Table of Contents

Workload Matrix ........................................................................................................................................... 5

1.0 Selection of Methodology ....................................................................................................................... 6
2.0 Mapping of 18 Issues: ........................................................................................................................... 10
3.0 Project Integration Management ......................................................................................................... 14
3.1 Project Charter .................................................................................................................................. 15
3.2 Project Organization Structure ......................................................................................................... 21
3.3 Assumptions ...................................................................................................................................... 22
3.4 Budget Estimate ................................................................................................................................ 24
3.5 Roles and Responsibilities ................................................................................................................. 26
4.0 Work Breakdown Structure .................................................................................................................. 28
5.0 Project Scope Management .................................................................................................................. 33
6.0 Project Time Management ................................................................................................................... 36
6.1 Activity Definition ............................................................................................................................. 36
6.3 Project Schedule Network Diagram .................................................................................................. 41
6.3.1 Initiation Phase .......................................................................................................................... 41
6.3.2 Planning Phase ........................................................................................................................... 42
6.3.3 Execution Phase ......................................................................................................................... 43
7.0 Project Cost Management .................................................................................................................... 44
7.1 Cost Estimation ................................................................................................................................. 44
8.0 Project Quality Management ................................................................................................................ 51
8. 1 Quality Management Plan ............................................................................................................... 51
Project Communication Management ( Agha Naqeeb TP027416) ............................................................. 54
Plan Communication Management: ........................................................................................................... 55
Communication plan: .............................................................................................................................. 55
Stakeholder Register: .............................................................................................................................. 55
Tools and Techniques: ............................................................................................................................ 55
Communication method: ............................................................................................................................ 56
Interactive communication: .................................................................................................................... 56
Push communication: ............................................................................................................................. 56
Pull communication: ............................................................................................................................... 56
Meetings: ................................................................................................................................................ 56
 Manage communication: ........................................................................................................................ 57
Information management system: ............................................................................................................. 57
Tools and technique:............................................................................................................................... 57
Performance reporting: ...................................................................................................................... 57
Project status report: .......................................................................................................................... 57
Progress Report:.................................................................................................................................. 59
Control communication: ............................................................................................................................. 59
Issue log: ................................................................................................................................................. 59
Tools and techniques: ............................................................................................................................. 60
Change request form: ......................................................................................................................... 60
Conclusion: .................................................................................................................................................. 61
Project Risk Management ( Abdullah Fakher TP038020) ........................................................................... 62
1.1 Introduction ................................................................................................................................ 62
1.2 Project Risk Management Process .............................................................................................. 63
1.3 Risk Planning ............................................................................................................................... 64
1.3.1 Roles and Responsibilities ................................................................................................... 65
1.4 Risk Identification........................................................................................................................ 66
1.5 Qualitative Risk Analysis ............................................................................................................. 68
1.5.1 Probability Impact Matrix ................................................................................................... 68
1.6 Quantitative Risk Analysis ........................................................................................................... 69
1.7 Risk Respond Planning ................................................................................................................ 70
1.7.1 Positive Risk Response ........................................................................................................ 70
1.7.2 Negative Risk Response ...................................................................................................... 70
1.7.3 Risk Register ............................................................................................................................ 71
1.8 Risk Monitoring and Control ....................................................................................................... 74
1.9 Conclusion ................................................................................................................................... 77
Project Human Resource Management ( Nasser Mohammed TP041920) ................................................. 78
1. Introduction ......................................................................................................................................... 78
2. Human Resource Plan ......................................................................................................................... 78
2.1 Description .................................................................................................................................... 78
2.2 Project Team Roles and Responsibilities ...................................................................................... 79
2.3 RACI Chart ..................................................................................................................................... 82
2.4 Resource Histogram ...................................................................................................................... 88
 2.5 Motivational Theory...................................................................................................................... 88
3. Acquire Project Team ......................................................................................................................... 90
3.1 Description .................................................................................................................................... 90
3.2 Negotiation (Issue 15) ................................................................................................................... 91
3.3 Acquisition (Issue 15) .................................................................................................................... 91
4. Develop Project Team......................................................................................................................... 92
4.1 Description .................................................................................................................................... 92
4.2 Tuckman Model (Issue 13 & 14) ................................................................................................... 93
4.3 Training (Issue 15) ......................................................................................................................... 95
4.3.2 Training Evaluation Sample Template (Issue 15 ) ...................................................................... 97
4.4 Teambuilding activities (Issue 7, 13 & 14) .................................................................................... 98
4.5 Ground Rules (Issues 7, 13 & 14) .................................................................................................. 98
4.6 Co-location (Issue 7)...................................................................................................................... 99
4.7 Recognition and Rewards (Issue 7 & 14) .................................................................................... 100
4.8 The Myers-Briggs Type Indicator (MBTI) (Issue 7) ...................................................................... 100
5. Manage Project Team ....................................................................................................................... 101
5.1 Observation and Conversation (Issues 7, 13 & 14) ..................................................................... 102
5.2 Performance Appraisal (Issues 7, 13 & 14) ................................................................................. 102
5.3 Managing Conflict (Issue 14) ....................................................................................................... 104
5.4 Skills to Manage Project Team (Issues 7, 13, 14 & 15) ............................................................... 104
6. Conclusion ......................................................................................................................................... 105
Project Procurement Management ( Joshua TP032057) .......................................................................... 106
1.0 Introduction ................................................................................................................................ 106
2.0 Plan Procurement Management ................................................................................................. 107
2.4 Procurement Documents ............................................................................................................ 112
3.0 Conduct Procurement ................................................................................................................. 114
4.0 Control Procurement .................................................................................................................. 116
4.1 Change request ........................................................................................................................... 116
4.2 Performance Review ................................................................................................................... 116
4.3 Inspection and Audits ................................................................................................................. 117
4.4 Performance Report.................................................................................................................... 117
4.5 Payments..................................................................................................................................... 118
4.6 Reporting..................................................................................................................................... 118
 5.0 Closing Procurements ................................................................................................................. 119
References ................................................................................................................................................ 120
 Workload Matrix

Group Members

Content Joshua Jebaraj Abdullah Nasser Agha Naqeeb

Fakher Mohammed

Executive Summary    

Introduction    

Assumption    

Selection of methodology    

Project Charter    

Project Procurement 
Management

Project Risk Management 

Project Human Resource 

Management

Project Communication 
Management

Conclusion    

Conclusion    

Signature
1.0 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 synthesis
of engineering and management approaches designed to deliver a product, service or a solution.

The methodology acts a tailored guideline and working framework for the project
managers to handle different aspects or elements in the project throughout the different phases of
the life cycle. Therefore it is imperatively important for the project managers to understand and
evaluate thoroughly of their decision to select the appropriate project methodology. A project
progress through the life cycle starting from its Initiation phase up to closure phase.

There are various project management methodologies that includes PMBOK, PRINCE2,
Scrum, Six Sigma, Rational Unified Process (RUP), Joint Application Design and other various
methodologies. Two most commonly discussed methodologies are the PMBOK (Project
Management Body of Knowledge) and PRINCE2 (Projects in a Controlled Environment) to which
both of these methodologies are administered by two separate legalized bodies. Both of the
methodologies are compared in the table below based on different aspects.
Comparison of PMBOK and PRINCE 2 Methodologies

Project Management Body of Knowledge Projects in a Controlled Environment

(PMBOK)
(PRINCE 2)

Widely being used in United States, as this Developed by the UK Government and widely
standard began in 1987 as with the aim to used in United Kingdom and Europe. Acts as de
standardize the information and practices of facto project management standard for its public
project management. and government projects

Administered and founded by Project Administered by APMG.

Management Institute (PMI).

Process-based, meaning it describes work as

Based on the process-based of methodology
being accomplished by processes and also
based on the knowledge based approach.

Describes a series of management processes

Describes core practices and a wider range of
defines and focus entirely on what, when and
techniques that can be applied to manage a
how it must be done in the project lifecycle.
project.

Table 1: Comparison of PMBOK and PRINCE2 Methodologies

Justifications of choosing PMBOK Methodology

PMBOK has been used widely by different managers in the field of Project Management.
PMBOK basically standardize the project management processes throughout the entire units
within an organization. This allows different units or departments within the organization to
conduct the processes following the initial framework and same steps. PMBOK also implements
a detailed documentation approach as each of the processes and methods are documented every
step of the process. This would allow every active members within the organization to
acknowledge the progress of the processes through the documented details.

As compared to PRINCE 2, PMBOK allow a much robust than PMBOK as it consist of

frameworks that supports the scope management, contract management, provides information
towards the time management, communication management, HR management, procurement and
earned value management as these aspects are not covered under the PRINCE2. With PMBOK,
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.
 2.0 Mapping of 18 Issues:

Issues Knowledge Areas

1. The steering committee (which consist of the  Project Integration Management

board of directors, CEO and Senior Managers  Project Scope Management
of the organization) do not recall of being  Project Communication Management
presented the project feasibility study by the
Project Sponsor or the Project Manager to
them.

2. The project approval was not formally  Project Integration Management.

documented.  Project Procurement Management

3. The is no evidence that a proper project  Project Integration Management

management process was followed.  Project Communication Management

4. The PC and server hardware technical  Project Scope Management

specifications were constantly being changed  Project Time Management
to suit new or added requirements.  Project Cost Management
 Project Risk Management
5. Requirements keep coming in from users  Project Time Management
almost daily where the GITS-ADC Team Lead  Project Quality Management
keeps on accepting them without hesitation.  Project Communication Management
 Project Risk Management

6. There was redundancy of work performed as  Project Integration Management

the Work Breakdown Structure (WBS) was  Project Scope Management
done separately by each respective department
and the Project Manager did not review and
then consolidate those WBSs into one holistic
WBS.

7. most of the team members have been focusing  Project Human Resource Management
more on their daily operation support rather  Project Communication Management
than tasks being assigned by the Project
Manager or their respective Team Lead.

8. Tasks are performed without prioritising other  Project Time Management

dependent tasks.

9. IT assets acquisition and spending were  Project Cost Management

through PROC Manager with suppliers  Project Procurement Management
without going through a proper tendering
process.
10. Purchasing of IT assets without a proper  Project Cost Management
tendering process has led to overrun by  Project Procurement Management
budget.

11. The testing plan was not developed yet.  Project Quality Management
 Project Risk Management

12. There were not even a clear designated  Project Risk Management
sponsor (or sponsors) for the project.  Project Stakeholder Management

13. There was no clear project organisational  Project Scope Management.

structure to manage the project.  Project Human Resource Management.


14. The Project Manager’s authority was  Project Communication Management

constantly overridden by the department head  Project Human Resource Management.
/managers.

15. Technical skills were especially lacking in the  Project Human Resource Management.
network and security areas.
16. There were no monitoring reports to review as  Project integration Management.
none were prepared and formally documented.  Project quality Management

17. The risks associated with the project, although  Project Risk Management
documented, had no detailed action plans and
were not categorised in terms of impact or
severity.

18. The hardware and software delivery was still  Project Cost Management
being negotiated with some potential vendors  Project Risk Management
while there were only four (4) months to  Project Procurement Management
complete the project.
3.0 Project Integration Management

As defined by Adedeji B. Badiru (2012), a project charter represents a document of cooperation

among the team members of a specific project. Well documented and defined project charter helps
the project manager and the team to keep their tasks on track and help them to maintain their focus
on the objective of the project. This would allow the Project Manager and the team to consistently
communicate with the project’s definition, identification and initiation steps. With this vital
document, the project charter assist the project team to stay focus throughout the development of
the system as this ensures an effective team to produce a system with great level of efficiency.
3.1 Project Charter

Healthy Living Pte. Ltd. (HL)

Global Supply Chain Management

PROJECT CHARTER
Project Title: Global Supply Chain Management
Project Start Date: 18/06/2018 Projected Finish Date: 20/12/2018
Budget Information: The overall amount of budget of RM 180, 000 has been allocated.

Project Manager: Mr. Joshua; joshua@gmail.com

Project Objectives:
 To maximise cost saving and decrease the operating expenses.
The motive of centralizing the system into one specific location, this would be able
to reduce and slowly eliminate the redundancy of the processes performed by the
distributed systems. This would help in reducing the capital/operating and high IT
maintenance expenses.
 To centralized the support from GITS.
This would help the Green International to standardize the processes and control
over the system. With new procedures that will be applied alongside with the
working system, this would improve the quality of the support from the GITS. By
centralizing the IT support, this would also help to reduce the IT cost as they do not
have to depend on the external vendors thus removing them.
 To achieve great level of global governance.
As Green International target market that covers the Asia Pacific region that will
first pilot the system to Singapore will have to achieve a great level of global
governance.

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.
  To achieve high level of control and reliability.

This principle can be achieved and maximized as with the implementation of the
system that allows decisions to be made in a controlled manner from the top
management. Less deviation can also be achieved as the communication flows are
standardized between the operating units and the top management.

