PRMGT

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Table of Contents
Workload Matrix ........................................................................................................................................ 5
Executive Summary .................................................................................................................................... 6
Selection of Methodology ........................................................................................................................... 8
Introduction ............................................................................................................................................... 11
1.0 Project Initiation ................................................................................................................................. 12
1.1
Project Manager........................................................................................................................ 12
1.2
Identification of Key Stakeholders .......................................................................................... 13
1.2.1
Primary Stakeholders ....................................................................................................... 13
1.2.2
Secondary Stakeholders ................................................................................................... 14
1.2.3
Tertiary Stakeholders ....................................................................................................... 14
1.2.4
Development Team ........................................................................................................... 16
1.3
Business Case............................................................................................................................. 19
1.4
Clients Acceptance Form.......................................................................................................... 28
1.5
Stakeholder Register ................................................................................................................. 30
1.6
Stakeholder Management Strategy Analysis .......................................................................... 31
1.7
Project Charter ......................................................................................................................... 33
2.0 Planning ............................................................................................................................................... 34

2.1 Project Kick-Off Meeting ............................................................................................................... 35
2.2 Project Scope Management ............................................................................................................ 36
2.2.1 Work Breakdown Structure (WBS) ....................................................................................... 39
2.3 Project Time Management ............................................................................................................. 44
2.3.1 Activity Definition .................................................................................................................... 44
2.3.2 Project Schedule Network Diagram ....................................................................................... 48
2.3.2.1 Initiation Phase.......................................................................................................................... 48
2.3.2.2 Planning Phase .......................................................................................................................... 49
2.3.2.3 Execution Phase ........................................................................................................................ 50
2.3.2.4 Monitoring and Controlling Phase .......................................................................................... 51
2.3.3 Schedule Development: Gantt Chart ..................................................................................... 52
2.4 Project Cost Management .............................................................................................................. 53
2.4.1 Cost Estimation ........................................................................................................................ 53
2.4.2 Assumptions.............................................................................................................................. 60
2.4.3 Cost Baseline............................................................................................................................. 62
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2.4 Project Quality Management ......................................................................................................... 64

2.4.1 Quality Management Plan....................................................................................................... 64
2.5 Project Human Resource Management ........................................................................................ 66
2.5.1 Human Resource Planning...................................................................................................... 66
2.5.2 Staff Management Plan ........................................................................................................... 68
2.6 Project Communication Management .......................................................................................... 71
2.6.1 Project Communication Plan .................................................................................................. 71
2.6.2 Project Methodology Plan ....................................................................................................... 72
2.6.3 Communication Escalation Process........................................................................................ 75
2.7 Project Risk Management .............................................................................................................. 76
2.7.1 Impact Matrices ....................................................................................................................... 79
2.7.2 Matrix Criteria ......................................................................................................................... 80
2.7.3 Probability of success rate ....................................................................................................... 80
2.7.4 Risk Mitigation Plan ................................................................................................................ 81
2.8 Project Procurement Management ............................................................................................... 82
2.8.1 Purchases Plan and Acquisitions ............................................................................................ 82
3.0Execution Phase ................................................................................................................................... 84
3.1- Project approval and kick off: ...................................................................................................... 84
3.2 Execution Objectives: ..................................................................................................................... 84
3.3 - Development of the System & Technical Requirements: .......................................................... 85
3.3.1 - System requirement gathering: ............................................................................................ 85
3.3.2 - Technical requirements: ....................................................................................................... 86
3.3.3 - Software requirements: ......................................................................................................... 87
3.4 - Information distribution: ............................................................................................................. 88
3.4.1 - Project Team Directory: ....................................................................................................... 88
3.4.2 - Method and Technologies: .................................................................................................... 90
3.4.3 - Communication Matrix: ....................................................................................................... 92
3.5 - Team Development: ...................................................................................................................... 93
3.5.1 - Responsibility Assignment Matrix: ...................................................................................... 93
3.5.2 - RACI Chart: .......................................................................................................................... 95
3.6 - Quality Assurance: ....................................................................................................................... 98
3.7 - Execution change updates:......................................................................................................... 100
3.7.1 - Issue Log:.............................................................................................................................. 100
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3.7.2 - Change Requests:................................................................................................................. 101

3.7.3 - Status Update: ...................................................................................................................... 103
3.7.3.1 - Overall Status Update ...................................................................................................... 103
3.7.3.2 - Post Phase Status Update ................................................................................................. 103
5.0 Project Closure .................................................................................................................................. 107
5.1 Project Summary .......................................................................................................................... 107
5.1.1 Project Schedule Overview ....................................................................................................... 108
5.1.2 Final Approval ........................................................................................................................... 109
5.1.2.1 Acceptance Form................................................................................................................. 109
5.1.2.2 Contract Closure Notice Template .................................................................................... 110
5.1.3 Go Live ........................................................................................................................................ 110
Personal Reflection ................................................................................................................................. 111
Workload Matrix
Group Members
Content
Sukvinder
Naavin
Mudar Kadah
Mhd Kheir
Shehadeh
Executive Summary
Introduction
Assumption
Selection of methodology
Project Charter
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Conclusion
Signature
Executive Summary
Green International is one of the leading nutrition, health and wellness Multi-National
Company, based in Switzerland and supported by their Global IT Shared Services known as
Global IT Service (GITS) located in Malaysia. Green International has embarked on a new
project Global Sales Information System (GSIS) implementing a global Direct Store
Delivery system as to revolutionize their current legacy system and to improvise related aspects
of the system. The system will be first aimed towards the Asia market, as Singapore market has
been selected in order to pilot the implementation.
The first wave of the systems production will be targeted to Asia and the implementation of the
system will be deployed by markets. Markets which are located throughout Asia implementing
locally developed applications in order to store and record sales operation informations. At this
point, two different level support teams which are the first-level support (L1) is being rendered
by local IT and second level (L2) is supported by the local application vendor. As the software
support maintenance was managed locally, this has resulted in high IT cost in terms of capital
and operating expense.
Generally, there are several similar support framework which were created and being utilized by
every market and this has create duplication among the markets within the Asia Region. With the
implementation of this project, Green International would be able to witness valuable
contributions such as reduction in terms of Capital and Operating expenses, formation of
centralized support from GITS unit, presence of global governance and other value added will be
obtained.
The project has been classified as a high visibility project category as the regional operational
cost savings expected to be enormous. As to support the development of this system, necessary
financial support such as the monetary funds will be readily available once a justifiable and
convincing project estimation is produced. Besides that, due to the urgency for centralizing
support and cost reduction, the project will be scheduled to be completed within the duration of 6
months starting from the date of commencement. With the fixed duration of the project as to
deliver the project, an experienced and professional Project Manager will be appointed and
assigned from the GITS-PMAC, (Project management Centre) one of the SME(s) department.
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The project manager will be responsible as to utilize the expertise and the experience possessed
to manage and deliver the project successfully. The Project Manager will have to possess a
strong based global/ regional project management skills, leadership qualities and efficient
communication skills as to manage the development of the project. The Project Manager will
first present a high-level project milestones schedule within a week to the selected pilot market
Steering Committee team as to obtain signoff with well-defined phases and realistic deadlines.
Selection of Methodology
In the real world of business, there are several comprehensive project management
methodologies that are available for the Project managers to reference. Most of the Project
managers today heavily relies on the existing standard guidelines as to aid their management
progress of their projects. With the existence of the project management methodologies, this
certainly benefit the project managers that handles different types of project as this would assist
the project managers to structure the project efficiently. As defined by Jason Charvat (2003), a
methodology consist of the collection of methods, procedures and standards that define a
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

(PMBOK)
Projects in a Controlled Environment

(PRINCE 2)
Widely being used in United States, as this

standard began in 1987 as with the aim to
standardize the information and practices of
project management.
Administered and founded by Project
Developed by the UK Government and widely

used in United Kingdom and Europe. Acts as de
facto project management standard for its public
and government projects
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 core practices and a wider range of
techniques that can be applied to manage a
project.
Describes a series of management processes

defines and focus entirely on what, when and
how it must be done in the project lifecycle.
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,
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the project manager of the particular project would be able to become a primary decision maker,
leading the planning phases, and other aspects of the project. PMBOK offers great level of
flexibility as its practices can be applied in variety of fields and by different departments within
the organization.
The PMBOK Guide has broken down its outlines into five major phases which aid at
monitoring and assisting the progress of the project. These standardized phases includes five (5)
phases such as the followings;
1. Initiation This is when the project objectives, scope, responsible stakeholders and
deliverables are identified and defined. The managers will have to identify the suitable team to
manage the project.
2. Planning- This is when it includes the planning processes that will be defined as to attain the
project objectives. Project timelines and milestones, scope planning, schedule development,
resource planning, and cost budgeting and also ensuring that the project meets the requirements
of the clients as to evaluate and perform analysis such as the quality and risk management.
3. Execution- This is when the project leaders organize and distributes the activities, as to assign
to the project team. This includes the coordination of resources, human resource as to achieve the
overall project plan. Besides that, quality assurance methods will be carried out as to adapt any
change management scenarios.
4. Control and Monitoring- This is when the Project Manager should ensure that the system
should meet the requirements that have been set in the project. This when is corrective action
plans shall also be devised and carried out as to face any problems that may arise. Cost control,
quality control and schedule control should be carried out as to ensure the development of the
project is on track.
5. Closure This is when the Project Manager and the team expects that their plans and
strategies will achieve the set objectives and to make that the outcomes of the project are
achieved. This covers the contract closeout, as to finalize the contract of the project.
Introduction
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This document primarily focus on the five (5) main phases or processes that will be covered by
the PMBOK approach. Discussions and detailed informations on each of the processes such as
the Initiation, Planning, Execution, Monitoring & Controlling will be covered. This document
explains and demonstrates on how each of these processes that is based on the PMBOK approach
would aid the Project Manager and the team in the development of the system and to achieve the
deliverables. This approach that consist of the standardized process will guide the Project
Manager and the team to successfully deliver the project as to focus on the cost, time and quality.
1.0 Project Initiation

As mentioned earlier, this phase identifies the particular business problem or business
opportunities to which respective elements within the context of project are also formed. This is
when the project objectives and scope are outlined, Project Manager leads the project team that
will be formed, responsible stakeholders are listed and deliverables are identified.
Figure 1: Standardized Project Initiation Activities. (Jason Westland, 2007)
1.1 Project Manager

As to lead and manage the project team, Mr. Anderson will be appointed as the Project Manager
as to guide and coordinate the entire team to achieve the deliverables of the project. Mr.
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Anderson will be assisting and monitoring his team throughout the life cycle of the project as to
ensure that the team follows through the activities that will take place in each of the phase.
With extensive past experience handling IT related project, Mr. Anderson would be able to
utilize his experience as to ensure the project progress smoothly. It is important for him to
continuously oversee the development of the proposed system as to meet the clients business
needs. Besides ensuring that the project should be completed within the time frame and budget,
quality of the project will have to be assessed from time to time. Since this project focus on
centralizing the IT processes, Mr. Anderson has also reviewed and researched some similar
projects that he had handled in his past career as a Project Manager. Mr. Anderson has to ensure
that the communication between his project team, the project partners and clients are all
centralized and ensure that these members are always in the loop as to keep track of the progress
of the project.
1.2 Identification of Key Stakeholders

