Part A
Project name: Barwon Health Storage & Compute
Date: 24/05/2018
Project ownership: South West Alliance of Rural Health
Prepared by: Mr. Sai krishna / Project Manager (IBM)
Distribution list: Prof. Ruth Salom – Project Sponsor (SWARH)
Mr. Andrew Hardy – Tender Officer (SWARH)
Mr. Thanuja Kannangara – Project Executive (IBM)
Mr. Alve Vidyesh – Main Supplier (Tech zone)
Mr. Pawan Kumar – Project Coordinator (IBM)
Mr. Pruthvi Raj- Supplier (Freelance software engineer)
Mr. Simon Brooks – Main User (SWARH)
Mr. Steve Tanic – Procurement Manager (Barwon Health)
Mr. Neville Daffy – Supply Manager (Barwon Health)
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Auditable Category |
WBS ID and Item Description |
Applicable metrics |
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1. |
Performance / Progress |
1.1 |
Capacity of the storage and compute |
Scope statement |
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Scope management plan |
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1.2 |
Contracting of the Barwon health project |
Track processes status |
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Resource allocation |
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1.3 |
Payment related processes of fees |
Cost variance |
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Earned value analysis |
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2. |
Compliance |
2.1 |
Code and ethics |
Audit report |
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Compliance report |
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2.2 |
Claim reporting |
Audit and termination report |
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Schedule plan |
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2.3 |
Safety reports |
Safety plan |
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Security measures |
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3. |
Quality |
3.1 |
Operational platform |
Quality plan |
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Quality measurements |
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3.2 |
VDI requires extra 20% |
Control and monitor |
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Customer survey |
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3.3 |
SQL needs 50% usage of the storage |
Quality plan |
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Quality controlling |
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4. |
Change / Exit |
4.1 |
Data transfer from the previous system |
Risk register |
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Change control |
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4.2 |
Transfer of required applications |
Inspection |
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Expert judgement |
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4.3 |
Print server setup for the new system |
Project set up report |
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Change control |
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5. |
Risk |
5.1 |
HCI Servers are not running at recommended distributions |
No. of instances of deploying the system was increased to 4 times. |
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Inspection |
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5.2 |
Currently use of a FAT32 file system |
Upgrading to NTFS and ReFS file systems |
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Risk analysis |
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5.3 |
Data from the previous system is not properly structured |
Manual clean up of data |
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Risk management plan |
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6. |
Best Practices / Lessons to be Learned |
6.1 |
Testing |
Project flow chart |
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User testing requirements |
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6.2 |
Customer training & Project transition |
Project checklist |
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Training program |
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6.3 |
Project documents as per tender requirements |
Tender requirements |
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Review of Storage and compute infrastructure tender documents |
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Audit Category |
Item |
When will it be conducted? |
Who will conduct? |
Purpose (discovery or decision-making)? |
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Performance / Progress |
Capacity of the storage and compute |
10 days |
Network Engineer |
Decision making |
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Contracting of the Barwon health project |
12 days |
Project Contractor |
Discovery |
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Payment related processes of fees |
10 days |
Financial Manager |
Discovery |
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Compliance |
Code and ethics |
6 days |
Project manager |
Discovery |
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Claim reporting |
10 days |
Project auditor |
Discovery |
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Safety reports |
3 days |
Project manager |
Decision making |
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Quality |
Operational platform |
2 days |
Network Engineer |
Decision making |
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VDI requires extra 20% |
10 days |
Network Engineer |
Decision making |
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SQL needs 50% usage of the storage |
11 days |
Developer |
Decision making |
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Change / Exit |
Data transfer from the previous system |
12 days |
Network Engineer |
Discovery |
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Transfer of required applications |
15 days |
Network Engineer |
Discovery |
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Print server setup for the new system |
20 days |
Network Engineer |
Decision making |
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Risk |
HCI Servers are not running at recommended distributions |
25 days |
Network Engineer |
Decision making |
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Currently use of a FAT32 file system |
19 days |
Network Engineer |
Decision making |
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Data from the previous system is not properly structured |
16 days |
Network Engineer |
Decision making |
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Best Practices / Lessons to be Learned |
Testing |
10 days |
Tester |
Decision making |
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Customer training & Project transition |
15 days |
Project manager |
Discovery |
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Project documents as per tender requirements |
6 days |