Success Criteria:
a) The current IT Infrastructure must be able to support the new system as to
allow the operations to be run smoothly without any unexpected technical
issues.

b) GITS-SMEs approval and signoff for system implementation will have to

be obtained as ensure the system is up to its standard.
c) Support must be obtained in terms of 24 hours in 7 days support from
GITS-DCO (data center operation) and 12 hours in 5 days support from
GITS-CoE-SIS with approved SLA and OLA.
d) According to global IT governance L1 & L2 will be supported by GITS-
GSD (Global Service Desk) and GITS-CoE-SIS
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
system) must be conducted in parallel form.
h) Effective communications between the stakeholders should take place as
to ensure consistency of information’s being channeled throughout the
development of the system.
i) Studying, evaluating and improve the system by accepting customer’s and
internal team feedback on the system.
j) High level of synergy between sales and planning activities.
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

● Description of the Project Management (PM) approach

● Scope statement

● Work Breakdown Structure

● Cost estimates, start and finish dates, roles and responsibilities

● Performance measurements baselines for scope, schedule, and cost

● Major milestones and target dates for each

● Resources, effort, and related costs

● Risk Management Plan

● Quality Management Plan

● Communications Management Plan

Roles and Responsibilities

Name and Signature Role & Phase Position Contact Information
Mr. Joshua Initiation Project Manager
Ms. Abdullah Planning Project Member
Mr. Nasser Execution Project Member
Mr. Agha Monitoring & Project Member
Control
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.

Major Milestone Report

This report shows and highlight all the major milestones that were identified to complete the
GSIS project. The project begins with the requirements gathering activity as the project
managers will have to manage their time to ensure that all defined milestones and their target
are completed within the expected dates. The following are the project milestones that have
been defined and this eventually gives an overview on how the project will deliver within the
estimated time.
No Major Milestones Start Date Duration Finish Date

1 Requirements Gathering 18/06/2018 13 1/07/2018

2 Preliminary Approval 2/07/2018 6 7/07/2018

3 Project Charter 8/07/2018 10 18/07/2018

4 Change Request, CR Approval 19/07/2018 5 23/07/2018

System & Technical Specification
5 Development 24/07/2018 45 8/08/2018

6 Cost Control 9/08/2018 15 24/08/2018

Quality Control (User Acceptance
7 Testing) 25/08/2018 11 05/09/2018
System setup (in Production
8 environment) 06/09/2018 3 09/09/2018
3.2 Project Organization Structure

Board of Directors

Project Sponsor

Project Manager Project Steering

Committee

Origination Manager Control Board Communications IT Manager SMEs Department

Coordinator Procurement Manager
Manager

Origination Project Coordinator Project Project Manager Chief Technician SMEs Project Team
Team Team Communications
Project Team

Chief Inspection Control Board Team

IT Project Team Development Team
(Technical Support)
3.3 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, it’s 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.

22
People Salary (Monthly)

Project Manager (1 person) [13020 + 33,155 (for the total of execution,

monitoring and controlling stages is 132620
divide by 4)] /6 months = RM 7696/ month

Team Leaders (4 people – part time) RM 66310/4pax/6months = RM 2762.90/ per

person/per month

Secretary (3 people) Month 4 -5 :9050 hours*0.2/3 months *

RM10/3 person= RM 2011 per person/month

Month 6 – 3904*0.2* RM10/3 person = RM

2062 per person/month

Programmer (3 people) Month 4-5: 9050 hours * 0.3/3 months *

RM10/3 person = RM3016.70/ per person

Month 6 – 3904 * 0.3 * RM10/3 person = RM

3904 per person

Technician (4 people) Month 4-5: 9050 hours * 0.3/3 months *

RM10/5 person = RM1810/ per person

Month 6 – 3904*0.3* RM10/5 person = RM

2342.40 /per person

Procurement Analyst (1 people) Month 4 -5 : 9050 hours * 0.2/3 months *

RM10 = RM 6033 per person/month

Month 6 – 3904 * 0.2 * RM10 = RM 7808 per

person/month

23
3.4 Budget Estimate

WBS Categories Total Cost

1.0 Initiating
1.1 Assign Project Manager 13020
1.2 Identification of Key Stakeholders 4500
1.2.1 Primary Stakeholders 1500
1.2.2 Secondary Stakeholders 1500
1.2.3 Tertiary Stakeholders 1500
1.3 Business case 1500
1.3 Introduction 1500
1.4 Clients Acceptance Form 1500
1.5 Stakeholder Register 1500
1.6 Stakeholder Management Strategy Analysis 1500
1.7 Project Charter 1500

Total Cost (Month 1) 28020.00

2.0 Planning
2.1 Project Kick-off Meeting 2500
2.2 Project Scope Management 5000
2.2.1 Scope Management Plan 1440
2.2.2 Work Breakdown Structure 1440
2.3 Time Management Plan 2000
2.4. Cost Management Plan 1440
2.5 Quality Management Plan 1440
2.6 Human Resource Management Plan 1440
2.7 Communication Management Plan 1440
2.8 Risk Management Plan 1440
2.9 Procurement Management Plan 1440

Total Cost (Month 2) 21020.00

24
3.0 Executing
3.1 Project approval and kick off 300
3.2 Execution Objectives 1200
3.3 Development of the System & Technical
15120
Requirements
3.4 Information distribution 3480
3.5 Team Development 1200
3.6 Quality Assurance 1200
3.7 Status Update 18200

Total Cost (Month 3, 4)

40700.00

4.0 Monitoring and Controlling

4.1 Introduction 22680
4.2 Change Management Plan 16400
4.3 Change Board Control 11400
4.4 Change Control Process 1600
4.5 Scope Monitoring and Controlling 2600
4.6 Quality Control 1600
4.7 Cost Control 3200
4.8 Risk Monitoring and Control 1600

Total Cost (Month 5) 61080.00

5.0 Closing
5.1 Project Review Meeting 9600
5.2 Lesson Learned Report 0
Total Cost(Month 6) 9600.00

Net total RM 160420.00

25
3.5 Roles and Responsibilities

Staff Position Roles and Responsibilities

Project Manager  Responsible for overall project success or failure.

 Has power to authorize and approve project expenses
 Responsible in approving project activities to meet project
goal and objectives with acceptable variances
 Responsible in reporting project status to every stakeholder
in the project.
 Responsible in evaluating performance of team members.
 Responsible in recruiting new team members.
Origination  Responsible of submitting a change request.
Manager  Completes a change request and discuss the proposed
changes with the Project Manager.
 Facilitate any changes in Customer Contracts and Accounts.
 Analyse and continuously study and research in the related
industry (Industry Updates)

Chief Technical  Responsible in troubleshooting hardware, software and

Assistant network operating system if any technical problems appears
 Maintain current inventory of technology hardware,
software and resources
 Maintain log or list of required repairs and maintenance
 Make recommendation about purchasing Technology
resources to the IT Manager
 Monitors the connection and set up of hardware/software,
installed workstations
 Provide weekly report on the network and IT operations
performance
Procurement  Conduct staff supervision, oversees the activities of
Manager department responsible for purchases. Draws up

26
 plan/strategies for purchases of equipment, services and
supplies.
 Involve in product/services purchase process.
 Responsible in reviewing the purchase options, and
choosing the best purchase option with the lowest price.
 Responsible to communicate with supplier.
 Responsible to search for the best supplier for the company
services/product and negotiate with the supplier to find best
deal.
Coordinator  Schedule the board meetings, maintain informations on the
status of changes requests that takes place
 Handles the management of change requests within the
organization and the active members
 Assist in assembling project plans, monitoring work efforts
(Daily Basis)
Control Board  Reviews and approves developed change requests
 Checks the status of the change requests (approved, rejected or
referred to the project steering committee for decision)
Communication  Report to the stakeholders and sponsors on the progress of the
Manager project
 Manage day-to-day internal and external communications and
marketing activities
 Provide line-management and support to staff within the
communications team
Inspection Chief  Control and monitor the operations.
 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.

27
4.0 Work Breakdown Structure

The reason that the team has chosen this structure as the development and completion of the WBS
would certainly produce a clear degree of clarification. As this approach allow simple
accountability of the project team to understand the tasks that will be involved and to study the
logic of each of this tasks and how do they relate to each other. As the stages are defined
methodically, this would ensure that the project team will be able to complete the task in a logical
flow. This approach will minimize ambiguities, defines the project scope and highlight the project
concerns thus allowing the project resource to be organized systematically.

1.0 Initiating

1.1 - Assigning the 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
1.3.1 Introduction
1.3.1 Business Objectives
1.3.2 Current Situation and Problem Statement
1.3.3 Critical Assumption and Constraints
1.3.4 Analysis of Options and Recommendation
1.3.5 Preliminary Project Requirements
1.3.6 Budget Estimate and Financial Analysis
1.3.7 Schedule Estimate
1.3.8 Potential Risks
1.4 - Clients Acceptance Form
1.5 - Stakeholder Register

28
 1.6 - Stakeholder Management Strategy Analysis

1.7 - Project Charter

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
2.3.2.1 Activity Definition
2.3.2.1.1 Milestone List
2.3.2.2 Activity Sequencing
2.3.2.2.1 Project Schedule Network Diagram
2.3.2.3 Schedule Development
2.3.2.3.1 Project Schedule: Gantt Chart
2.4 Cost Management Plan
2.4.1 Cost Estimation
2.4.1.1 Activity Cost Estimation and Details
2.4.2 Cost Budget
2.4.2.1 Cost Baseline
2.5 Quality Management Plan
2.5.1 Quality Planning
2.6 Human Resource Management Plan
2.6.1 Human Resource Planning
2.6.1.1 Roles and Responsibilities
2.6.1.2 Project Organization Charts
2.6.1.3 Responsibility Assignment Chart
2.7 Communication Management Plan
2.7.1 Communication Planning

29
 2.7.2 Identification of Communication Methodology
2.8 Risk Management Plan
2.8.1 Risk Identification
2.8.2 Impact Matrices
2.8.3 Mitigation Planning
2.9 Procurement Management Plan
2.9.1 Purchases Plan and Acquisition
2.9.1.1 Supplier Analysis
2.9.2 Procurement Contracting
2.9.2.1 Guideline in Procurement Contract
3.0 Executing
3.1- Project approval and kick off
3.2 - Execution Objectives
3.3 - Development of the System & Technical Requirements
3.3.1 - System requirement gathering
3.3.2 - Technical requirements
3.3.3 - Software requirements
3.4 - Information distribution
3.4.1 - Project Team Directory
3.4.2 - Method and Technologies
3.4.3 - Communication Matrix
3.5 - Team Development
3.5.1 - Responsibility Assignment Matrix
3.5.2 - RACI Chart
3.6 - Quality Assurance
3.7 - Execution change updates
3.7.1 - Issue Log:
3.7.2 - Change Approval Request:

30
 3.7.3 - Status Update:
3.7.3.1 - Overall Status Update
3.7.3.1 - Post Phase Status Update

4.0 - Monitoring and Controlling

4.1 - Introduction
4.2 - Change Management Plan
4.2.1 - GSIS Project Roles and Responsibilities
4.2.1.1 - Project Manager
4.2.1.2 - Origination Manager
4.2.1.3 - Coordinator
4.2.1.4 - Control Board
4.2.1.5 - Project Steering Committee
4.2.2 - Change management process
4.2.2.1 - Initiating Change Request
4.2.2.2 - Change Request Analysis
4.2.2.3 - Change Request Resolution or Approval
4.2.2.4 - Change Request Implementation
4.2.2.5 - Change Request Scheduling and Coordination
4.3 - Change Board Control
4.3.1 - Change Appeal Identification
4.3.2 - Change Appeal Valuation
4.3.3 - Change Appeal Analysis
4.3.4 - Change Appeal Approval
4.3.5 - Change Appeal Implementation
4.4 - Change Control Process
4.4.1 - Change Software Control
4.4.1.1 - Diagnose Problem
4.4.1.2 - Make changes
4.4.1.3 - Configuration Control
4.4.1.4 - Release change
4.4.2 - Change Document Control

31
 4.4.2.1 - Diagnose Problem
4.4.2.2 - Change document
4.4.2.3 - Release change
4.5 - Scope Monitoring and Controlling
4.5.1 - Scope Control
4.5.2 - Scope Verification
4.5.3 - Schedule Control
4.6 - Quality Control
4.6.1 - Pareto Analysis
4.6.2 - User Acceptance Testing
4.6.3 - Improve the Quality
4.7 - Cost Control
4.7.1 - Earned Value Management
4.7.1.1 - Planned Value (PV)
4.7.1.2 - Actual Cost (AC)
4.7.1.3 - Earned Value (EV)
4.7.1.4 - Earned Value Management (EVM)
4.7.1.5 - Earned Value Management Performance Measures
4.8 - Risk Monitoring and Control
5.0 - Closure Phase
5.1 - Project Review Meeting
5.1.1 Project Summary
5.1.2 Project Team Staffing
5.1.3 Project Deliverables
5.1.4 Transition Operation
5.1.5 Project Cost
5.1.6 Project Schedule
5.1.7 Recommendations
5.2 - Lessons Learned Report

32
5.0 Project Scope Management
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 Supply Chain Management Project

Introduction

The purpose of this scope management plan is to provide suggestion and

guidance in preparing several important scope management documents.

Scope Statement

The details of scope are summarized into the following.

 This project will be completed in 6 months period. The start date of the
project is estimated from
 The center of the global Direct Store Delivery is based in Malaysia.
 The system will be implemented as it targets the Asia region countries,
as it depends entirely and to analyze the on-going market demand.
● The first-level support (L1) is being rendered by local IT and second
level (L2) is supported by the local application vendor.
● Singapore market has been selected as the first market to pilot the
implementation.
● Support is available from Global and Local of the organization.
● Similar project in Taiwan and Korea will referenced in implementing
the new system as to study the technical feasibilities.

