Project Management

PRO1ECT MANAGEMENT (CT050-3-3)
Table of Contents
Table of Contents........................................................................................................................ 1
0.00 Assumption.......................................................................................................................... 3
1.00 Project Charter .................................................................................................................... 3
1.01 Methodology ....................................................................................................................... 4
1.0 Project !cope....................................................................................................................... "
1.03 #or$ %rea$do&n !tructure.................................................................................................. '
.00 Time Management............................................................................................................... (
.01Acti)ity !e*uencing......................................................................................................... 11
.0 Acti)ity resource estimating........................................................................................ 14
.03 Acti)ity duration estimating......................................................................................... 1+
Pert Chart........................................................................................................................... 1+
.04 !chedule ,e)elopment .............................................................................................. 1(
3.00 Cost Management .............................................................................................................
................................................................................................................................................... 3
4.00 -.!/ MA0A12M20T........................................................................................................ "
4.01 -is$ management Planning............................................................................................ +
4.0 -is$ identification........................................................................................................... 3
4.03 4ustification for !#5T analysis...................................................................................... 30
4.04 -is$ Analysis.................................................................................................................. 30
4.0" -is$ -esponse............................................................................................................... 31
4.0' -is$ Action..................................................................................................................... 3
".00 C50C67T.50................................................................................................................... 33
'.00 -282-20C2..................................................................................................................... 34
+.00 #or$load Matri9................................................................................................................. 3'
1 : P a g e
3.00 457-0A6 -2862; <.0,.=.,7A6 -2P5-T> ...................................................................3+
(.00 /A6A.A-A!7 A?6 !A0T@.-A!2/A-A0 <TP0331>......................................................43
10.00 !7. TA5 <TP010">....................................................................................................... 44
11.00 1antt chart....................................................................................................................... 43
1.00 APP20,2; .................................................................................................................... 4(
: P a g e
0.00 Assumption
Global-Alliance Resource Co. Ltd (GARCL) is looking for a way to overcome the oor !uality
of "# suort service found in its Asia $acific regional offices. %uality of "# suort service
remains oor desite the fact that each regional office rovides "# suort service. #he lack of
e&ertise also contributes to this issue. 'oreover( as each regional office rovides similar
suort service( redundancy was found within the Asia $acific Region.
GARCL re!uests for an "# suort system that can rovide first level hardware and software
technical suort service for all its regional offices located in Asia $acific. #his system is named
Asia $acific basic "# )uort Centre )ystem (A$*"#)C). 'alaysia has been selected as the
regional suort centre owing to that it has the largest number of emloyee re!uesting for the "#
suort service. +ther regional offices must connect to the system and obtain "# suort only
from suort centre. *ack u servers will be imlemented to minimi,e service interrution.
#o do an assumtion( the success criteria for this ro-ect take into consideration the trile
constraint.
/ )coe. #he comletion of this ro-ect should meet the deliverables secified above. #he
efficient and reliable new system (A$*"#)C) roerly functioning
/ #ime. #he ro-ect must be comleted within the time given which is 0 weeks
/ Resources. #he ro-ect should be comleted without any wastage of the resources
rovided.
1or the milestone( the main activities should have these arts. $lanning( 2esign(
"mlementation( #esting( 2eveloment( 'aintains and Close out.
1.00 Project Charter
3 : P a g e
$ro-ect Charter is the document that formally authori,es a ro-ect as it indicates the work that has
to be accomlished and also the deliverables that need to be roduced for a articular ro-ect.
*esides( ro-ect charter serves as a bridge between the funder and the ro-ect team as it hels
develo a mutual understanding within an organi,ation which is crucial to ensure the final
deliverables of the ro-ect meet the agreed re!uirement or standard.
1urthermore( a ro-ect charter hels to track down any halt or roblem during the ongoing work
of an organi,ation. 'any ro-ects have succumbed to failure in the ast due to inability to
overcome roblems that occurred during middle of the ro-ect. 'oreover( ro-ect charter hels
to ensure all the arties involved in a ro-ect to be really committed and dedicated in erforming
their resective duties.
*y imlementing ro-ect charter into APBITSC ro-ect( the scoe of the ro-ect can be clearly
identified and secified. "n addition( the imortant milestones( ro-ect statement of work( roduct
scoe descrition and strategic lan of the ro-ect develoment can be generated and analysed
from time to time. 3!ually( the se!uence of work can be acknowledged rior commencement of
the ro-ect develoment as well.
1urther( ro-ect charter enables the structure of the A$*"#)C ro-ect organi,ation to be
roduced and resented for everyone4s notice. A recisely resented organi,ation structure will
clearly define the roles and resonsibilities of each ro-ect team member and avoid ambiguous or
clash of authority. As for the A$*"#)C ro-ect( the organi,ation structure can be referred at the
aendi&.
1.01 Methodology
4 : P a g e
Grounded on the nature and comlicity of the A$*"#)C ro-ect( $'*+5 has been identified as
the most aroriate methodology that can be deloyed by the comany. +ne of the ma-or
advantages of $'*+5 comaring with other methodologies is that $'*+5 concentrates in
detail on nine knowledge areas which are closely related to the ro-ect.
#he $'*+5 covers matters on "ntegration 'anagement( Risk 'anagement( %uality
'anagement( 6uman Resource 'anagement and Communications 'anagement. #hese
elements have huge role to lay in order to comlete the ro-ect successfully. )ince this