Project manager |
Discovery |
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Controllable Category |
Item & Explanation |
PMBOK Knowledge Area |
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Input |
Tool & Technique |
Output |
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1. Deliverable |
1.1 Testing |
Project Plan, Project scope, Risk register & Deliverables |
Expert judgement |
Change requests, Document updates & work performance reports |
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There is requirement of proper testing of the installation processes. |
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1.2 Customer training & Project transition |
Project Plan, Project scope & Deliverables |
Meetings, Analyzing the system |
Final project scope, documents & user manual |
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Training is required to expertise the employees into IT skills. |
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1.3 Payment related processes of fees |
Project Plan, Project scope, Risk register & Deliverables |
Technical performance review |
Payment report |
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Payments of entire project is done properly using cost variance and earned value calculation. |
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2. Configuration |
2.1 Compatibility of the server setup on the new system |
Testing plan |
Expert judgement |
Final product |
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Testing must be done for the complete system. |
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2.2 Claim reporting |
Project management plan |
Expert judgement |
Project claim report |
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There are project map & design in detail, Supporting documents, User manual |
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2.3 Safety reports |
Project management plan |
Analytical judgements |
Project safety procedures and guidelines |
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Safety measures are to be taken by the employees to aware of the possible risks into the installation sites. |
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3. Status Accounts |
3.1 Operational platform |
Project management plan |
Expert judgement |
Project plan document |
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It is required to determine if all the technical works are done properly. |
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3.2 VDI requires extra 20% |
Project management plan |
Expert judgement |
Monitoring plan |
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There are proper management of the VDI programs. |
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3.3 SQL needs 50% usage of the storage |
Project management plan |
Expert judgement |
Project plan document |
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There is proper storage of SQL. When SQL is properly stored, the there is more chances of properly completion of project work. |
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4. Logs |
4.1 Risk register, Final checklist |
Project plan & scope |
Meetings, Risk audit & assessments, Technical performance review |
Project documents, User manual |
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All the project activities are planned properly to complete it on time. |
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4.2 Transfer of required applications |
Weekly meetings |
Expert judgement |
Final product |
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It is required to determine if all the technical works are done properly. |
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4.3 Print server setup for the new system |
Project plan & scope |
Meetings, Risk audit & assessments, Technical performance review |
Project documents, User manual |
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It is required to determine if all the technical works are done properly. |
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5. Issues |
5.1 HCI Servers are not running at recommended distributions |
Weekly meetings |
Expert judgement |
Project scope and document updates |
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The expert’s judge is required for the probability, impact and severity of the risks. |
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5.2 Currently use of a FAT32 file system |
Weekly meetings |
Expert judgement |
Risk Management Plan |
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Monitoring plan helps to monitor all the project issues properly. |
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5.3 Data from the previous system is not properly structured |
Project risk management plan |
Meetings |
Risk Audit |
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All the project activities are planned properly to complete it on time. |
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6. Procurements |
6.1 Testing |
Testing plan |
Expert judgement |
Final product |
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Testing measures are taken to verify and validate if the system is accepted with its client’s requirements. |
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6.2 Customer training |
Training materials |
Training checklist |
Training programs |
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Trainings are provided to employees to make expertise and provide knowledge on IT. |
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6.3 Project documents as per tender requirements |
Project management plan |
Expert judgement |
Tender report |
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Proper tendering results into gaining of project reports. |
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Project name: Barwon Health Storage & Compute
Date: 29/04/2018
Project ownership: South West Alliance of Rural Health
Prepared by: Mr. Sai krishna / Project Manager (IBM)
Distribution list: Prof. Ruth Salom – Project Sponsor (SWARH)
Mr. Andrew Hardy – Tender Officer (SWARH)
Mr. Thanuja Kannangara – Project Executive (IBM)
Mr. Alve Vidyesh – Main Supplier (Tech zone)
Mr. Pawan Kumar – Project Coordinator (IBM)
Mr. Pruthvi Raj- Supplier (Freelance software engineer)
Mr. Simon Brooks – Main User (SWARH)
Mr. Steve Tanic – Procurement Manager (Barwon Health)
Mr. Neville Daffy – Supply Manager (Barwon Health)
The responsibility for this project lies with success into the project work. The roles of the team members those are involved into the project work are project users and project board members. The project team members are taking responsibility to decide which one is better for the project and which is not. Based on their decisions, the success rate of the project is to be measured. The members sign off the project documents and resolve of any issues which affect the entire project work.