33
 ● The overall system’s architecture of the Global Supply Chain
Management System (GSCMP) must be supported by the company’s
current IT infrastructure.
● Implementation of the system must follow the following protocol:
o It is compulsory that the GITS-SMEs sign off and provide
approval for system implementation.
o Support must be provided in 24X7 basis from GITS-DCO,
while 12X5 basis from GITS-CoE-SIS with approval from
SLA and OLA. While for global IT governance, the original
L1&L2 will be supported by GITS-GSD and GITS-CoE-SIS
o All support staff and users will access to the new system
through ACL privileges
● A total of RM180, 000 will be accumulated as the project budget to
develop the system.
Product-related Deliverables

The Global Supply Chain Management System (GSCMP) will play several
roles in Healthy Living Pte. Ltd stated as below.

 Allow proper communication channels for communication between

global departments up to local departments, as well as within local and
global departments. This process is completed through the distribution
of documentation such as issue log, status report and progress
report. Any challenges faced during the implementation of the system
will be recorded as these issues will be analysed and evaluated for
future enhancement purpose.
 Provide finance report that includes information’s 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

34
 Provide ERP report that help Green International to analyse the
existing resources and to allocate the management of resources
appropriately. This ERP report would be able to measure company’s
performance based on the integrity of between departments. In this
case, the ERP report is important in indicating efficiency of the
implementation of the Global Supply Chain Management System
(GSCMP)
 Allow IT department and the technical support team to provide support
to the local and global departments. These departments will be able t
receive request support as reports on change request requested from the
local departments through the system are produced.
 Collects the customer feedbacks through the system and place them
under different categories. The collected data’s 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.

35
6.0 Project Time Management
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.

6.1 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.

36
Phase Activity
1.0 - Initiation 1.1 - Assigning the Project Manager
Phase
1.2 - Identification of Key
Stakeholders
1.3 - Preparing Business Case
1.4 – Acquiring Clients Acceptance
Form
1.5 - Stakeholder Register
1.6 - Performing Stakeholder
Management Strategy Analysis
1.7 - Preparing Project Charter
2.0 - Planning 2.1 - Conducting Project Kick-Off
Meeting
2.2 - Preparing Project Scope
Management
2.2.1 Scope Management Plan
2.2.2 Work Breakdown Structure
2.3 - Preparing Time Management
Plan
Definition
Assign the project manager that will be handling the project
Identifying the different level of stakeholders, including the
shareholders and directors.
Preparing the initiation document for the stakeholders.
Obtaining the Client Acceptance Form that shows the
acceptance of the project has been recorded.
Register the respective stakeholders such as the employees and
project sponsors.
Devise an appropriate strategy for the project and the
management team
Develop the project charter that consist of the defined
objectives, scope and costs in the project
Conducting the first kick-off meeting that will be participated
by the project sponsors and the project team
Preparing the document that consist of the scope of the project
Consist of the scope management plans
Develop the WBS that contains the decomposed tasks
Develop the different time management techniques and
scheduling methods that consist of the network diagram, Gantt
chart and activity sequencing
37
 2.4 - Preparing Cost Management
Plan
2.5 - Preparing a Quality
Management Plan
2.6 - Preparing Human Resource
Management Plan
2.7 - Preparing Communication
Management Plan
2.8 - Preparing Risk Management
Plan
2.9 - Preparing Procurement
Management Plan
3.0 - Execution 3.1 - Project approval and kick off
3.2 - Defining Execution Objectives
3.4 - Development of the System &
Technical Requirements
3.3.1 - System requirement
gathering
3.3.2 - Technical requirements
design
3.3.3 - Software requirements
design
Define the cost management technique being used and
calculating the costs of the project
Define the quality management plans
Define the Human Resource management plan and drafting out
the staff management plan.
Define the Communication Plans, defining the communication
methodology and escalation process.
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
38
 3.5 - Information distribution
3.4.1 - Preparing Project Team
Directory
3.4.2 - Setting up Communication Define the communication methods and technologies
Method and Technologies
3.4.3 - Preparing Communication
Matrix
3.6 - Team Development
3.5.1 - Preparing Responsibility
Assignment Matrix
3.5.2 - Preparing RACI Chart
3.7 - Quality Assurance Analysis
3.8 - Preparing Execution Change
Updates Reports
4.0 - Monitoring 4.1 - Change Management Plan
and Controlling
4.2 - Change Board Control
4.3 - Change Control Process
Define the information distribution techniques within the
project team
Define and analyzing the project team directory, as to display
the existing members
Prepares the communication matrix between the active
members in the project
Define the scope of the team development
Define and list out the responsibilities of the members in the
project
Define and highlighting the Responsibility, Accountability,
Contribution and Informed principles between the members
Conduct the system quality assurance techniques
Prepare any execution change and update reports will be
documented
Define the change management plans that consist of the several
change process.
Define the processes that involves such as the change appeal
valuation, appeal analysis, approval and implementation
Define the change control process that takes place that include
the change software control and change document control
39
 4.4 - Scope Monitoring and
Controlling
4.5Quality Control
4.6 - Cost Control
4.7 - Risk Monitoring and Control
5.0 - Closure 5.1 - Project Review Meeting &
Phase Close Contract
Define the scope monitoring and controlling activities such as
the scope control, scope verification and schedule control
Perform the quality control based on the Pareto Analysis
Define the cost controls
Define the risk monitoring and control activities and list the
risk topics, details on the quality improvement, correction and
prevention actions and motivation theory for Human Resource
Final Review meeting on the project and project closing
40
6.3 Project Schedule Network Diagram

6.3.1 Initiation Phase

1.1 - Assigning the Project 1.3 - Preparing Business Case

Manager 1.0 - Initiation Phase
Scheduled Scheduled Scheduled Scheduled
Start Finish Start Finish 18-6-2018 To 24-7-2018
18-6-2018 28-6-2018 1-7-2018 7-7-2018

1.2 - Identification of Key 1.4 - Accruing Clients Acceptance

1.5 - Stakeholder Register 1.7 - Preparing Project Charter
Stakeholders Form
Scheduled Scheduled Scheduled Scheduled Scheduled Scheduled Scheduled Scheduled
Start Finish Start Finish Start Finish Start Finish

18-6-2018 25-6-2018 1-7-2018 5-7-2016 8-7-2018 11-7-2018 12-7-2018 24-7-2018

1.6 - Performing Stakeholder

Management Strategy Analysis
Scheduled Scheduled
Start Finish

1-7-2018 4-7-2018

41
6.3.2 Planning Phase

2.0 – Planning Phase 2.5 - Preparing a Quality

2.1 - Conducting Project Kick-Off 25-7-2018 To 7-8-2018 Management Plan
Meeting Scheduled Scheduled
Scheduled Scheduled Start Finish
Start Finish 22-4-2014 7-5-2014
25-7-2018 27-7-2018

2.7 - Preparing Communication

Management Plan
2.2 - Preparing Project Scope 2.3 - Preparing Time Management Scheduled Scheduled
Management Plan Start Finish
Scheduled Scheduled Scheduled Scheduled
Start Finish Start Finish 22-7-2018 7-8-2018

25-7-2018 4-8-2018 5-8-2018 12-8-2018

2.8 - Preparing Risk Management
Plan
Scheduled Scheduled
2.6 - Preparing Human Resource Start Finish
Management Plan
2.4 - Preparing Cost Management 22-7-2018 7-8-2018
Scheduled Scheduled
Start Finish Plan
Scheduled Scheduled
25-7-2018 1-8-2018 Start Finish 2.9 - Preparing Procurement
Management Plan
13-8-2018 21-7-2018
Scheduled Scheduled
Start Finish
22-7-2018 7-8-2018

42
6.3.3 Execution Phase

3.1 - Project approval and kick off

3.0 – Executing Phase 3.3.2 - Technical requirements
design
Scheduled Scheduled 8-5-2014 To 15-7-2014 Scheduled Scheduled
Start Finish Start Finish
8-5-2014 10-5-2014 9-6-2014 19-6-2014

3.2 - Defining Execution

Objectives
Scheduled Scheduled 3.3.1 - System requirement 3.3.3 - Software requirements
Start Finish gathering design and development
Scheduled Scheduled Scheduled Scheduled
8-5-2014 11-5-2014 Start Finish Start Finish
19-5-2014 8-6-2014 9-6-2014 15-7-2014
3.4 - Information distribution
Scheduled Scheduled 3.6 - Quality Assurance Analysis
Start Finish
Scheduled Scheduled
8-5-2014 13-5-2014 Start Finish
9-6-2014 15-7-2014
3.5 - Team Development and Task
Distribution
Scheduled Scheduled
Start Finish 3.7 - Preparing Execution Change
Updates Reports
8-5-2014 28-5-2014
Scheduled Scheduled
Start Finish
9-6-2014 15-7-2014

43
7.0 Project Cost Management

7.1 Cost Estimation

The reference model chosen in order for the proper conduction of the project is the
Rough Order of Magnitude (ROM). ROM is the method used in order to estimate the costs and
time that is to be provided to the early stages of a project upon which its scope and requirements
have not been fully defined. ROM is also used to reduce the uncertain possibilities in the terms
of cost outcomes required by the parties when the details of the project have not been fully
identified.

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.

44
Project Attributes Definition

Size The size of the project to be undertaken is medium,

whereby this is inclusive of the involvement of the
headquarters of the company and the other multiple
regional offices. The next table to be presented below
would represent the departments and regional offices
that would be involved in the development of this
project.

Total budget A grand total of RM 180, 000 would be accumulated in

order to be placed as the total budget required for the
project.

Hardware The hardware requirements of the project are such as the

application servers, the database servers, anti-virus,
patch management & security server, and the various
workstations in the offices.

Software The software requirements required for the project are

such as SQL Server, SharePoint Server, anti-virus and
backup software, Solus access control system, CCTV
system software and the Linux operating system.

People The various human resources required for the processes

of the system are such as the Project Manager, Secretary,
Programmers, Technicians, Users.

Table 3: Project attributes for the project

45
Support Unit SME-Department Abbreviation SME Responsibility

Communication & Provides network services for

GITSS CNN
Network Local IT/Market

Provide governance for IT

security for application
GITSS IT Security IT Sec
development, software and
hardware

Provide develop application and

Application
GITSS ADC provide application Governance
Development Centre
and Intellectual Property.

Project Management Provide Project Managers to

GITSS PMac
Centre manages projects

Infrastructure support incl.

Data Centre Servers, Operating Systems for
GITSS DCO
Operations centralized data centre and local
servers
Global Provide governance for IT
operations, which include
GITSS IT Operations ITOps
supporting local markets and its
business operations.

Centre of Excellence
GITSS – Enterprise CoE-ERP
Resources Planning Provide L2 Support for CoE-ERP

Centre of Excellence
– Customer
GITSS CoE-CRM
Relationship
Management Provide L2 Support for CoE-CRM

Centre of Excellence
GITSS – Sales Information CoE-SIS
System Provide L2 Support for CoE-SIS

Helpdesk perform level-one (L1)

GITSS Global Service Desk GSD
support

IT Manager, Executive #1,

Local Market IT Dept IT
Executive #1

46
Support Unit SME-Department Abbreviation SME Responsibility

MKTG Manager, Executive #1,

Market Marketing Dept MKTG Executive #2, Executive #3, Sales
Rep x 30,

FIN Manager, Executive #1,

Market Finance Dept FIN
Executive #2, Clerk#1, Cashier #1

Human Resources HR Manager, Executive #1,

Market HR
Dept Executive #2

Communication
Market COMM
Affairs COMM Manager

Market Security SEC SEC Manager, Officer x3

Market Procurement PROC PROC Manager, Officer x2

Table 4: Departments involved in the development of this project

47
 Internal Internal External External
Non-
Labour Labour Labour Labour Total
WBS Categories Hours Hours labour Total Cost
(Unit Total (Unit Total Labour
(RM)
Cost) (RM) Cost) (RM)

1.0 Initiating
1.1 Assign Project Manager 31 420 13020 0 0 0 13020 0 13020
1.2 Identification of Key
0 0 0 30 450 4500 4500 0 4500
Stakeholders
1.2.1 Primary Stakeholders 0 0 0 10 150 1500 1500 0 1500
1.2.2 Secondary
0 0 0 10 150 1500 1500 0 1500
Stakeholders
1.2.3 Tertiary Stakeholders 0 0 0 10 150 1500 1500 0 1500
1.2.4 Development team 0 0 0 10 150 1500 1500 0 1500
1.3 Business case 0 0 0 10 150 1500 1500 0 1500
1.4 Clients Acceptance
0 0 0 10 150 1500 1500 0 1500
Form
1.5 Stakeholder Register 0 0 0 10 150 1500 1500 0 1500
1.6 Stakeholder
Management Strategy 0 0 0 10 150 1500 1500 0 1500
Analysis
1.7 Project Charter 0 0 0 10 150 1500 1500 0 1500
Total 28020.00
2.0 Planning
2.1 Project Kick-off
0 0 0 0 0 0 0 2500 2500
Meeting

