.9 Procurement Management Plan
Total Cost (Month 2)
3.0 Executing
3.1 Project approval and kick off
3.2 Execution Objectives
3.3 Development of the System & Technical
Requirements
3.4 Information distribution
3.5 Team Development
3.6 Quality Assurance
3.7 Status Update
Total Cost (Month 3, 4)
Total Cost
13020
4500
1500
1500
1500
1500
1500
1500
1500
1500
1500
28020.00
2500
5000
1440
1440
2000
1440
1440
1440
1440
1440
1440
21020.00
300
1200
15120
3480
1200
1200
18200
40700.00
62
22680
16400
11400
1600
2600
1600
3200
1600
61080.00
9600
0
9600.00
RM 160420.00
63
64
Metrics:
1. Storyboard should be designed as to allow the project team to obtain the
overall view of the attributes and design of the system interface. The interface
considerations in terms of the features that consist textbox, labels, buttons and
combo box will be included in the storyboard.
2. Different level of urgency will possess different level of attention. These
different level of urgency will be addressed during the project advisory group
meeting and project sponsor group meeting. Three different level of urgency
will be declared as the high level has 60% and above of priority will be
addressed first, medium urgency consist of 40 59% priority whereas the low
level of urgency has 39% and below priority.
3. The Indicator in the system testing will measure the percentage of the testing.
If the testing has below and equal to 80% marks, the application should be
reviewed and modification should be done.
Problem Reporting and Corrective Action Process:
The Project Plans consist of clear roles and responsibilities of the existing
stakeholders and it is clear that each of the team members are responsible to carry out
specific tasks. If theres any major problem occurs and being faced by the members,
they will report to the project manager. The project manager has the authority to solve
the problems being faced as to avoid these problems affecting the time, cost and
quality of the project.
Supplier Quality and Control:
The Project Manager will monitor the quality of the product and services being
supplied by the supplier. The product and services quality requirement has been listed
in the suppliers contract.
65
Origination
Manager
Chief Technical
Assistant
Procurement
Manager
Coordinator
Control Board
Communication
Manager
Inspection Chief
Report to the Project Manager if there are any serious issues that
takes place as to discuss with them in order to tackle the
situation.
67
Lead and motivate project team members and effectively manage the
project scope.
68
Procurement Manager
Ensures that the product and services provided are in accordance with
industry standards and policies.
Origination Manager
Coordinator
Staff Assignment: The project manager will first discuss with the Human
Resource Department as to discuss on the selection of the shortlisted
candidates. The Project Manager will then interview the potential candidates
and perform the screening of the candidate in terms of analysing the
candidates skills and previous work related achievements and performance.
70
Communication Name
Delivery Method
Meetings
Meetings
Project Team
Meetings
Project Execution
Project Portfolio
Optimization Reports
Reports
Communication Standards:
1. To use templates as much as possible during the process of writing
documentation and reports
2. To use checklists in order for the reviewing of product requirements.
3. To be always conducting activities within a consistent frequency.
4. The notifications for meetings would be sent through e-mails or through postings
in the memo boards for internal team meetings. Furthermore, the notification of
the meeting dates would be sent to the particular stakeholders that are involved
roughly a week before the meeting date.
5. The secretary would be responsible in order to contact with the corporate
facilitators in order to arrange important meetings such as the GITS-SMEs
meeting.
6. The minutes of meetings would be completed and then sent to particular
stakeholders a rough 24 hours after the meeting is concluded.
71
Target
All of the
stakeholders
Distribute Project
Initiation Plan
All of the
stakeholders
All of the
stakeholders
Status Reports
All of the
stakeholders
Purpose of meeting
Time/Frequency of meetings
To initialize and gather
Done typically before the
information & requirements for
initiation of the project, and
the initiation plan of the GSIS
typically carried out by the
project.
project execution group.
To inform all of the stakeholders Done before the kickoff and start
of the preliminary scopes of the
date of the project.
project and the gain buy in for
the stakeholders.
Method(s) of meeting
Meetings
The documentations
would be presented in
soft copy or printed in
hard copy and then sent
to every one of the
stakeholders either
through e-mail or postage
to their office.
Meetings
Team Meetings
Project Advisory
Group Meetings
Sponsor Meetings
Project Portfolio
Optimization
review
Meetings would
be arranged
together with the
sub-teams of the
project. The
meetings would
comprise of the
Project Manager,
Technical Team,
and Functional
Team.