methodology covers most of the vital areas( $'*+5 serves as the ideal methodology for this
articular ro-ect.
Aart from that( the fle&ibility and adatability of $'*+5 makes it easy to be deloyed in the
A$*"#)C ro-ect. 7ith the current market is full of cometitors and comarators( a good
business strategy is needed to attract large chunk of the market. 'oreover( the comany should
be able to rovide solutions to rosective clients in a timely manner and with ,ero error.
*esides( by imlementing the $'*+5( the comany must be able to adat to enhancements and
changes which might be considered in future according to client4s demands.
"n addition( the ro-ect management team members would be e&osed and trained sufficiently
with $'*+5 in order to get ade!uate skills to manage the ro-ect and carry out their resective
roles and duties. #he !uick adatability of $'*+5 enables it to be used in diverse oerating
ro-ect environments and this undoubtedly will increase the roductivity and !uality of the
comany. )imilarly( the fle&ibility of the methodology also aves way for the comany to
comlete the ro-ect within the scoe and allocated budget. #his ensures the comany could
withstand any catastrohic scenario in future.
1.02 Project Scope
Project scope Introduction based on APBITSC system
" : P a g e
)coe refers to summari,ation of all the deliverables needed as art of the ro-ect which includes
all the roducts( services and results (5er,ner( 899:).
#he ro-ect titled Asia $acific *asic "# )uort Centre4 (A$*"#)C) )ystem would be
centrali,ed region( which is in 'alaysia. #he established office will be roviding the first level
technical suort for both hardware and software to the rest of the organi,ation offices across
Asia $acific.
The point listed bellow indicates the expectation for the Project scope based on APBITSC
system;
#he system is meant to suort "# infrastructure of all the regional offices is Asia
#o rovide basic (first-level) hardware and software technical suort to the regional offices
#o suort the offices 8;&< with a reliable rimary system and backu suort
"t should be accessible from all the regional offices in Asia with access rivileges to certain
staffs with different e&ertise
Project scope Tools
1or the develoment of A$*"#)C system( the ro-ect manager has to imlement the following
tools so as to achieve the ro-ect goals
;8 $Cs to act as terminal( all of them laced in 'alaysia
= 2atabase and file server laced in )ingaore to act as the backu in case of any
interrutions on the rimary system.
8 web servers laced in 'alaysia to run the central system.
= database server and file server laced in 'alaysia.
1.0 !or" #rea"do$n Structure
' : P a g e
7ork *reakdown )tructure is a tool to hel ro-ector to design a schedule on one ro-ect. #he
ro-ector can know the se!uence of the rocess of a ro-ect clearly from the work breakdown
structure. A good work breakdown structure can saves much time on doing the ro-ect.
According to 3ric >ovinson (89=8)( the 7ork *reakdown )tructure has these advantages
below.
3&ansion
#he work breakdown structure is meant to show every task that the ro-ect includes. "f an
e&ecutive creates the initial work breakdown structure chart( he can fill in the higher levels of the
tree himself and then allow a lower-level manager to add lower-level tasks to the tree later as he
carries out his instructions.
)coe
#he number of levels that the tree includes deends on the scoe of the ro-ect. A large and
costly ro-ect such as develoing a new fighter -et might include =9 levels( while setting u a
business conference at a hotel might only re!uire three.
3stimation
#he work breakdown structure describes tasks( but it doesn?t schedule them. #he tree chart gives
a manager a descrition of each -ob( but the manager has to calculate how long a -ob will take to
erform( deending on his resources.
2ictionary
A work breakdown structure often includes a dictionary. #he dictionary is a searate document
rovided along with the tree chart that includes detailed descritions of items in the tree chart.
*ased on the )cenario( the work breakdown structure can be like this.
+ : P a g e
=. $lanning
=.=.= Research on the current "# infrastructure.
=.=.8 Research on the system now being used.
=.=.@ Research on the system will be imlemented.
=.= Analysis
=.=.= Analysis the data from the current "# infrastructure.
=.=.8 Analysis the data from the research on the system now being used.
=.=.@ Analysis the system will be imlemented.
8. 2esign
=. )tructure 2esign
8.=.= Choose the structure.
8.=.8 Analysis the structure.
8.=.@ 2ecide the design of the structure.
8. 2atabase 2esign
8.8.= Choose the database
8.8.8 Analysis the database
8.8.@ 2ecide the design of the database
@. "nterface design
8.@.= 1rame design.
8.@.8 2ecide the design of the "nterface.
;. 1unction design
8.;.= Category the functions.
8.;.8 Analysis the functions.
8.;.@ 2ecide the design of the design.
@. "mlementation
=. "mlement the structure.
8. "mlement the database.
@. "mlement the interface.
;. "mlement the function.
;. #esting
3 : P a g e
=. #est the structure.
8. #est the database.
@. #est the interface.
;. #est the functions.
A. 2eveloment
=. 2evelo the structure.
8. 2evelo the database.
@. 2evelo the interface.
;. 2evelo the functions.
B. 'aintains
=. 'aintain the database
8. 'aintain the function
<. Close out
2.00 Time Management
Activity 2efinition
( : P a g e
*ased on the scenario and the 7ork *reakdown )tructure( to achieve this ro-ect( the
ro-ector needs to do lanning( design( imlementation( testing( maintains and close out. And in
detail( it should like this.
=. $lanning (#o make sure what to do and how to do.)
=.= Research (Get information about the current satiation and the new system)
=.=.= Research on the current "# infrastructure. (*ecause the use system should be ran
in the current "# infrastructure( so this research is necessary.)
=.=.8 Research on the system now being used. (#o know what does the current system
can do.)
=.=.@ Research on the system will be imlemented. (#o get enough information to
achieve the new system.)
=.8 Analysis (Analysis the information based on the research in order to get idea on how to
build the system.)
=.8.= Analysis the data from the current "# infrastructure.(#o know the knowledge of
the current "# infrastructure.)
=.8.8 Analysis the data from the research on the system now being used. (#o know the
knowledge of the current system.)
=.8.@ Analysis the system will be imlemented.(Get idea on how to design the new
system.)
8. 2esign (2esign the system)
8.= )tructure 2esign (2esign the structure)
8.=.= Choose the structure.
8.=.8 Analysis the structure.
8.=.@ 2ecide the design of the structure.
8.8 2atabase 2esign (2esign the database( the new system has a centrali,ed database( so a
good design of database is imortant.)
8.8.= Choose the database
8.8.8 Analysis the database
8.8.@ 2ecide the design of the database
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8.@ "nterface design (2esign a user friendly interface)
8.@.= 1rame design.
8.@.8 2ecide the design of the "nterface.
8.; 1unction design (Category and achieve the main functions )
8.;.= Category the functions.
8.;.8 Analysis the functions.
8.;.@ 2ecide the design of the design.
@. "mlementation ("mlement the new system)
@.= "mlement the structure.
@.8 "mlement the database.
@.@ "mlement the interface.
@.; "mlement the function.
;. #esting (#est the system and find errors.)
;.= #est the structure.
;.8 #est the database.
;.@ #est the interface.
;.; #est the functions.
A. 2eveloment (1i& the errors and develo the system.)
A.= 2evelo the structure.
A.8 2evelo the database.