48
2.2 Project Scope
0 0 0 0 0 0 0 5000 5000
Management
2.2.1 Scope Management
0 0 0 10 144 1440 1440 0 1440
Plan
2.2.2 Work Breakdown
0 0 0 10 144 1440 1440 0 1440
Structure
2.3 Time Management Plan 0 0 0 10 200 2000 2000 0 2000
2.4. Cost Management Plan 0 0 0 10 144 1440 1440 0 1440
2.5 Quality Management
0 0 0 10 144 1440 1440 0 1440
Plan
2.6 Human Resource
0 0 0 10 144 1440 1440 0 1440
Management Plan
2.7 Communication
0 0 0 10 144 1440 1440 0 1440
Management Plan
2.8 Risk Management Plan 0 0 0 10 144 1440 1440 0 1440
2.9 Procurement
0 0 0 10 144 1440 1440 0 1440
Management Plan
Total 21020.00
3.0 Executing
3.1 Project approval and
6 50 300 0 0 0 300 0 300
kick off
3.2 Execution Objectives 6 200 1200 0 0 0 1200 0 1200
3.3 Development of the
System & Technical 20 256 5120 0 0 0 5120 10000 15120
Requirements
3.4 Information
0 0 0 6 480 2880 2880 600 3480
distribution
3.5 Team Development 6 200 1200 0 0 0 1200 0 1200
3.6 Quality Assurance 6 200 1200 0 0 0 1200 0 1200
3.7 Status Update 10 320 3200 0 3200 15000 18200

49
Total 40700.00
4.0 Monitoring and
Controlling
4.1 Introduction 12 640 7680 0 0 0 7680 15000 22680
4.2 Change Management
10 640 6400 0 0 0 6400 10000 16400
Plan
4.3 Change Board Control 10 640 6400 0 0 0 6400 5000 11400
4.4 Change Control Process 10 160 1600 0 0 0 1600 0 1600
4.5 Scope Monitoring and
10 160 1600 0 0 0 1600 1000 2600
Controlling
4.6 Quality Control 10 160 1600 0 0 0 1600 0 1600
4.7 Cost Control 10 320 3200 0 0 0 3200 0 3200
4.8 Risk Monitoring and
10 160 1600 0 0 0 1600 0 1600
Control
Total 61080.00
5.0 Closing
5.1 Project Review Meeting 10 480 4800 10 480 4800 9600 0 9600
5.2 Lesson Learned Report 0 0 0 0 0 0 0 0 0
Total 9600.00
Net Money 160420.00

50
8.0 Project Quality Management

8. 1 Quality Management Plan

The main objective of carrying out the Quality Management Plan is to access the quality
of the product deliverables and project processes. This is to eliminate wastage, redundancy,
unnecessary cost and high wastage of time. The main focus here is to ensure that the project fulfills
the requirements with great level of quality. Product and services within the project will certainly
meet the expected quality standards as to expect a quality deliverables to be produced at the end.

Project Name : Global Supply Chain Management

Introduction: The main goal of the project is to build a centralized, global Supply
chain management system.
Quality Standards:
Design standard, system development standard, and system monitoring & controlling
system are the corporate standards that has been discussed in conducting project
quality planning.

Design Standard

Once the developed system is completed, it is important to provide the User Manual
to the users. The User Manual should consists the basic operations of handling the
system to the clients. Besides that, hotline number or email address of the technical
support team has to be provided as to allow the users to send their feedbacks and for
the technical team to address the technical issues. The design of the graphical user
interface in terms of the size of the texts, font style, view of each screens, colour and
consistency of the buttons and their functions should be visible and clear enough to
the users. Text validations are included into the design as to reduce any logical errors.

System Development Standard

Two important specifications will be gathered and acquired which consists of the
Technical and System Specifications before the development of application takes
place. Besides that, the issue logs that consist of the Staff ID, Issue Title and
description, level of urgency, record date and signature are included in order to record
the issues that relates to the development processes. The change requests are issued
out to the stakeholders as for them to review the issues being faced by the team. Right

51
after that, memos will be posted on the billboard as to monitor any approved changes.
If there are any changes made, the changes are documented thus recorded

immediately into the database. Monthly meetings will be held as to discuss and
evaluate the progress of the project.

System Monitoring and Controlling Standard

There are several testing units that will be conducted that includes Application
Development Centre (ADC) Testing, IT Repression Testing, and Business User
Acceptance Testing. These test are conducted in order to review the functionality and
integrity of the system components. Besides that, the IT Regression Testing will be
conducted as to study and test the system’s integrity by combining the components of
the system. At the final stage, the Business User Acceptance Testing is conducted after
the development of the system takes place. This marks the system to be ready tested as
a prototype.

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.

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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 there’s 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
supplier’s contract.

53
Project Communication Management ( Agha Naqeeb TP027416)

Communication is an important part of day to day life and the whole depends on it. “Who
says what to whom in what channel with what effect.” (Lasswells’s Maxim). Exchanging
information related to the project from one point to another point in a proper manner is
communication. In project management communication is the back bone of the project without
proper communication between the people involve the project can easily fall apart, it is a really
important tool in the field of project management, the achievement of a good project really based
on the efficiency of communication management. From the first day of the project when it starts
communication is a huge part of the whole project until however long the project takes to finish.

Project management can be categorized in to three types which are plan communication
management, manage communications and control communication. Whereas plan communication
management is a process of planning communication which can lead to completing stake holders
demands and requirements. By using this it can generate a good communication flow. Manage
communication on the other hand is processing, forming and storing the outlook of the project
information to create a communication plan, and lastly control communication is a process carried
out on entire life cycle to monitor the data is being changed accordingly and things are going
smoothly.

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Plan Communication Management:

Communication plan:

A good communication management design shows what data should be reported.

Communication of private or delicate data is need to be taken care in a way that shows the data is
being approved and how it can be dispersed to them. Communication design helps the people
involved in the project by providing all the information regarding what is undertaking in the
particular project. There are several contents included in this plan which are:

 Stakeholder communication requirements

 Determining the incoming and outgoing information
 Proper methods for conveying information
 Process on resolving issues
 Revision for updating communication plans.

Stakeholder Register:
The stakeholder register is to drill down the elements of every partner and their important
needs in the particular task, and a proper connection between partners.

Tools and Techniques:

Communication Technology:

Things which effects the usage of communication technology are determine by the project team
which are mentioned below:

 Project Environment: for the meeting in personal regarding the project there are times
where it is not possible due to the distance and difference of time, therefor virtual meetings
are setup such as skype.
 Availability of technology: data is shared between the partner and sometimes it incudes
expansive records shared between partners are sharing through distributed storage.

55
  Need of information: The GSCMP need to look into the data critically which is being
shared.

Communication method:
The three main types of communication methods which are interactive communication, push
communication, pull communication.

Interactive communication:

It is a type of communication which occurs in between two or more individuals. It includes

meetings and voice conferencing.

Push communication:

It is a type of communication where a one way message is sent to the respective recipients.
Which includes fax, letters, emails or memos.

Pull communication:

This type of method focuses on a group of people where the individual can access the
information on their own time. It includes websites, information database or repositories.

Meetings:
GSCMP will greatly be using gatherings as a special technique between principle venture
partners for conclusive reports, exchanges and activities of sorts. This is due to the multidirectional
trade of data. By that what is meant that talks are best encouraged through meetings as it is the
most convenient approach to refresh venture data and additionally it will help in getting quick
feedback.

There are types of meeting which can be adapted through GSCMP, the most undertaking
meetings are formal and helps in resolving issues and decision making. On the other hand, there
are simple easy going meetings which occurs in between partners to relay the data for information.

56
Manage communication:
Manage communication is the way which leads to dispersing, gathering, putting away and
recovering of undertaking data in view of correspondences administration design. The benefits to
management from this procedure is that it considers productive correspondence stream among the
partners on undertaking.

Information management system:

The project management information system is an instrument and a process which is
utilized as a part of the task to convey data. It provides access to enlightening instruments for
example data accumulation and dispersion framework. Venture supervisor can also utilize such
devices to gather appropriate data through both electronic and manual means, additionally
mechanized assembling and giving an account of key execution can be an important piece of this
framework.

The center of the data administration framework is programming related to every

administration in the undertaking to successfully discuss partners with one another. This kind of
programming can shift from something simple or basic as a record sharing framework to an
endeavor-based intranet framework. In the cases like GSCMP it is more productive to use an
intranet framework as a data framework with a specific end goal to advance a more secure and
composed correspondence.

Tools and technique:

Performance reporting:
A basic component of compelling coordination of the undertaking is the communication
with respect to the present venture execution to applicable task partners. This is refined with an
execution report which includes the collecting and dispersion of the aggregate execution data
concerning the undertaking. Execution announcing is fundamental in settling the issue in the
GSCMP to routinely refreshing the guiding board of trustees on the plausibility of the venture. The
execution report comprises of venture status report, advance report and some gauging components.

Project status report:

57
 Project status report is used to guarantee that the targets of the task are being met by
estimating the advance consistently to decide the issues in the arrangement. By pointing the
issues, the steps to improve can be made. General task status reports are conveyed to upper level
administration in the GSCMP while keeping in mind that the end goal is to guarantee the venture
is in good shape. An example of a task status report is shown below.

58
Progress Report:

The task of a progress report is to demonstrate the advancement that have been achive in
the project, the left-out work and the issues being faced in the venture. This report is usually
created by the project administrator for the upper level administration which in GSCMP will be
the venture support and controlling board of the trustees.

Control communication:
Control communication is a way to control and observe the communication of the project
life cycle to ensure that the data prerequisites of all venture partners is met. The reason behind
this process is to give an ideal stream of data to extend partners incomparable. A part of diverse
data sources engages with control communication incorporate issue log and changed channel :

Issue log:
Issue log can be utilized through a project life cycle to record any issues that emerges,
which can be conveyed to the venture group and partners, it sets up classes and needs of the issue
to be focused on each time and guarantees that each arising issue is settled in a significant matter
to ensure that the project is not getting effected. This helps GSCMP because a project f this size
can arise so many unknown and unforeseen issues and led to the damaging the whole project, by
using the log all those issues can be worked with and the project can move forward smoothly. An
example of issue log is shown below:

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Tools and techniques:

Change request form:

Change request forms are important part of a project as requesting changes in the middle
of a project can cause issues if its not done properly whereas the request form comes in, any
change request form is filled and filed and has to go through validation, each form is checked by
project administration to ensure that those particular are indeed in the good for the project and
how can they be achieved. The change request frame is rounded out once checked and then
submitted to the team which will be performing those changes.

The use of change request form is essential in GSCMP as there is already a present issue
of prerequisites continuously being acknowledged, use of change request form can help in pin
pointing any additional issues and can be looked into by allotting them priority, which basically
will lead the project to progress efficiently and effectively without creating unforeseen problems.

60
Conclusion:

GSCMP need to focus on communication project management in order to progress

efficiently, as communication is an important part of any project without proper communication
between the parties involved the whole project can fall apart, it is highly recommended to
GSCMP to follow a good plan on communication, using all the available resources related to
communication can solve the issues currently being faced by the team to progress. GSCMP will
be able to discuss and solve the issues which have already been an obstacle and the issues to
come in near future development of the project as it is not easy to foresight every issue that a
project may face during its life cycle.

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Project Risk Management ( Abdullah Fakher TP038020)
1.1 Introduction
Project risk management can be defined as the art and discipline of identifying, analyzing,
and dealing with the risks that would be faced during the project lifecycle in order to meet the
project objectives. Being an important aspect of project management, the Project Management
Institute's PMBOK states that it is essential for every project manager to be knowledgeable of the
risk management domain as it is one of ten knowledge areas. Risk management often includes the
prediction and assessment of risks, both technical and financial, together with the documentation
of the measures that could be used to evade or lessen their impact.

62
1.2 Project Risk Management Process
The project risk management process can be defined as a process created to recognize any
risks in a project and develop tactics that could be used to avoid or minimize their impact into the.
These risks exist due to uncertainty, given there is always the possibility of the project being
affected by something identified or unidentified. Hence, through the implementation of the Project
Risk Management Process, a company and its organization would be prepared to face these risks.
The project risk management process comprises of 6 steps which help organizations take
appropriate measures to prevent possible risks from growing.

In the case of Global Supply Chain Management Project, an effective risk management plan
would help enhance the communication between the project manager and the stakeholders and
project sponsor. This would assist in defining the project expectations which are built on the
capacity of the risk attitude of the project’s stakeholders and sponsor. The Risk Attitude of the
organization would depend on numerous aspects, and can be classified into three groups;

1) Risk appetite - the extent of a Healthy Living Pte. Ltd.’s willingness to take a risk in order
to reap the reward.
2) Risk tolerance - the magnitude of the risk Healthy Living Pte. Ltd can tolerate.
3) Risk threshold, is the capacity of risk Healthy Living Pte. Ltd is prepared to take.

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1.3 Risk Planning
The first step in Project Risk Management, planning risk management is the step which aims to
develop a risk management plan. The risk management plan is created for the documentation of
the procedures used to deal with the risks throughout the project (Institute, 2013)

Furthermore, this phase aim to provide meticulous planning based on the collected data, using
which, GSCMP would be capable of increasing the possibility of success of the risk management
process. The method initiates through the gathering of data from numerous sources such as the
project charter in Global Supply Chain Management Project. The resulting collected data would
then be studied, and be succeeded by the risk management plan which would consist of tools as:

1. Methodology
2. Roles and responsibilities
3. Budget and schedule
4. Risk categories
5. Risk probability and impact
6. Revised stakeholders’ tolerances

In order to safeguard a clearer risk management process, the risks type is grouped into five
categories. These five categories are; market risk, technology risk, people risk, structure risks and
financial risk. (Project Management Institute, 2017)

Therefore, in the case of Healthy Living Pte. Ltd, meetings are held with the stakeholders
such that the Global Supply Chain Management Project team can record stakeholder’s outlook
concerning this project based on their risk-attitude. This risk-attitude which includes crucial
information such as the stakeholder’s risk’s appetite, tolerance, and threshold respectively, is
extremely vital for the GSCMP team since it provides them with an enhanced comprehension of
the stakeholder’s perspective and expectations (Project Management Institute, 2017).