Meetings would
be held between
the Project
Advisory Group
members and the
Project Manager.
Meetings would
be held together
between the
Project Sponsor
Group members
and the Project
Manager.
Project Manager
together with the
Project Sponsor
Representatives.
would be arranged in
order to discuss the status
of the projects.
Meetings
Meetings
Meetings
Post Project
Review
Project Manager
together with the
Key Stakeholders,
Project Sponsor.
GITS-SME
Meetings
Meetings would
be held together
between the
Project Manager,
Project Execution
representative, and
the GITS-SME
Department Head.
Presentation or
demo between the
Project Manager,
and the target
group of uses.
Target
Presentations
through e-mails or
postage to their office.
Project review reports
would be prepared in soft
copy and hard copy are
printed in hardcopy or
soft copy and either sent
out to every stakeholder
through e-mails or
postage to the office.
Meetings
Presentation or
Demonstration
74
Priority
1.
2.
3.
Definition
Decision Authority
Timeframe for
Resolution
Vice President of
Green International
Within 1 to 2 days
Project Sponsor
Within 3 to 7 days
Project Manager
Within 1 to 2 weeks
75
76
Cause of Risk
Risk
Risk
Risk Consequences
Probability Types
1
Unclear business
not achieve
requirement documentation
final expectation of
business
confusion and
requirements
misunderstanding between
different units
deliverables.
Business requirements
Low
Functional
System does
Medium
Maintenance of the
system will
time to time.
consume long
duration of time as
modification is
required.
Over-budget
High
Financial
Delay of the
additional resources to be
completion of
added
system, thus
High development
cost might
negatively affect
scheduled timeline
the companys
profit and future
growth
Medium
Human
Team member
Stressful working
and employees
Environment
decreased
turnover rate
efficiency of the
work affected
Resource
Due to the
pressure,
Medium
performance and
Employees
77
demotivated easily
and pressurised
thus not
completing the
tasks and not
following the
standards.
4
Medical leave
High
Human
Resource
family issues.
as to avoid any
delays
Availability of
Inaccurate resource
Resources
estimation
Facilities and resource
Medium
Inventory
Project Team
might not be able
Medium
shortage
Workers feels
demotivated as it
takes time for the
management to
provide and restore
the resources that
needed by them.
78
Risk Consequences
Risk Probability
High
Medium
Low
High
High
High
Low
Medium
High
Medium
Medium
Low
Medium
Low
Low
Risk Consequences
Risk Probability
High
Medium
Low
High
Risk 2
Risk 1
Medium
Risk 5
Risk 3
Low
Risk 4
79
Impact
Definition
Low
Medium
High
Type
Factor
Impact
1 Low
0.2
RM 35,000.00
RM 7,000.00
2 High
0.8
RM 35,000.00
RM 28,000.00
3 Medium
0.5
RM 20,000.00
RM 10,000.00
4 High
0.8
RM 5,000.00
RM 4,000.00
5 High
0.8
RM 20,000.00
RM 16,000.00
RM 115,000.00
RM 65,000.00
Total
Formula: Probability
1- (RM 115, 000 + RM 65, 000)*100 = 77.5%
80
As the calculation shows that the chances for the project to succeed is 77.5%, considered high.
As the available contingency fund amount of RM 100, 000, the actual estimate impact worth of
RM 65, 000 would able to cushion the damages.
Mitigation Plan
Risk 2
Risk 5
81
Products and
Product/Services Company
Services
Price
Reputation
Provide hardware
Medium
Good
Low
Medium
Medium
Medium
Medium
Good
Low
Good
Medium
Good
rental services
ITO Sdn Bhd
Provide hardware
rental services
management
consulting services
ProjectInternational
Provide project
Sdn Bhd
consulting services
Provide human
resources and
recruitment services
to their clients
82
Job Recruitment
Provide recruitment
Agency
Low
Medium
clients
83
3.0Execution Phase
The execution process group in the PMBOK includes the processes that needs to be done once
the project is ready to be implemented. It is crucial in this phase to follows the projects plan
resulted by the project planning process group. In the previous process groups the main concern
was on task identification, milestone setting and how the project would be implemented.
