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CT050-3-3 Project Management
CT050-3-3 Project Management
In-course Assignment
In-course Assignment
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1.
1. DecDecide the aimide the aims and objects and objectiveives, deis, deiververababes and sco!e of a es and sco!e of a t"t"!ica!ica #T !roje #T !rojectct $ithin the $ider conte%t of #T management, create a!!ro!riate standards and $ithin the $ider conte%t of #T management, create a!!ro!riate standards and !roced&res
!roced&res and and comm&nicate comm&nicate the the o&tine o&tine of the of the !roject !roject effective" to effective" to a a variet" variet" of of sta'ehoders, disc&ss and critica" eva&ate the !rocess.
sta'ehoders, disc&ss and critica" eva&ate the !rocess. (.
(. )rg)rganiani*e a *e a t"t"!ic!ica #T !rojea #T !roject and decom!ct and decom!ose it into manaose it into manageabgeabe com!oe com!onentnents,s, s"stematica" estimating the reso&rce re+&irements and aocating tas's $ith d&e s"stematica" estimating the reso&rce re+&irements and aocating tas's $ith d&e regard to ris' and the avaiabe h&man and technica factors, disc&ss and critica" regard to ris' and the avaiabe h&man and technica factors, disc&ss and critica" eva&ate the !rocess.
eva&ate the !rocess. 3.
3. nana""*e, !an and man*e, !an and manage a t"!icage a t"!ica #T !roja #T !roject &siect &sing an a!!rong an a!!ro!ri!riate varate varietiet" of " of sched&ing, monitoring and controing toos and techni+&es, and comm&nicate sched&ing, monitoring and controing toos and techni+&es, and comm&nicate the
the !a!an n effeffectectiveive" " to to a a tectechnihnica ca and and nonnon-te-technichnica ca a&da&dienience, ce, disdisc&sc&ss s andand critica" eva&ate the !rocess.
critica" eva&ate the !rocess. .
. ndnderserstantand, discrd, discrimiiminatnate e betbet$ee$een n and a!!" somand a!!" some e tectechnihni+&es of team b&id+&es of team b&idinging and management, ris' assessment and management and change and config&ration and management, ris' assessment and management and change and config&ration management s&ch as are i'e" to im!rove the s&ccess of a t"!ica #T !roject, management s&ch as are i'e" to im!rove the s&ccess of a t"!ica #T !roject, disc&ss and critica" eva&ate the !rocess.
disc&ss and critica" eva&ate the !rocess.
II
II!! ThThe e 'c'cenenarario io #A #A CaCase se 't'tu"u"y$y$
Healthy Liing Pte! Lt"! #HL$
Healthy Liing Pte! Lt"! #HL$ is one of the eading n&trition, heath and $eness is one of the eading n&trition, heath and $eness m&tinationa com!anies, based in /inga!ore $ith its goba #T shared services 'no$n as m&tinationa com!anies, based in /inga!ore $ith its goba #T shared services 'no$n as oba #T /ervices #T/2 ocated in Maa"sia has embar'ed on a ne$ !roject to its oba #T /ervices #T/2 ocated in Maa"sia has embar'ed on a ne$ !roject to its enhance s&!!" chain o!erations. The first $ave $i be concentrated to /o&th ast sia enhance s&!!" chain o!erations. The first $ave $i be concentrated to /o&th ast sia and the im!ementation $i be de!o"ed b" mar'ets.
and the im!ementation $i be de!o"ed b" mar'ets.
t !resent, mar'ets ocated thro&gho&t /o&th ast sia are &sing oca" deveo!ed t !resent, mar'ets ocated thro&gho&t /o&th ast sia are &sing oca" deveo!ed a!!ication to record s&!!" chain management activities information. The first-eve a!!ication to record s&!!" chain management activities information. The first-eve s&!!ort 412 is being rendered b" oca #T and second eve 4(2 is s&!!orted b" the oca s&!!ort 412 is being rendered b" oca #T and second eve 4(2 is s&!!orted b" the oca a!!ic
a!!ication vendor. Previo&sation vendor. Previo&s" " the the cost for cost for softsoft$are s&!!ort $are s&!!ort maintmaintenance enance $as managed$as managed oca" $ithin each mar'et $hich has res&ted high in #T cost for both ca!ita and oca" $ithin each mar'et $hich has res&ted high in #T cost for both ca!ita and o!erat
decentraisation of s"stems being &sed. Th&s b" im!ementing this !roject, significant contrib&tion s&ch as red&ction in ca!ita6o!erating e%!enses, centrai*ed s&!!ort from #T/, goba governance and man" more va&e added are gained. Pease refer to section 7##, Tabe 1 for the ist of de!artments direct" and indirect" invoves in this !roject. )ue to the urgency *or centralising support an" cost re"uction+ the project ,as sche"ule" to &e complete" ,ithin "uration o* months *rom the "ate o* commencement! The project is name" as .%lo&al 'upply Chain Management Project/ #%'CMP$!