A.@ 2evelo the interface.
A.; 2evelo the functions.
'. Maintains <Maintains>
'.1 Maintain the database.
'. Maintain the functions.
<. Close out (1inish)
2.01Acti%ity Se&uencing
1or the se!uencing of the activities( it will be divided into 8 arts. #he first art is about the
se!uence of the main activities( while the second art is an in detail one.
11 : P a g e
*ased on this chart( we can see that the main activities are done ste by ste. #hen there will be a
detailed table below. *ecause there are so many activities that it is hard to do the chart that
contains all the activities( so the table will also not contain all the activities( but in the Gantt
chart( all of the activities will be there.
1 : P a g e
2esign "mlementation #esting $lanning
Close out 2eveloment 'aintains
13 : P a g e
"n the art of Research( the Research on the current "# infrastructure( the Research on the system
now being used and the Research on the system will be imlemented is doing together. And in
the art of Analysis( the @ activities are also doing at the same time. 1or instance.
"n the art of the )tructure 2esign( 2atabase 2esign( "nterface 2esign and 1unction 2esign(
the activities are doing ste by ste. 1or instance.
2.02 Activity resource estimating
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Choose the database Analysis the database 2ecide the design of the
database
Research on the current "#
infrastructure
Research on the system now
being used
Research on the system will be
imlemented
Activities Resource Amount
1. Planning
1.1Research Information about the
current system and
the new system.
As much as possible
=.=.= Research on the current "#
infrastructure.
"nformation from the
current "#
infrastructure
As much as ossible
=.=.8 Research on the system now being
used.
"nformation from the
system now being
used.
As much as ossible
=.=.@ Research on the system will be
imlemented.
"nformation from
"nternet( books( and
surveys.
As much as ossible
1.2 Analysis Data from Research Depends
=.8.= Analysis the data from the current "#
infrastructure.
"nformation based on
the research =.=.=
2eends
=.8.8 Analysis the data from the research
on the system now being used.
the research =.=.8
2eends
=.8.@ Analysis the system will be
imlemented.
the research =.=.@
2eends
2. Design
2.1 Structure Design Information about
system structure
As much as possible
8.=.= Choose the structure. "nternet( *ooks(
)urveys
2eends
8.=.8 Analysis the structure. Results based on 8.=.= 2eends
8.=.@ 2ecide the design of the structure. Results based on 8.=.8 2eends
1" : P a g e
2.2 Database Design Information about
database
As much as possible
8.8.= Choose the structure. "nternet( *ooks(
)urveys
2eends
8.8.8 Analysis the structure. Results based on 8.8.= 2eends
8.8.@ 2ecide the design of the database Results based on 8.8.8 2eends
2.3 Interface design
8.@.= 1rame design.
8.@.8 2ecide the design of the "nterface. Results based on 8.@.= 2eends
2.4 Function design Internet, Books,
Surveys
As much as possible
8.;.= Category the functions. "nternet( *ooks(
)urveys
2eends
8.;.8 Analysis the functions. Results based on 8.;.= 2eends
8.;.@ 2ecide the design of the design. Results based on 8.;.8 2eends
3. Implementation
3.1 Implement the structure. Results based on 2.1.3 Depends
3.2 Implement the database. Results based on 2.2.3 Depends
3.3 Implement the interface. Results based on 2.3.3 Depends
3.4 Implement the function. Results based on 2.4.3 Depends
4. Testing
4.1 Test the structure Results based on 3.1 Depends
4.2 Test the database. Results based on 3.2 Depends
4.3 Test the interface. Results based on 3.3 Depends
4.4 Test the functions. Results based on 3.4 Depends
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5. Development
5.1 Develop the structure. Results based on 4.1 Depends
5.2 Develop the database. Results based on 4.2 Depends
5.3 Develop the interface. Results based on 4.3 Depends
5.4 Develop the functions. Results based on 4.4 Depends
6. Maintains
6.1 Maintain the database. Results based on 5.2 Depends
6.2 Maintain the functions. Results based on 5.4 Depends
7. Close out
2.03 Activity duration estimating
Pert Chart
Activities Predecesso
r
(Day)
Optimisti
c
(Day)
Most
Likel
y
(Day)
Pessimisti
c
(Day)
1. Planning
----------------
-
4 6 8
1.1Research ----------------
-
2 4 6
infrastructure.
----------------
-
8 ; B
used.
----------------
-
8 ; B
1+ : P a g e
imlemented.
----------------
-
8 ; B
1.2 Analysis 1.1 1 2 4
=.8.= Analysis the data from the current
"# infrastructure.
=.=.= = 8 ;
=.8.8 Analysis the data from the
research on the system now being used.
=.=.8 = 8 ;
imlemented.
=.=.@ = 8 ;
2. Design
1 5 8 9
2.1 Structure Design 1.1, 1.2 5 8 9
8.=.= Choose the structure. =.=( =.8 = 8 @
8.=.8 Analysis the structure. 8.=.= 8 ; B
8.=.@ 2ecide the design of the structure. 8.=.8 = 8 @
2.2 Database Design 1.1, 1.2 5 8 9
8.8.= Choose the structure. =.=( =.8 = 8 @
8.8.8 Analysis the structure. 8.8.= 8 ; B
8.8.@ 2ecide the design of the database 8.8.8 = 8 @
2.3 Interface design 1.1, 1.2 6 8 10
8.@.= 1rame design. =.=( =.8 8 ; B
8.@.8 2ecide the design of the "nterface. 8.@.= 8 ; B
2.4 Function design 1.1, 1.2 6 8 10
8.;.= Category the functions. =.=( =.8 = 8 ;
8.;.8 Analysis the functions. 8.;.= 8 ; B
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8.;.@ 2ecide the design of the design. 8.;.8 = 8 ;
3. Implementation
2 12 16 20
3.1 Implement the structure. 2.1.3 12 16 20
3.2 Implement the database. 2.2.3 12 16 20
3.3 Implement the interface. 2.3.3 12 16 20
3.4 Implement the function. 2.4.3 12 16 20
4. Testing
3 5 8 11
4.1 Test the structure 3.1 5 8 11
4.2 Test the database. 3.2 5 8 11
4.3 Test the interface. 3.3 5 8 11
4.5 Test the functions. 3.4 5 8 11
5. Development
4 6 11 12
5.1 Develop the structure. 4.1 6 11 12
5.2 Develop the database. 4.2 6 11 12
5.3 Develop the interface. 4.3 6 11 12
5.5 Develop the functions. 4.4 6 11 12
6. Maintains
5 3 5 7
6.1 Maintain the database. 5.2 3 5 7
6.2 Maintain the functions. 5.4 3 5 7
7. Close out
6 1 2 3
2.04 Schedule Development
*ased on the ert chart( we can estimate the duration of each of the activity use the formula.
1( : P a g e
Activities Duration (Day)
1. Planning
6
1.1Research 4
infrastructure.
;
used.
;
imlemented.
;
1.2 Analysis 2
=.8.= Analysis the data from the current "#
infrastructure.
8
=.8.8 Analysis the data from the research
on the system now being used.
8
imlemented.
8
2. Design
8
2.1 Structure Design 8
8.=.= Choose the structure. 8
8.=.8 Analysis the structure. ;
8.=.@ 2ecide the design of the structure. 8
2.2 Database Design 8
8.8.= Choose the structure. 8
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Duration (Optimistic Time + 4` Most Likely Time +
Pessimistic Time) / 6
8.8.8 Analysis the structure. ;
8.8.@ 2ecide the design of the database 8
2.3 Interface design 8
8.@.= 1rame design. ;
8.@.8 2ecide the design of the "nterface. ;
2.4 Function design 8
8.;.= Category the functions. 8
8.;.8 Analysis the functions. ;
8.;.@ 2ecide the design of the design. 8
3. Implementation
16
3.1 Implement the structure. 16
3.2 Implement the database. 16
3.3 Implement the interface. 16
3.4 Implement the function. 16
4. Testing
8
4.1 Test the structure 8
4.2 Test the database. 8
4.3 Test the interface. 8
4.4 Test the functions. 8
5 Development
11
5.1 Develop the structure. 11
5.2 Develop the database. 11
5.3 Develop the interface. 11
1 : P a g e
5.4 Develop the functions. 11
6 Maintains
5
6.1 Maintain the database. 5
6.2 Maintain the functions. 5
7 Close out
2
.00 Cost Management
: P a g e
$ro-ect Cost 'anagement includes the rocess involved in estimating( budgeting( and controlling