However in this stage the focus would on actually doing the project, this process group includes
focus areas such as; Quality assurance, Team development, System development and technical
requirements development.
which are; the initiation meeting and the project kick-off meeting. The initiation meeting
includes a briefing to the stakeholders about the project plan and the basic approval and feedback
would be gained. After the initiation meeting the kickoff meeting will be conducted to begin the
implementation of the project. The project manager would gather the current available project
team and do a project briefing to go review the project scope, tasks, objectives and the general
plan and milestones of the project. The team members will have the chance to be formally
introduced in this meeting.
Provide feedback and report issues for each milestone and required task.
84
Observation and document collection: It is also important to observe how the work is
actually done to know the missing information that questionnaires and interviews will not
reveal. Another final important step is go through the documentation of the old system
and some of the documents of the company so that the developers would have an actual
idea of how the work is being done.
The qualitative and quantitative data that is collected in this phase would be then used in the
analysis and design of the new system, which an important task to be done in the development of
any new software.
85
Personal Computers:
Although most of the employees that would be using the new system already have workstations,
however many of them doesn't meet the technical requirement to be used with the new software,
as a result many new workstations should be installed in the company.
Server:
The new software also requires the branch to have a more powerful server that would be able to
handle the traffic and is able to cope for a fair amount of time with future growth of the
company. The new server would handle that local database in the system, and in the future would
connect with the branches that deploys the system after the Singapore market.
86
Network equipment:
The introductions of the new system would require an upgrade of the equipment of the old
network such as switches, cables and a new VPN enabled router. The increased number of work
stations in the network would require additional switches to connect them all together. A new
VPN enabled router is essential as well, to first be able to support the connection to the base
company branch and other branches via a secure VPN. The new router is also required to be able
the high traffic and the expected increase in traffic in the future when more markets deploy the
new system.
branch
after
the
deployment
of
the
system.
87
Software Development
Team
Member Role
Project Manager
Origination
Manager
Coordinator
Control Board
Chief Project
Steering Committee
Communication
Manager
Head of HR Dept.
Head of Finance
Dept.
BIT Manager
Business Analyst
Executive Assistant
System Analyst
Software Architect
Front End Developer
Back End Developer
Software Tester
Test plan designer
IT Hardware
Manager
Chief Technical
Assistant
Procurement
Manager
Name
Mr. Anderson
Mr. Yaya Toure
Contact Email
Anderson@Gmail.com
Yaya@Gmail.com
Elijah@Gmail.com
Ranbir@Gmail.com
John@Gmail.com
Mr. Ryan
Ryan@Gmail.com
Ms. Suzan
Mr. Adams
Suzan@Gmail.com
Adams@Gmail.com
Mr. James
Mr. Jeremy
Ms. Jonas
Mr. Charles
Ms. Laura
Mr. Kevin
Mr. Carlos
Mr. Richard
Mr. Hammond
James@Gmail.com
Jeremy@Gmail.com
Jonas@Gmail.com
Charles@Gmail.com
Laura@Gmail.com
Kevin@Gmail.com
Carlos@Gmail.com
Richard@Gmail.com
Hammond@Gmail.com
Mr. Armin
Armin@Gmail.com
Mr. Cook
Cook@Gmail.com
Contact Number
011-1234567
88
IT Hardware
Technician
Quality Assurance
Engineer
Inspection Chief
Mr. Lenard
Lenard@Gmail.com
Mr. Lee
Lee@Gmail.com
Ms. Sally
Sally@Gmail.com
89
Complex information overload: Cramping the massages with too much information
and making them complicated can lead to difficulty in communication, so it is
recommended to keep messages as simple as possible and get to the point directly.
Culture obstacles: Having different cultures in the same working environment might be
generate communication difficulties by the fact that sometimes the same thing might
have different meaning in different cultures, so it is recommended to encourage team
members to understand the different cultures and try to keep the communication as clear
and formal as possible.
90
There are multiple types of information to be distributed in a project to either; provide approvals,
acquire information, present ideas, feedback or updates or report status update, issues and
performance reports. Each of the following type of the previous information could have many
channels of communication each works best with a type of information distribution. The methods
of communication can be categorized in many types of grouping one of them could be described
as the following [3]:
Messages: fax, E-mail, phones and bulletin boards. This method is usually an informal
method of communication, which could be for; exchanging information and distributing
updates or news.