Additionally, the GSCMP team can deploy the Subject Matter Experts method, often
referred to as the Subject Matter Experts, which is a method where specialists from Thailand and
China are asked to provide help to the project. This is due to the presence of similar projects to
GSCMP which are already operational in those regions. Furthermore, the SME approach can lead

64
to a productivity surge within the project given the direction and supervision provided by these

Position Roles & Responsibilities

 Oversees the approval of the risk respond approach

Steering Committee  Deals with the risk management guidelines

 Oversees the approval the contingency strategy

Project Manager  Manage control of internal assurance-based activities

 Carries out meetings to look for for novel risks and solutions
Risk Manager
 Monitors the project to keep risk controllable

Business manager  Accountable to the project manager regarding the risk progress

experts.

1.3.1 Roles and Responsibilities

Moreover, the project manager can implement Risk Categorization as it provides immense
assistance in the classification of the identified risks into groups which allows them to be observed
more accurately. Hence, Risk Categorization can decrease the effort required in the subsequent
qualitative and quantitative risk analysis management stages. The Risk Categories consists of the
following categories:

 Financial Risks
 People Risks
 Technological Risks
 Market Risks
 Structure Risks

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1.4 Risk Identification
This step of the risk management process is based on the numeric estimation of the effects
of risks on the project. The process involves the project team identifying any possible risks, issues
events, and/or other factors that could possibly be a threat to the project’s success. These include
possible threats to the project scope, quality, plan, financing, team, findings, or any other important
component of the project (Pimchangthong & Boonjing, 2017)

Several techniques can be implemented in order to identify these risks. These tools include
Brainstorming, The Delphi Technique, Risk Register and SWOT Analysis. One method or tool
implemented to identify risks is Brainstorming. This method is normally implemented by experts
outside of the project team and are facilitated by an in-house organizer. The brainstorming method
can either be a typical bound-less brainstorm session or an organized mass interview. Upon the
identification and categorization of risks, the session is concluded, and the identified risks are then
polished into greater detail (Project Management Institute, 2017)

66
 The Delphi technique is another method which can be used to identify risks. The method
involves the participation of anonymous project risk specialists who are then asked to fill out a
questionnaire by the organizer. The questionnaire comprises of notions about the project risks and
details about both the project and the risks present or possible. This procedure is run through a
repetitive cycle numerous times, and includes the participating experts answering their
questionnaires as well as examining answers from other responding experts. This cycle carries on
until the participants reach on similar answer. The Delphi technique is used to decrease the data
biasness as well as limit any participant’s excessive influence on the decision (Institute, 2013)

Another technique to be discussed is the Risk Register. This technique is used to identify
and document the key outputs of risk identification. Preparation for the risk register begin with the
documentation of the risks procedure. At this point, the risks are precisely defined together with
their respective root causes. The identification of these root causes is vital as they can be helpful
in the risk identification process further on in the project (Project Management Institute, 2017)

Hence, the Global Supply Chain Management Project has chosen for the Risk Register
tool. The risk register management tool is used as a scatterplot by GSCMP to identify and
document all risks by including supplementary details such as the nature of the description, root
cause and owner. Often in the form of a table or spreadsheet, the risk register comprises of the
outcomes of the numerous risk management processes.

67
1.5 Qualitative Risk Analysis
The identification of risks is followed by the third step, which is Qualitative Risk Analysis.
This step is used to categorize the priority of the risks based on their likelihood and effect. The
assessment obtained from the qualitative risk analysis are then of plotted on a risk
assessment matrix which scales the likelihood and impact of these risks. This can determine the
complete “significance” of each recognized risk. Furthermore, this procedure helps emphasize
largely on the significant risks that threaten the project which helps save time and effort in
examining risks of less severity as well as lay a foundation for Quantitative Analysis.

1.5.1 Probability Impact Matrix

High 17 10 , 18
PROBABILITY

Medium 14 11 15

Low

Low Medium High

IMPACT

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1.6 Quantitative Risk Analysis
Often known to be succeeding qualitative risk analysis, Quantitative Risk Analysis is a
process which can be deployed to study the risks which are noted for additional investigation in
the earlier Qualitative Risk Analysis process. These noted risks are probable of creating a higher
impact on the objectives of the project (Project Management Institute, 2017)

Quantitative Risk Analysis makes use of probability distribution to define factors such as
a risk’s probability and impact. Moreover, the analysis also implements project models (such as
cost estimate and schedule), as well as mathematical and stimulatory tools to estimate the
likelihood and effect of a risk on the project (Pimchangthong & Boonjing, 2017)

Therefore, Quantitative Risk analysis would aid GSCMP in forecasting the probable
consequences of a project in periodic or financial terms, through the collective impact of risks.
Furthermore, it provides estimations regarding the probability of achieving project objectives and
the contingency required

Some of the techniques used comprise of Decision tree analysis, Simulation and
Sensitivity Analysis. Sensitivity Analysis can be used to classify the risks which possess greater
possible impact on the project. The analysis sees how the diversities in task's destinations relate
to the changes in several risks (Institute, 2013)

69
1.7 Risk Respond Planning
This phase deals with the creation of options that can be used to resolve or enhance the
identification of the risks. The risks are recognized based on their importance, resource injection
and tasks into the budget and project management plan as required. Risk response planning depend
on the risk qualitative analysis, using which, the strategies are implemented to deal with the risks
both positive and negative (Project Management Institute, 2017)

1.7.1 Positive Risk Response

Positive Risks can be defined as prospects for the project. They have a helpful effect on
the project, hence it is essential for adequate strategies to be selected in order to take full advantage
of the utilization of that positive risk. One such strategy is to enhance, which uses the positive
effect of a risk to increase and maximize the key factors of the effect which could increase the
probability of its manifestation (Project Management Institute, 2017)

1.7.2 Negative Risk Response

Negative risk management can be likened to insurance; as it acts as savings. This nature of
response comprises of the comprehension of possible difficulties that could arise in the project and
their possible harm to the project’s success. Given, negative risks lead to negative effects on the
project, the nature of strategies depends on the harshness of the risk, thus being advisable to
carefully chose the strategy (Project Management Institute, 2017)

Four key response strategies for negative risks are:

 Risk avoidance
 Risk transference
 Risk mitigation
 Risk acceptance

Being the first strategy, Risk Avoidance enables the project team to choose to eradicate the
entire threat by altering the project management plan accordingly. The project objectives could
also be inaccessible from the effect of the risk (Junior & Carvalho, 2013)

The second strategy is Risk Transference, where the risk is transferred to a third party as
well as the response ownership. Even though this does not fully remove the risk it still allows the
third party to deal with the risk on their domain when provided with a fee (Institute, 2013)

70
 The third strategy is Risk Mitigation. This strategy deals with the likelihood that upon
occurrence, the effects are limited to within the threshold. Premature precautions can be taken to
lessen the prospect of the risk instead of dealing with the harm after occurrence. If the reduction
of the occurrence is unlikely to happen, mitigation can be implemented to target the connections
that regulate the risk severity (Pimchangthong & Boonjing, 2017)

The fourth strategy is Risk Acceptance. Which is used risk to recognize the risk and not to
act until it occurs. This strategy is implemented as a last resort or to save money when addressing
the risk.

1.7.3 Risk Register

NEXT PAGE

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 Root Potential Risk
No Rank Risk Description Category Probability Impact Status
Cause Responses owner

10 1 Not enough No Enhance

funds to tendering tendering for
Lack of Project
continue Financial Risk for IT budgeting High High Open
Funds Sponsor
project budgeted through
meetings
purchases

18 2 Project Hardware Enhance

might be and tendering for IT
Possible delayed due software purchases
Business
Project to lack of Financial Risk still being through High High Open
manager
delay hardware negotiated meetings
and with
software vendors

15 3 Lack of Lack of Enhance

Weak technical technical employee skills
Security skill may skill of through risk Business
People Risk Medium High Open
and affect Manager
employees response
Network security and
in network strategies
network

72
 and
security

Missing test Structure Risk Test plans Set meeting for

Test plans thus are not development of Project
11 4 Medium Medium Open
plans increase in developed a test plan Manager
bugs yet

Lack of risk Structure Risk No Create proper

Undiscov managemen categorizati risk
Risk
17 5 ered t on of risks’ management High Medium Open
Manager
Risks documentati severity or documentation
on impact

No real People Risk Project Define a clear

authority manager’s chain of
6
Lack of could lead authority is command and
Project
14 leading to project overridden entrust tasks to Medium Low Open
Manager
authority delay by people assigned
managers without
and heads interference

73
1.8 Risk Monitoring and Control
The final process of the Project Risk Management Process, Risk Monitoring and
Control is used to monitor previous risks, new risks, as well as assess the overall success
of the risk management plan in decreasing the risks. The Risk Monitoring and Control
process uses tools and techniques, such as variance and trend analysis, which need the
implementation of performance information produced while executing the project. Others
process to monitor are:

1. Project expectations are still in place

2. Assessed risk has changed or can be discharged through analysis

3. Risk Management guidelines and measures are being taken

4. Contingency assets for costs

74
JUSTIFICATION OF TOOLS SELECTED

No Risk Processes/Tools/Technique

Purchasing IT Assets without a proper tendering (Plan Risk Management)

10
process has led to overrun by budget. MEETING

The hardware and software delivery was still being (Plan Risk Management)
18 negotiated with some potential vendors while there
were only 4 (four) months to complete the project. MEETING

Technical skills were especially lacking in the

15 Risk Response
network and security areas.

(Plan Risk Management)

11 The testing plan was not developed yet.
MEETING

The risks associated with the project, although (Risk Response Planning)
17 documented, had no detailed action plans and were Risk Register and
not categorized in the terms of impact or severity. Impact/Probability Matrix

The project manager’s authority was constantly

14 Risk Response
overridden by the department head/managers.

Issue 10, 11 and 18

Issues 10,11 and 18 can be dealt with, by using the Meeting Tool from Risk
Planning. As seen in the table above, issue 10 deals with improper tendering which is a
result of a lack of planning. Moving onto issue 11, which states that there is a lack of a test
plan. This absence of a test plan is due to the absence of planning and scheduling. A similar
absence of planning and scheduling is faced by GSCMP in issue 18. Therefore, it is

75
determined that these three issues face a similar problem of a lack of planning and
scheduling. Hence, the use of the Meeting tool in the Risk Management Plan helps resolve
these problems. Meetings have been selected to be used as they would provide increased
communication and enhanced planning and scheduling.

Issue 17

Given issue 17, which states that “the risks associated with the project, although
documented, had no detailed action plans and were not categorized in terms of impact or
severity” the implementation of the probability matrix would provide immensely helps the
risk manager and the project manager as they would be able to classify risks based on their
severity. Furthermore, through a risk register, they would be able to identify and document
all risks by including supplementary details such as the nature of the description, root cause
and owner. This classification was missing in the GSCMP which led to the identification
of issue 17. Hence it can be seen that through a probability/impact matrix and Risk
Register, the GSCMP would be able to identify and classify the probability and severity
of the risk which would help them deal with those risks adequately such that any serious
harm can be prevented.

Issue 14 and 15

According to issue 14, the project manager’s authority was constantly being
overridden by the department head/managers. This can be seen as a sign of a lack of
response strategies by GSCMP. This can be further seen in issue 15, which states that there
was a lack of technical skills especially in the network and security departments. Using
Contingent Response Strategies, the GSCMP can tackle the issue of a lack of skill by
Risk Transference, as this tool emphasizes on team-support and helps avoid standalone
project structure. Furthermore, the tool allows GSCMP to increase the project manager
authority and help select the most experienced project manager as they would enhance
communication, project goals understanding and team skills.

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1.9 Conclusion
Overall, it can be concluded that Project Risk Management is an essential
component of a project and helps a project move forwards safely. In the case of h GSCMP,
the role of Project Risk Management is to help the identify and increase the awareness of
risks in the project. Furthermore, it helps in recognizing issues and providing tools such as
the Risk Register and Probability Chart which can plot the magnitude of a risk as well as
describe a risk and its effects on the Healthy Living Pte. Ltd.

77
Project Human Resource Management ( Nasser Mohammed
TP041920)
1. Introduction

A resource, as defined in the dictionary of Oxford, is a stock or supply of money,

materials, staff, and other assets that can be drawn on by a person or organization in order
to function effectively. Human resource management in a project, describes the
operations that allow the project manager to establish and lead the project team. Some
processes that are common in human resource management are, human resource
planning, acquiring the project team, developing the project team and managing the
project team.

2. Human Resource Plan

2.1 Description
Human Resource Planning is the process of forecasting the future human resource
requirements of the organization and determining as to how the existing human resource
capacity of the organization can be utilized to fulfil these requirements. In the process of
human resource planning, we generally have 4 steps, assessing of current human resource
capacity, forecasting the future needs of human resources, demand forecasting and the
implementation of human resources and human resourcing strategies.