In any organization regardless of its size, structure or type of business, the existence of
stakeholders certainly reflect towards the importance of their presence. Freeman and Reed
(1983) defined the term stakeholder as any identifiable group or individual who can affect the
achievement of an organizations objectives or who is affected by the achievement of
organizations objectives. Therefore, it is important for an organization to understand and value
the stakeholders as to ensure all aspects of the Business Continuity Plans being addressed.
Besides, sharing the common motive of improving the organizations business performance and
productivity, they consist of different roles and responsibilities alongside with different
perspectives.
1.2.1 Primary Stakeholders
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Primary Stakeholders consist of a group of individuals who are directly affected by the business
activities or benefits from them. In this project, the primary stakeholders possess the functional
or financial interest in the production and development of the system. This group will be directly
interacting and utilizing the system as they will be the main members that will be handling the
operations in terms of contributing the inputs of the Directly Store Delivery system.
Marketing Department
Center of Excellence - Sales Information System (CoE-SIS)
Center of Excellence - Enterprise Resource Planning (CoE-ERP)
1.2.2 Secondary Stakeholders

Secondary Stakeholders consist of a group of individuals who are more concerned towards the
output and results produced by the system. In this case, the results we are referring to are the
sales reports that are generated. As compared to the primary stakeholders, this group will only
rely on the results and governance of the system as to process the sales informations.
Finance Department (FIN)
Human Resource Department (HR)
IT Security (IT Sec)
Global Service Desk (GSD)
IT Department (IT)
Data Center Operations (DCO)
Center Of Excellence Customer Relationship Management (CoE-CRM)
1.2.3 Tertiary Stakeholders
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Tertiary Stakeholders consist of a group of individuals who are only directly affected by the
success or failure of the system. The effectiveness of the system certainly affects this group of
individuals. This group of shareholders consist of the Directors, Shareholders and employees.
Board of Director (BOD)
Chief Executive Officer (CEO)
Chief Officers
Committee Members
Directors
Board Of Director
of Green
International
Chief Executive
Officer
Chief Finance
Officer
Chief Human
Resource Officer
Chief IT Operations
Officer
Chief Marketing
Officer
Committee
Project Management
Committee
Human Resource
Committee
Sales & Marketing

Committee
Finance
Committee
As we can see from the above organizational structure, the Board of Director which has been
appointed monitors and oversee the activities that is going on in the organization. The Board of
Director basically appoint the Chief Executive Officer (CEO) as to handles their subordinates
regarding with the day to day operations. The Board of Director continues to assess the overall
direction and strategy of the business and its operation.
Shareholders
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Shareholders
Institutional
Investors
(40%)
Individual Investors
(60%)
Cash Accounts
(40%)
Margin Accounts
(60%)
Standard Chartered
(15%)
Herbalife
(28%)
OCBC
(35%)
GNC
(22%)
Shareholders consist of the individuals or companies who that owns share of the companys
stock. This is to which they are investing either their money or asset into the companys capital
status. Their profit and loss directly lies on the performance of the company. If the company is
doing well and achieving high profit, this would positively impact the shareholders profitability
as well.
Employees
Employees here we refer are group of people who works in an organization but to those who are
not in specific departments. This group of people does not fall in the primary or secondary
stakeholders categories, as this group will be affected on how well the system performs.
1.2.4 Development Team
The development team will be in charge of the development process that includes creating,
designing, implementing and maintaining the system. The development team involves developer
with segregated tasks that will be performing activities that involves the user interface, database
and coding of the system. The development team consist of the following key members that will
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participate in each of the development processes. The development team consist of the following
members;
Role
System Analyst
Responsibilities
Gather requirements from the end users or clients,

produce a proper and detailed documentation.
Analyse the current system and study the technical

problems.
Provide trainings to the user to utilize the new system and

to oversee the development of the system.
Software Architect
Responsible in designing the software or the system as

from the conceptual up to physical design.
Responsible in developing the complete the system

throughout the life cycle of the product.
Test the system as to test them in the real world

environment before going live.
Prepare user manuals and maintain the system as to solve

any complex problems when they appear.
Front End Developer
In charge of the front end development of the system that

involves the interface of the system.
Understands the human computer interaction between the

user and the system.
Back End Developer
In charge of the back end development of the system that

focus on the logical and modelling part of the system.
The developer will have to be solid understanding of

programming logic and the client-server architecture.
Quality Assurance
Engineer
Responsible
at
ensuring
that
the
modules
and
components within the system are developed up to the

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expectations and standard.
Ensures that the final system fits the requirements of the

end users and free from any errors.
Software Tester
Responsible at performing testing phases of the system

that comprise of Unit Testing, System Integration Test
and User Acceptance Test (UAT).
Execute the test phases and investigate any potential

defects and aliases accordingly with the developers.
External Consultant
Responsible to assist the development team as in

performing
the
gathering
and
analysis
of
the
informations related to the system.
Experienced in handling centralized local systems into a

single standardized global system.
To guide the development team if they face any critical

situation.
Table 2: Roles and Responsibilities of the Development Team
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Global Sales Information System

BUSINESS CASE
1.3 Business Case

1.0 Introduction/ Background
Green International is one of the leading nutrition, health and wellness Multi-National Company;
based in Switzerland with global IT shared services known as Global IT Service (GITS) located
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in Malaysia has embarked on a new project implementing a global Direct Store Delivery system.
The system is simply a business process in which GIT will directly distribute the goods to the
end customers. In this process the delivery of goods will occur without intervention of a retail
company's warehouse or distribution centers
2.0 Business Objective
To 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.
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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.
3.0 Current Situation and Problem/Opportunity Statement
Time and Cost

As the current approach of organization management, that currently apply a decentralized
organization structure, time and cost are two important elements that will have to
consider. It takes a long process time, as the datas will have to be transferred again back
to the center once being collected and processed by the local market. Besides that, the
distributed system causes high cost to maintain the system as multiple systems and
operations will have to be maintained and monitored.
Poor work grade

With the current decentralized structure, there will be no proper standards and
communication channel that will be applied universally within the organization. This will
certainly affect several technical units and departments that perform their roles
respectively. The designing, development and implementation activities are affected if
there are no proper distribution of informations.
Top management with less decision making power.

The decision making power certainly goes to the lower level of management that would
allow them to prioritize their own best interests rather than fulfilling the companys
vision and set targets. The quality of the work will be affected in terms of the quality as
they may build their own working culture.
Inefficiency
As there is no single and universal standard and platform being implemented, issues such
as redundancy and the process will be exist and will slow down the process and the
efficiency and performance of the current system. As different type of informations and
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datas from multiple local markets will have to be integrated as this would cause slower
integration process.
4.0 Critical Assumption and Constraints

The GSIS project manager had considered the following assumptions regarding the project and
Global IT market. Throughout the project planning phase, there are several assumptions that will
be discussed;
Assumptions
Budget total of RM 180, 000 will be allocated including the contingency funds are
sufficient enough to carry out the project.
The duration of days that is estimated to complete the project including buffer periods are
approximately 180 days.
Rate of Return (ROI) calculations are carried out by the Marketing Department.
The project sponsor has also made available funds for Green International to purchase the
hardware/software for the Direct Store Delivery system.
All the SMEs departments will be providing their support in different area of specialism.
Constraints;
All support staff and users must have access to this new system with ACL privileges.
The current system must be replaced phases by phases by GSIS system.
The cutover process that will be taking place in replacing the current system to a new
centralized system must be achieved in a parallel form.
The current applied IT infrastructure must be able to support this new system.
The approval and signoff from GITS-SMEs for the system implementation is mandatory.
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As the time to deliver the system has been set to 6 months, the project manager will have
to deliver the project in time.
The project manager and the team will have to utilize the funds accordingly as to avoid
any wastage.
5.0 Analysis of Options and Recommendation

1. Study and analyze the current system that is being applied in Taiwan and Korea, as to assess
the performance and results and to cater the objectivity of this system.
2. Develop the system by modifying some of the components that is being applied in the current
available systems that is in Taiwan and Korea as to increase the speed of development and to
improve the quality.
3. Outsource the entire development of the Sales System to professional and experienced
development teams in the market.
Recommendation: Based on the three justifiable options, we believe that the 3rd option would
be the most appropriate option and will certainly be the best solution.
6.0 Preliminary Project Requirements

Scope;
According to Margaret Rouse (July 2012), project scope is the part of project planning that
involves determining and documenting a list of specific project goals, deliverables, tasks, costs
and deadlines. Project scope defines the actual boundary of the project that needs to be
accomplished.
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Scope of the project
6 months is the duration to complete and deliver the system.
Methodology being used as to aid the development of the system and to manage the
project: PMBOK.
The first wave will be concentrated to Asia and the implementation will be deployed by
market, primarily targeting Singapore as to pilot the implementation.
The first-level support (L1) is being rendered by local IT and second level (L2) is
supported by the local application vendor
Trainings will be provided before implementing the system, as this would help the clients
to understand the components of the system.
Project Requirements
This part basically define the system input and output;
New Sales Record

This system should allow the marketing department as to record in the new sales into the
system. This is when the new received sales record will be saved into the centralized
database.
Update Sales Record

The system should allow the updates of the sales record by updating the status, payment
and current delivery location.
Update Items
By updating the items or the products, this would allow the system to be kept up to date.
This would allow the users to obtain accurate informations as to allow them to have a
standardized buying system.
Customer Feedback
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The system also should include this function that allow the customers to provide
feedback once they have used the service provided by the system and organization. With
this, the center of Excellence Customer Relationship Management Department would
be able to evaluate the customer feedbacks and this would allow them to improve their
services by implementing future changes towards the system and the services.
Requesting Support
The system would allow the staff of different departments to request support from the L1
and L2 support.
The system includes several outputs that will be produced by the system itself;
Financial Report
The system will generate a financial report as to produce the financial statements that
includes informations on balance sheet that includes the assets, liabilities and ownership
equities, current income statement of revenues and expenses, profit and loss statements
and cash flow statements. With these information, this would assist the finance
department to reference this information when they prepare the costing.
ERP Report
The system will generate inventory related and other resource reports in order to obtain
valuable and critical datas. This would certainly assist the Center of Excellence ERP
department to reference use this report as to manage the available resources in the future.
Detail of the project scope statement are shown in the Appendix B in this
documentation.
Sales Report
The system will generate sales reports as this would help the Center of Excellence Sales
Information System department to use this reports in order for them to perform sales
forecasting and budgeting. This would also allow the marketing department to analyse
and study the products that has created large market share in the market.
Technical Support Request

Besides that, the system also will include this technical support request that will be able
to allow other departments from the local market to communicate with the IT support
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department. The Global Service Desk will be responsible as to notify them when any
technical related support request that comes from the local market staffs.
7.0 Budget Estimate and Financial Analysis
Year
Initial Development Cost
Total
(RM)
(RM)
(RM)
(RM)
(RM)
180000
180000
Operation and Maintenance

Cost
57000
57000
57000
0.93
0.86
0.79
(a) x (b)
180000
53010
49020
45030
327060
Benefits from new system (c)
342000
342000
342000
1026000
Discount Factor 8% (d)
0.93
0.86
0.79
Discounted Benefits (c) x (d)
318060
294120
270180
882360
-180000
265050
245100
225150
555300
171000
(a)
Discount Factor 8% (b)

Discounted Costs [Income]
Discounted BenefitsDiscounted Costs
(NPV)
Cumulative Benefits Cots(Net

Cash Flow)
-180000
85050
330150
555300
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Please note;
Discount factor = 1 / (1 + r) ^t
where r is the discount rate and t is the amount of years.
Net Present Value (NPV)

Green Internationals GSIS project is acceptable and feasible as the NPV value over 4 years is
which is RM555, 300 which is a positive value is. Thus this proves that the system is highly
feasible.
Pay Back Period (PBP)

