Knowledge Of Project Methodologies And Processes

Measurable Organizational Value (MOV)

Globex Corporation is a successful multi-discipline, international consulting agency. It has been providing farming equipment and the turning key for structural, mechanical and electrical engineering solutions.

The organisation has undergone through ICT project management. The following report has analysed the Measurable Organizational Values and scope management plans. Further, it has included the risk analysis plans and quality management plans.

Globex’s project decision must be made after making consultation with the effects on various measurable and verifiable values of an organisation. For example, they must consider the addition of various features of new websites, and this must be incorporated as the feature rises MOV. Further, the decision maker has been asking that the feature has been increasing the user experiences. Further, Globex must consider whether the feature has been developing the effective usage of sires and decrease of cost of up gradation. Here, the project decision must make the end product functional cheaper, faster and better (Nicholas & Steyn, 2017). It is illustrated through the following task schedule.

Figure 1: “Gantt Chart as per the Measurable Organizational Value of Globex”

(Source: Created by Author)

Figure 2: “Work breakdown structure as per the Measurable Organizational Value of Globex”

(Source: Created by Author)

It must be noted that the working days us 5 days per week

The working hours are 8 hours per day.

Therefore, total hours of works done per month= (5*8)*4= 160 hours

Total hours of work per year= (160*365) = 58400$

Total cost every year= (650*58400)$ = 37960000$

The scope of the project is the part of planning that incorporates documenting and determining particular costs, deadlines, tasks, functions, features, deliverable and goals. The scope management is developed to include separate scopes to answer various queries. This includes the way in which the scope of achieved, tools needed to accomplish the scope, enterprise environmental factors needed to accomplish the scope and needed organisational resources. Lastly, it must determine who the scope gets controlled and manages the project. As Globex’s project gets completed, the project manager can get enough time to decide how the scope is controlled and executed. At this place, the decisions become the part of scope management plan.

Figure 3: “Gantt Chart for Scope Management Plan of the current Case study”

(Source: Created by Author)

Figure 4: “Gantt Chart for time schedule for current project of Globex”

(Source: Created by Author)

Project Planning

Figure 5: Work Breakdown structure for Globex’s Project”

(Source: Created by Author)

This is very vital for Globex to assure that there has been a lesser number of events happening at the project is underway. As the organisation can predict the future with uncertainties, they can apply that to streamlined and simple risk management processes. This is to predict the uncertainties in projects and decrease impact and occurrences of those uncertainties. This it has been able to raise the chances of successful project and decrease the outcomes of risks (Janssen et al., 2017).

Figure 6: “Project Risk Analysis for Globex”

(Source: Created by Author)

It has been defining the acceptable level of quality. This has been defined typically by customers and describing how the project must assure the quality level within its work processes and deliverables.  The quality management activities have been assuring that the pr0oducts gets built to meet various agreed-upon requirements and standard activity methods are done effectively and properly documented. Then they must include the non-conformances that are found has been determining properly (Bendre, Thool & Thool, 2016). Further, it helps in to determine that proper actions are undertaken effectively. The quality management has been applied t various project deliverable and work methods. The quality control has been monitoring and verifying project deliverables have been meeting specific quality standards. Here, the quality assurance activities have been monitoring and verifying that the processes can be used for managing and creating deliverables that followed and effective. The quality plan components have been involving various things like quality objectives, key project deliverables and procedures that must be reviewed regarding satisfactory quality levels. This also includes quality standards and assurance and control activities of qualities. It has included quality tools and planning to report problems of quality assurance and controls.

Set of verification activities:

The verification has been needed by certification of having validation, performance and planning. Risk reduction can be made through setting verification activities. Thus errors in software can be fixed, detected and avoided economically and early.

Set of validation activities:

It validates that the requirements are logically consistent, unambiguous, complete and correct. This also includes designing a sufficient and necessary set of test cases from those requires. This must assure that code and design has been completely meeting the requirements (Thornton et al. 2017).

.a. Annotated bibliography:

Title: “Does ICT capital affect economic growth in the EU-15 and EU-12 countries?”

Project Execution

Authors: Hanclova, J., Doucek, P., Fischer, J., & Vltavska, K. (2015)

The above study has been helpful to understand much effort and time is needed to put planning of projects. This has forgotten at the ending since the project quality has been equally vital. The authors discuss that various aspects needed to be included as the project gets finished technically. It is analysed here that many tasks must be completed. This has been procedural and has not been making that less important. Further, there have been activities like payments, signatures and approvals. The article has been helpful to understand they as the project gets ends, another phase gets started. Thus, organisations need to get transit support of this effective changeover.

Title: “Next generation agricultural system data, models and knowledge products”

Authors: Antle, J. M., Jones, J. W., & Rosenzweig, C. E. (2017)

The above article helped in understanding that project is a temporary endeavour. Hence, it contains a beginning and ending phase. Various phases of project lifecycle are seen known as project process groups. All the process groups comprise of specific aim. As the last phase of the project life cycle goes on, this indicates the project closure. Here, all the things must be detailed for measuring whether a project was undertaken has been planned and the outcome is done as per the customer needs. The article shows that as the project close, every deliverable of the project is to be finished and provided to customers. The business must undertake formal acceptance of customers to complete the task.