In the first step of human resource planning, assessments of the current human
resources readiness in the organization are carried out. These assessments include a
detailed study of the human resource strength of the organization in terms of numbers,
skills, capacities, skills, qualifications, experience, age, performance ratings, scores,
compensations, benefits, etc. At this stage, upper management may end up conducting
extensive interviews with the managers to know the critical human resource issues that
they face and human resource skills they consider basic or integral for different business
processes.

The second step, forecasting future human resource demands of the organization
is where all the human resource variables like attrition, layoffs, expected job openings,
retirements, promotions, predetermined transfers, etc. are brought into the light of

78
consideration while determining future human resource demand for the project.
Additionally, certain indefinite human resource variables like competitive factors,
resignations, sudden transfers or firings are also considered in the scope of the forecast to
make sure that the forecast can be more reliable.

The next step is to match the existing human resource supply with the future
demand of human resources and create a demand forecast for human resources for the
project. In this step it is also crucial to understand the project manager’s strategy and
goals going forward so that the human resource demand forecast is well aligned with the
goals of the project.

Finally, a review is conducted to look into the empty holes between the human
resources’ supply and demands, plans to seal these holes as per the demand forecast are
devised. This may include recruitment, acquisition of talent, talent management,
outsourcing of human resources or training of the existing human resource supply. Then
the plans are carried out by the upper management to ensure smooth execution.

2.2 Project Team Roles and Responsibilities

Staff Position Roles and Responsibilities
Project Manager  Responsible for overall project success or failure.
 Has power to authorize and approve project expenses
 Responsible in approving project activities to meet project
goal and objectives with acceptable variances
 Responsible in reporting project status to every stakeholder
in the project.
 Responsible in evaluating performance of team members.
 Responsible in recruiting new team members.
Origination  Responsible of submitting a change request.
Manager  Completes a change request and discuss the proposed
changes with the Project Manager.
 Facilitate any changes in Customer Contracts and Accounts.

79
  Analyse and continuously study and research in the related
industry (Industry Updates)

Chief Technical  Responsible in troubleshooting hardware, software and

Assistant network operating system if any technical problems appear
 Maintain current inventory of technology hardware,
software and resources
 Maintain log or list of required repairs and maintenance
 Make recommendation about purchasing Technology
resources to the IT Manager
 Monitors the connection and set up of hardware/software,
installed workstations
 Provide weekly report on the network and IT operations
performance
Procurement  Conduct staff supervision oversees the activities of
Manager department responsible for purchases. Draws up
plan/strategies for purchases of equipment, services and
supplies.
 Involve in product/services purchase process.
 Responsible in reviewing the purchase options and
choosing the best purchase option with the lowest price.
 Responsible to communicate with supplier.
 Responsible to search for the best supplier for the company
services/product and negotiate with the supplier to find best
deal.
Coordinator  Schedule the board meetings, maintain informations on the
status of changes requests that takes place
 Handles the management of change requests within the
organization and the active members

80
  Assist in assembling project plans, monitoring work efforts
(Daily Basis)
Control Board  Reviews and approves developed change requests
 Checks the status of the change requests (approved, rejected
or referred to the project steering committee for decision)
Communication  Report to the stakeholders and sponsors on the progress of
Manager the project
 Manage day-to-day internal and external communications
and marketing activities
 Provide line-management and support to staff within the
communications team
Inspection Chief  Control and monitor the operations.
 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.

81
2.3 RACI Chart

R= Project Business Software Software Hardware Quality Financial HR

Responsibility Manger Analysis Development Testing Development Assurance Department Department
Team Team Team and
A=
Inspection
Accountability
Team
C=
Consultation

I = Informed

1.0 - Initiation R,A I I I I I C C

Phase

Assigning the - I I I I I I R
Project Manager

Identification of R C I I I I I C
Key
Stakeholders

Business Case A R I I I I C I

82
Clients A R I I I I I I
Acceptance
Form

Stakeholder A R I I I I I I
Register

Stakeholder A R I I I I I I
Management
Strategy
Analysis

Project Charter R,A C I I I I I I

2.0 - Planning

Project Kick- R,A C C C C C I I

Off Meeting

Project Scope R,A C I I I I I I

Management

83
Time R,A C I I I I I I
Management
Plan

Cost R,A C I I I I C I
Management
Plan

Quality A C I I I R I I
Management
Plan

Human A,R C I I I I I C
Resource
Management
Plan

Communication R,A C I I I I I I
Management
Plan

84
Risk R,A C I I I I I I
Management
Plan

Procurement R,A C I I I I C I
Management
Plan

3.0 - Executing R,A C C C C C I C

Project approval R,A C C C C C I I

and kick off

Execution A R I I I I I I
Objectives

Development of I C R,A C C C I I
the System &
Technical
Requirements

Information A R I I I I I I
distribution

85
Team A C I I I I R C
Development

Quality I I I I C R,A I I
Assurance

Execution R,A I I I I I I I
change updates

4.0 - I C I C I R,A I I
Monitoring
and
Controlling

Change I C I I I R,A I I
Management
Plan

Change Board I C I I I R,A I C

Control

Change Control I C I I I R,A I I

Process

86
Scope C C I I I R,A I I
Monitoring and
Controlling

Quality Control I C I I I R,A I I

Cost Control I C I I I R,A C I

Risk Monitoring I C I I I R,A I I

and Control

5.0 - Closure R,A C I I I I I I

Phase

Project Review R,A C C C C C I I

Meeting

Lessons A R I I I I I I
Learned Report

87
2.4 Resource Histogram

Figure 1 Resource histogram of the project

2.5 Motivational Theory

2.5.1 Description
Motivation is defined as the desire to achieve a goal or a certain performance level,
leading to self-driven behavior. In the world of business and projects, psychologists and
management theorists have put so much thought and effort into the research of ways to manage
people in the workplace, one of the many things that were found to be positively effective on
employees was motivation and with the formation of human organizations, people tried to find
out the answer to what motivates an employee in an organization the most which helped them
form several motivational theories, (Business Jargons, n.d.). These theories tried to describe the
sources of motivation that would make an individual perform at their absolute best performance
in order to help the upper management increase the overall productivity and performance levels
of the individuals of their organizations effectively and efficiently.

88
2.5.2 Sources of Motivation (Issue 7)
After the formation of the theories, it was shown that most motivational theories
distinguish between intrinsic and extrinsic factors: the former are concerned with an individual's
personal interest, pleasure and readiness to contribute in an activity. People with higher self-
confidence and views that their own skills will lead to success are most probably driven by high
level intrinsic motivation. Individuals who are driven by extrinsic motivations focus on the
consequences of the activities given to them rather than the activities themselves.

Moreover, motivational theories, were grouped into two groups: content theories and
process theories. The content theories focus on what makes employees so motivated while the
process theories were more focused on how motivation itself happens.

Content theories in general highlighted that the sources of motivation include:

physiological needs that a human needs to survive like food, water or sleep, safety needs that
people need to have like a house or a stable career, social needs like recognition and acceptance,
esteem needs such as self-confidence and self-respect, and self-actualization needs which means
that the person aims to be the best they could be.

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 Meanwhile, process theories showed that the source of motivation would be to achieve a
favourable outcome like getting more compensation or high level of rewards given to them due
to their actions taken. Or another motivation is to avoid an unfavourable outcome to one’s
actions like, losing their job, rewards or getting punished due to their actions.

3. Acquire Project Team

3.1 Description
Acquiring capable people for the team is critical as it is important to allocate the suitable
type and number of people to work on the project. Acquire Project Team is the process of
checking human resource readiness and finding the team required to achieve the goals of the
project’s activities. The main aim of this process comprises of outlining and controlling the team
selection and responsibility delegation as the project traverses through the various stages or
phases, it is highly likely that individuals with different skills sets will be essential, and therefore
the acquire project team process will continue to be performed when new staff are needed to be
added to the project to acquire a successful team that can help with the project’s completion.

The process of acquiring project team has three inputs:

1. The human resource plan which documents when the human resources will be needed,
for how long they will be needed and the details of their roles and responsibilities
individually.
2. Enterprise environmental factors such as the organisational infrastructure, standards,
work morals, rules and regulations.
3. Organisational process assets which focus on organisational guidelines, procedures and
knowledge and competence bases, and any historical examples from previous similar
projects.

The three outputs of acquiring project team are:

1. Project staff assignment is the main output of the acquiring project team process where
every position and the human resource assigned to it have been clearly identified.
2. Resource schedule which states the amount of time a human resource is assigned to
work on one or more activities within the project.

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 3. Project management plan updates will also be made as the human resource plan will
need to be revised with each staff member’s assignment to a role in the project.

3.2 Negotiation (Issue 15)

One of the methods used to acquire project team members is negotiation. This method is
effective because it can be used immediately once the project manager determines the need for
it. The project manager will need to negotiate with other project managers to get the extra project
team members to make sure that the project has capable human resources assigned to work on it
to make it succeed. The project manager should have capability to approach the other project
managers as this plays an important part in negotiating the staff assignments. A manager will
need to consider the benefits and prominence of competing projects when deciding where to
allocate the project team members (Learn Certification, 2018).

3.3 Acquisition (Issue 15)

This method refers to the necessity to look outside of the organization for resources
which cannot or should not be provided by the organization. Sometimes the team is not capable
enough to achieve its goals for the project due to unavailability of capable human resources in
the organization. This leads the project manager to look for capable team members through an
external or outsourced human resource supplier. A procurement management plan must be
referenced in order to guarantee that all of the external human resources added are in accordance
with the policies of the organization. The project team may be allocated or exists within a tight
matrix, the latter meaning that the team members are physically located within the same part of
the organization (PMP, n.d.). The acquisition of new talent could help in raising the bar for the
existing team members, motivating them to learn new skills or improve their current skillsets,
increase the turnover rate of the team making the entire team generally more satisfied with their
work and workflow as well are some of the advantages of this method.

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4. Develop Project Team
4.1 Description
For a project to be successful, a team must be able to work together in an effective
manner in order to enhance each other’s performances. This process of human resource
management is basically an operation to improve the technical capabilities and skills of team
members to increase the chances of achieving the project goals by reducing costs and improving
the quality and turnover rate and to improve the team environment by facilitating recognition
amongst team members, reducing conflicts among members, enhancing morale and improving
the productivity of the team while establishing dynamic team culture that will improve team
spirit and coordination to contribute to a better and more open platform for team members to
share their expertise and contribute with their knowledge with other team members. To achieve
these team development objectives, the outputs obtained during the acquiring project team
process are used. Project staff assignment documentation, resource schedules and human
resource plan will be used to help in attaining the following:

1. Creating a list of team members who will participate in project team development
activities.
2. Defining times when team members can participate in project team development
activities.
3. Identifying training and development strategies to improve performance of team
members.

The development of a project team starts with teamwork management that is done after the
project manager starts considering all team building factors such as diversity of the members’
cultures, team environment, and the overall environment. Teamwork management and team
building should be planned and implemented to be able to facilitate clearly and timely detailed
communication amongst team members during the whole project’s duration, making the team
feel much more comfortable with working together and communicating openly thus improving
the turnover rate of the project.

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4.2 Tuckman Model (Issue 13 & 14)
Teams can also be developed indirectly by working together over a period of time. This
means that during the period of time they work together, teams will change and undergo different
phases of development. In 1965, a psychology professor called Bruce Tuckman identified four
stages of team development that he suggests all teams have to go through before they become an
actual self-reliant team. This ‘team growth model’ also suggests that unless the issues of
processes and feelings have been appropriately addressed, it is unlikely that the team will be able
to reach its most productive stage (Tuckman, 1965).

The four stages that teams undergo according to Bruce Tuckman are:

1. Forming
2. Storming
3. Norming
4. Performing

Table 1 The 4 stages of team growth by Bruce Tuckman (1965)

Following another period of research, Tuckman established a fifth stage of the team growth and
called it ‘adjourning’. This concluding stage involves the disentanglement of relations between
team members and a short period of acknowledgement for the team’s accomplishments.
Occasionally, closing the operations of a team is unsettling for some of the team members,
especially if they have worked together for long periods of time.
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Some of the highlighted observations by Tuckerman still prove to be of relevance today, such as:
A team will not be completely effective unless it reaches the stage of interdependence. Many
teams accept storming as a normal way of operating, while a number of teams may never get
beyond forming. Unless the process of norming is fully completed, teams may degenerate into
storming. The amount of time taken to complete the cycle will vary tremendously between teams
(Tuckman, 1965). These points were visually represented in the following diagram:

Figure 2 The 5 stages of group development according to Bruce Tuckman

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4.3 Training (Issue 15)
Training is a method of team development that facilitates cultivating capabilities of
project team members with the use of formal and informal training sessions, such as classrooms,
seminars and webinars, on-job-training, mentoring and outdoor training. Schedules of training
sessions are specified in project human resource plan. These trainings are usually done not only
to improve the skillsets of the team but also to make them experience changes together and bond
through the experiences.

4.3.1 Training Plan (Issue 15)

A training plan for a team needs full cooperation from the team and readiness to
participate because the suggested type of training is a classroom type of training. These
classroom training sessions bring the team into a class where there will be a subject matter expert
which they do not know that will start teaching them together new things. This is good for the
team environment because it gives everyone a similar start regardless of their backgrounds,
departments or tasks. It helps them not only see each other as teammates but also as individual
people that they can relate to. This in turn, leads to the initialization of empathic relations within
the team which can be build upon to create deeper interpersonal relationships between the
members which will in return improve the team’s overall performance.