Payback period is the amount of time required to regain back on the investment. It is a measure
of how long a system will take to stop incurring losses. In this case, the payback period for GSIS
is approximately one year since the Green International is expected to earn cumulative benefits
of RM 85, 050.
Return on Investment (ROI)
ROI = [(Total Discounted Benefits Total Discounted Costs)/ (Total Discounted Costs)] * 100%
= [(RM 882360- RM 327060) / (RM327060)]*100
= (RM 555300 / RM 327060)*100
=1.697853605*100
27
=169.7853605
The GSIS project ROI is about 169.785% which is more than 100%. Thus this proves that
the project has a positive return of investment to Green International.
8.0 Schedule Estimate

The project is expected to complete within the duration of 6 months as to produce a fully
functional system. The system will be developed and deployed within the duration of 6 months.
9.0 Potential Risks
There are certain potential risks that might affect the project that should be considered. Firstly,
lack of motivation between the staffs as to participate and contribute their effort in the project
should be highlighted as this would cause a serious drawback. Besides that, with the emergence
of this new system, there might be possibilities that the users would be reluctant to adopt to
changes as they are comfortable with the current system and processes. The most potential risk
that should be considered is the difficulty to manage the time and budget that were allocated as
to build and pilot the system in time and within the estimated cost.
1.4 Clients Acceptance Form Template

Purpose: This form is to be completed at the end of the vendor engagement, when the vendor
will be handing over the deliverable to the GSIS. The form verifies what deliverables are being
turned over to the GSIS and that the client has accepted / approved those deliverables.
CLIENT ACCEPTANCE FORM

Project Name
Project Number
28
Project Sponsor
Project Manager
(name)
Project Description
SDLC Stage
(email)
(phone number)
<< Provide a short description of the project. >>
**To be updated by Project manager**

Note: For those projects that are in the analysis stage, the project team is
not responsible for the delivery of the RFP to the client.
Important Notes for Completing this Document
Each section of the Client Acceptance Form must be completed in full. If a particular section is not applicable
to this project, then you must write Not Applicable and provide a reason.
Important Note: No sections are to be deleted from this document. Text contained within << >> provides
information on how to complete that section and can be deleted once the section has been completed.
List of Client Deliverables Completed

Deliverables
Acceptance Response
<<Provide a list of documentation requiring client signoff >>
Accepted
Not Accepted until below issues are addressed
Accepted provided below issues are addressed
Issues
<< Document any issues that need to be address >>
29
List of Client Deliverables Completed

Additional Comments
<< Document any additional comments >>
Prepared By
Project Manager
(name)
(signature)
(date)
(name)
(signature)
(date)
(name)
(signature)
(date)
Approvals
Sponsor
Application Delivery
Manager
1.5 Stakeholder Register
30
Project Name:
Project Phase:
Name Of
Stakeholder
GSIS
INITITATION
Designation
Mr.Anderson
Project Manager
Mr. Yaya
Toure
Origination
Manager
Ms. Elijah
Wood
Coordinator
Mr. Ranbir
Control Board
Mr. Cook
Procurement
Manager
Date:
Role In Project
Influencer and
handles the whole
spectrum of the
project management
Perform advance
analysis across the
industries, to make
precise and value
decisions to the
management.
Assist in assembling
project plans,
monitoring work
efforts (Daily Basis)
Reviews and
approves developed
changes.
Manage and handles
the purchases made
throughout the
project
Mr. Armin
Chief Technical
Assistant
Mr. John
Chief Project
Steering Committee
Mr. Ryan
Communication
Manager
Guide and acts as an

advisor, monitor the
IT operations
Advice, ensure
delivery of the
project in time and
steer the project
throughout the life
cycle.
Report to the
stakeholders and
sponsors on the
progress of the
project
Ms. Gayatri
Inspection Chief
Control and monitor

the operations.
Type of
Stakeholder
Contact Details
Internal
anderson@gmail.com
Internal
Yaytoure@gmail.com
Internal
Elijahwood@gmail.com
Internal
Ranbir@gmail.com
Internal
cook@gmail.com
External
armin@gmail.com
john@gmail.com
Internal
External
ryan@gmail.com
Internal
gaythri@gmail.com
1.6 Stakeholder Management Strategy Analysis
31
Members
Project Cost Manager
Role on Project
Development Project
Team
Hardware &
Software Vendors
Internal Senior
Management
Ensure correct
Lead Programmer
accounting and billing and handles the
activities.
technical
functionalities.
Supplies the
hardware and
software elements
to the project.
Project's sponsor
and Director of the
GITS"s company
Unique Factor
Strict, Demands to
always be informed
on every expenditures
of the project, meets
the target at the end of
each phase.
Possess several IT
certifications, and
handles various
projects, dedicated to
assigned tasks,
segregate tasks to
different level of
development teams.
Delivers the
elements with good
quality, might
cause delay in
supplying the
hardware and
software, and has
to make sure the
elements are
compatible.
Passive and doesnt

interfere during the
processes that takes
place, advice and
sponsor the project.
Level of Interest
Very High
Very High
High
Very High
Level of Influence
Very High
Very High.
Medium to high; as
the vendors could
be changed if the
quality degrades.
Very High
Suggestions on
managing
relationship
Provide a detailed
weekly report on
the project's
expenditures with no
delays.
Always keep the

team excited and
fresh, conduct more
team building events
and group
discussions.
Order items
beforehand so that
hardware delays
won't affect
progress.
Always kept
informed with the
progress, activities
undertaken and
milestones reached.
Weekly report
analysis.
32
1.7 Project Charter

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 projects 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.
Details of the Project Charter are shown in the Appendix A in this documentation.
33
2.0 Planning
As the project has been defined and initiated successfully, therefore the project team has moved
on towards the next phase which is the Planning phase. This phase basically documents the
planning documents that will guide the project team throughout the remaining phases of the
project. In this project, there are total of 5 different phases which includes the Initiation,
Planning, Execution, Control and Closure phase. In this Planning phase, there are several
contexts that will be covered as they are listed as the followings;
Project Scope Management

This section define and state the scope management plan and work breakdown structure
as it covers the processes that will take place. The changes that should be implemented
into the project will be discussed as to successfully complete the project.
Project Time Management

This section illustrate the planning of activities and processes in a certain duration of
time. The activities that are included in this development of this project will be scheduled
as to make sure the project is completed in time.
Project Cost Management

This section demonstrates the cost estimation, budgeting and cost control as it is vital to
complete the project within the budget that has been estimated.
Project Quality Management

This section discuss the quality standards that should be applied in the project as to
ensure that the processes and results produced at each stage achieve the highest quality.
Process such as Quality Planning, Quality Assurance and Quality Control are covered.
Project Human Resource Management

This section basically clarify the Human Resource Management in terms of forming the
project team, developing a robust and effective project team as well the management as
to allow them to communicate well to achieve the deliverables.
34
Project Communication Management

This section covers the communication between the management and project team
throughout the company. Discussion on ways to improve the communication and role of
technology as to simplify the project communication management. The process involved
consist of the communication planning, information distribution and performance
reporting.
Project Risk Management

This section disclose the identification and management of risks that are related to the
existing tasks in the project. Among the topics that will be covered includes the risk
management planning, risk identification and risk controlling.
Project Procurement Management

This section covers the discussion towards the purchase and acquisitions planning,
contract planning and contract closing.
2.1 Project Kick-Off Meeting

This Kick Off meeting will take place between the project team and the client of the project. In
this meeting, discussion on the elements and project planning activities of the project that will be
discussed. Besides that, this meeting the project team members will be introduced to the client as
the team members will introduce themselves and explain their roles to the clients.
Details of the Project Kick-Off Meeting and Team Contract Template are shown in the
Appendix B in this documentation.
35
2.2 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 Sales Information System (GSIS) 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.
The overall systems architecture of the Global Sales Information
36
System (GSIS) must be supported by the companys 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 Sales Information System will play several roles in Green
International (GI), 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 informations on balance sheet that

includes the assets, liabilities and ownership equities, current income
statement of revenues and expenses, profit and loss statements and
cash flow statements
Provide ERP report that help Green International to analyse the
37
existing resources and to allocate the management of resources

appropriately. This ERP report would be able to measure companys
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 Sales Information System (GSIS).
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 datas are shared by various
departments as this would benefit them in different aspect. The
Marketing Department would be able to apply the feedbacks as to
improve their products and services. Besides that, the communication
Affair Department would be able to improve the customer services
management and as for the Data Centre Operation Department, they
would be able to improve towards the data management.
Besides that, the generated sale reports would be able to assist the sales
forecasting and budgeting. This would also allow the marketing
department to analyse and study the products that has created large
market share in the market.
38
2.2.1 Work Breakdown Structure (WBS)
Justification of choosing the 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
1.2.4 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
39
1.4 - Clients Acceptance Form

1.5 - Stakeholder Register
1.6 - Stakeholder Management Strategy Analysis
1.7 - Project Charter
2.0 Planning
2.1 Project Kick-Off Meeting
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
40
2.7 Communication Management Plan

2.7.1 Communication Planning
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
41
3.7.1 - Issue Log:

3.7.2 - Change Approval Request:
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
42
4.4.2 - Change Document Control

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
43
2.3 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.
2.3.1 Activity Definition
This activity definition defines each of the activities that takes place during each phase starting
from Initiation, Planning, Execution, Monitoring and Control and ends with the Closure phase.
Each of the activities with the definitions are shown in the below Activity Definition table.
44
Phase
Activity
Definition
1.0 - Initiation
Phase
1.1 - Assigning the Project Manager

1.2 - Identification of Key
Stakeholders
1.3 - Preparing Business Case
1.4 Acquiring Clients Acceptance
Form
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.
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
2.3 - Preparing Time Management
Plan
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
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
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.
45
3.0 - Execution
2.8 - Preparing Risk Management

Plan
2.9 - Preparing Procurement
Management Plan
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
design
design
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
Define the information distribution techniques within the

project team
3.4.1 - Preparing Project Team
Define and analyzing the project team directory, as to display
Directory
the existing members
3.4.2 - Setting up Communication Define the communication methods and technologies
Method and Technologies
3.4.3 - Preparing Communication Prepares the communication matrix between the active
Matrix
members in the project
3.6 - Team Development
Define the scope of the team development
3.5.1 - Preparing Responsibility
Define and list out the responsibilities of the members in the
Assignment Matrix
project
3.5.2 - Preparing RACI Chart
Define and highlighting the Responsibility, Accountability,
Contribution and Informed principles between the members
3.7 - Quality Assurance Analysis
Conduct the system quality assurance techniques
3.8 - Preparing Execution Change
Prepare any execution change and update reports will be
Updates Reports
documented
46
4.0 - Monitoring
and Controlling

4.4 - Scope Monitoring and
Controlling
4.5Quality Control
4.6 - Cost Control
5.0 - Closure
Phase
5.1 - Project Review Meeting &

Close Contract
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
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
47
2.3.2 Project Schedule Network Diagram
2.3.2.1 Initiation Phase
1.1 - Assigning the Project

Manager
Scheduled
Scheduled
Start
Finish
18-2-2014
28-2-2014
1.2 - Identification of Key

Stakeholders
Scheduled
Scheduled
Start
Finish
18-2-2014
25-2-2014
1.3 - Preparing Business Case

Scheduled
Start
Scheduled
Finish
1-3-2014
7-3-2014

Scheduled
Start
Scheduled
Finish
1-3-2014
5-3-2014
1.0 - Initiation Phase

18-2-2014 To 24-3-2014
1.4 - Accruing Clients Acceptance

Form
Scheduled
Scheduled
Start
Finish
8-3-2014
11-3-2014
1.7 - Preparing Project Charter

Scheduled
Start
Scheduled
Finish
12-3-2014
24-3-2014
1.6 - Performing Stakeholder

Management Strategy Analysis
Scheduled
Scheduled
Start
Finish
1-3-2014
4-3-2014
48
2.3.2.2 Planning Phase
2.1 - Conducting Project Kick-Off