91
Communication
Channel
Video
conferencing
Face to face
Meeting
Rate of
Occurrence
Once
Owner
Objectives
Once
Project Manager
Stakeholders
Project Manger
Face to face
Meeting
Weekly
Project Manager
Face to face
Meeting / Video
conferencing
As required
Development
Team Manager
Project Team
Meeting
Development
Team Business
Requirements
Meeting
Status Update
Document
Email Document
Monthly
Project Manager
Time Sheet
Email Document
Weekly
Direct Manager
Development
Team Design
Meeting
Closure Meeting
Face to face
Meeting
As required
Development
Team Manager
Face to face
Meeting
Once
Project Manager
92
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
1.1
RP
1.2
RP
1.3
RP
1.4
R
1.5
R
1.6
R
1.7
RP
P
P
2.1
RP
2.2
R
2.3
R
2.4
R
2.5
R
2.6
RP
2.7
R
2.8
RP
2.9
R
P
P
P
P
P
P
P
3.1
RP
3.2
R
3.3
R
3.4
R
3.5
R
3.6
R
3.7
R
4.1
R
4.2
R
P
93
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
4.8
R
5.1
RP
5.2
RP
P
4.3
R
4.4
R
4.5
RP
4.6
R
4.7
R
P
P
P
94
A
A
R
R
I
I
I
I
I
I
I
I
C
I
I
I
R,A
R,A
R,A
R,A
R,A
I
95
Quality
Management Plan
Human Resource
Management Plan
Communication
Management Plan
Risk Management
Plan
Procurement
Management Plan
3.0 - Executing
Project approval
and kick off
Execution
Objectives
Development of
the System &
Technical
Requirements
Information
distribution
Team
Development
Quality Assurance
Execution change
updates
4.0 - Monitoring
and Controlling
Change
Management Plan
Change Board
Control
A,R
R,A
R,A
R,A
R,A
R,A
C
C
C
C
C
C
C
C
C
C
I
I
C
I
R,A
R,A
R,A
R,A
R,A
R,A
96
Change Control
Process
Scope Monitoring
and Controlling
Quality Control
Cost Control
Risk Monitoring
and Control
5.0 - Closure
Phase
Project Review
Meeting
Lessons Learned
Report
R,A
R,A
I
I
I
C
C
C
I
I
I
I
I
I
I
I
I
R,A
R,A
R,A
I
C
I
I
I
I
R,A
R,A
97
Quality Audit is doing well planned and formed examinations and revisions on the quality
management practices that has been preformed of the project and identify its benefits for future
improvements in current and later project, where these practices might be dropped or adopted.
The project that is requested by GITS is a software development and placement project, as such
it must meet software quality criteria such as:
Accuracy: The software must produce accurate results each time even in extreme or
unconventional data input.
Reliability: The software should function with minimum down time and faults.
Scalability: The software code should be easily understood for other developers, and the
code design must allow upgrades easily with minimal changes to the old source code.
The design of the software of the Singapore Market should have the ability to easily
migrate to the other markets, while allowing for the special characteristic of each market
if they exist.
To achieve the Quality Assurance for the software and the project as a whole during the
execution phase, it is suggested to follow the listed practices which would make sure that the set
benchmarks are met. The suggested practices are:
Include data input validation and checking from the software design phase, so they would
be implemented and the software would need less modification after testing.
Perform unit and system testing for all the possible data input sets after the
implementation of each module of the system and before the final deployment.
Use modern software design patterns that promotes code reuse and ease of integration
and upgrade.
Map the system and user requirement during the process of implementation to ensure that
no requirements are missed.
99
Due
Date
21-62014
Issue # Issue
Description
1
Newly
installed
server over
heating
Impact On
Project
Increase in
cost and
small time
delay
Date
Reported
16-6-2014
Business
analysis
overworked
Low quality
work and
productivity
25-4-2014
BIT
Manager
Project
Manager,
Head of
HR Dept.
30-42014
Inexperienced
Front-end
developer
Low quality
and slow
development
of GUIs
19-5-2014
System
Analyst
Project
Manager,
Head of
HR Dept.