The roles, responsibilities and performance criteria for this project consist of internal and external project team members. The internal project team members of this project work are system analyst, project manager, board member and network engineer. The external project team members are consisted of service users, service providers, customers and suppliers. The responsibilities of system analyst is to analyse the proposed IT network, project manager plans the entire project work, board member directs and manages the financial policies and network engineer deals with the network related issues. The service users receive of the services, service providers can ensure that there is signing off products, suppliers can ensured about consistency of the products and customers can analyse the cost as well as benefits of desktop infrastructure.
Project Information
The governance arrangements for this project consist of change into the task spending plan, degree, quality, and timetable past the expert of the venture administration. It likewise incorporates of changes into rules, forms which decide expert and additionally responsibility of authoritative strategies, business items and inclusion of partners into basic leadership.
The Relationship to the Portfolio for this project is balance scorecard which changes routes into the hierarchical business. It can decipher the larger amount of key arrangement into the operational plans. It likewise brings criticism circle into the vital arranging forms.
The authorisation points for this project are venture basic leadership, which takes choices in regards to any progressions which are made into the task work. The business instance of the delicate undertaking is being inspected appropriately to lessen the event of issues.
The delegation arrangements for this project are changes into the appointment of organization, advertising exercises which are identified with the advantages of the association. There is necessity of outsourcing alongside designation of errands into the task.
The manner in which information validity for this project is assured is guaranteed is to gauge the outline of the foundation at each phase of the undertaking forms. The legitimacy of virtual work area framework is guaranteed in setting of the venture work.
The scrutiny arrangements for this project are to do joint work which is formalized. By sharing of the data on each work’s projects, investigation goes about as impetus to alter nearby understanding and in addition joint working around the task key issues.
The status reporting arrangements for this project are the venture exercises report which appears if the undertaking exercises are done on time or not. The spending design report appears if the undertaking work is under spending plan or it gets over spending plan. The undertaking plan design is likewise investigated to watch if the task design is on time or there is delay into the arrangement.
The improvement arrangements for this project are change over the authoritative culture to keep any sort of contentions with the undertaking colleagues into the venture. The undertaking data are not imparted to any outer partners; it ought to be revealed inside.
The stakeholder engagement arrangements for this project are to draw in the interior partners into the undertaking work. The partners are locked in into moderating the authoritative issues with the goal that the association’s execution is enhanced for basic leadership. Engagement of the stakeholders into a project is required to take of proper project related decisions for successful completion of this project work.
Anheier, H.K., 2014. Governance: What are the issues?.
Biesenthal, C. and Wilden, R., 2014. Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), pp.1291-1308.
Ding, R., 2016. Project Closure Aiming for Maximum Value. In Key Project Management Based on Effective Project Thinking(pp. 325-338). Springer, Berlin, Heidelberg.
Exchange, K., 2017. Introduction of Corporate Governance Report.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Huemann, M., 2016. Auditing Projects and Programs. In Gower Handbook of Project Management (pp. 115-130). Routledge.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Lodge, M. and Wegrich, K. eds., 2014. The problem-solving capacity of the modern state: Governance challenges and administrative capacities. Oxford University Press, USA.
McGrath, L.F., 2015. Governance Indicators. Governance Report, pp.95-116.
Mees, H. and Driessen, P., 2018. A framework for assessing the accountability of local governance arrangements for adaptation to climate change. Journal of Environmental Planning and Management, pp.1-21.
Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in practice. Wiley Global Education.
Oakes, G., 2016. Project reviews, assurance and governance. Gower.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Zwikael, O. and Smyrk, J., 2015. Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), pp.852-862.
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