Meeting
Scheduled
Scheduled
Start
Finish
25-3-2014
4-4-2014
2.6 - Preparing Human Resource

Management Plan
Scheduled
Scheduled
Start
Finish
25-3-2014
2.5 - Preparing a Quality

Management Plan
Scheduled
Scheduled
Start
Finish
22-4-2014
7-5-2014
27-3-2014
2.2 - Preparing Project Scope

Management
Scheduled
Scheduled
Start
Finish
25-3-2014
2.0 Planning Phase

25-3-2014 To 7-5-2014
1-4-2014
2.7 - Preparing Communication

Management Plan
Scheduled
Scheduled
Start
Finish
2.3 - Preparing Time Management

Plan
Scheduled
Scheduled
Start
Finish
5-4-2014
22-4-2014
7-5-2014
12-4-2014
2.8 - Preparing Risk Management
Plan
Scheduled
Scheduled
Start
Finish
2.4 - Preparing Cost Management
Plan
Scheduled
Scheduled
Start
Finish
13-4-2014
21-4-2014
22-4-2014
7-5-2014
2.9 - Preparing Procurement

Management Plan
Scheduled
Scheduled
Start
Finish
22-4-2014
7-5-2014
49
2.3.2.3 Execution Phase
3.1 - Project approval and kick off

Scheduled
Start
Scheduled
Finish
8-5-2014
10-5-2014
3.2 - Defining Execution

Objectives
Scheduled
Scheduled
Start
Finish
8-5-2014
11-5-2014
3.0 Executing Phase

8-5-2014 To 15-7-2014

design
Scheduled
Scheduled
Start
Finish
9-6-2014
3.3.1 - System requirement

gathering
Scheduled
Scheduled
Start
Finish
19-5-2014
19-6-2014

design and development
Scheduled
Scheduled
Start
Finish
8-6-2014
9-6-2014
15-7-2014

Scheduled
Start
Scheduled
Finish
8-5-2014
13-5-2014
3.5 - Team Development and Task

Distribution
Scheduled
Scheduled
Start
Finish
8-5-2014
28-5-2014
3.6 - Quality Assurance Analysis

Scheduled
Start
Scheduled
Finish
9-6-2014
15-7-2014
3.7 - Preparing Execution Change

Updates Reports
Scheduled
Scheduled
Start
Finish
9-6-2014
15-7-2014
50
2.3.2.4 Monitoring and Controlling Phase

Scheduled
Start
Scheduled
Finish
16-7-2014
21-7-2014
4.0 - Monitoring and

Controlling
16-7-2014 To 15-8-2014
4.6 - Cost Control

Scheduled
Start
Scheduled
Finish
4-8-2014
11-8-2014

Scheduled
Start
Scheduled
Finish
16-7-2014
20-7-2014

Scheduled
Start
Scheduled
Finish
16-7-2014
22-7-2014
4.4 - Scope Monitoring and

Controlling
Scheduled
Scheduled
Start
Finish
16-7-2014

Scheduled
Start
Scheduled
Finish
23-7-2014
3-8-2014

Scheduled
Start
Scheduled
Finish
4-8-2014
15-8-2014
19-7-2014
51
2.3.3 Schedule Development: Gantt Chart
52
2.4 Project Cost Management

2.4.1 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.
53
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
54
Support Unit
GITSS
SME-Department
Abbreviation SME Responsibility
Communication &
Network
CNN
Provides network services for

Local IT/Market
GITSS
IT Security
IT Sec
Provide governance for IT

security for application
development, software and
hardware
GITSS
Application
Development Centre
ADC
Provide develop application and

provide application Governance
and Intellectual Property.
GITSS
Project Management
Centre
PMac
Provide Project Managers to

manages projects
DCO
Infrastructure support incl.

Servers, Operating Systems for
centralized data centre and local
servers
Provide governance for IT
operations, which include
supporting local markets and its
business operations.
GITSS
Data Centre
Operations
Global
GITSS
IT Operations
ITOps
GITSS
Centre of Excellence
Enterprise
Resources Planning
CoE-ERP
Customer
Relationship
Management
CoE-CRM
Sales Information
System
CoE-SIS
Global Service Desk
GSD
Helpdesk perform level-one (L1)

support
Market IT Dept
IT
IT Manager, Executive #1,

Executive #1
Market Marketing Dept
MKTG
MKTG Manager, Executive #1,

Executive #2, Executive #3, Sales
Rep x 30,
Market Finance Dept
FIN
GITSS
GITSS
GITSS
Local
Provide L2 Support for CoE-ERP
Provide L2 Support for CoE-CRM
Provide L2 Support for CoE-SIS
FIN Manager, Executive #1,

55
Support Unit
SME-Department
Abbreviation SME Responsibility

Executive #2, Clerk#1, Cashier #1
Market
Human Resources
Dept
HR
Market
Communication
Affairs
COMM
HR Manager, Executive #1,

Executive #2
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
56
WBS Categories
1.0 Initiating
1.1 Assign Project Manager
1.2 Identification of Key
Stakeholders
1.2.2 Secondary
Stakeholders
1.2.4 Development team
1.3 Business case
1.4 Clients Acceptance
Form
1.6 Stakeholder
Management Strategy
Analysis
1.7 Project Charter
Total
2.0 Planning
2.1 Project Kick-off
Meeting
2.2 Project Scope
Internal
Labour
(Unit
Cost)
Hours
Internal
Labour
Total
(RM)
External
Labour
(Unit
Cost)
Hours
External
Labour
Total
(RM)
Total
Labour
Nonlabour
(RM)
Total Cost
31
420
13020
13020
13020
30
450
4500
4500
4500
10
150
1500
1500
1500
10
150
1500
1500
1500
0
0
0
0
0
0
0
0
0
10
10
10
150
150
150
1500
1500
1500
1500
1500
1500
0
0
0
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
10
150
1500
1500
1500
28020.00
2500
2500
5000
5000
57
Management
2.2.1 Scope Management
Plan
2.2.2 Work Breakdown
Structure
2.4. Cost Management Plan
2.5 Quality Management
Plan
2.6 Human Resource
Management Plan
2.7 Communication
Management Plan
2.9 Procurement
Management Plan
Total
3.0 Executing
3.1 Project approval and
kick off
3.2 Execution Objectives
3.3 Development of the
System & Technical
Requirements
3.4 Information
distribution
3.5 Team Development
3.6 Quality Assurance
3.7 Status Update
10
144
1440
1440
1440
10
144
1440
1440
1440
0
0
0
0
0
0
10
10
200
144
2000
1440
2000
1440
0
0
2000
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
10
144
1440
1440
1440
21020.00
50
300
300
300
200
1200
1200
1200
20
256
5120
5120
10000
15120
480
2880
2880
600
3480
6
6
10
200
200
320
1200
1200
3200
0
0
0
0
0
0
0
1200
1200
3200
0
0
15000
1200
1200
18200
58
Total
4.0 Monitoring and
Controlling
4.1 Introduction
4.2 Change Management
Plan
4.3 Change Board Control
4.4 Change Control Process
4.5 Scope Monitoring and
Controlling
4.6 Quality Control
4.7 Cost Control
4.8 Risk Monitoring and
Control
Total
5.0 Closing
5.1 Project Review Meeting
5.2 Lesson Learned Report
Total
Net Money
40700.00
12
640
7680
7680
15000
22680
10
640
6400
6400
10000
16400
10
10
640
160
6400
1600
0
0
0
0
0
0
6400
1600
5000
0
11400
1600
10
160
1600
1600
1000
2600
10
10
160
320
1600
3200
0
0
0
0
0
0
1600
3200
0
0
1600
3200
10
160
1600
1600
1600
61080.00
10
0
480
0
4800
0
10
0
480
0
4800
0
9600
0
0
0
9600
0
9600.00
160420.00
59
2.4.2 Assumptions
In order for the continuation of the planning of the project, an allocation of RM 100, 000 is
included into the Application Development. The allocation of these funds will be distributed
in order to further purchase the required hardware and software items needed in the building
of the system. As to the costing of the software components, its been inclusive of both of the
hardware and software costs, whereby as most the software is shared with other projects in
the company. The Project Manager of the project is expected to work about 8 hours per day
and the project team members are expected to work as according to the provided diagram in
the Human Resource Management plan. An allocation of funds, such as RM 13,020 is placed
as the base salary for the hiring of the Project Manager.
Further allocation of funds are provided in the other processes, such as execution, monitoring
and controlling processes whereby its inclusive of the incentives that would be given to the
Project Manager and other staff involved in the processes (such as the secretary, and team
leaders). The incentives provided to the team leaders are included into the labor cost in the
application development process. The other activities such as project planning and the
development of the system & technical requirements process involve the procurement of
external teams in collecting specific information. The assumption of labor and non-labor
costs are calculated based upon the number of days, number of working hours, and the
number of people involved in the projects.
60
People
Salary (Monthly)
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
61
2.4.3 Cost Baseline
WBS Categories
1.0 Initiating
1.1 Assign Project Manager
1.2 Identification of Key Stakeholders
1.3 Business case
1.3 Introduction
1.4 Clients Acceptance Form
1.6 Stakeholder Management Strategy Analysis
1.7 Project Charter
Total Cost (Month 1)
2.0 Planning
2.1 Project Kick-off Meeting
2.4. Cost Management Plan
2.5 Quality Management Plan
2.6 Human Resource Management Plan
2.7 Communication Management Plan
2.9 Procurement Management Plan
3.0 Executing
3.1 Project approval and kick off
3.2 Execution Objectives
3.3 Development of the System & Technical
Requirements
3.4 Information distribution
3.5 Team Development
3.6 Quality Assurance
3.7 Status Update
Total Cost (Month 3, 4)
Total Cost
13020
4500
1500
1500
1500
1500
1500
1500
1500
1500
1500
28020.00
2500
5000
1440
1440
2000
1440
1440
1440
1440
1440
1440
21020.00
300
1200
15120
3480
1200
1200
18200
40700.00
62
4.0 Monitoring and Controlling

4.1 Introduction
4.2 Change Management Plan
4.3 Change Board Control
4.4 Change Control Process
4.5 Scope Monitoring and Controlling
4.6 Quality Control
4.7 Cost Control
4.8 Risk Monitoring and Control
5.0 Closing
5.1 Project Review Meeting
5.2 Lesson Learned Report
Total Cost(Month 6)
Net total
22680
16400
11400
1600
2600
1600
3200
1600
61080.00
9600
0
9600.00
RM 160420.00
63
2.4 Project Quality Management

2.4.1 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 Sales Information System (GSIS)
Introduction: The main goal of the project is to build a centralized, global Direct
Store Delivery 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
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.
64
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 systems 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.
Problem Reporting and Corrective Action Process:
The Project Plans consist of clear roles and responsibilities of the existing
stakeholders and it is clear that each of the team members are responsible to carry out
specific tasks. If theres any major problem occurs and being faced by the members,
they will report to the project manager. The project manager has the authority to solve
the problems being faced as to avoid these problems affecting the time, cost and
quality of the project.
Supplier Quality and Control:
The Project Manager will monitor the quality of the product and services being
supplied by the supplier. The product and services quality requirement has been listed
in the suppliers contract.
65
2.5 Project Human Resource Management

2.5.1 Human Resource Planning
Staff Position
Project Manager
Roles and Responsibilities
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.
Origination
Manager
Responsible in evaluating performance of team members.
Responsible in recruiting new team members.
Responsible of submitting a change request.