26-52014
Status
Comments
100
GSIS
Request Title
Requested by:
IT Hardware Manager
Priority (H,M,L)
Date:
Request
The parts are needed to replace the that malfunctioned from the server
Description:
16-6-2014
Request Result
Stakeholder
Date:
Signature
Change Request #: 2
Project name:
GSIS
Request Title
Requested by:
BIT Manager
Priority (H,M,L)
Date:
Request
Two more business analysts are needed to be hired due to the large amount
Description:
of work
25-4-2014
Request Result
Stakeholder
Date:
Signature
101
Change Request #: 3
Project name:
GSIS
Request Title
Requested by:
System Analyst
Priority (H,M,L)
Date:
Request
Description:
19-5-2014
Request Result
Stakeholder
Date:
Signature
102
Start Date
End Date
Status
Remarks
1.0 - Initiation
2.0 - Planning
3.0 - Execution
4.0 - Monitoring
and Control
5.0 - Closure
Milestone
Start Date
End Date
Status
Remarks
Milestone
Start Date
End Date
Status
Remarks
End Date
Status
Remarks
Milestone
Start Date
104
Milestone
Status
Remarks
Status
Remarks
4.1 - Change
Management Plan
4.2 - Change Board
Control
4.3 - Change Control
Process
4.4 - Scope Monitoring
and Controlling
4.5 - Quality Control
4.6 - Cost Control
4.7 - Risk Monitoring
and Control
Post Closure Status Update:
Milestone
105
106
So as the project has managed to fulfill the objectives that has been set in the initiation phase, the
project was successful and met all the success criteria that has been established at the in the
project charter by the project manager.
Also the project manager and the project team were able to finish the project within the give
duration limit and budget, with only minor issues and problems and without a mentionable
increase in the duration and budget.
107
No
Major Milestones
Start Date
Finish Date
18/02/2014
3/3/2014
5/3/2014
11/3/2014
12/03/2014
24/03/2014
6/7/2014
11/7/2014
9/6/2014
22/7/2014
6 Cost Control
24/7/2014
1/8/2014
23/7/2014
3/8/2014
17/8/2014
20/8/2014
1 Requirements Gathering
2 Preliminary Approval
3 Project Charter
108
This document shows a form of a formal acceptance of all the deliverables for the GSIS project.
The GSIS project has met all the acceptance criteria as defined in the requirements document
and project scope statement. A project audit has been conducted to confirm that all deliverables
meet performance and product standards. Furthermore, a product evaluation has been conducted
as well and it has been confirmed that all products meet the quality and functional requirements
defined within this project.
The live system has been handed over to the company. All training has finalized and the system
documentation has also been given to the company.
The Project Manager is permitted to proceed with the formal close out of this project. The
closeout process will include a post-project review, documentation of lessons learned, and
release of the Project Team, close out all procurements and archive all important project
documents. Once the closing process is done, the Project Sponsor will be given an
acknowledgement and the Project Manager will then be released from the project.
Approved by the Project Sponsor:
_______________________________________
(Project Sponsor)
Date: ___________________
109
5.1.3 Go Live
Once the successful setup of the system that involves the hardware and software setup has been
initialized and put into working state, the system would be set to Go-Live. These would mean
that the system would be ready to be placed into production and to be used by actual users in
production. The status of the system would then be closely monitored by the team in the first two
weeks of the post-implementation stage in order to ensure that the system stays up and running
as it is meant to be running. The team would then be tasked to perform multiple tests every once
in a while within the course of 2 months after the system goes live and maintenance for another
month afterwards before being able to let go of the system.
110
Personal Reflection
Prepared by: Sukvinder Singh
Throughout the development of the Global Sales Information System (GSIS), the researcher has
learned that most of the projects out there requires good leadership and dedicated project team.
The GSIS project was a successful result was a combined effort of the entire project team as the
project was delivered right on time and within the proposed budget. The project would have not
been made possible by the excellent teamwork from the project members who proved to be team
players. They have collaborated well within the constraint of the time in order to meet the
deadline.
The researcher has worked on the Initiation phase which then covers the important subtopics and
deliverables of the Initiation phase. The first part learnt by the researcher is to analyze and obtain
a thorough understanding of the current system and identifying the key areas and problems. The
researcher has then been able to define the scope, the solution and the objective as to further
discuss these aspects in detail in the Business Case and Project Charter documents provided in
this documentation. Furthermore, the researcher was also able to perform research as to the
specific documents, such as the Business Case and Project Charter, in order to obtain a better
understanding as to the format required to be delivered. The researcher also gained a better
understanding as to the ecosystem of the organization coupled with the relationship between the
organization and the stakeholders.
Finally, the project can be considered as a major success since the project leader was able to
work together with the strengths and weaknesses of the other team members together to
coordinate and develop the documentation.
111
113
Appendix
Appendix A: Project Charter
114
Budget Information: The overall amount of budget of RM 180, 00 has been allocated.