costs so that the ro-ect can be comleted within the aroved budget. #he $ro-ect Cost
'anagement consists of three ma-or rocesses( estimate cost(develo an aro&imation)(
determine budget(establish an authori,ed cost baseline) and control costs(udate and manage
changes to the cost baseline).
(PMBOK, 2008)
"n order to overcome this issue( first a roer and well defined scoe baseline has to be drawn by
the ro-ect team. #he drawn scoe baseline must outline information such as roduct descrition
by each deartment or division (for e&amle the hardware re!uirements in the aendi&)(
software cost analysis( sonsor details (refer ro-ect charter)( assumtions( constraints and key
3 : P a g e
deliverables of the ro-ect. *esides( the work breakdown structure (shown in aendi&) has to be
drawn as well.
#hese two asects are really crucial in order to ensure the ro-ect organi,ation gets a clear view
of the re!uirements and flaws in the current system. Aart from that( it caters the ro-ect team to
easily check if the ro-ect is skidding away from the goal and also rovide better communication
within organi,ation by talking directly to erson in charge by referring to the drawn 7*).
6uman resource lan also must be formed by the comany so that the ro-ect team can calculate
other cost such as ro-ect staffing attribute and staff ersonnel rate. $lus( risk register (covered
under risk management) also should be evaluated so that any negative risk event can be cost
effectively managed by the comany. #his is really vital as the current market condition could
change in future and so by analysing the risk( the comany could be always reared in terms of
cost estimation.
"n addition( to estimate the costs( the ro-ect team would hire e&erts who have valuable insight
about the environment and information from ast similar ro-ects. #heir -udgement can be used
to determine the methods of estimating and how to reconcile differences between them.
Aart from that( bottom-u estimation techni!ue would be alied by the ro-ect team as well.
#his techni!ue is used to estimate individual comonent work and activities to such an in deth
details. #hen( the cost is the summari,ed from bottom to higher levels for subse!uent reorting.
#his techni!ue suorts high visibility of the organi,ational changes and better awareness of the
cost estimation. "t also enables the rofits of the articular ro-ect to be calculated in the early
hase. *esides( the funding limit reconciliation hels the sonsor and the organisation to verify
funding limits and the lanned e&enditures. "t ensures the cost e&enditures do not e&ceed the
authori,ed and allocated funding.
As to control the cost( the cost erformance baseline is comared with actual results to determine
if a change or revention action is needed to be taken. )imilarly( work erformance information
from all the deartments in the comany would be e&amined to check the ro-ect rogress and
deliverables. #
4 : P a g e
his aves way for the comany to monitor the deartments and activities all the time. *esides(
the ro-ect team would be using 3arned Calue 'anagement (shown in the aendi&) to measure
the cost as well. "t hels the ro-ect team to asses and measure ro-ect erformance and rogress.
"n addition( it also enables the ro-ect team to deal with uneven rates of e&enditures and rovide
an early warning when corrective actions are re!uired. #ogether with that( )chedule erformance
inde& and Cost erformance inde& also being used to measure the value of work comleted to the
actual cost of ro-ect.
A C$" and )$" more than = indicates more work and cost under run has been comleted and less
than = indicates the otherwise. #his tool roven to be very helful as it hels the ro-ect to take
reventive actions when the )$" and C$" less than =. Also( it allows the sonsor to be regularly
informed and udated with the money allocation and sending.
'.00 ()S* MA+A,-M-+T
*efore Global- Alliance Resource co.ltd (GARCC) )tart imlementing the new critical ro-ect
idea which is based on Asia $acific *asic "# )uort Centre4 (A$*"#)C) )ystem( the ro-ect
" : P a g e
manager have to consider and analy,e the risks that might be involved during the whole time for
the $ro-ect develoment.
1rom the research done by ()D'+>2)( 89==) secify that( a ma-or art of ro-ect
management for any ro-ect is identifying and assessing the risks likely to occur that will affect
the success of the ro-ect.
$ro-ect managers need to be aware of all otential risks in order to be reared for their
occurrence and have lans in lace to either avoid them initially or mitigate them if they occur.
(SYMONDS, 2011)
#he statements above indicate that Risk management should be vital area for the ro-ect manager
to consider before (A$*"#)C) )ystem being imlemented.
+n this hase (Risk management) the develoer will cover the basic comonent for the Risk
management that would be imlemented to the (A$*"#)C) system.
#he risk management comonents are Risk lanning( Risk identification( Risks analysis( Risk
resonse( Risk resonse( Risk action. All are the basic terms to be imlementation for the new
system (A$*"#)C).
' : P a g e
#he figure =. Above illustrate the comonent for the Risk management( (5athy )chwalbe( 899;)
'.01 (is" management Planning
#he ro-ect manager need to focus into Risk management lanning because it give a hand the
ro-ect manager to decide on how to aroach and lan for risk management activities for a
ro-ect.
A risk management lan documents the rocedures for managing risk throughout the ro-ect
teams should hold several lanning meetings early in the ro-ects life cycle to hel develo the
+ : P a g e
risk management lan. +n other hand risk management lan summari,es how risk management
will be erformed on a articular ro-ect.
(Kathy Schwalbe, 2004)
1rom the above statement that clarifies Risk management lanning( the following rocess needs
to be laned for the develoment of Asia $acific basic "# )uort Centre )ystem (A$*"#)C)
within duration of 0weeks.
#he figure 8. above illustrate the flow system on Risk management lanning from
(5athy )chwalbe( 899;)
'.02 (is" identification
A set of !ualified risk has been identified by the ro-ect team in order to be investigated further
and rated based on the likelihood of occurring and the imact it have on the ro-ect.
"dentifying risks will also hel out the ro-ect manager understanding what otential events
might hurt or enhance a articular ro-ect.
"t is imortant to identify otential risks early( but we must also continue to identify risks based
on the changing ro-ect environment.
3 : P a g e
Suggestions for identifying risk
#here are several tools and techni!ues for identifying risks. $ro-ect teams for the A$*"#)C
)ystem decide to use )7+R# analysis and creation of table techni!ue for the information
gathering urosely for identifying risk.
Risk Impact Description
2elay in ro-ect
delivery
#he ro-ect is not able to be comleted within the 0 weeks due to several factors
such as late delivery of hardware( ine&erienced team members etc.
*udget overrun #he cost of the ro-ect balloons u due to the cost of additional hardwareEsoftware
urchase for ugrade uroses relacing the current system.
Resistance to
change
#here is fraction of emloyees in the comany that ooses the change as they are
accustomed to the legacy system which as a result will cause a roblem or delay in
imlementing the new system.
>etwork service
outage
2ue to the damaged undersea cables that connect the Asia $acific ")$s to other
regions( the network service disrution would occur( causing network congestion.
Lack of e&erts 7ithout the roer e&erts or lack of them would slow the rogress of the ro-ect
thus leading to the risk of not being able to comlete the ro-ect in time or unable to