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Training Phase
Data Collection Task Timeframe

Define roles and related activities Complete

and Analysis

Identify audience group Complete

Identify the total number of trainees training Complete

Identify Subject Matter Experts (SME) Complete

Communication and Feedback

Group tasks based on assessment/role breakdown Complete

Validate tasks with SMEs Complete

Identify project goals Complete

Configure the Global Supply Chain Management

August – September 2018
Project (GSCMP)

Incorporate changes based on feedback from team

August – September 2018
members

Identify content developers, SMEs and instructors October 2018

Create project objectives Complete

Finalize implementation methods Complete

Closings

Update Inventory of the Supply December – January 2019

Validate Content December – January 2019

Final revisions on deliverables December – January 2019

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4.3.2 Training Evaluation Sample Template (Issue 15 )

Figure 3 Training Evaluation Template

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4.4 Teambuilding activities (Issue 7, 13 & 14)
Following the study of Bruce Tuckman, we can conclude that team building activities
allow creating reliable, friendly, and long-term interpersonal relationships between project team
members to help them work together face-to-face, work from remote locations, and accomplish
the feeling of belief and confidence. Team building activities aim to prevent conflicts and solves
team problems in this case, we use the early four stages of team building observed by Tuckman
as activities to build the team because these activities encourage the team to interact more and
helps them get used to being with each other:
1. Forming will allow the team members to get together and learn about the interests and
anxieties of one another.
2. Storming allows team members to figure out the team’s pecking order and both formal
and informal team roles. The phase is crucial to get a hold of team members.
3. Norming lets team leaders establish requirements and ideals as to the project work.
4. Performing will let team members focus on performing the project work as a team. It is
during this phase that the team reaches its highest performance and synergy.

4.5 Ground Rules (Issues 7, 13 & 14)

This method lets the project manager or team leader document some governing ground
rules for the team. The whole team must be onboard with the ground rules for them to be
effective. The creation of ground rules in a diverse, collaborative environment is one of the most
efficient ways to maximize performance as these rules will unite the team and make them feel
more like a family or a unit since they all have to follow the same rules and regulations on the
team. These rules will also make sure that the team has a set of defined practices that can be used
as standards to ensure that the team is performing at its highest capabilities:

 Meetings will start and end on time.

 If unable to attend, members will send a representative/inform the team/request agenda
items be deferred or submit comments if necessary.
 Meetings will follow an agenda prepared by the leader/approved by members a day
before/set during the prior meeting.
 Agenda items will address team goals, health and functioning of the team, progress
reports.

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  Members will complete tasks they have committed to.
 Members will state their views and ask genuine questions to gain better understanding.
 Members will alert the group to any task or project that will be early, late, better or worse
than expected.
 Meetings will begin with stating outcomes/goals/changes each member is excited about
and one item the team could improve upon.
 Only one person will speak at a time.
 No one will check their phone during the meeting.
 Members will listen actively and test their assumptions.
 Members will be present physically and mentally or excuse themselves.
 All team members will speak their minds.
 When anyone feels we are off-track, we will refer back to our agreed upon key
performance indicators and our shared purpose.
 Sources of conflict will be mined and addressed.
 Conflict will address ideas rather than personalities.
 Members can ask for discussion items to be moved to the “parking lot” to be addressed
later after more information is gathered, a missing member is present, the timing is better.
 There will be no side conversations or gossip.
 These ground rules will be reviewed at a specific date to be revised as needed.

4.6 Co-location (Issue 7)

Using this method, the location of all team members is determined in a tactical way to
maximize throughput. When co-location is practiced at the start of a project the project team
members are moved to alternate locations like a rented office or a co-workspace (either
permanently or only for parts of days) to let them better work with one another, and on the
project overall. This move to a new environment is helpful because it gives all those involved the
same start as it is their first day ever there together, so they get to develop a sense of belonginess
to the team and will continue to develop as a team overtime. This is because typically this fresher
logistic assignment is done in a way which helps with enhanced communication among the team
members, the capability to form better and closer working relations, and in many cases can lead
to improved throughput.

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4.7 Recognition and Rewards (Issue 7 & 14)
This method means recognizing and rewarding proper performance or achievement of
specific goals by team members by means of financial and/or non-financial incentives for the
purpose of encouraging team members, producing positive reinforcement, and allows increasing
support amongst the team members to achieve project goals and develop human resources. This
method can be super effective as it will make the team members thrive for better rewards and
incentives without much of a direct interference from the manager during the process but rather
after the goal is achieved.

4.8 The Myers-Briggs Type Indicator (MBTI) (Issue 7)

MBTI is a famous tool that helps in determining the preferences of personalities to help
team members understand one another. It has four dimensions which are:

- Extrovert/Introvert (E/I)
- Sensation/Intuition (S/N)
- Thinking/Feeling (T/F)
- Judgement/Perception (J/P)

These personality indicators are used by team members to appropriate their approach towards
their teammates. This tool helps the team identify people who are similar to them without having
to go through the awkward, painful process of asking too many questions and coming off as
strangers. It can help bring people together, but it also divides people into groups which in most
cases, is the last thing that the project manager needs on the team.

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5. Manage Project Team
Managing Project Team is the process of tracking team members’ performances,
providing feedback, resolving conflicts, and managing the changes to the team to optimize
project performance. The key benefit of this process is that it influences team behavior, manages
conflict, resolves issues, and appraises team member performance.

The process of managing project teams has five inputs:

1. Project staff assignments: These are the output from the process acquire project team
and work as the main inputs for the manage project team process. Project staff
assignments are a list of the human resources needed for this specific project, and
henceforth this process.
2. Team performance assessments: It is important that the project manager frequently
evaluates the performance of the team so that if there are any performance problems they
can be dealt with swiftly and managed so that the problem is fixed.
3. Performance reports: These relate to the objective measures of progress against the
reference point plan using elements such as scope, time, and cost, and will have been
affected by how effective the manage project team process has been. These are the actual
values of these metrics must be measured to regulate any change of variance from the
baseline plan. This info is collected within the performance reports.
4. Human resource plan: because it provides info for managing the human resource
assignments, the staffing of tasks, along with the roles and responsibilities of the
concerned, all of which are used in this process.
5. Organizational process assets: These may be many and varied when they are to be used
as an input for this process, but examples are; organizational policies procedures and
guidelines for you with a resources, historical information and lessons learned from
previous similar projects, and information on special corporate or competences (PMP
Primer, n.d.).

The four main outputs of this process are:

1. Organizational process assets updates: Just as mentioned above, as a result of

managing and resolving human resources, such new knowledge, approaches, or tools

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 should be fed back to become part of the organizational process assets for future similar
projects.
2. Enterprise environmental factors: These include things that are external to the project
but still can affect it like the organizational structure or the local market.
3. Change requests: Staff would be changed for different reasons like being underqualified
or overqualified.
4. Project management plan updates: These will also be made as the human resource plan
will need to be revised with each staff member’s assignment to a role in the project.

There are four tools and methods that are used in this process:

1. Observation and Conversation

2. Performance Appraisal
3. Managing Conflict
4. Interpersonal Skills

5.1 Observation and Conversation (Issues 7, 13 & 14)

This is the most commonly used informal method in which the project manager engages
with the team first-hand in order to determine if there are problems and solve them if they
happen to arise or else, prevent them from happening. This method not only solves problems, but
it also helps the team have a feeling of belonginess and entity as their relationships are deepened
by these interactions. It is effective because it involves direct contact between the parties
involved.

5.2 Performance Appraisal (Issues 7, 13 & 14)

These are meetings with individuals of the project team and the project manager or any
upper manager to communicate feedback and provide the individual with insights on how well
they are performing their jobs. This helps the individuals become more conscious of their
mistakes and less likely to repeat them in the future as well as it helps them stay alert in general.

5.2.1 Performance Evaluation Form (Issues 7, 14 & 15)

Performance evaluation forms means that the team members are always kept on a radar
which would make them more self-aware of themselves which could lead to them focusing more
on their work and not wasting time in order to avoid negative evaluations and unfavourable
outcomes that come with the negative evaluations. It is a good method to keep the team

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motivated to do their best whether they are motivated by intrinsic or extrinsic motivational
factors.

Figure 4 Performance evaluation form sample

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5.3 Managing Conflict (Issue 14)
Handling conflict within a team is one of the most effective methods to manage a project
team because managing conflict in a constructive way will guarantee that the team morale and
performance remains high. Conflict can be a good thing for a team because usually,
confrontations end up bringing important outcomes such as new ideas, motivation or gets ideas
of members across in order to encourage a more collaborative environment that has room for all
ideas regardless of whether they conflict the existing ideas or not, this makes the team
environment more open and gives it room to improve the team’s overall performance. Whenever
conflict cannot be resolved, it should be escalated to a level of management where it can be dealt
with before they can affect the team’s morale as the nature of conflict is harmful it may not be
for the best to always go for confrontations but rather be flexible when handling different types
of conflicts. A good way is to smoothen a conflict by highlighting areas of agreement and
neglecting areas of difference. But when immediate results are needed, forcing could be the only
effective solution.

5.4 Skills to Manage Project Team (Issues 7, 13, 14 & 15)

In terms of skills, a project manager should most importantly have very solid
interpersonal skills as he should be an influential leader and an effective decision maker. As a
project manager one must not only show direction and give orders but must also motivate the
team members and inspire them in order to make them want to follow the project manager on
their own free will. As the project will move from planning to execution and monitoring, so does
the role of a leader move from being a coach that gives direction to a facilitator that smoothens
conflicts and unexpected circumstances, to finally what is a more of a supporting leader that just
motivates the team to get the job done. The project manager must be able to exert their influence
on the team and influence them and stakeholders alike using different skills like listening,
persuasion or even building trust-based relationships with them to ease their minds into being
influenced. Lastly, decision making is an integral skill for a leader as the project manager is the
person who is accountable for the entire project and if the accountable person does not know

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how to make effective choices based on their knowledge of their objectives and resources, then
they cannot be considered as successful project managers.

6. Conclusion
The importance of the Human Resource Management knowledge area is very significant
in projects where organizations have multiple projects running simultaneously. It should be seen
as a very crucial function in an organization as it does not only help build teams, but it also helps
in building a competitive edge for an organization by positively getting its employees to engage
and work together on multiple fronts thus, building a very strong sense of belonginess and very
deep bonds between the employees as they might be allocated to work on multiple projects
together simultaneously. As mentioned above, some of the vital elements of effective Human
Resource Management are having in place an appropriate leadership style and a continuous two-
way communication with team members as this helps in creating an open and honest
environment where employees feel that their ideas are being valued and heard by everyone and
that they can make valuable contributions to decisions made or considered in the organization or
team.

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Project Procurement Management ( Joshua TP032057)

1.0 Introduction

Project procurement management, defined by PMBOK is “the process necessary to purchase or

acquire the products, services or results needed from outside the project team” (Carr, 2011). There
are four main process groups in project procurement management, which will be mentioned below.
The processes are:

 Plan Procurements (Planning): the first major process, which involves the creation of the
procurement plan for a project. The project manager is pivotal here as to making decisions,
such as which items are to be outsourced and which are to be self-made by the project team.
Procurement documents are preempted in this phase, in which a selection of vendors are
chosen. Documents include risk register, scope baseline and project schedules.
 Conducting Procurements (Executing): the second process in procurement management.
In this phase, vendors are shortlisted and given a procurement contract. There are many
types of tools and techniques used for conducting procurements, such as a bidder’s
conference, a make-or-buy-analysis and expert judgement to obtain the best vendor for the
project outsourcing. One vendor will be chosen and a contract will be awarded.
 Administering Procurement (Monitor and Control): the third process in procurement
management. This is the phase where the project team has to manage relationships with
the chosen vendor, ensure seller performance meets the procurement requirements,
corrective actions and controlling the changes if any exists within the procurement stage.
 Closing Procurements (Closing): the final process in procurement management. In this
phase, processes are needed to end procurement contracts are administrated. All planned
work as per contract is verified and completed, with information archived for future needs.

1.1 Issues involving problems in procurement

The issues that are faced in this project is the project approval was not formally documented. This
has caused the project to be not properly managed and supervised. Purchasing of IT assets without
a proper tendering process has led to overrun by budget. This has caused a lot of imbalance in the

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expenditure causing a budget cut in continuing this project. Besides that, he hardware and software
delivery was still being negotiated with some potential vendors while there were only four (4)
months to complete the project. This has caused major delays in the project delivery and has caused
a lot of problems in creating and delivering the project to the designated date.

2.0 Plan Procurement Management

2.1 Make or buy analysis.

The make-or-buy decision is the action of deciding between manufacturing an item internally (or
in-house) or buying it from an external supplier (also known as outsourcing). Such decisions are
typically taken when a firm that has manufactured a part or product, or else considerably modified
it, is having issues with current suppliers, or has reducing capacity or varying demand. o come to
a make-or-buy decision, it is essential to thoroughly analyse, all the expenses associated with
product development in addition to expenses associated with buying the product. The assessment
should include qualitative and quantitative factors. It should also separate relevant expenses from
irrelevant ones and consider only the former. The study should also look at the availability of the
product and its quality under each of the two situations. In this project, we carefully studied the
possibilities of make and buy analysis :

MAKE BUY

May cost less Usually costs more, less in rarest of cases

Easily integrated into project operations Depends on skill level of supplier

Project manager has direct control over work Indirect control

Maintain organizational talents and able to Project management able to spend time on
protect company personnel from layoff primary business

Able to avoid unreliable suppliers Less time consumed as no extra work for
related departments

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2.3 Procurement Statement of work

One of the inputs of project procurement is a Statement of Work Contract, which highlights the
scope of work for the supplier so that they know what they must come up with and also the
accompanying details, such as work requirements, location and duration of work and so on. Below
is an example of a Statement of Work Contract.