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
Assistant
Responsible in troubleshooting hardware, software and

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
Manager
Conduct staff supervision, oversees the activities of

department responsible for purchases. Draws up
66
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

project
Manager
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.
Table 6: Roles and Responsibilities
67
2.5.2 Staff Management Plan

Project Name : Global Sales Information System (GSIS)
Staffing Requirement:
Recruitment and the resources distribution of staff are based on the following
quality.
Project Manager
Possess positive attitude, good communication and people

management skills
Communicate clearly with the project team and communicate the

expectations to the team members and stakeholders.
Possess management knowledge and at least 3+ years of experience in

project management, handling various projects.
Collaborate well with the Project sponsor, stakeholders as to complete

the project charter, scope, goals and deliverables.
Able to meet financial objectives by forecasting requirement such as

preparing annual budget, scheduling expenditures, calculate variance,
initiating corrective actions.
Lead and motivate project team members and effectively manage the
project scope.
Chief Technical Assistant
Have proficient knowledge in hardware and software system, computer

viruses and security, network administration, network installation and
troubleshooting
Have good written communication skills, effective presentation,

listening, and verbal communication skills
Analytical and problem solving skills
Possess strong stress management and time management skills
Communicate well with the IT Technical Team and support
68
Procurement Manager
Possess good negotiation skills, good presentation skills
Ability to conduct critical thinking especially in comparing the

advantages and disadvantages of possible solutions, approaches,
problems.
Great level of knowledge in business and management principles

involved in strategic planning, resource allocation, human resources
modelling, leadership technique, production methods, and coordination
of people and resources
Have knowledge of laws, legal codes, court procedures, precedents,

government regulations, executive orders, agency rules, and the
democratic political process
Provide guidance to the clients on the procurement related matters
Ensures that the product and services provided are in accordance with
industry standards and policies.
Origination Manager
Able to resolve special contract issues in customer contracts and

accounts
Communicate well with Project Manager as to always update, manage

new existing customer relationships
Analyse the industry, provide updates on trends, legislation, new

contracts.
Possess at least 4 years of experience in Sales Analysis and sales

industry relevant
Coordinator
Schedule the board meetings, maintain informations on the status of

changes requests that takes place
Attends the corporate HR Meetings and coordinate the meetings
Requires excellent written and verbal communication skills
Ability to multitask, possess 3 years of experience in the related job

scope
69
Able to work under stress and deliver the tasks in time
Possess great skills of estimation
Staff Assignment: The project manager will first discuss with the Human
Resource Department as to discuss on the selection of the shortlisted
candidates. The Project Manager will then interview the potential candidates
and perform the screening of the candidate in terms of analysing the
candidates skills and previous work related achievements and performance.
If the particular expertise is needed to be in the project, the procurement

officer will negotiate with the term and condition for the allocation of the
particular candidate. Procurement Manager will participate alongside with the
Project Manager as to assess the skills of the candidate in the sale related, and
if its related towards the IT sector, then the IT Manager will participate along.
Training, Rewards and reassignments: Incentives will be given to particular
project member as a reward for outstanding performance. The project manager
has the authority to authorize training for the particular project member if the
performance of the member is not up to the expectations. Internal evaluation
and analysis on the performance and further discussions takes place.
70
2.6 Project Communication Management

2.6.1 Project Communication Plan
Name of Project : Global Sales Information System (GSIS)
Stakeholder Communication Requirement:
The figures below provide the project communication methodology.
Communication Summary:
The table below summarizes the project stakeholders, the communications required,
and the delivery methods required for the project.
Stakeholders
Communication Name
Delivery Method
Project Sponsor Group
Monthly Status Reports
Meetings
Project Advisory Group
Monthly Status Reports
Meetings
Project Team
Weekly Status Reports
Meetings
Project Execution
Project Portfolio
Optimization Reports
Reports
Communication Standards:
1. To use templates as much as possible during the process of writing
documentation and reports
2. To use checklists in order for the reviewing of product requirements.
3. To be always conducting activities within a consistent frequency.
4. The notifications for meetings would be sent through e-mails or through postings
in the memo boards for internal team meetings. Furthermore, the notification of
the meeting dates would be sent to the particular stakeholders that are involved
roughly a week before the meeting date.
5. The secretary would be responsible in order to contact with the corporate
facilitators in order to arrange important meetings such as the GITS-SMEs
meeting.
6. The minutes of meetings would be completed and then sent to particular
stakeholders a rough 24 hours after the meeting is concluded.
71
2.6.2 Project Methodology Plan

Meetings
Initiation Meeting
Target
All of the
stakeholders
Distribute Project
Initiation Plan
All of the
stakeholders
Project Kick Off
All of the
stakeholders
Status Reports
All of the
stakeholders
Purpose of meeting
Time/Frequency of meetings
To initialize and gather
Done typically before the
information & requirements for
initiation of the project, and
the initiation plan of the GSIS
typically carried out by the
project.
project execution group.
To inform all of the stakeholders Done before the kickoff and start
of the preliminary scopes of the
date of the project.
project and the gain buy in for
the stakeholders.
To communicate the project

requirements clearly to the
project stakeholders; with
clearly defined project scopes,
and the expected results aimed
to be achieved by the end of the
project.
To further update the
stakeholders on the progression
progress of the project.
Done just before the start date of

the project typically taking about
one or two months before the
start date of the project.
Method(s) of meeting
Meetings
The documentations
would be presented in
soft copy or printed in
hard copy and then sent
to every one of the
stakeholders either
through e-mail or postage
to their office.
Meetings
Done on a monthly basis, in

Status reports would be
order to keep the stakeholders on prepared in soft copy or
track as to the project and flow
printed in hard copy and
of the project.
sent out to each and every
of the stakeholders either
through e-mails or
through postage to their
offices.
If required, meetings
72
Team Meetings
Project Advisory
Group Meetings
Sponsor Meetings
Project Portfolio
Optimization
review
Meetings would
be arranged
together with the
sub-teams of the
project. The
meetings would
comprise of the
Project Manager,
Technical Team,
and Functional
Team.
Meetings would
be held between
the Project
Advisory Group
members and the
Project Manager.
Meetings would
be held together
between the
Project Sponsor
Group members
and the Project
Manager.
Project Manager
together with the
Project Sponsor
Representatives.
To review the issues and the

Done on a weekly basis in order
details of the issues pertaining to to monitor and control the team
the project. Furthermore, to
effectively in regards of the team
further discuss alternatives or
progression, and the project
solutions and the risks that could
progression.
come about from the selection of
the decisive actions to be taken.
would be arranged in
order to discuss the status
of the projects.
Meetings
To inform and further update the

project advisory group as to the
project issues and proposed
change requests, before
reporting to the project sponsor.
Done at the starting weeks of the

month.
Meetings
To further update the project

sponsor group members with the
status of the current project, and
the seeking or obtaining of
approvals.
Done also at the starting weeks

of the month, after the project
advisory group meetings.
Meetings
To review on the project status

reports, issues, potential risks of
the project. Furthermore, to
communicate the potential risks
that could affect the project
Reviews would be done on a

monthly basis, typically at the
end of the month.
Review reports would be

prepared in soft copy or
printed in hard copy and
then sent out to every
stakeholder either
73
Post Project
Review
Project Manager
together with the
Key Stakeholders,
Project Sponsor.
GITS-SME
Meetings
Meetings would
be held together
between the
Project Manager,
Project Execution
representative, and
the GITS-SME
Department Head.
Presentation or
demo between the
Project Manager,
and the target
group of uses.
Target
Presentations
deliverables, schedule, budget of

the project.
To review on the improvement
plans, the current working stages
of the project, and the tasks left
that are required to be done.
Done at the end of the project

stage.
To obtain approvals and sign off

from the GITS-SMEs for the
final implementation of system.
Done after the prototype of the

system has been completed.
To gain review and further

feedback from the specific target
user group in order to further
improve the system.
Done only after GITS-SMEs

approval meeting.
through e-mails or
postage to their office.
Project review reports
would be prepared in soft
copy and hard copy are
printed in hardcopy or
soft copy and either sent
out to every stakeholder
through e-mails or
postage to the office.
Meetings
Presentation or
Demonstration
74
2.6.3 Communication Escalation Process

To ensure that the project would be efficiently carried out, the projects associated issues and
change requests would have to be categorized according to their priorities. Whereby each priority
of issues and change requests would be given a priority each in order to reflect upon their
emergency of their particular issues and problems to be discussed with the stakeholders of the
project such as the sponsoring group, the advisory group, and the project manager. Priority
categorization of the issues would be provided in the table below. Details as to the task
categorization would be then provided in the issue and status logs.
Priority
1.
2.
3.
Definition
Decision Authority
Timeframe for
Resolution
Major impact upon the project

deliverables or business operations.
Required to be solved quickly in
order to reduce the impact to the
remaining areas of the project.
Vice President of
Green International
Within 1 to 2 days
Project Sponsor
Within 3 to 7 days
Project Manager
Within 1 to 2 weeks
Medium impact upon the project

Effects might be only towards the
project schedule and budgets of the
project.
Minor impact upon project

Minor effects would be towards the
project schedule, budget and
deliverables; a better solution as to
the issue would be able to solve the
issue.
Table 7: Communication Escalation Process
75
2.7 Project Risk Management

Risk Management Planning defined as a process of defining the steps to conduct the risk
management activities for a project. (Project Management Institute, 2009) The project manager
will have to identify all the possible risks that might be encountered during the development
phase in the project. The project manager has also listed the various solutions as to mitigate these
risks.
Figure 2: Risk Management

(Source:http://leadinganswers.typepad.com/leading_answers/2007/09/agile-risk-mana.html ,
2007)
76
No. Risk Name
Cause of Risk
Risk
Risk
Risk Consequences
Probability Types
1
Unclear business
not achieve
requirement documentation
does not meet the
and meet the
that leads to further
final expectation of
business
confusion and
the project thus
requirements
misunderstanding between
doesnt meet the
different units
deliverables.
Business requirements
Low
Functional
System does
Medium
The built system
Maintenance of the
constantly changes from
system will
time to time.
consume long
duration of time as
modification is
required.
Over-budget
Lack of Resources requires
High
Financial
Delay of the
additional resources to be
completion of
added
system, thus
Unexpected delay of project Medium
project may fail
due to inaccurate project
High development
timeline plan or did not
cost might
follow the estimated and
negatively affect
scheduled timeline
the companys
profit and future
growth
Medium
Human
Team member
Stressful working
and employees
Environment
decreased
Workload is heavy and
turnover rate
expectations that has been
efficiency of the
set are not realistic
work affected
Resource
Due to the
pressure,
Medium
performance and
Employees
77
demotivated easily
and pressurised
thus not
completing the
tasks and not
following the
standards.
4
Medical leave
Team member has
High
and other leave emergency case, probably

applications
Human
Resource
They have to work

extra to complete
not feeling well or has
the left over tasks
family issues.
as to avoid any
delays
They might rush

and affect the
quality of the task
Availability of
Inaccurate resource
Resources
estimation
Facilities and resource
Medium
Inventory
Project Team
might not be able
Medium
to finish the system
shortage
on time due to lack

of resources
Workers feels
demotivated as it
takes time for the
management to
provide and restore
the resources that
needed by them.
Table 8: Identification Risk and risk management
78
2.7.1 Impact Matrices

This activity helps the Project Manager to identify and study the most probable and impactful
risks that might occur during any phase of the project. This would allow the project manager to
have evaluate and have a broad view on what risks that Mr. Anderson should be avoiding.
The following is the template matrix for the probability- impact matrix which has to be followed
for the project;
Risk Consequences
Risk Probability
High
Medium
Low
High
High
High
Low
Medium
High
Medium
Medium
Low
Medium
Low
Low
Risk Consequences
Risk Probability
High
Medium
Low
High
Risk 2
Risk 1
Medium
Risk 5
Risk 3
Low
Risk 4
79
2.7.2 Matrix Criteria
Impact
Definition
Low
Minimum effect takes place.
Medium
Interruptions takes place and affect the

phases, as it cause cost damages to take place
as different approaches have to be considered
in order to handle the situation.
High Impact of risk that can affect the whole
High
operations of the system to shut down.