comlete a certain rocessEactivity.
)ystem is too
comle&
#he comle&ity of the system is too much be comrehend for the emloyees who
are used to the simler system and leading to more sending in order to either
imrove the system or to rovide additional training to the emloyees.
#he table =. above identify Risk and imact descrition for A$*"#)C( ('artina )hakya( 899B)
Another method we have when we?re identifying risks for the( Global-Alliance Resource Co.
Ltd. (GARCL)A is )7+# analysis.
)7+# analysis is an acronym of. Strengths( 7eaknesses( +ortunities( and #hreats.
STRENGHTS WEAKNESSES
( : P a g e
Availability of necessary ro-ects funds( since
the GARCL decide to invest into new
innovative ro-ect the ro-ect manager has to
take money from the comany buying
necessary tools for the imlementation of
A$*"#)C )ystem.
Global 3&ertise
)hort ro-ect develoment duration( the
imlementation of network ro-ect need enough
time for the research since the technology kee
in change( the develoer need to know the best
hardware and software to be deloyed
regarding the right time
Cross regional
OPPORTUNITIES
Availability of internet will facilitate the
infrastructure for the new system e&amle the
ro-ect team will be able to learn online for
ro-ect reference and new features to be alied
)imilar system available
THREATS
Fnstable internet connection( this could make
the whole ro-ect activities fail( GARCL has to
make sure the availability( security for new
system.
#he table 8. above illustrate )7+R# analysis of A$*"#)C from ('artina )hakya( 899B)
'.0 .ustification for S!/T analysis
"t is known that referring from the ast system can assist the develoment for new system to be
imlemented aart from that to have an e&ertise who has worked on similar system can make an
advance system that fulfill comany re!uirement also #he roblem of the unstable internet
connection can be solved as well by connecting each regional office with high seed otic fiber(
since the necessary ro-ects funds are available. )etting u a backu server in another region
would be very helful if the main server is down.
'.0' (is" Analysis
#he ro-ect manager for A$*"#)C )ystem needs to analy,e Risk because the +rgani,ations can
imrove the ro-ect4s erformance effectively by focusing on high-riority risks in terms of
imact on the ro-ect ob-ectives.
30 : P a g e
#he risk analysis table below lists the !ualitative risk factors which comrise the likelihood of
imact and the risk of imact. #he analysis of the risks is then used by the team to con-ure u a
risk mitigation lan.
RISK FACTOR LIKELIHOOD
OF IMPACT
RISK OF
IMPACT
2elay in ro-ect delivery 6igh 6igh
*udget overrun Low 'edium
Resistance to change 'edium Low
Lack of e&ert 'edium Low
)ystem is too comle& Low low
>etwork service outage low 6igh
#he table @. above illustrate Risk analysis to be considered by A$*"#)C ro-ect manager from
(>ational Research Council( 8999)
'.00 (is" (esponse
"t determines how to enhance oortunities and minimi,e threats to reach A$*"#)C system
ob-ectives. $rearation of the resonses includes avoidance( transference( mitigation and
accetance. #he resonse lan should also include the secific owner for the risk and
resonsibilities( results from the analysis rocesses( a budget and timetable for the resonse and
contingency and fallback lans.
As a result( this rocess develos otions( determines actions( and assigns resonsibilities to
enhance more oortunities and reduce threats. )7+# Analysis and Risk 'atri& are
imlemented here.
5ey "nuts.
Risk 'anagement $lan
31 : P a g e
Risk Register
5ey +ututs.
Risk Register Fdates
$ro-ect 'anagement $lan Fdates
Risk-Related Contractual Agreements
Risk Register (udates)
'.01 (is" Action
#here are several cases of real estate agency staff becoming victims of foul lay when they were
lured to roerties on the rete&t of clients re!uiring insections. )taff have suffered hysical(
verbal and se&ual assaults( and in two F5 instances( a kidnaing and a murder.
#he Risk action below deals with the issue of off-site visits. "t4s imortant to note( some otions
in the risk action lan may be found to be too e&ensive( while others may be considered
imractical. +n the other hand( some treatment strategies may be erceived as a high riority and
therefore worth the e&ense and organi,ational inconvenience. As such each action lan needs to
be evaluated from the following ersectives.
cost
effectiveness
ease of imlementation
3 : P a g e
$riority.
0.00 C/+C23T)/+
#hose si& ma-or rocesses are the main role for a business success. *usiness should be managed
with roer management method. #he roer management method will hels the ro-ects to
achieve the target.
#he Cost management are an e&cellent way to enhance the business rofit in short eriod of
time. At the same time it hels to reduce cost via cost reduction rograms.
#his action will hels the business for increase the rofits and also hels to revent cost wasting.
#he time management rovides a better road to success in business.
#ime management is very imortant for the ro-ects. #he erfect time management hels to
comlete the ro-ect on lanned time.
Aart from that time management hels to avoid time being wasted. #he risk management hels
for the roer identification of all known risks. #his hels to avoid any risks that can affect the
33 : P a g e
ro-ects. "mlementing those si& ma-or rocesses will hel the ro-ect to comlete without any
roblems.
1.00 (-4-(-+C-
>ational Research Council( 899A, the owners role in project risk management, >ational
Academies $ress, F)A.
5im 6eldman( 89==( PMP Project Management Professional Exam study Guide, Gohn 7iley H
)ons( Canada.
2ale 1. Cooer( )tehen Grey( Geoffrey Raymond( 899A, Project risk management guidelines:
managing risk in large projects and complex procurements, Gohn 7iley H )ons( 3ngland.
#om 5endrick( 899:( Identifying and Managing Project isk: Essential !ools for "ailure#
Proofing $our Project, A'AC+' 2iv American 'gmt Assn( Fnited state of America
AG"L3=9=( 899<( %& Principles of isk Management 'PM()* # with an +gile ,lant-
I+>L">3J( Available from htt.EEagile=9=.netE899:E9<E80E=8-rinciles-of-risk-management-
mbok-with-an-agile-slantE IAccessed 8E=8 89=8J
34 : P a g e
)D'+>2( 89==( Project risk management method I+>L">3J( Available from
htt.EEblog.arallelro-ecttraining.comEro-ect-management-articlesEro-ect-risk-management-
methods-K38K09K:@-art-=E IAccessed =0E=8 89=8J
$ro-ect $erfect( 89=8( Risk management *asics I+>L">3J( Available from
htt.EEwww.ro-ecterfect.com.auEinfoLriskLmgmt.h IAccessed 8E9= 89=8J
)+> >GFD3>( 89=9( $ro-ect )coe 'anagement. #he *asic $rinciles
I+>L">3J( Available from httpB??pmre)ie&s.org?010?0+?0?projectCscopeCmanagementCtheC
basicCprinciples? IAccessed 0E98 89=8J
7alter 7awruck( 89=8( Project scope D506.02EA A)ailable from
httpB??&&&.ma9&ideman.com?guests?scope?note.htm IAccessed =AE98 89=8J
3ric >ovinson( 89=8( !he Importance of a .ork (reakdown ,tructure, I+nlineJ( Available
from htt.EEwww.ehow.comEinfoL0;A<ABALimortance-work-breakdown-structure.html
(Accessed on 89=8-8-0)
6enry 5erkhoven( 899:( /earning the new PM()* !hird Edition( I+nlineJ( Available from
htt.EEwww.misac.comEdataEuloadsE$'*+5K89#hird
K893ditionE899;=8article$'*+5#hird3ditionCh==v=.df (Accessed on 89=8-8-A)
Fnknown( 899<( .ork (reakdown ,tructure( IonlineJ( Available from
htt.EEwww.netmba.comEoerationsEro-ectEwbsE (Accessed on 89=8-8-B)
$ro-ect management "nstitute( 8990( + Guide to the project management 0ogy of knowledge(
;
th
>ewtown s!uare( $ro-ect management institute.
3" : P a g e
5.00 !or"load Matri6
MAIN TASK Mbarouk
khamis Omar
(TP020871)
SUI TAO
(TP021052)
Kalaiarasu
a/lsanthirasekaran
(TP023812)
$ro-ect Assumtion