The next step as mentioned by the authors is to complete the procurement closure. As the project gets closed, they should finish remaining payments needed to be made to partners and suppliers. The last step is gaining formal acceptances. These are retrieved from customers. This is because the customers have been presenting the written documents that they can be signed off or emails. It states that the project has been finished and accepting project outputs

Title: Applications of information and communication technology for improvements of water and soil monitoring and assessments in agricultural areas

Authors: Lin, Y. P., Chang, T. K., Fan, C., Anthony, J., Petway, J. R., Lien, W. Y. & Ho, Y.

The article highlights that project closure is the final phase of project management process. As the implementation phase ends, the initial acceptance of project results gets accomplished. However, the various items ate minor has been open and summarised on a various list of open points. Further, it has been following primary project control cycle, and business should be continuing to apply every tool of implementation. This takes place still the LOP gets closed officially. Here, the major activities have included various phases. The first one is to solve every clear point and supporting settlement of different claims. They must prepare the final presentation of various results of projects. They have been getting final acceptance as per as the project result is concerned. Then there is the handover of project results to users, customers, combined with official celebration. Here, every project controlling tools must be closed and close and complete every documents and report. The final reports must be generated for the stakeholders, customers and organisations. Then there must be handover to a team that has been taking care of warranty period and future customer support. Moreover, there has been a party with the team and releasing of resources and supporting them to seek new assignments. Here, every project accounts are to be closed, and the final project calculation is to be carried out

Project Closing

b. Closure checklist:

Figure 7: “The project closure checklist for Globex”

(Source: Created by Author)

 c. Project evaluation: 

Figure 8: “Project evaluation for Globex”

(Source: Created by Author)

The above process of project evaluation would determine MOV through answering the following queries.

• Has the project achieved MOV of Globex?
• Has the customer or sponsors of Globex satisfied?
• Has the project managed performed well?
• Have the project team and manager acted ethically and professionally?
• What methods must be undertaken to perform better next time?

 Conclusion:

The above discussion has shown that under global economy, a rise in competition and rapid changes has been making IT a rousingly needed tool. Here most the agencies have been finding that hard to survive without IT infrastructure and knowledge. Besides, IR investments have been accompanying with proper organisational transformation. In this way, the project has been able to apply and understand proper practices of communications under the context of project management. It is helpful to apply and research various established IT project management principles, techniques and skills to the scenario of Globex Corporation. The IT project manager has been applying IT project management techniques, skills of project management and software tools within IT industry. Further, they can apply and research various established principles of project management, techniques and kills for Globex.

 References:

Antle, J. M., Jones, J. W., & Rosenzweig, C. E. (2017). Next generation agricultural system data, models and knowledge products: Introduction. Agricultural systems, 155, 186-190.

Barmpounakis, S., Kaloxylos, A., Groumas, A., Katsikas, L., Sarris, V., Dimtsa, K., … & Wolfert, S. (2015). Management and control applications in Agriculture domain via a Future Internet Business-to-Business platform. Information processing in agriculture, 2(1), 51-63.

Bendre, M. R., Thool, R. C., & Thool, V. R. (2016). Big data in precision agriculture through ICT: Rainfall prediction using neural network approach. In Proceedings of the International Congress on Information and Communication Technology (pp. 165-175). Springer, Singapore.

Ghimire, S., Luis-Ferreira, F., Nodehi, T., & Jardim-Goncalves, R. (2017). IoT based situational awareness framework for real-time project management. International Journal of Computer Integrated Manufacturing, 30(1), 74-83.

Hanclova, J., Doucek, P., Fischer, J., & Vltavska, K. (2015). Does ICT capital affect economic growth in the EU-15 and EU-12 countries?. Journal of Business Economics and Management, 16(2), 387-406.

Janssen, S. J., Porter, C. H., Moore, A. D., Athanasiadis, I. N., Foster, I., Jones, J. W., & Antle, J. M. (2017). Towards a new generation of agricultural system data, models and knowledge products: Information and communication technology. Agricultural systems, 155, 200-212.

Lin, Y. P., Chang, T. K., Fan, C., Anthony, J., Petway, J. R., Lien, W. Y., … & Ho, Y. F. (2017). Applications of information and communication technology for improvements of water and soil monitoring and assessments in agricultural areas—A case study in the taoyuan irrigation district. Environments, 4(1), 6.

Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Taylor & Francis.

Thornton, P. K., Schuetz, T., Förch, W., Cramer, L., Abreu, D., Vermeulen, S., & Campbell, B. M. (2017). Responding to global change: A theory of change approach to making agricultural research for development outcome-based. Agricultural Systems, 152, 145-153.

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