8asica", this !roject $i deiver a s"stem $hich !rovides a the common f&nctions that can be fo&nd in an" t"!ica /&!!" Chain Management soft$are. !art from that, the s"stem is aso s&!!orted b" a h&ge centraised data $areho&se $hich !rovides b&siness inteigence ca!abiities in faciitating &sers to ma'e +&ic'er decision in managing inventor" in their o$n region. The s"stem aso covers trans!ortation management, order management, "ard management, abo&r management and $areho&se o!timisation,
This is a critical an" comple project ,hich inoles arious "epartment inclu"ing su&ject matter eperts #'M1#s$$ *rom %IT'! A Project Manager ,as hurrie"ly assigne" *rom %IT'-PMAC ,ho has a goo" ,or2ing 2no,le"ge o* the arious regional o**ice locations! The current Project Manager portrays strong .glo&alregional project management/ an" .technical/ s2ills! Ho,eer+ he lac2s lea"ership 4ualities an" interpersonal s2ills!
#n addition to a good !roject management methodoog", the foo$ing are some of the major critica s&ccess factors C/2 the Project Manager m&st com!" for the s&ccess of the
!roject:-a2 ca!abe reso&rces $o&d be seected from an" of the /M-de!artments as sho$n in the organisation str&ct&re !rovided in section 7##, Tabe 1
b2 the c&rrent #T infrastr&ct&re m&st s&!!ort this ne$ s"stem
c2 its mandator" for reated #T/-/Ms to !rovide a!!rova and signoff for s"stem im!ementation
d2 a s&!!ort staff and &sers m&st have access to this ne$ s"stem $ith reevant ccess 4eve C42 !rivieges
e2 the c&rrent s"stem m&st be re!aced in !hases b" /CMP.
f2 the c&tover transition from the c&rrent s"stem to ne$ centraised s"stem2 m&st be in !arae
D&e to the &rgenc", the Maa"sian mar'et has been seected as the first mar'et to !iot the im!ementation since the #T/ is aso based $ithin the same co&ntr" $hich enabes more effective !roject s&!!ort $henever needed.
China and Thaiand had simiar !rojects oca" deveo!ed a!!ication2 im!emented three "ears ago. Pease refer section 7###, Tabe ( $hich ists the major miestones from
CT050-3-3 Project Management Page 3 of 9
!revio&s im!ementations and s&ggested d&ration most i'e"2 to be e%ec&ted for Maa"sia.
#ote: Although the major milestones *or the project are proi"e" in section 6III+ Ta&le 7+ Project Manager is re4uire" to epan" the "etail actiitiestas2s *or
respectie milestones i* necessary!$
As the project progresse"+ it ,as meeting its .high-leel/ milestones *or the *irst t,o #7$ months+ an" ,ith *our #8$ months le*t+ it ,as no, "eeme" as .*ailing to meet its target "ates/+ .not "oing ,hat it ,as suppose" to "o/ an" ,as .unrelia&le/! At this point also a *e, startling issues sur*ace"+ as
*ollo,s:-1. the steering committee $hich consist of the board of directors, C) and /enior Managers of the organisation2 do not reca of being !resented the !roject feasibiit" st&d" b" the Project /!onsor or the Project Manager to them.
(. the !roject a!!rova $as not forma" doc&mented.
3. there is no evidence that a !ro!er !roject management !rocess $as foo$ed.
. the PC and server hard$are technica s!ecifications $ere constant" being changed to s&it ne$ or added re+&irements.
5. re+&irements 'ee! coming in from &sers amost dai" $here the #T/-DC Team 4ead 'ee!s on acce!ting them $itho&t hesitation.