Priority concern of risk and the management
should try out different approaches to
mitigate.
2.7.3 Probability of success rate

Risk
Type
Factor
Impact
Actual Estimate Impact
1 Low
0.2
RM 35,000.00
RM 7,000.00
2 High
0.8
RM 35,000.00
RM 28,000.00
3 Medium
0.5
RM 20,000.00
RM 10,000.00
4 High
0.8
RM 5,000.00
RM 4,000.00
5 High
0.8
RM 20,000.00
RM 16,000.00
RM 115,000.00
RM 65,000.00
Total
Formula: Probability
1- (RM 115, 000 + RM 65, 000)*100 = 77.5%
80
As the calculation shows that the chances for the project to succeed is 77.5%, considered high.
As the available contingency fund amount of RM 100, 000, the actual estimate impact worth of
RM 65, 000 would able to cushion the damages.
2.7.4 Risk Mitigation Plan

Risk
Mitigation Plan
Risk 2
Project Manager place appropriate amount

of money into contingency funds.
A detailed analysis and full assessment of

cost will be carried out on every
completion of process.
Project manager approval and project

sponsor approval with the cost spent in
every project stage should be carried the
control and monitor the cost.
Risk 5
The project manager should always check

with the existing inventory that the
company currently have, this is to check
whether they would be able to utilize these
resources temporarily as to solve the
problems.
If the companys inventory resources are

not sufficient, then the project manager
should consider preparing plans such as to
rent existing inventory resources from the
suppliers temporarily.
81
Table 9: Risk Mitigation Plan
2.8 Project Procurement Management

This approach would certainly benefit organizations from being spending extra and to avoid
extra costing to take place. Through this approach, the project manager would be able to analyze
the current system as to check if there are any remaining and current available resources that can
be used for the project. If there are less resources, then the management will create a list of
resources that they wish to order from the suppliers or vendors. Once the list is reviewed and
finalized, the list would be sent over to the vendors as to request quotations.
2.8.1 Purchases Plan and Acquisitions
Supplier Evaluation Matrix
Supplier Name
Hardflex Sdn Bhd
Products and
Product/Services Company
Services
Price
Reputation
Provide hardware
Medium
Good
Low
Medium
Medium
Medium
Medium
Good
Low
Good
Medium
Good
rental services
ITO Sdn Bhd
Provide hardware
rental services
ProjectProfessionals Provide project

Sdn Bhd
management
consulting services
ProjectInternational
Provide project
Sdn Bhd
consulting services
Acquemini Sdn Bhd Provide IT software

development
services to their
customers.
Hays Sdn Bhd
Provide human
resources and
recruitment services
to their clients
82
Job Recruitment
Provide recruitment
Agency
services for their
Low
Medium
clients
Table 10: Supplier Evaluation Matrix Table
83
3.0Execution Phase
The execution process group in the PMBOK includes the processes that needs to be done once
the project is ready to be implemented. It is crucial in this phase to follows the projects plan
resulted by the project planning process group. In the previous process groups the main concern
was on task identification, milestone setting and how the project would be implemented.
However in this stage the focus would on actually doing the project, this process group includes
focus areas such as; Quality assurance, Team development, System development and technical
requirements development.
3.1- Project approval and kick off:

The execution phase of the project is decided to start after two main meetings are conducted
which are; the initiation meeting and the project kick-off meeting. The initiation meeting
includes a briefing to the stakeholders about the project plan and the basic approval and feedback
would be gained. After the initiation meeting the kickoff meeting will be conducted to begin the
implementation of the project. The project manager would gather the current available project
team and do a project briefing to go review the project scope, tasks, objectives and the general
plan and milestones of the project. The team members will have the chance to be formally
introduced in this meeting.
3.2 Execution Objectives:
Deliver and achieve all the milestones according to planning phase.
Develop the required system and implement it according to standards.
Quality Assurance of the product software and the work process.
Provide feedback and report issues for each milestone and required task.
84
3.3 - Development of the System & Technical Requirements:

3.3.1 - System requirement gathering:
The development process of the system includes an information gathering phase to get the
correct system requirements. The information gathering phase includes many approaches to
gather the most accurate data and limit the failures in the system development process. The
requirement gathering phase that would be done by the IT team and the developers includes the
following approaches:
Questionnaires: The questionnaire approach would depend on gathering a quantitative

data from the current employees to know what are the benefits of the current system that
is used locally, it would also help to understand the drawbacks of the system and how the
employees interact with the system.
Interviews: A series of interview would be conducted with the management staff of

each department to further get management feedback and collect qualitative data.
Observation and document collection: It is also important to observe how the work is
actually done to know the missing information that questionnaires and interviews will not
reveal. Another final important step is go through the documentation of the old system
and some of the documents of the company so that the developers would have an actual
idea of how the work is being done.
The qualitative and quantitative data that is collected in this phase would be then used in the
analysis and design of the new system, which an important task to be done in the development of
any new software.
85
3.3.2 - Technical requirements:

The deployment of the new system requires new hardware to be installed and modification the
existing system to be made. The hardware requirements for the deployment of the new software
are as follows:
Personal Computers:
Although most of the employees that would be using the new system already have workstations,
however many of them doesn't meet the technical requirement to be used with the new software,
as a result many new workstations should be installed in the company.
Server:
The new software also requires the branch to have a more powerful server that would be able to
handle the traffic and is able to cope for a fair amount of time with future growth of the
company. The new server would handle that local database in the system, and in the future would
connect with the branches that deploys the system after the Singapore market.
86
Network equipment:
The introductions of the new system would require an upgrade of the equipment of the old
network such as switches, cables and a new VPN enabled router. The increased number of work
stations in the network would require additional switches to connect them all together. A new
VPN enabled router is essential as well, to first be able to support the connection to the base
company branch and other branches via a secure VPN. The new router is also required to be able
the high traffic and the expected increase in traffic in the future when more markets deploy the
new system.
3.3.3 - Software requirements:

The new system would require the deployment of new software components on both the
workstations and the server. The deployment would be done by the local IT team with the help of
one of the new software developers. While the workstations would not require any new software.
The deployment on the server would require the installation of a serve specific OS and a
Database Management System.
As a multinational company, GITS needs to have a Virtual Private Network (VPN), to securely
connect all the markets together. As such it is required to configure the new VPN in the
Singapore
branch
after
the
deployment
of
the
system.
87
3.4 - Information distribution:

3.4.1 - Project Team Directory:
Team Role
Internal Stakeholders
" Management Team"
Business Analysis Team
Software Development
Team
Software Testing Team

Hardware Development
Team
Member Role
Project Manager
Origination
Manager
Coordinator
Control Board
Chief Project
Steering Committee
Communication
Manager
Head of HR Dept.
Head of Finance
Dept.
BIT Manager
Business Analyst
Executive Assistant
System Analyst
Software Architect
Front End Developer
Back End Developer
Software Tester
Test plan designer
IT Hardware
Manager
Chief Technical
Assistant
Procurement
Manager
Name
Mr. Anderson
Mr. Yaya Toure
Contact Email
Anderson@Gmail.com
Yaya@Gmail.com
Ms. Elijah Wood

Mr. Ranbir
Mr. John
Elijah@Gmail.com
Ranbir@Gmail.com
John@Gmail.com
Mr. Ryan
Ryan@Gmail.com
Ms. Suzan
Mr. Adams
Suzan@Gmail.com
Adams@Gmail.com
Mr. James
Mr. Jeremy
Ms. Jonas
Mr. Charles
Ms. Laura
Mr. Kevin
Mr. Carlos
Mr. Richard
Mr. Hammond
James@Gmail.com
Jeremy@Gmail.com
Jonas@Gmail.com
Charles@Gmail.com
Laura@Gmail.com
Kevin@Gmail.com
Carlos@Gmail.com
Richard@Gmail.com
Hammond@Gmail.com
Mr. Armin
Armin@Gmail.com
Mr. Cook
Cook@Gmail.com
Contact Number
011-1234567
88
Quality Assurance &

inception Team
IT Hardware
Technician
Quality Assurance
Engineer
Inspection Chief
Mr. Lenard
Lenard@Gmail.com
Mr. Lee
Lee@Gmail.com
Ms. Sally
Sally@Gmail.com
89
3.4.2 - Method and Technologies:

Communication management is a very important in any project, as it can either lead to a project
failure of success. The goal of communication management is to distribute information in an
efficient manner while making sure that the correct information is received the correct person at
the correct time. There are many methods and technologies of information distribution, they vary
acceding to the type of information, formality, frequency and urgency.
There are many obstacles that might lead to a failed communication in a project an example of
which can be described as follows [2]:
Complex information overload: Cramping the massages with too much information
and making them complicated can lead to difficulty in communication, so it is
recommended to keep messages as simple as possible and get to the point directly.
Culture obstacles: Having different cultures in the same working environment might be
generate communication difficulties by the fact that sometimes the same thing might
have different meaning in different cultures, so it is recommended to encourage team
members to understand the different cultures and try to keep the communication as clear
and formal as possible.
Organizational structure: Sometimes the properties of the structure of the organization

and management style might lead to difficulties or delays in reaching the management or
other departments, so it is recommended to keep that in mind in the process of
structuring the organization.
90
There are multiple types of information to be distributed in a project to either; provide approvals,
acquire information, present ideas, feedback or updates or report status update, issues and
performance reports. Each of the following type of the previous information could have many
channels of communication each works best with a type of information distribution. The methods
of communication can be categorized in many types of grouping one of them could be described
as the following [3]:
Respondents documents: Can be softcopy or hardcopy. This method of

communication is usually used for formal communication, which could be for;
performance report, issue logs, status updates, milestone approvals, time sheets, etc..
Messages: fax, E-mail, phones and bulletin boards. This method is usually an informal
method of communication, which could be for; exchanging information and distributing
updates or news.
Meetings: Usually a formal method of communication which could be done: face to

face, video conferencing or by conference calls.
91
3.4.3 - Communication Matrix:

Communication
Type
Initiation
Meeting
Kick off Meeting
Communication
Channel
Video
conferencing
Face to face
Meeting
Rate of
Occurrence
Once
Owner
Objectives
Once
Project Manager
Stakeholders
Project Manger
Face to face
Meeting
Weekly
Project Manager
Face to face
Meeting / Video
conferencing
As required
Development
Team Manager
To meet with the internal and external stakeholders

and gain approvals and feedback to start the project
A meeting between project Manager and project
team. For briefing, scope review and introduction of
the team members
Discuss the next milestones and objectives, discuss
problems or issues and solutions. Provide guidance
and motivation to project team
A meeting between stakeholders and the
development team to discuss and present the software
requirement specifications
Project Team
Meeting
Development
Team Business
Requirements
Meeting
Status Update
Document
Email Document
Monthly
Project Manager
Time Sheet
Email Document
Weekly
Direct Manager
Development
Team Design
Meeting
Closure Meeting
Face to face
Meeting
As required
Development
Team Manager
Face to face
Meeting
Once
Project Manager
Provide the project manager with status update about

the current tasks milestones achieved and issues
faced.
Provide the direct manager of the work done by each
employee. A copy is also sent to the financial
department
Discuss the software development progress,
solve issues faced
and guide the developers about their responsibilities
A meeting between the project manager and the
stakeholders.
Present the results of the project implementation.
Gain final approval for the delivered project.
92
3.5 - Team Development:

3.5.1 - Responsibility Assignment Matrix:
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
1.1
RP
1.2
RP
1.3
RP
1.4
R
1.5
R
1.6
R
1.7
RP
P
P
2.1
RP
2.2
R
2.3
R
2.4
R
2.5
R
2.6
RP
2.7
R
2.8
RP
2.9
R
P
P
P
P
P
P
P
3.1
RP
3.2
R
3.3
R
3.4
R
3.5
R
3.6
R
3.7
R
4.1
R
4.2
R
P
93
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
Project
Manger
Business
Analysis
Software
Development
Hardware
Development
Quality
Assurance &
inception
Software
Testing
Financial
Department
HR
Department
4.8
R
5.1
RP
5.2
RP
P
4.3
R
4.4
R
4.5
RP
4.6
R
4.7
R
P
P
P
94
3.5.2 - RACI Chart:

R=
Responsibility
A=
Accountability
C = Consultation
I = Informed
1.0 - Initiation
Phase
Assigning the
Project Manager
Identification of
Key Stakeholders
Business Case
Clients
Acceptance Form
Stakeholder
Register
Stakeholder
Management
Strategy Analysis
Project Charter
2.0 - Planning
Project Kick-Off
Meeting
Project Scope
Management
Time
Management Plan
Cost Management
Plan
Project Business Software

Software Hardware
Quality
Financial
HR
Manger Analysis Development Testing
Development Assurance Department Department
Team
Team
Team
and
Inspection
Team
R,A
A
A
R
R
I
I
I
I
I
I
I
I
C
I
I
I
R,A
R,A
R,A
R,A
R,A
I
95
Quality
Management Plan
Human Resource
Management Plan
Communication
Management Plan
Risk Management
Plan
Procurement
Management Plan
3.0 - Executing
Project approval
and kick off
Execution
Objectives
Development of
the System &
Technical
Requirements
Information
distribution
Team
Development
Quality Assurance
Execution change
updates
4.0 - Monitoring
and Controlling
Change
Management Plan
Change Board
Control
A,R
R,A
R,A
R,A
R,A
R,A
C
C
C
C
C
C
C
C
C
C
I
I
C
I
R,A
R,A
R,A
R,A
R,A
R,A
96
Change Control
Process
Scope Monitoring
and Controlling
Quality Control
Cost Control
Risk Monitoring
and Control
5.0 - Closure
Phase
Project Review
Meeting
Lessons Learned
Report
R,A
R,A
I
I
I
C
C
C
I
I
I
I
I
I
I
I
I
R,A
R,A
R,A
I
C
I
I
I
I
R,A
R,A
97
3.6 - Quality Assurance:
Figure 3: Quality Assurance Framework Source:

http://www.cubicpharma.com/QA%20Services/default.html
The successful project is not a project that works ", a successful project must a project that
meets high quality standards and benchmarks. As the project that is being done for GITS is a
software project, software quality assurance standards and approaches must be practiced.
In the Project Quality Management approach, there are three independent but sequential tasks
that would be performed during the lifetime of the project; Quality planning, Quality Assurance
and Quality Control. This set of practices are done in different process groups in the PMBOK
project management approach. However they could be repeated until the final desired quality is
achieved.
One of the outcome of the early planning of the project is the QA plan. The QA plan includes the
standards and the benchmarks the project and software must meet, and in the execution phase
quality assurance practices will be put at place as a preventions strategy to make sure the quality
standards are met and with a high quality.
The two main approaches to quality assurance are Benchmarking and Quality Audit.
Benchmarking is all about producing standards and thoughts about what would improve the
quality of the project and the final product, it is done by either coming up with original ideas or
comparing the project to other similar projects and standards set by others or bodies such as ISO.
98
Quality Audit is doing well planned and formed examinations and revisions on the quality
management practices that has been preformed of the project and identify its benefits for future
improvements in current and later project, where these practices might be dropped or adopted.
The project that is requested by GITS is a software development and placement project, as such
it must meet software quality criteria such as:
Accuracy: The software must produce accurate results each time even in extreme or
unconventional data input.
Reliability: The software should function with minimum down time and faults.
Scalability: The software code should be easily understood for other developers, and the
code design must allow upgrades easily with minimal changes to the old source code.
The design of the software of the Singapore Market should have the ability to easily
migrate to the other markets, while allowing for the special characteristic of each market
if they exist.
To achieve the Quality Assurance for the software and the project as a whole during the
execution phase, it is suggested to follow the listed practices which would make sure that the set
benchmarks are met. The suggested practices are:
Include data input validation and checking from the software design phase, so they would
be implemented and the software would need less modification after testing.
Perform unit and system testing for all the possible data input sets after the
implementation of each module of the system and before the final deployment.
Perform code and database optimization strategies, memory management, exception

handling and auto fault recovery practices, to maximize the system performance and
reduce the down time and system maintenance.
Use modern software design patterns that promotes code reuse and ease of integration
and upgrade.
Map the system and user requirement during the process of implementation to ensure that
no requirements are missed.
99
3.7 - Execution change updates:

3.7.1 - Issue Log:
Issue Log
Reported Assigned Priority
By
To
(H/M/L)
IT
IT
H
Hardware Hardware
Technician Manager
Due
Date
21-62014
Issue # Issue
Description
1
Newly
installed
server over
heating
Impact On
Project
Increase in
cost and
small time
delay
Date
Reported
16-6-2014
Business
analysis
overworked
Low quality
work and
productivity
25-4-2014
BIT
Manager
Project
Manager,
Head of
HR Dept.
30-42014
Inexperienced
Front-end
developer
Low quality
and slow
development
of GUIs
19-5-2014
System
Analyst
Project
Manager,
Head of
HR Dept.
26-52014
Status
Comments
Pending Current cooling

units are not
enough for the new
server,
Hardware damage
to the new server
Pending Two more business
analysts are needed
to be hired due to
the large amount of
work
Pending The Front-end
developer is needed
to be changed
100
3.7.2 - Change Requests:

Change Request #: 1
Project name:
GSIS
Request Title
Purchase Server Hardware replacement parts, and additional cooling

equipment
Requested by:
IT Hardware Manager
Assigned to: Finance Dept. / Project Manager
Priority (H,M,L)
Date:
Request
The parts are needed to replace the that malfunctioned from the server
Description:
overheating and cooling parts are to avoid overheating the future
16-6-2014
Request Result
Stakeholder
Date:
Signature
Change Request #: 2
Project name:
GSIS
Request Title
Recruit two additional business analysts
Requested by:
BIT Manager
Assigned to: HR Dept. / Project Manager
Priority (H,M,L)
Date:
Request
Two more business analysts are needed to be hired due to the large amount
Description:
of work
25-4-2014
Request Result
Stakeholder
Date:
Signature
101
Change Request #: 3
Project name:
GSIS
Request Title
Replace Front-end developer
Requested by:
System Analyst
Assigned to: HR Dept. / Project Manager
Priority (H,M,L)
Date:
Request
The Front-end developer is needed to be changed due to the low quality
Description:
and delay in his work
19-5-2014
Request Result
Stakeholder
Date:
Signature
102
3.7.3 - Status Update:

In this section the template for the overall status update and the post phase status update is
included in the following sections.
3.7.3.1 - Overall Status Update

Milestone
Start Date
End Date
Status
Remarks
1.0 - Initiation
2.0 - Planning
3.0 - Execution
4.0 - Monitoring
and Control
5.0 - Closure
3.7.3.2 - Post Phase Status Update

Post Initiation Status Update:
Milestone
Start Date
End Date
Status
Remarks
1.1 - Assigning the

Project Manager
1.2 - Identification of
Key Stakeholders
1.3 - Business Case
1.4 - Clients
Acceptance Form
1.5 - Stakeholder
Register
1.6 - Stakeholder
Management Strategy
Analysis
1.7 - Project Charter
Post Planning Status Update:

103
Milestone
Start Date
End Date
Status
Remarks
End Date
Status
Remarks
2.1 Project Kick-Off

Meeting
2.2 - Project Scope
Management
2.3 - Time
Management Plan
2.4 - Cost Management
Plan
2.5 - Quality
Management Plan
2.6 - Human Resource
Management Plan
2.7 - Communication
Management Plan
2.8 - Risk Management
Plan
2.9 - Procurement
Management Plan
Post Execution Status Update:
Milestone
Start Date
3.1- Project approval

and kick off
3.2 - Execution
Objectives
3.3 - Development of
the System & Technical
Requirements
3.4 - Information
distribution
3.5 - Team
Development
3.6 - Quality Assurance
3.7 - Execution change
updates
104
Post Monitoring and Controlling Status Update:
Milestone
Start Date End Date
Status
Remarks
Status
Remarks
4.1 - Change
Management Plan
4.2 - Change Board
Control
4.3 - Change Control
Process
4.4 - Scope Monitoring
and Controlling
4.6 - Cost Control
4.7 - Risk Monitoring
and Control
Post Closure Status Update:
Milestone
Start Date End Date
5.1 - Project Review

Meeting
5.2 - Lessons Learned
Report
105
4.0Monitoring and Controlling Phase
106
5.0 Project Closure

5.1 Project Summary
To summarize the project shortly, we can say that as every successful project has to fulfill its
goals and objective which as they were stated in the project charter are:
To maximize cost saving and decrease the operating expenses.
So as the project has managed to fulfill the objectives that has been set in the initiation phase, the
project was successful and met all the success criteria that has been established at the in the
project charter by the project manager.
Also the project manager and the project team were able to finish the project within the give
duration limit and budget, with only minor issues and problems and without a mentionable
increase in the duration and budget.
107
5.1.1 Project Schedule Overview
No
Major Milestones
Start Date
Finish Date
18/02/2014
3/3/2014
5/3/2014
11/3/2014
12/03/2014
24/03/2014
4 Change Request, CR Approval
6/7/2014
11/7/2014
System & Technical Specification

5 Development
9/6/2014
22/7/2014
6 Cost Control
24/7/2014
1/8/2014
7 Quality Control (User Acceptance Testing)
23/7/2014
3/8/2014
8 System setup (in Production environment)
17/8/2014
20/8/2014
1 Requirements Gathering
2 Preliminary Approval
3 Project Charter
108
5.1.2 Final Approval

5.1.2.1 Acceptance Form
This document shows a form of a formal acceptance of all the deliverables for the GSIS project.
The GSIS project has met all the acceptance criteria as defined in the requirements document
and project scope statement. A project audit has been conducted to confirm that all deliverables
meet performance and product standards. Furthermore, a product evaluation has been conducted
as well and it has been confirmed that all products meet the quality and functional requirements
defined within this project.
The live system has been handed over to the company. All training has finalized and the system
documentation has also been given to the company.
The Project Manager is permitted to proceed with the formal close out of this project. The
closeout process will include a post-project review, documentation of lessons learned, and
release of the Project Team, close out all procurements and archive all important project
documents. Once the closing process is done, the Project Sponsor will be given an
acknowledgement and the Project Manager will then be released from the project.
Approved by the Project Sponsor:
_______________________________________
(Project Sponsor)
Date: ___________________
109
5.1.2.2 Contract Closure Notice Template
Contract Closure Notice

Date
As described in our contract/service agreement (XXXXX-X), this letter provides formal notice that
the work you were contracted to perform for __________________ (the Buyer) has been
completed. Payment is being processed based on __________________.
By: __Name, Title, Company____