$ro-ect Charter

$ro-ect )coe

Gantt Chart

7ork breakdown structure

7ork lord matri&

$ro-ect Cost management

'ethodology

$ro-ect Risk 'anagement
Conclusion

Reference List

"ndividual Reflection

Aendi&

3' : P a g e
)ign
7.00 ./3(+A2 (-42-8 9)+:);):3A2 (-P/(T<
'*AR+F5 56A'") +'AR (#$9890<=)
"n the comletion of this assignment " have e&erienced on different areas based on $ro-ect
'anagement " learn more on Risk management as well as $ro-ect scoe as an "# student.
2oing this assignment hel me gain different challenges on how to develo a $ro-ect( aart from
that hel to understand commonly a real organi,ation routine that involves different ro-ects
which are being ac!uired by various organi,ation globally.
#he develoed assignment was a grou assignment where by the entire duties for the ro-ect
were slit u to each grou members that covers three @ members. #he task searation to each
member emhasi,es the grou as whole on the rocess of idea generation with the consideration
of time management so as to meet u the taking into consideration time management as to meet
the time limit for the assignment.
#he individual reort is designed to elaborate in deth on the arts done by the grou members
individually based on the academic models used and the e&tent of articiation of each member.
#he individual reort will also entail on the e&eriences gained by the grou members
individually by being a art of the team.
#he challenge arts that " found was risk management as well as scoe( based on these areas it
re!uire the member to think over everything and e&ected risk( the imact for their risk as well
3+ : P a g e
the resonse for the risk( the assignment lead me to research from different books( sites as well
-ournal for $ro-ect management and achieve the knowledge for risk management( scoe
*ased on what " found from this assignment and module its self " manage to covers some of
several chaters which are very imortant on $ro-ect 'anagement( the areas can be shown
bellow.
Risk management
$ro-ect scoe
7ork breakdown structure (7*))
$ro-ect charter
'anaging communications
$ro-ect 'ethodologies
$ro-ect 'anagement *asic $rinciles
$ro-ect failures
Risk management
Risk management is a central art of any organi,ation4s strategic management. "t is the rocess
whereby organi,ations methodically address the risks attaching to their activities with the goal of
achieving sustained benefit within each activity and across the ortfolio of all activities. #he
focus of good risk management is the identification and treatment of these risks. "ts ob-ective is
to add ma&imum )ustainable value to all the activities of the organi,ation.
Risk management should be a continuous and develoing rocess which runs throughout the
organi,ation4s strategy and the imlementation of that strategy. "t should address methodically
all the risks surrounding the organi,ation4s activities ast( resent and in articular( future.
33 : P a g e
External and Internal Factor:
#he risks facing an organi,ation and its oerations can result from factors both e&ternal and
internal to the organi,ation.
#he figure @. bellow summari,es e&amles of key risks in these areas and shows that some
secific risks can have both e&ternal and internal drivers and therefore overla the two areas.