;. there $as red&ndanc" of $or' !erformed as the <or' 8rea'do$n /tr&ct&re <8/2 $as done se!arate" b" each res!ective de!artment and the Project Manager did not revie$ and then consoidate those <8/s into one $hoistic <8/.
=. most of the team members have been foc&sing more on their dai" o!eration s&!!ort rather than tas's being assigned b" the Project Manager or their res!ective Team 4ead.
>. tas's are !erformed $itho&t !rioritising other de!endent tas's.
9. #T assets ac+&isition and s!ending $ere thro&gh P)C Manager $ith s&!!iers $itho&t going thro&gh a !ro!er tendering !rocess.
10. !&rchasing of #T assets $itho&t a !ro!er tendering !rocess has ed to overr&n b" b&dget.
11. the testing !an $as not deveo!ed "et.
1(. there $ere not even a cear designated s!onsor or s!onsors2 for the !roject. 13. there $as no cear !roject organisationa str&ct&re to manage the !roject.
1. the Project Manager?s a&thorit" $as constant" overridden b" the de!artment head 6managers.
15. technica s'is $ere es!ecia" ac'ing in the net$or' and sec&rit" areas.
1;. there $ere no monitoring re!orts to revie$ as none $ere !re!ared and forma" doc&mented.
1=. the ris's associated $ith the !roject, atho&gh doc&mented, had no detaied action !ans and $ere not categorised in terms of im!act or severit".
1>. the hard$are and soft$are deiver" $as sti being negotiated $ith some !otentia vendors $hie there $ere on" fo&r 2 months to com!ete the !roject.
#t $as no$ evident that a !roject recover" effort is needed $ith so&tions identified and invo'ed to get the /CMP bac' on sched&e and roed o&t as !anned.
III! Assignment 9e4uirements
s the !roject is faiing and nee"s to &e recoere", "o& sho&d start b" oo'ing into a proper #or *ormal$ project management metho"ology ,ith the appropriate processes+ tools an" techni4ues.
esi"es+ the steering committee "eci"e" to replace the current Project Manager! s a gro&! of *our #8$ mem&ers in this group assignment+ ass&ming the" have a!!ointed one o* you to &e the ne, Project Manager+ an" no, you are to loo2 at all the ;< issues a&oe #section II$ an" resole them using the nine #=$ project management 2no,le"ge
areas:-1. Project #ntegration Management (. Project /co!e Management 3. Project Time Management . Project Cost Management 5. Project @&ait" Management
;. Project A&man eso&rce Management =. Project Comm&nication Management >. Project is' Management
9. Project Proc&rement Management
Bo&r team sho&d aim to ma'e "o&r re!ort interesting and engaging, $itho&t osing sight of the fact that the organisation is see'ing a !rofessiona a!!roach to the !robems. ana"sis sho&d thoro&gh" i&strate and doc&ment the !ressing need to recover a faiing !roject. Avoid theoretical discussions. Apply the theories to solve the problems.
ss&m!tions can be made to assist in ascertaining the so&tions b&t the" m&st not im!air the decision made on the sco!e and deiver" of the !roject.
Bo&r team and "o& m&st aso oo' at a the major critica factors above in section ## and manage the !roject s&ccessf&" to com!etion.
I6! Assignment Instructions
s !art of a team #maimum o* *our #8$ in"ii"uals per group$, a singe re!ort m&st be s&bmitted to senior management. The re!ort sho&d be a forma" $ritten doc&ment, the contents of $hich sho&d not e%ceed ;3+000 ,or"s #3+000>group total an" 87+500> in"ii"ual$, e%c&ding abstracts, tabes, a!!endices, etc. n eectronic co!" sho&d aso be s&bmitted $ith the re!ort.
CT050-3-3 Project Management Page 5 of 9
6! Assessment )etails
Bo&r team?s re!ort and "o&r individ&a re!ort $i be assessed as foo$s:-;! A %9(?P &ase" report o* 3000 ,or"s > 30@
This is the !art of the re!ort that detais "o&r !roject management a$areness of ho$ a !roject management methodoog", once introd&ced, $i be abe to manage the !roject $e. Bo& and "o&r gro&! are enco&raged touse any metho"ology ,hich is
commonly &eing practice" in in"ustry. Pease in"icate an" justi*y clearly the metho"ology selecte" in ine $ith research cond&cted on the case st&d".