Statement of Work Contract

Introduction:

The goal of the project is to help GSCMP increase efficiency by managing a supply chain
management across its branches. A software is required in order to help accomplish this,
accompanied with tools that can help boost performance

Scope of Work:

The scope of work for GSCMP includes item management, warehouse management, data
storage and supplier management, all of the above which are updated constantly.

Location of Work:

Location of work is to be at GITS main office, where GSCMP will deliver the products to them.

Period of Performance:

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The time period allocated for project is 6 months.

Work Requirements:

The supplier is expected to complete delivery of items or services within the time limit as
promised in the proposal. The supplier will be expected to come out with their proposal during
the bidder’s conference and only the best supplier will be chosen. Software is also expected to
be delivered by the supplier within the time limit. Suppliers are also expected to provide and
complete training for staff for the new software within the time frame.

Acceptance Criteria:

The project team will monitor performance of hardware and software purchased from the
supplier. If there are any changes or dissatisfactions, buyer can renegotiate terms with the seller.

Other requirement :

All hardware and software should be acquired legally. A certificate for products purchased must
be present, proving that the product is genuine and warranted by the product’s manufacturer

Approval

Approved by

________________________

(Name)

(Position)

(Date)

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Company Name
Contract/Service Agreement
Date

Title of Work:

This is an Agreement made as of __________ by _______________________________ (the

“Seller”), and __________________________________ (the “Buyer”).

THE SELLER AND THE BUYER AGREE THAT:

1. The Work: The Seller will create the Work as set forth in Exhibit A hereto. The Buyer will
provide the Seller with the format and specifications in which each element of the Work is to
be submitted. The Seller agrees to conform to such format and specifications.

2. Delivery of the Work: The Seller agrees to deliver to the Buyer the Work in form and content
acceptable to the Buyer on or before the dates outlined in Exhibit B of this Agreement, time
being of the essence to the Buyer.

3. Right to Terminate: If the Seller materially departs from the agreed-upon schedule or if the
Work is not satisfactory to the Buyer (based on reviews of drafts, market conditions, and/or
other criteria as determined by the Buyer), the Buyer may at its option:

A. Allow the Seller to finish, correct, or improve the Work by a date specified by the Buyer;

B. Terminate this Agreement by giving written notice to the Seller.

4. Payments: The Buyer will pay the Seller _________________ upon accepted completion of
the Work.

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5. Exhibit: The following Exhibit is hereby incorporated by reference into this Agreement:

Exhibit A: Statement of Work

Exhibit B: Schedule

IN WITNESS WHEREOF, THE PARTIES HERETO HAVE EXECUTED THIS Agreement

as a sealed instrument as of the date first above written.

Buyer Seller

By: ________________________ ____________________________

Date: ________________________ ___________

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2.4 Procurement Documents.

2.4.1 Request for quote

Dear [COMPANY NAME]

We are pleased to inform you that we are interested in purchasing

[DESCRIBE PRODUCTS/SERVICES HERE, INCLUDE ALL DETAILS]

We would like you to quote your price for supplying products as aforementioned together with
a possible discount of said products are bought in larger volumes.

Please also indicate in the quotation:

a) Whether quotes are inclusive or exclusive from sales taxes

b) An estimated delivery time for products, a shorter timeframe will be key to any
purchases made
c) Any extra costs such as delivery costs (if any)
d) Any technical support provided, together with duration
e) Type of payment preferred

Yours Truly,

_____________________

Joshua Jebaraj A/L Joseph

Procurement Manager

016-9286362

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In the Request for Quote as shown above, a company name (let’s say Company A) is selected
for the procurement process. The quotation is then generated as of the above and sent either
via email or presented formally face-to-face. Depending on the items required from the
supplier, all of items that are required from them are to be stated down in the quotation,
including all details and versions of the items. This is because there might be different
variations of a single item, such as hardware for a computer, which can vary depending on
brand, model and performance. All items quoted should also be cross-checked by the supplier,
with the possibility of the supplier offering a better product or package to the buyer. As pricing
is extremely important with a given budget, the supplier should also note that any other offers
that may be recommended by the supplier should be no higher than said budget, as suggested
by the spreadsheets obtained from China and Thailand. Lastly, the quotation should also
include details such as tax-inclusive products or not, delivery times and duration and the
possibility of technical support as an after-sales service.

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3.0 Conduct Procurement

3.1 Bidder Proposal

A bidder’s conference is a meeting held by a buyer and his/her potential suppliers. The
suppliers are informed beforehand about the bidder’s conference, thus are expected to present
their products and services to the buyer, in a form of a proposal, regarding their advantages or
any other perks if the buyer is to select them as their supplier. Before the proposal is submitted
by the supplier, it is of utmost importance that the supplier understands the needs and wants of
the buyer. A bidder’s conference is suitable for this project as any enquiries can be answered
immediately by the suppliers present at the conference, with the added advantage of clarity on
contract agreements and price or quality comparison.

3.2 Proposal Evaluation Technique

Supplier Evaluation Matrix

A Supplier Evaluation Matrix can be created for evaluating which supplier is more suitable for
GSCMP. The project team should be able to create one, filled with important criteria that can
be used to filter out the better suppliers from the less outstanding ones. The supplier which
matches all the given criteria and has the highest score will be chosen for negotiations.

An example of a Supplier Evaluation Matrix is shown below:

Criteria Weightage Vendor A Vendor B Vendor C

(%)

Satisfying project’s 20% 18 15 20

needs

Price 20% 17 15 10

Ability to meet 10% 10 8 5

customer service
levels

Product quality 20% 19 19 20

Delivery services on 10% 9 8 6

time

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 Abiding to quality 20% 20 18 18
program guidelines

By calculating the total scores of each vendor from the Supplier Evaluation Matrix, a buyer
can determine which vendor is more suitable and is able to cater to his or her needs for the
procurement process. The total weightages for all vendors are 93(A), 83(B), and 79 (C)
respectively. Based on the weightages stated above, there are a few conclusions that can be
drawn. First, Vendor A and C understands the requirements of the project to a higher extent
compared to Vendor B. Vendor C has the highest understanding, thus the price of Vendor C is
also higher, suggesting that Vendor C might be a company that caters to other high-end
companies. It also reflects on the product quality, which shows that Vendor C has the highest
product quality among the three vendors. Due to Vendor C being a larger company, it may
have other delivery services, thus the lower points in delivery services time. This is an
important factor as time isn’t a luxury that the current project procurement team have. Thus,
the suggested vendor that can be chosen is Vendor A, since it has a higher total weightage and
most importantly has better after sales services and delivery time compared to the other two
vendors.

3.3 Selecting Seller

After careful evaluation of proposals or bids from the sellers, the project management team
will select the best seller to initiation a negotiation of said contract. Elements such as pricing,
after sales services and more will be discussed here. Once both parties have reached an
agreement, the project management team will award the supplier with a contract. This is known
as contract signing, which means both parties are bound together by the laws of the contract.

3.4 Agreements

Different types of contracts are awarded over different types of functionalities of the project.
In example, for software purchasing, a fixed price contract would be suitable as the software is
a one-off copy. It also has the least risk and its risk is easily transferrable back to the vendor.
For employee training, a cost plus incentive fee (CPIF) contract can be negotiated, as the
timeframe left for the project is only 4 months. In this case, whichever vendor that can
completethe training program in the shortest amount of time can be awarded with an incentive
bonus, as time is an extremely important factor to be taken into consideration for the project.

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4.0 Control Procurement

Control Procurements is the process of managing procurement relationships, monitoring

contract performance, and making changes and corrections to contracts as appropriate. The key
benefit of this process is that it ensures that both the seller's and buyer's performance meets
procurement requirements according to the terms of the legal agreement

4.1 Change request

These can include modifications to the terms and conditions of the contract, including the
procurement statement of work (SOW), pricing, and descriptions of the products, services, or
results to be provided. All procurement-related changes are formally documented in writing
and approved before being implemented through the Control Procurements process. The
project should have the capability of identifying, communicating, and resolving changes that
impact the work of multiple sellers.

4.2 Performance Review

It is a process that involves managing the procurement relationships of the project. It also
involves monitoring the contract performance as well as making the necessary changes and
corrections alongside it. The benefit of control procurements is that it ensures that the
performance of seller and buyer meets the procurement requirements according to the terms
set by a particular legal agreement. It involves different inputs, tools, techniques and outputs
to complete the process. In project management, it is necessary for the buyer and seller and to
meet the obligations stipulated within the contract. The control procurements ensure that the
contractual obligations are protected. It also ensures that the project management team to be
aware of all implications of the actions taken during procurement.Under this process, it is
crucial for the seller to meet the procurement requirements while the buyer needs to perform
according to the terms that are stipulated in the contract. These include making timely payments
and also creating a contract change management if necessary. In a way, this particular process
comes with a financial management component because it involves monitoring payments made
to the seller. Control procurements encourage both the buyer and seller to work on the
agreement to ensure that both are fulfilling their commitments.Lastly, agreements can be
changed anytime even before there is a closure of the contract. Changes that may not affect the
contractual obligation and has achieved mutual consent can be implemented at any given time.

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4.3 Inspection and Audits

The procurement audit is one of the many processes in procurement management. A

procurement audit is a project management process that reviews different contracts and
contracting processes to determine the completeness, efficacy as well as the accuracy of the
procurement process. It is a structured review that stems from the Plan Procurement
Management process through the Control Procurements. The objective of this particular
process is to determine the success and failures that require acknowledgement during the
preparation or the administration of the procurement contracts on the project. Procurement
audits is basically a method in project management that formally evaluates the performance of
the supplier based on the contract as well as the efficacy of the procurement tool. It is also used
to create a record that can be used to shape and streamline the procurement practices of the
organization.

4.4 Performance Report

he procurement performance reviews refer to the structured review of the progress of the sellers
when it comes to delivering the project scope and quality within schedule and stipulated cost
as compared to what is written in the contract. The procurement performance reviews involve
reviewing the documents prepared by the seller and buyer inspections. It also involves doing
quality audits that are conducted while the seller is executing work. The purpose of this project
management process is that it identifies the success or failure of performance of the seller. It
also looks at the progress in relation to the procurement statement of work or non-compliance
of the contract. With this tool, it allows the buyer to assess the ability of the seller to perform
the necessary work. The procurement performance review usually takes place as an essential
element of the project status review as it includes planning with the different key suppliers of
the project. The project team needs to conduct a regular procurement performance review in
order to monitor the performance of the seller in delivering the deliverables. The regular review
should be conducted at least twice during the life cycle of the project.

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4.5 Payments

Payment systems are part of the Control Procurement process in project management. As part
of the bigger process that involves the monitoring and dissemination of payments to the seller,
payment systems is defined as the provision and tracking of the invoices from the supplier. It
is also a system that provides payment for the products and services rendered by the supplier
thus the name. It is important to take note that the payments to the sellers are usually processed
using the accounts payable system of the buyer. Payment is only made once there is a
certification of satisfactory work provided by the authorized person (usually the project
manager) from the project team. The payment systems allow project managers to determine
which deliverables have already been paid for. And since the system needs to be tracked and
controlled, all payments made to all project management processes should be documented in
accordance with the terms stipulated in the contract agreement. The proper implementation of
the payments system, along with the other tools of control procurement, can lead to different
outputs such as change request, work performance information, and project document updates.

4.6 Reporting

Reporting of information is a critical process in any organization. Information is used to let

stakeholders know about the status of the project. They also use it to make good decision
Project management reporting is complicated and it often involves multistage activities. The
activities that are involved in management reporting include general documentation, financial
control, business presentations and email communications. The project managers need to treat
the information as harvestable data which can be summarized and interpreted using reporting
systems. Reporting systems are defined as processes, procedures, and facilities that are used to
generate and gather reports using one or more information management systems. This
particular project management system is also responsible for the distribution of report to the
stakeholders of the project. The organization should invest in peripherals that can support the
collection and distribution of information and these include IT infrastructure and even shared
storage environment. An efficient reporting system is crucial for the execution of project
activities. The thing is that unless the organization uses an appropriate reporting system, the
project team and other people concerned with the project will not be able to know the complete
details of the project.

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5.0 Closing Procurements

The last process of project procurement. It involves resolving any open issues or problems
existing in the project. Once the issues are solved, the contract between the supplier and
buyer is said to be completed. The project team should take necessary actions in this phase,
such as determine if all work as promised by the supplier is completed accurately and
satisfactorily, updating records so that it matches all final results of the project and finally to
archive all information for future references. The contract itself that was created and agreed
upon by the supplier and buyer should include all requirements for the formal acceptance and
closure procedure.

5.1 Procurement Audit

A procurement audit is a systematic analysis whether an activity and its results correspond
with the demanded requirements and whether the demands are effective and suitable to aid in
achieving the activity’s primary objectives. Audits can be done by external professionals so
that it can help decision makers within a project to get a clear idea of the performance status
of its procurement department. Completing a procurement audit will enable an organization
to identify and manage risks related to procurement processes and purchasing to help uncover
potential savings in terms of money spent.

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