Project Management 375

Semester 2, 2014

Individual Assignment

Rotomotion E-Business Project

Student Name : Muhammad Alfi Rifadli Mansur

Student Number : 16765968

Student E-mail : [email protected]

Semester : 2 2014

Campus : Curtin University (Bentley Campus)

Tutor’s Name : Dr Shirlee-ann Knight

Tutorial Day and Time: Thursday, 12 p.m

 Project Charter
Project E-Rotomotion Date 27 October 2014

Background

Rotomotion is an auto mechanic service and repair shop specializing in rotary and high-
performance vehicles in Maddington. Rotomotion is a small business that employing four
mechanics (including the business owner, John) and one apprentice. The systems used to run the
day-to-day business processes, which relatively ancient, but it “works well”, and there are no
problems with it for the last twenty years until today. The booking service systems are made by
using a standard “2014” diary, such as hard copy diary, pen, first booked, and first in system.
However, for the payment system, Rotomotion has already use MYOB software.

Scope Overview

The E-Rotomotion project will introduce Rotomotion with new IT systems which enable it to
make business with modern IT tools rather than old manual tools that are in use today. Scope can
be described as following:

 Evaluate requirements for the new booking system, the salary payment system and spared
part inventory system.
 Based on requirement select suitable IT software available in the market.
 Based on the software selected select hardware supporting the selected software.
 Plan, develop and execute test to validate that requirements are met.
 Install software and hardware.
 Provide training to users.
 Perform data migration and
 Launch the system to production.

For those customers who still prefer to call directly to the shop and make a booking same service
will be available, but the person receiving the call will use the new systems introduced by E-
Rotomotion project to enter the reservation details.

Once project is completed Rotomotion will be receiving service bookings either via webpage or
phone calls. Customers will be receiving immediate confirmation of their bookings.
Administrative tasks have been automated and their accuracy is increased. Spare parts in the
warehouse are documented and registered in the inventory.

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Exclusions and restrictions
Following exclusions and restrictions are applicable.

1. Project scope does not the include selection of the surveillance system. That is to be
handled in E-Eyes project.
2. Software proposed is selected from software that is available at the market. No
customizations to the software are purchased.
3. Project budget does not include costs for hosting of web site. However, those are
evaluated during the project and included in the software price for the first year.
4. Project does not include any building works for server room.

Business Case

In the current environment, a lot of work is performed manually by the owner. One target is to
reduce manual work needed to perform administrative tasks. This will release more time from
the owner to focus on customer service and ensuring that business can grow.

Administrative tasks included, for example: payment of salaries, related statutory payments like
taxes and social security fees. Since mechanics are hourly paid it is essential that transparent and
accurate bookkeeping of worked hours is kept.

Spare parts inventory is needed so that there is better understanding of the parts in available for
customers brining their car to maintenance. Accurate spare parts inventory will allow quicker
turnaround of vehicles from the shop and better customer service as customers will be given
accurate information about costs and duration of the service. The introduction of inventory will
also allow tracking of spare parts to ensure none goes missing.

In summary, benefits to the Rotomotion will be enhancements in work planning for mechanics,
visibility to spare parts stock inventory and better execution of day-to-day business.
Additionally, enhancements are expected in accuracy and less use of time in administrative tasks

Milestone Schedule
Milestone Completion Stakeholder Acceptance
Date Judge Criteria

Project kick off 03.11.2014 John, Project Kick of meeting

manager held.

Requirement gathering completed 21.11.2014 John, IT analyst, Requirements

Mechanics accepted.

Solution Selected 15.12.2014 John, IT Analyst Solution selected.

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Procurement Completed 08.01.2015 John, IT Analyst, Purchases sent.
Hardware and
Software Vendor

Installation Completed 22.01.2015 Hardware and Hardware and

Software Vendor, software installed
IT Analyst successfully.

Launch Completed 23.02.2015 John, IT Analyst, Services available

mechanics, Project to users.
Manager

Project Closed 27.02.2015 John, Project Project end

Manager, IT meeting held.
Analyst,
Mechanics

Risks, Assumptions and Constraints

Project Risks Risk Owner Contingency Plans

1. Budget overrun Project Manager 1. Review of the budget after

hardware and software
selection.
2. Strict budget control.
3. Hardware selection done
with care and from reliable
vendor.
4. Software selection done
with care and from reliable
vendor.

2. Delays in delivering requirements Hardware and Participants are informed of

Software Vendor the discussion topic before so
that they know what to focus
on and prepare for the
meeting.

3. Business requirements not Project Manager, Book enough time for

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 understood John, IT analyst requirement collection and
discussion.

Focus on requirement
accuracy.

Review requirements with

users.

4. Not suitable software available IT Analyst Prioritize requirements so that

potential gaps can be
negotiated with users.

Project Budget (Resource Plan)

Following is a proposal for project budget. It include costs for Rotomotion resources used in the
project.

Budget Element Cost

Hardware 1000
Software 1000
Project Manager 3000
IT Analyst 6780
Hardware Vendor 1200
Software Vendor 920
Total 13900

Stakeholders
Stakeholders Interest in Project

Direct stakeholders:

John Progress reports, use of the system. Gives

budget to the implementation of the system.

Employees Use of the system. Training of the system.

Project Manager Managing the project. Scope and budget

control. Monthly reporting on progress,
reacting to deviations on the plan and
communicating status to all stakeholders.

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Indirect stakeholders:

Software Vendor Delivery of selected software.