The main contents shoul" coer a "etaile" group "iscussion on processes+ tools an" techni4ues o* Integration Management an" the three #3$ Core no,le"ge Areas #i!e! Project 'cope Management+ Project Time Management an" Project Cost Management$ as *ollo,s:
a$ Project Charter
&$ Bor2 rea2"o,n 'tructure c$ 'cope 'tatement
"$ %antt Chart an" et,or2 )iagram e$ Cost 1stimation an" u"geting *$ uality Management Plan
g$ A"ministratie Closure Proce"ures #inclu"ing cutoer strategy an" transition plan$
h$ Lesson Learne" 9eport
rea2"o,n o* mar2s: a$ )ocumentation > ;0@
Materias are !resented !rofessiona" &sing correct grammar, !&nct&ation s!eing and ength. ddressed re!ort g&ideines.
&$ Analysis > 70@
/o&tions a!!ied are critica" ana"sed and a!!ro!riate to identif" the iss&es addressed.
7! An I)I6I)?AL &ase" report o* 7+500 ,or"s each > D0@
A "etaile" "iscussion on processes+ tools an" techni4ues &y each mem&er o* the group on one #;$ o* the Eacilitating no,le"ge Areas as
*ollo,s:-a$ Project Human 9esource Management > Mem&er ; &$ Project Communication Management > Mem&er 7 c$ Project 9is2 Management > Mem&er 3
"$ Project Procurement Management > Mem&er 8
rea2"o,n o* mar2s:
a$ (riginal I"ea an" Critical Appraisal > 75@
Cear evidence of origina ideas and critica thin'ing in j&stif"ing !rocesses, toos and techni+&es a!!ied.
Paragra!hs are in a ogica reation to the $hoe and fo$s ogica" into the ne%t. c$ 9esearch an" 9e*erences > ;5@
/&!!orting research cear" e%!ained and !resented. Thoro&gh" ists references that are reevant to the to!ic.
"$ Presentation > ;5@
#m!ression of confidence, sim!icit", carit", str&ct&re and time management of the !resentation and abiit" to ans$er +&estions
Presentation %ui"eline
a$ #ndivid&a !resentation d&ration m&st(T e%ceed 5 min&tes 5 - 10 sides2 for each !hase. This inc&des the set&! time.
&$ ro&! !resentation d&ration m&st(T e%ceed 5 min&tes 5 10 sides2 to be !resented b" one of the gro&! member.
c$ ns&re contents are s&mmari*ed and !rofessiona" !resented.
"$ #ndivid&a ro&! Presentation $i be deivered fromBee2 ;8 > ;
This assignment is ,orth ;00@ #D0@-In"ii"ual F 30@-%roup$ o* the *inal gra"e!
Assignment ,ill &e han"-out "uring Bee2 7
9eports are to &e han"e"-in &y Mon"ay o* Bee2 ;5!
ote: The ,or2 o* each mem&er o* the group must &e clearly in"icate" in a B(9L(A) MAT9IG as per common practice!
6I! Assignment Assessment Criteria
The criteria beo$ detai the areas, $hich $i be ta'en into acco&nt $hen the assignment is
mar'ed:-1. To address the s&bject satisfactori" the assignment ength sho&d be in a ma%im&m of 13,000 $ords. t"!ed format is mandator".
(. )istinction assignments e%hibit com!rehensive research $ith detaied evidence.
• Aigh eve of ana"sis !erformed, e%ce!tiona and thoro&gh 'no$edge and
&nderstanding dis!a"ed $ith regard to a!!ication. This inc&des ana"sis and eva&ation of facts foo$ed b" res&ts of eva&ation.
• Doc&mentation !resented in a !rofessiona manner, foo$ing !ro!er se+&encing
and fo$. Dis!a"ed evidence of critica a!!raisa.
3. Cre"it assignments demonstrate ade+&ate research cond&cted $ith fair detai of evidence !resented.
• Moderate eve of &nderstanding, ana"sis and 'no$edge dis!a"ed. • /ome eve of reevance inc&ded in terms of a!!ication.
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• Moderate eve of ana"sis and eva&ation of facts foo$ed b" res&ts com!arison.
ood eve of doc&mentation !resented.
• /ome eve of refection $as evident in the doc&mentation. • Moderate eve of critica a!!raisa.
