Global Supply Chain

Management ( GSCMP )
BY GOODMENTHELANTERN GROUP
  The previous project tender that has been given to the previous

developers has been delayed a long time, leaving us with only six

(6) months to develop this project

INTRODUCTION  This project has been broken down to make the tasks move faster

 Many cut downs had to be made in order to spend within the

budget that is left

  This project follows through the standards and methodology that

is being practiced in the Project Management Institutes Body of

Knowledge (PMBOK).
APPROACH
 This methodology will guide the development of the project and

acts as framework for the GSIS Project.

 ROLES &
RESPONSIBILITY
  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.

PROJECT  The cost that has been assigned for the project is RM 180, 000. It is also
CONSTRAINTS 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.

 MAJOR
MILESTONES
 BUDGET
ALLOCATION
 Project
Communication
Management
Agha Naqeeb (TP027416)
Communication is an
important part of day to
day life and the whole
depends on it. “Who says
what to whom in what
channel with what
effect.” (Lasswells’s
Maxim).

Exchanging information
related to the project
from one point to
another point in a proper
manner is
communication.
A good
communication
management
design shows
what data
should be
reported.
 Interactive communication:
It is a type of communication which occurs in between two or more individuals. It
includes meetings and voice conferencing.

Push communication:
Communication It is a type of communication where a one way message is sent to the respective
recipients. Which includes fax, letters, emails or memos.
Method:
Pull communication:
This type of method focuses on a group of people where the individual can
access the information on their own time. It includes websites, information
database or repositories.
 Project status report is used to guarantee that the targets of the
task are being met by estimating the advance consistently
to decide the issues in the arrangement

Project
Status
Report:
 Issue log can be utilized through a project life cycle to record any issues that
emerges

Issue Log:
Project Risk
Management
Abdullah Fakher
TP038020
  One of 10 Knowledge Areas defined by PMBOK

 The art and science of identifying, analyzing, and responding to

risk throughout the life of a project and in the best interests of
What is Risk meeting project objectives.
Management ?
 Helps improve project success by helping select good projects,
determining project scope, and developing realistic estimates
 Risk
Management
Process
  Purchasing IT Assets without a proper tendering process has
led to overrun by budget.
 The hardware and software delivery was still being negotiated
with some potential vendors while there were only 4 (four)
months to complete the project

Risks
 Technical skills were especially lacking in the network and
security areas.
 The testing plan was not developed yet.
 The risks associated with the project, although documented,
had no detailed action plans and were not categorized in the
terms of impact or severity.
 The project manager’s authority was constantly overridden by
the department head/managers.
 Probability/Impact Matrix
1st Tool Used QUALITATIVE RISK ANALYSIS

• Used for Issue 17

• Risks associated with project, had
no detailed action plans and no
categorization for impact or
severity
• Helps emphasize on significant
risks that threaten the project.
• Helps save time and effort in
examining risks of less severity.
 nd Risk Register
2 Tool Used IDENTIFYING RISKS
• Used for Issue 17
• Management tool used to
identify and document risks
• Includes details such as the
description, root cause
owner, potential response
etc.
• foundation for Qualitative
Risk Analysis
 rd
3 Tool Used Risk Mitigation Strategies
RISK RESPONSE
• Used for Issue 14 and 15.
• project manager’s authority
constantly overridden by
department head/managers.
• lack of technical skills
especially in the network
and security departments
• emphasize on team-
support and helps avoid
standalone projects
 th
4 Tool Used Meeting
PLAN RISK MANAGEMENT
• Used for Issue 10, 11 and 18.
• Lack of Planning and
Scheduling , Tendering and
Budgeting.
• Meeting provides
increased communication
and enhances
understanding
• Focuses on clarity and
unified concept.
 PROJECT
PROCURREMENT
MANAGEMENT
BY JOSHUA JEBARAJ ( TP032057)
  Project procurement management, defined by PMBOK is “the

INTRODUCTION process necessary to purchase or acquire the products, services or

results needed from outside the project team”

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

PROBLEMS  Besides that, he hardware and software delivery was still being
negotiated with some potential vendors while there were only
four (4) months to complete the project. This has caused major
delays in the project delivery and has caused a lot of problems in
creating and delivering the project to the designated date.
MAKE AND
BUY
ANALYSIS
  We created a bidder’s proposal to get the best suppliers for our
servers and other purchases.
 A bidder’s conference was held and we did supplier evaluation
matrix

BIDDERS
PROPOSAL
  Change request

 Performance Review

CONTROL  Inspection and Audits

PROCUREMENT  Performance Report

 Payments

 Reporting
  The last process of project procurement. It involves resolving any

open issues or problems existing in the project. Once the issues are

solved, the contract between the supplier and buyer is said to be

completed
CLOSING
 The project team should take necessary actions in this phase, such as
PROCUREMENT
determine if all work as promised by the supplier is completed

accurately and satisfactorily, updating records so that it matches all

final results of the project and finally to archive all information for

future references
A procurement audit is a systematic analysis whether an activity and its results correspond with the demanded

requirements and whether the demands are effective and suitable to aid in achieving the activity’s primary

objectives.

Audits can be done by external professionals so that it can help decision makers within a project to get a clear

idea of the performance status of its procurement department.