Date __ ______________________
5.1.3 Go Live
Once the successful setup of the system that involves the hardware and software setup has been
initialized and put into working state, the system would be set to Go-Live. These would mean
that the system would be ready to be placed into production and to be used by actual users in
production. The status of the system would then be closely monitored by the team in the first two
weeks of the post-implementation stage in order to ensure that the system stays up and running
as it is meant to be running. The team would then be tasked to perform multiple tests every once
in a while within the course of 2 months after the system goes live and maintenance for another
month afterwards before being able to let go of the system.
110
Personal Reflection
Prepared by: Sukvinder Singh
Throughout the development of the Global Sales Information System (GSIS), the researcher has
learned that most of the projects out there requires good leadership and dedicated project team.
The GSIS project was a successful result was a combined effort of the entire project team as the
project was delivered right on time and within the proposed budget. The project would have not
been made possible by the excellent teamwork from the project members who proved to be team
players. They have collaborated well within the constraint of the time in order to meet the
deadline.
The researcher has worked on the Initiation phase which then covers the important subtopics and
deliverables of the Initiation phase. The first part learnt by the researcher is to analyze and obtain
a thorough understanding of the current system and identifying the key areas and problems. The
researcher has then been able to define the scope, the solution and the objective as to further
discuss these aspects in detail in the Business Case and Project Charter documents provided in
this documentation. Furthermore, the researcher was also able to perform research as to the
specific documents, such as the Business Case and Project Charter, in order to obtain a better
understanding as to the format required to be delivered. The researcher also gained a better
understanding as to the ecosystem of the organization coupled with the relationship between the
organization and the stakeholders.
Finally, the project can be considered as a major success since the project leader was able to
work together with the strengths and weaknesses of the other team members together to
coordinate and develop the documentation.
111
Prepared by: Naavin Mahendran

Throughout the development and documentation of this assignment, the researcher learnt the
importance of developing an efficient planning phase for the purpose of project management.
The researcher learnt to deal with the appropriate methods required in order to manage and
develop an efficient planning phase to support and further map the development of the processes
required in a successful project. The Project Manager required standardized approaches and
appropriate tools in order to aid the development of the planning and the other phases of the
processes effectively. Furthermore, the development of an effective planning phase would enable
for the prevention of wastage of resources.
In this project, the researcher had been exposed mostly to the planning phase and small areas of
the various other phases in the development of this project. With the understanding taken from
this project, the researcher is able to deduce and comprehend the effects of the result of bad
planning, whereby the multiple calamities such as delays, issues and deadlines would be able to
stall the progression of a project phase from one to another. In other words, the planning phase is
the direct backbone of the project. The planning phase would clearly outline the takes, scopes,
roles, responsibilities of all the stakeholders and the communication mediums that are required to
be communicated. Other than that, in a team, a thorough and crystal understanding of the
distribution of project resources such as time and money would be essential in order for the
entire team to be on track as to the distribution and management of the aforementioned
resources.
The researcher was also able to obtain a valuable feedback from the group work whereby
teamwork is an essential requirement when it comes to the successful development of a project.
The group work and the ability of the team to work together as team players would become an
essential component to determining the successful completion or failure of the project. Further
research would also allow for the Project Manager to standardize the documentation in order to
provide a flow and thorough understanding of the various scenarios and areas in the project.
To summarize everything, a detailed and thorough planning phase is crucial towards deciding the
fate of a project.
112
Prepared by: Mudar Kadah
Prepared by: Mhd Kheir Shehadeh Aga Alrifai
113
Appendix
Appendix A: Project Charter
Global Sales Information System

PROJECT CHARTER
114
Project Title: Global Sales Information System (GSIS)

Project Start Date: 18/02/2014
Projected Finish Date: 20/08/2014
Budget Information: The overall amount of budget of RM 180, 00 has been allocated.
Project Manager: Mr. Anderson, 012-2222111, anderson@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.

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.

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
115
increasing the collaboration between the different top management, they would be
able to solve problem at a global view.

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 informations being channeled throughout the

development of the system.
i)
Studying, evaluating and improve the system by accepting customers and

internal team feedback on the system.
116
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

Name and Signature
Role & Phase
Position
Mr. Anderson
Initiation
Project Manager
Ms. Anne
Planning
Project Member
Mr. Ramesh
Execution
Project Member
Ms. Laura
Monitoring &
Control
Project Member
Contact Information
117
Project Constraints
As the time that has been allocated is only for 6 months, the project manager and the
team will have to deliver the project in time. This would be a challenge for the project
manager and the team as the case of delays and unwanted circumstances appears will
appear at any cost. To construct a schedule will always be a challenge since the time
has less flexibility and in this case, the project management team will always have to
plan a good time management plan in order to complete all the tasks in time.
The cost that has been assigned for the project is RM 180, 000. It is also applicable to
mention that the funds that were allocated may be limited as to ensure that the project
manager should handle the cost expenditure wisely at any cost.
Project Assumptions
The funds that were allocated to the project is sufficient and feasible enough to
complete the project.
The project sponsor has made available funding that allows the project team to
purchase the best quality of hardware/software for the system.
All the GSIS SMEs department will support each and every phases in order to support
the project.
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.
118
No
Major Milestones
Start Date
Duration
Finish Date
18/02/2014
13
3/3/2014
5/3/2014
11/3/2014
12/03/2014
10
24/03/2014
4 Change Request, CR Approval
6/7/2014
11/7/2014
System & Technical Specification

5 Development
9/6/2014
45
22/7/2014
6 Cost Control
24/7/2014
15
1/8/2014
Quality Control (User Acceptance

7 Testing)
23/7/2014
11
3/8/2014
System setup (in Production

8 environment)
17/8/2014
20/8/2014
1 Requirements Gathering
2 Preliminary Approval
3 Project Charter
119
Project Organization Structure

Board of Directors
Project Sponsor
Project Steering
Committee
Project Manager
Origination Manager
Origination Project
Team
Coordinator
Control Board
Coordinator Project
Team
Chief Inspection
Procurement Manager
Project Manager
Communications
Manager
IT Manager
SMEs Department
Chief Technician
SMEs Project Team
Communications
Project Team
Control Board Team

IT Project Team
(Technical Support)
Development Team
120
Staff Position
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.
Origination
Manager
Responsible in evaluating performance of team members.
Responsible in recruiting new team members.
Responsible of submitting a change request.

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
Assistant
Responsible in troubleshooting hardware, software and

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
Manager
Conduct staff supervision, oversees the activities of

department responsible for purchases. Draws up
121
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

project
Manager
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.
122
Appendix B: Project Kick-Off Meeting and Team Contract Template

Kickoff Meeting
Meeting Objective: The meeting is conducted with the aim of reviewing the aspects being
covered in this project. The project manager will be responsible to disclose and explain to the
team and what is expected from the project team and what activities should be carried out as to
achieve the deliverables and overall goal of the project. The project manager will acknowledge
and address all doubts and questions from the tem as well to address the concerns of the
stakeholders.
Agenda Item
Presented By
Distribute Project Plan
Project Manager
Review Project Environment/Scope/Goals
Project Manager
Review Detailed Project Plan
Project Manager/Project Team
Review Tasks Assignments and Team Roles
Establish Team Norms/Ground Rules
Establish Time Reporting & Status Updates
Project Manager
Negotiate Team Performance Objectives
Review Team Roster
Schedule Team Meetings
Project Manager
Discuss Next Steps
Project Manager
Action Item
Assigned To
Due Date
Requirement Gathering
Douglas Jeremy
3/3/2014
Research and analysis on the
Annie Hathaway
10/4/2014
hardware and software's for the

system.
Date and Time of the next meeting: 14/4/2014
123
Team Contract Template
Contract Statement of Work

Date
Project Name:
Contract Name:
Scope of Work:
Location of Work:
Period of Performance:
Deliverables Schedule:
Applicable Standards:
Acceptance Criteria:
Special Requirements:
124
Appendix C: Scope Statement

Project Title: Global Sales Information System (GSIS)
Date:
Prepared by: Mr Anderson
Project Justification:
GSIS project is a global Direct Store Delivery system for Green International company. This
project implementation is to reduce the capital and operating expenses because current system
software support maintenance are manage locally within each market and result high in IT cost.
Other than that, this project objective also is to centralized support from Global IT Service
(GITS) and to make global governance.
Product Characteristics and Requirements:
1. Organization structure must be formed from the previous department that already been
in the current business environment as to reference the organization structure.
2. Current IT infrastructure must support this new system.
3. It is mandatory for related subject matter experts (GITS-SMEs) to provide approval
and signoff for the system implementation.
4. Data Centre Operation (GITS-DCO) must support for 24 hours by 7 days a week.
Global Service Desk (GITS-GSD) must support for 12 hours by 5 days (Monday to
Friday) a week. Both need to get approval with Service Level Agreement (SLA) and
Operational Level Agreement (OLA).
5. All support staff and users must have access to this new system with Access Control
Level (ACL) privileges.
6. The current system must be replaced in phases by GSIS system
7. Current system to new centralized system cutover must be done in parallel.
125
Product User Acceptance Criteria:

1. The GSIS Project must be completed within 6 months time frame duration.
2. Project cost must maintain below the budget as to avoid any wastage and lack of funds.
3. User manuals should be included within the documentation and the user manual should contain
in depth informations on how to utilize the components of the system.
Summary of Project Deliverables;
Project management-related deliverables:
Project charter
Team contract
Scope statement
WBS
Schedule
Cost baseline
Final project presentation
Final project report
Lessons-learned report
Project Acceptance
Product-related deliverables:
Sales Report
Technical Information
Support Information
Marketing Information
Customer Information
Store Information
Financial Report
126
Reference
127

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1

Identification of Key Stakeholders .......................................................................................... 13

Primary Stakeholders ....................................................................................................... 13

Secondary Stakeholders ................................................................................................... 14

Tertiary Stakeholders ....................................................................................................... 14

Development Team ........................................................................................................... 16

Clients Acceptance Form.......................................................................................................... 28

Stakeholder Register ................................................................................................................. 30

Stakeholder Management Strategy Analysis .......................................................................... 31

Project Charter ......................................................................................................................... 33

2.0 Planning ............................................................................................................................................... 34

2.4 Project Quality Management ......................................................................................................... 64

3.7.2 - Change Requests:................................................................................................................. 101

synthesis of engineering and management approaches designed to deliver a product, service or a

Comparison of PMBOK and PRINCE 2 Methodologies

Project Management Body of Knowledge

Projects in a Controlled Environment

Widely being used in United States, as this

Administered and founded by Project

Developed by the UK Government and widely

Management Institute (PMI).

Process-based, meaning it describes work as

Based on the process-based of methodology

being accomplished by processes and also based

Describes a series of management processes

Table 1: Comparison of PMBOK and PRINCE2 Methodologies

Justifications of choosing PMBOK Methodology

1.0 Project Initiation

Figure 1: Standardized Project Initiation Activities. (Jason Westland, 2007)

1.1 Project Manager

1.2 Identification of Key Stakeholders

1.2.1 Primary Stakeholders

Center of Excellence - Sales Information System (CoE-SIS)

Center of Excellence - Enterprise Resource Planning (CoE-ERP)

1.2.2 Secondary Stakeholders

Finance Department (FIN)

Human Resource Department (HR)

IT Security (IT Sec)

Global Service Desk (GSD)

Data Center Operations (DCO)

Center Of Excellence Customer Relationship Management (CoE-CRM)

1.2.3 Tertiary Stakeholders

Board of Director (BOD)

Chief Executive Officer (CEO)

Sales & Marketing

Gather requirements from the end users or clients,

Analyse the current system and study the technical

Provide trainings to the user to utilize the new system and

Responsible in designing the software or the system as

Responsible in developing the complete the system

Test the system as to test them in the real world

Prepare user manuals and maintain the system as to solve

Front End Developer

In charge of the front end development of the system that

Understands the human computer interaction between the

Back End Developer

In charge of the back end development of the system that

The developer will have to be solid understanding of

components within the system are developed up to the

expectations and standard.

Ensures that the final system fits the requirements of the

Responsible at performing testing phases of the system

Execute the test phases and investigate any potential

Responsible to assist the development team as in

To be updated by Project manager