(A"R'"C( 8998)
3( : P a g e
The figure ;. bellow illustrate the Risk management $rocess
(A"R'"C( 8998)
Risk management rotects and adds value to the organisation and its stakeholder4s through
suorting the organi,ation4s ob-ectives by.
$roviding a framework for an organi,ation that enables future activity to take lace in a
consistent and controlled manner
imroving decision making( lanning and rioriti,ation by comrehensive and structured
understanding of business activity( volatility and ro-ect oortunityEthreat
40 : P a g e
contributing to more efficient
reducing volatility in the non essential areas of the business
Project Scope
1rom the ro-ect scoe for the develoment of the APBITSC system( as a grou we managed to
identify what would be ma-or milestones of the ro-ect at hand together with the ro-ect
constrains which basically secify the ro-ect boundaries. #his rovides detailed information of
what does the ro-ect covers in terms of the system functionalities and e&ected ro-ect
deliverables u on its comletion.
1rom 7alter 7awruck said that M)coe management has been neglected because ro-ect
managers tend to regard decisions about the features and comonents of a roduct as NtechnicalN
issues( and hence the e&clusive rovince of secialists ... "t is very roer that they take
rofessional resonsibility for their recommendationsO he also mentioned out the main ob-ective
for the $ro-ect scoe which are( "t takes recedence over the constraints of deadlines and budgets
#he following are the basic rincile for $ro-ect scoe management.
a) Project scope must be based on requirements
#he ro-ect scoe statement includes deliverables that the ro-ect must roduce to fulfill
re!uirements. 7hile re!uirements are written in business language( ro-ect deliverables are
written in roduct-oriented language. Any change re!uest regarding ro-ect deliverables must be
receded by a change in re!uirements.
Can not include the feature that doesn4t reflect any re!uirement. 'any eole do that -ust
because they want their customers to be hay( or because there is time left until the deadline of
a articular deliverable. #his ractice is referred to as gold lating. #he main reason for not
racticing gold lating is that gold lating can increase your ro-ect risks in the following ways
Additional features may revent the re!uired functions to work roerly.
Dou may have to send time for reworks if these additional features do not work.
41 : P a g e
Additional features that are great in your oinion may not be so for other stakeholders.
b) There must be an integrated control over project scope
#here are mostly always changes to scoe during ro-ect. 6owever( you must have an overall
control over ro-ect scoe. 6ere( by control we do not necessarily mean you must revent
changes. +n the contrary( if changes are needed in order to fulfill current re!uirements that are
more actual than the original re!uirements( those changes must be imlemented. Controlling
ro-ect scoe includes
Fnderstand the root-cause of changes to the ro-ect scoe.
"dentify tendency of changes and the risks associated with them.
$revent unnecessary changes to the ro-ect scoe.
c) Project scope must be regularly verified with project stakeholders
#he roduced deliverables must be verified with stakeholders to ensure that these deliverables do
fulfill re!uirements. Dou can verify scoe at each ro-ect milestone or whenever a key
deliverable is comleted. "t is not necessary to wait until the end of the ro-ect to verify all
deliverables.
Conclusion
"n generally " have achieve a wonderful knowledge based on $ro-ect management strategies
which a commonly useful on real word industries globally. " would like to resent my )ecial
thanks to our lecturer Ms. THAM HOONG CHING who send much time and effort
discussing a range of ro-ect management asects which as acted ro-ect manager for the given
grou assignment guided us successful towards ro-ect comletion.
All the knowledge " have ac!uired from this module will be a great challenge to aly all the
necessary ro-ect management asects esecially after comleting my *achelor 2egree and meet
the real world ro-ects at work.
4 : P a g e
=.00 *A2A)A(AS3 A>2 SA+T?)(AS-*A(A+ 9TP02712<
Fon comletion of the assignment( " really feel that the Project Management grou
assignment stands as a great latform for me to get used to real life working environment which "
could venture in future. 2uring the undertaking of this assignment( " learnt the fundamental skills
and cometencies which are needed to handle a ro-ect. #his riceless knowledge is really
crucial as it determines the success and failure of a ro-ect.
Aart from that( by doing this assignment " also had the chance to go through in detail on
Project Management Body of Knowledge (PMBOK) methodology( which is widely being
used in many "# industries and ro-ects. #his methodology comrises nine knowledge areas such
as ro-ect integration management( ro-ect scoe management( ro-ect time management( ro-ect
cost management( ro-ect !uality management( ro-ect human resources management( ro-ect
communication management( ro-ect risk management and also ro-ect rocurement
management.
"n site of this( " was only assigned to do the cost management as the rest of areas were covered
by my grou members. #he cost management taught me inclusive knowledge such as
determining a ro-ect budget and controlling its cost. #hese two elements lay decisive role to
ensure a ro-ect u to the standards and re!uirements that have been agreed at the initial stage of
the ro-ect.
'oreover( " also thoroughly en-oyed and satisfied with the effort and dedication shown by grou
members in fulfilling their resective duties. At the beginning hase of the assignment( we
struggled slightly in allocating the task and tackling the roblems. 6owever( due to endless hard
work and determination we have successfully overcame the roblem that occurred along the
various hases of the ro-ect.
Lastly( " would like to thank my lecturer 's. #ham 6oong Ching( who heled and guided
me a lot in comleting this assignment. 6er e&cellent and effective teachings have greatly heled
43 : P a g e
me to deliver the assignment on time and according to the re!uirements. "n a nutshell( " really
en-oyed the time and effort sent for comleting
10.00 S3) TA/ 9TP021002<
#hroughout the whole ro-ect management module and the assignment eriod( " have gained
various e&eriences like concerning the ro-ect management module and how to work in a team.
At the beginning of this ro-ect( tasks were divided among the three members of the teamP
the methodology to be used for the ro-ect was chosen and agreed by all grou members and
each did research on it in order to ensure the success of the ro-ect.
2uring the lectures of ro-ect management module( " learnt a lot on the following chaters.
F $ro-ect charter
F $ro-ect scoe
F 7ork breakdown structure (7*))
F $ro-ect scheduling
F 3stimation
F Risk management
F Change management
F 'onitoring and Control
F 'anaging communications
F %uality 'anagement
F $ro-ect failures
44 : P a g e
Work Breakdown Structure:
" develoed the work breakdown structure (7*))( and this was a big challenge. "t got very
tough( when " got to know that all the activities had to be divided further in to various tasks.
3ven though " had to think in deth of the ro-ect which is time consuming. 1inally( the 7*)
was delivered on time and heled me to know why a 7*) is useful in ro-ect management( how
to roduce it and the most challenging art dividing the whole ro-ect in different tasks.
#he 7ork *reakdown )tructure has these advantages below.
3&ansion
#he work breakdown structure is meant to show every task that the ro-ect includes. "f an
e&ecutive creates the initial work breakdown structure chart( he can fill in the higher levels of the
tree himself and then allow a lower-level manager to add lower-level tasks to the tree later as he
carries out his instructions.
)coe
#he number of levels that the tree includes deends on the scoe of the ro-ect. A large and
costly ro-ect such as develoing a new fighter -et might include =9 levels( while setting u a
business conference at a hotel might only re!uire three.
3stimation
#he work breakdown structure describes tasks( but it doesn?t schedule them. #he tree chart gives
a manager a descrition of each -ob( but the manager has to calculate how long a -ob will take to
erform( deending on his resources.
2ictionary
A work breakdown structure often includes a dictionary. #he dictionary is a searate document
rovided along with the tree chart that includes detailed descritions of items in the tree chart.
4" : P a g e
1or this assignment( the work breakdown structure reresented the rocess of how the
organi,ation works systematically. +ther than that( work breakdown structure also heled in
organi,ing the Gantt chart schedules. 7ork *reakdown )tructure is normally used on the
comle& ro-ect like the Asia $acific *asic "# )uort Centre (A$*"#)C) )ystem. #he work
breakdown structure has been roduced as it is already listed in the 7ork *reakdown )tructure
art.
Project Charter
$ro-ect Charter is a documentation that shows the comany recogni,es and roves the
ro-ect. "t is vital for any ro-ect to have a rough draft on how the ro-ect is being done( the
rocesses and details of the ro-ect. #herefore( the ro-ect of this assignment has used the $ro-ect
Charter to give notice to the management to acknowledge the lan to solve the roblem.
Project Scope
$ro-ect scoe covers the roblem occur when the system is lack of e&ertise in the assignment. A
ro-ect scoe also includes the ro-ect goal( ro-ect -ustification( ro-ect characteristic and
re!uirement( and success criteria. As the ro-ect scoe is clearer define( the more comlications
will occur and the activities will be defined as well( then the ro-ect schedule can be erformed
at the end.
#hough as an "# student( at the beginning of this module " was not interesting( as " used to think
that it does not matter for meP as the time went on( " realised that the module is very imortant. "
got to know how big ro-ects are conducted( the techni!ues used( the methodologies( the trile
constraint of any ro-ect ()coe( #ime( cost)( what e&actly is a ro-ect and " got to know as well
that as an "# student( this module was very imortant for my future worklace and everyday life.
Although( " cannot say " mastered in this module( " believe that( the imortant oints " got from
this module will hel me to further know more on how to manage ro-ects by doing my own
research.
#eamwork and cooeration is imortant to generate the best idea and to be more roductive. 1or
e&amle in the managing a ro-ect in terms of good time management( risk identification and of
4' : P a g e
course to make the grou to be fair and s!uare in decision making management to satisfy each of
the grou members with the latest decision or work.
'ost imortant is there must be a strong leader and so( we follow the leader. "f there is a leader(
and followers( things should be done fast and roerly. *ut the leader must be understanding and
strict at the same time. #eamwork and cororation shaes a grou( in terms of its effectiveness
and efficiencies in multi- tasking. 'y grou works fast in decision management( task division
and discussion in class and after class. #hat teamwork and cororation is the key which made my
team comlete its task every time according to the schedule we target. #eamwork role is a very
strong function if it is to be imlemented roerly and also leadershi.
4+ : P a g e
11.00 ,antt chart
43 : P a g e
12.00 APP-+:-8
Sample Project Charter Management
Project Description
"n this ro-ect( recovery actions are taken to solve the roblems that are occurring in develoing
the new automated system Asia Pacific Basic IT Support Centre (APBITSC). #he rocesses
that will be taken to solve the identified issues are done accordingly to the nine knowledge areas
in the $'*+5 methodology.
Problem Statement
=) #here was a weak business case (-ustification).
8) #here is no evidence that a roer ro-ect management rocess was followed.
@) #he ro-ect aroval was not formally documented.
;) Fnclear organi,ation structure to manage the ro-ect.
A) #here were no clear designated sonsors for the ro-ect.
Project Goals and Objectives
#he ob-ective of this ro-ect is to recover the current ro-ect MAsia Pacific Basic IT Support
Centre (APBITSC)O from failure. #he current ro-ect is deemed as Qfailing to meet its target
dates4( Qnot doing what it was suosed to do4 and was Qunreliable4. #herefore this recovery
ro-ect is re!uired to identify the solutions and get the APBITSC ro-ect back on schedule and
rolled out as lanned within the remaining 0 weeks.
4( : P a g e
Project Scope
Change the manual system to automated system to avoid service delays in contract selection
aroval and award rocess.
A central reository is created in order to store and access information to arove the various
deartment services and contracts.
)tructured cabling alied to connect all the deskto $Cs in the building of =0 floors with all
the deartments.
Roles and Responsibilities of Key Stakeholders
Name Role Responsibility
"0 : P a g e
Critical Successful Factors
R the current "# infrastructure must suort this new system
R suort must be 8; & < with a reliable rimary and backu suort staff( i.e. there can be no
suort outages
R all suort will be only from one of the Asia-$acific regional offices
R all suort staff at regional offices must have access to this new system (but access rivileges
will vary with suort e&ertise)
R the current suort system must be relaced in stages by the new centralised system
R the cutover - (current system to new centrali,ed system) must be in arallel
'r. #anaka $ro-ect 'anager
$lan( manage and suervise the
ro-ect rogress regularly to ensure
success of the ro-ect.
'r. *rown )onsor
$rovide funds for the ro-ect
develoment.
'r. Cahill
Resource and 2eveloment
6ead
$rovide resources based on budget
and ensure the !uality of the
resources.
's. Andy Robert 6uman Resource 6ead
Recruiting the suitable eole for
the ro-ect.
's. 'ariam Ra-a 1inancial 6ead
'anage financial income and
sending of the ro-ect.
'r. $amungkas
#esting and 'aintenance
6ead
#esting lan to ensure the !uality of
the final roduct.
"1 : P a g e
Approver Name Title Signature
'r. #anaka $ro-ect 'anager
'r. *rown C3+
'r. Cahill
Resource and 2eveloment
6ead
's. Andy Robert 6uman Resource 6ead
's. 'ariam Ra-a 1inancial 6ead
'r. $amungkas #esting and 'aintenance 6ead
Cost Management
" : P a g e
"3 : P a g e
Procurement Procurement Specification Price
Desktop PC
2ell )tudio #0A99
7orkstation
%uad Core "ntelS TeonS $rocessor 3AB9<(
8.8BG6,( 0' L@( ;.0G#Es
2ell Fltra)harU 899<1$ 89in
6A) 'onitor( CGAE 2C"
BG*
8
22R@ )2RA' at =@@@'6,
A99G*
;
)A#A hard drive
(<899R$')
=G* A#" 1ire$ro C;099( #rile
'+>( 8 2$ H = 2C"
=BT 2C2VE-R7 wE Cyberlink
$ower2C2UERo&io CreatorU( >o
'edia
RM
8899.99
Server
#he 2ell
#'
$ower3dge
#'