115
increasing the collaboration between the different top management, they would be
able to solve problem at a global view.
Success Criteria:
a) The current IT Infrastructure must be able to support the new system as to
GSD
e) All support staffs and users must have access to this new system with
ACL privileges
f) The current system must be replaced in phases by the GSIS system as this
would be easier to tackle any issues that appears in each of the phases.
g) The cutover process that replaces the current system to new centralized
116
j)
Approach:
This project follows through the standards and methodology that is being practiced in the
Project Management Institutes Body of Knowledge (PMBOK). This methodology will
guide the development of the project and acts as framework for the GSIS Project. The
Project Management Plan (PMP) will consist of the elements that will be covered;
Project Charter
Scope statement
Position
Mr. Anderson
Initiation
Project Manager
Ms. Anne
Planning
Project Member
Mr. Ramesh
Execution
Project Member
Ms. Laura
Monitoring &
Control
Project Member
Contact Information
117
Project Constraints
As the time that has been allocated is only for 6 months, the project manager and the
team will have to deliver the project in time. This would be a challenge for the project
manager and the team as the case of delays and unwanted circumstances appears will
appear at any cost. To construct a schedule will always be a challenge since the time
has less flexibility and in this case, the project management team will always have to
plan a good time management plan in order to complete all the tasks in time.
The cost that has been assigned for the project is RM 180, 000. It is also applicable to
mention that the funds that were allocated may be limited as to ensure that the project
manager should handle the cost expenditure wisely at any cost.
Project Assumptions
The funds that were allocated to the project is sufficient and feasible enough to
complete the project.
The project sponsor has made available funding that allows the project team to
purchase the best quality of hardware/software for the system.
All the GSIS SMEs department will support each and every phases in order to support
the project.
118
No
Major Milestones
Start Date
Duration
Finish Date
18/02/2014
13
3/3/2014
5/3/2014
11/3/2014
12/03/2014
10
24/03/2014
6/7/2014
11/7/2014
9/6/2014
45
22/7/2014
6 Cost Control
24/7/2014
15
1/8/2014
23/7/2014
11
3/8/2014
17/8/2014
20/8/2014
1 Requirements Gathering
2 Preliminary Approval
3 Project Charter
119
Project Sponsor
Project Steering
Committee
Project Manager
Origination Manager
Origination Project
Team
Coordinator
Control Board
Coordinator Project
Team
Chief Inspection
Procurement Manager
Project Manager
Communications
Manager
IT Manager
SMEs Department
Chief Technician
Communications
Project Team
Development Team
120
Staff Position
Project Manager
Origination
Manager
Chief Technical
Assistant
Procurement
Manager
Coordinator
Control Board
Communication
Manager
Inspection Chief
Report to the Project Manager if there are any serious issues that
takes place as to discuss with them in order to tackle the
situation.
122
Agenda Item
Presented By
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Action Item
Assigned To
Due Date
Requirement Gathering
Douglas Jeremy
3/3/2014
Annie Hathaway
10/4/2014
123
Contract Name:
Scope of Work:
Location of Work:
Period of Performance:
Deliverables Schedule:
Applicable Standards:
Acceptance Criteria:
Special Requirements:
124
Project Justification:
GSIS project is a global Direct Store Delivery system for Green International company. This
project implementation is to reduce the capital and operating expenses because current system
software support maintenance are manage locally within each market and result high in IT cost.
Other than that, this project objective also is to centralized support from Global IT Service
(GITS) and to make global governance.
Product Characteristics and Requirements:
1. Organization structure must be formed from the previous department that already been
in the current business environment as to reference the organization structure.
2. Current IT infrastructure must support this new system.
3. It is mandatory for related subject matter experts (GITS-SMEs) to provide approval
and signoff for the system implementation.
4. Data Centre Operation (GITS-DCO) must support for 24 hours by 7 days a week.
Global Service Desk (GITS-GSD) must support for 12 hours by 5 days (Monday to
Friday) a week. Both need to get approval with Service Level Agreement (SLA) and
Operational Level Agreement (OLA).
5. All support staff and users must have access to this new system with Access Control
Level (ACL) privileges.
6. The current system must be replaced in phases by GSIS system
7. Current system to new centralized system cutover must be done in parallel.
125
Sales Report
Technical Information
Support Information
Marketing Information
Customer Information
Store Information
Financial Report
126
Reference
127