. Pass assignments sho$ o$ eve research cond&cted.
• /ome evidence of research dis!a"ed.
• 8asic eve of &nderstanding and 'no$edge ana"sis dis!a"ed. • /atisfactor" eve of doc&mentation.
• Eo eva&ation and ana"sis of facts, no res&ts com!arison !erformed /atisfactor"
or o$ eve of refection dis!a"ed.
• Eo eve of critica a!!raisa demonstrated.
5. Bo& are e%!ected to cear" state an" ass&m!tions "o& ma'e, and s&!!ort statements and theories b" referencing to a!!ro!riate so&rces.
ttention $i be !aid to:
• Critical ealuation an" "iscussion. #ss&es $i be deat $ith dee!er and on an
ana"tica !ane, based on good research - $ith ind&str" e%am!es, data !rojections and commentaries.
• alance" researche" materials. !!ro!riate and different so&rces $hich m&st
inc&de s&fficient academic research, not j&st secondar" research from 4s
• Proper re*erencing an" citation! Aarvard eferencing is a m&st. Citation m&st
inc&de, a!art from the norma detais, the !age n&mber from $here the iss&e for disc&ssion has been ta'en. efer to Aandboo' for !enat" on !agiarism2
6II! %lo&al IT 'erices F Local Mar2et (rganisation 'tructure
To indicate the e%tent of the !roject reso&rces and team constr&ction, the tabe beo$ indicates the organisation str&ct&re for HL oca mar'et and oba #T.
Supp
ort Unit SME-Department
Abbrevia
tion SME Responsibility
Global
GITS Communication &
Network CNN
Provides network services for Local IT/Market
GITS IT Security ITSC
Provide !overnance for IT security for a""lication develo"ment# software and $ardware
GITS %""licationevelo"ment Center %C
Provide develo" a""lication and "rovide a""lication Governance and Intellectual Pro"erty'
GITS Pro(ect Mana!ement
Centre PM%C
Provide Pro(ect Mana!ers to mana!es "ro(ects
GITS ata Center
)"erations C)
Infrastructure su""ort incl' Servers# )"eratin! Systems for centrali*ed datacentre and local servers GITS IT )"erations IT)
Provide !overnance for IT o"erations# w$ic$ includes su""ortin! local
markets and its business o"erations' GITS
Center of +cellence , nter"rise
-esources Plannin!
Co.-P
Provide L Su""ort for Co.-P GITS Center of +cellence , Customer -elations$i" Mana!ement Co.C-M
Provide L Su""ort for Co.C-M GITS Center of +cellence , Su""ly C$ain Services Co. Su""ly C$ain
Services Provide L Su""ort for Co.SCS GITS Global Service esk GS 0el"desk "erform level.one 1L23
su""ort
Local
Mark
et ITe"t IT
IT Mana!er# +ecutive 42# +ecutive 42
Mark
et Marketin! e"t M5TG
M5TG Mana!er# +ecutive 42#
+ecutive 4# +ecutive 46# Sales -e" + 67#
Mark
et 8inance e"t 8IN
8IN Mana!er# +ecutive 42# +ecutive 4# Clerk42# Cas$ier 42
Mark et
0uman -esources
e"t
0-0- Mana!er# +ecutive 42# +ecutive 4 Mark et Communication %9airs C)MM C)MM Mana!er Mark
et Procurement P-)C P-)C Mana!er# ):cer +
CT050-3-3 Project Management Page 9 of 9
6III! List o* actiity *rom preious project implementation *rom other mar2ets
N
o Major Milestones China
Thailan d most likely mmedia te prede!e ssor a!tivity 2 -e;uirements Gat$erin! 67 6< 66 7 Preliminary %""roval 2< 2= 7
6 C$an!e -e;uest# C- %""roval 2> > 27
? @usiness %""roval > A <
>
8unctional & Tec$nical S"eciBcation
evelo"ment 27 2? 2 2
< %""lication evelo"ment <7 ?? > >
A %C Testin! ? 27 A >
IT -e!ression Testin! > > > <#A
= Dser %cce"tance Test 1D%T3 > = A A#
2 7
System setu" 1in Production
environment3 2 2 2 =
Total "roje!t Cost #in USD$% $&''('
''
$)*'(' ''
$)+'(' '' Ta&le 7: 4ist of major miestones from !revio&s im!ementations