#<=9
$rocessors
F to two %uad-Core or 2ual-Core "ntel
S

Teon
S
AA99 and AB99 series rocessors
Chiset
"ntel
#'
AA89
'emory
F to =:8G*
=
(=0 2"'' slots).
=G*E8G*E;G*E0G*E=BG* 22R@
099'6,( =9BB'6, or =@@@'6,
)torage
@.AO >ear-Line )A) (<.85). A99G*(
<A9G*( =#*
@
RM
;899.99
Sample Hardware Cost Estimation
Cost Estimation
A deskto c that cost R'8999 is sufficient for the comany.
1or the server( it will cost ranging from R';999 to R'A999
Hardware Estimating Cost
Department Desktop PCs Servers
"nformation )ystem (")) :A $roduction
7eb )erver W 8 R ;899
2E* )erver W= R ;899
1ile )erver W= R ;899
*acku
2E* )erver W= R ;899
1ile )erver W = R ;899
Controllers (Accounting
and 1inance)
<8
3ngineering =9:
'aterials (Contracts) @0
Law <
$ublic Affairs =8
$ayroll ==
6uman Resources =9
$lanning B
Total
360 ` 2100
RM 756,000
RM 30,000
6ardware total cost W RM 781,00
Software Estimating Cost
Product Cost
"4 : P a g e
7indows +erating )ystem
(7indow <)
R' A<(999
'icrosoft +ffice 89=9 R' ;@(999
Total RM 100,000
Network Infrastructure Cost 3stimation
#otal network infrastructure cost W R' A9(999
Project Team Cost Estimation
Project Team Members Total
Member
Units per hour Total
$ro-ect 'anager = =99 days R 0 hours W
099 hours
R' @A(999
#eam 'embers B :9 days R 0 hours W
<89 hours
R' BA(999
Total RM 100,000
Total Cost Estimating
6ardware Cost R' <0=(999
)oftware Cost R' =99(999
>etwork "nfrastructure Cost R' A9(999
$ro-ect #eam Cost 3stimation R' =99(999
Total RM 1,031,200
A sample Earn Value Management (EVM)
"" : P a g e
#his techni!ue is used by the comany to measure and evaluate the erformance of the ro-ect
cost estimation throughout the ro-ect eriod.
Planned Value (PV) X actual amount allocated by comany to finish a 7*) activity
Actual Cost (AC) X actual amount sent to accomlish the activity during the given eriod.
Earned Value (EV) X $C & ercentage (K) of work.
Cost Variance (CV) X CC W 3C X AC
Cost variance(CC) 3arned Calue (3C) - Actual Cost (AC)
Cost erformance inde&(C$") 3arned Calue (3C) EActual Cost (AC)
)chedule variance()C) 3arned Calue (3C) - $lanned Calue ($C)
)chedule erformance inde&()$") 3arned Calue (3C) E$lanned Calue ($C)
$lanned Calue ($C) #otal cost of the work lanned
Actual Cost (AC) #otal cost taken to comlete the work
3arned Calue (3C) #otal cost of the work comleted
Cost variance(CC) 6ow much over or under budget
Cost erformance inde&(C$") 3fficiency on utili,ation resources
)chedule variance()C) 6ow much ahead or behind schedule
)chedule erformance inde&()$") 3fficiency on utili,ation time
>egative Calue $ositive Calue
)chedule variance()C) *ehind schedule Ahead schedule
Cost variance(CC) +ver budget Fnder budget
Y = Z =
"' : P a g e
)chedule erformance inde&()$") 3fficient utili,ing time Less efficient utili,ing time
Cost erformance inde&(C$") Fnder budget than
lanned
+ver budget than lanned
Action >o additional actions
re!uired
$reventive actions needed
"+ : P a g e

Project Management

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PRO1ECT MANAGEMENT (CT050-3-3)

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