Hardware vendor Delivery of selected hardware.

Team Operating Principles

 Each project members should responsible for his own deadline

 Project members should provide progress report to the Sponsor and Project Manager
 Status meeting is held at customer premises every Tuesday 10AM
 Weekly status report is sent Mondays at 2PM and distributed to all project members.
 Full set of project documentation is handed over to customer after the project completes.
 Customer will provide meeting room facilities for requirement gathering.
 Project members are encouraged to communicate directly to ensure smooth flow of
information. Reporting of task completion is to be given directly to project manager who
will report it further to the steering board.

Commitment

Sponsor Department / Organization Signature

John Rotomotion owner
Project Manager Department / Organization Signature
Muhammad Alfi Rifadli Project Manager
Mansur
Core Team Members Department/ Organization Signature
IT Analyst ICT Department
Mechanics Rotomotion

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 Work Breakdown Structure (WBS)

Project Schedule on task level

Following picture shows the project tasks from the milestones that have been explained above.

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Deliverables
Deliverables for this project are following:

 Project plan
 New hardware platform for the system.
 New software fulfilling customer requirements.
 Documentation for the purchased software.
 Training for users at the Rotomotion
 Project monthly status reports.
 Project final report.

In order to build the above-mentioned Gantt chart the activities needed to make deliverables
ready were analyzed in terms of scope and duration. Resources were allocated to the tasks based
on suitability and who is needed to perform the task.

Moreover, as shown in the picture, it demonstrates the set of tasks, subtask, and sub-sub tasks
that will ultimately lead to successful or fill the acceptance criteria in the milestone.

The pictures shows the sequencing of tasks that allows the project members to take place
efficiently with the predecessor activity that determines the logical successor activity can begin
or end.

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Time allocation

The estimated duration of the project period will be done in 85 days start on November 3rd 2014
and finish on February 27th 2015. The project team members should perform to achieve the
project deliverables.

In the activity duration estimation, the number of work periods is various regarding to the project
members activity that will perform to complete the actual activity. In order to completing similar
activities and the project team’s skill-sets, the Gantt chart shows different times format, such as
hours and days. Therefore, it involves the project manager considering the task.

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The effort for all other resources than project manager is directly derived from the duration of the
task. Project manager effort is calculated from allocation time on the project. It was estimated
that project manager spends roughly 22% of his time on the project. Rest of the time project
manager is allocated to other projects as shown in the critical task.
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The use of calendar technology involves the realistic scheduling of project activities and
development of mechanisms to evaluate how the activity, duration, and resource estimations are
analyzed in order to develop the overall schedule.

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Resource allocation
Following picture lists the resourced used.

Resources were identified based on the activities on the project and what kind of profile is
needed to perform the activities. For human resources skills and availability are considered when
making the allocation decision.

For material resources the definition on the MS Project is only placeholder and cost holder.
Actual selection and detail of the hardware and software are done as part of the project.

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The project is simple and operated in waterfall mode so people become available to next activity
as the previous ends. This simplifies resource planning. MS project gives options to run tasks in
parallel for same resource where the use of given resource is levelled. Example of this is how the
project management effort is defined to span whole project duration but the effort is only at 22%.

Cost Allocation

All resources have costs allocated to them as can be seen from following screen capture:

This allows MS Project to calculate costs differently per day, per week etc. for reporting
purposes. MS Project reports however are not very easily configurable and they do not always
present details in easily readable manner.

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The cash flows shows the values for costs were assumptions and chose so that they fit budget.

From the resource cost detail view a following view to the costs can be generated with MS
Project as shown in the cost overruns.

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website, in whole or in part.
This shows the cost planned for each resource. On right hand side the expenditure of costs is
detailed on daily, weekly, monthly or other temporal basis depending on the configuration.
ID Resource Name Cost Baseline Cost Variance Actual Cost Remaining
27 Oct '14
Details 03 Nov '14 10 N
T W T F S S M T W T F S S
Unassigned $0.00 $0.00 $0.00 $0.00 $0.00 Work
1 IT Analyst $6,780.00 $0.00 $6,780.00 $0.00 $6,780.00 Work 8h 8h 8h 8h 8h
2 John $0.00 $0.00 $0.00 $0.00 $0.00 Work 8h
3 Software vendor $920.00 $0.00 $920.00 $0.00 $920.00 Work
4 Hardware vendor $1,200.00 $0.00 $1,200.00 $0.00 $1,200.00 Work
5 Everyone $0.00 $0.00 $0.00 $0.00 $0.00 Work
6 Project Manager $2,992.00 $0.00 $2,992.00 $0.00 $2,992.00 Work 1.77h 1.77h 1.77h 1.77h 1.77h
7 Mechanics $0.00 $0.00 $0.00 $0.00 $0.00 Work 8h 4h
8 Hardware $1,000.00 $0.00 $1,000.00 $0.00 $1,000.00 Work
9 Software $1,000.00 $0.00 $1,000.00 $0.00 $1,000.00 Work

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 Project Quality Plan

Project: E-Rotomotion Date: 29.10.2014

Project Overall Quality Objectives:

Project deliverables will be tested as per the agreed test methodology. Test cases will be prepared
to validate that the agreed requirements have been implemented correctly. During execution of
tests defects will be reported in following categories:

Category Description
High Functionality is not working as described,
produces incorrect results, solution is unstable
or the failure blocks further tests.
Medium Functionality is working but results are not as
agreed.
Low Small problems

Solution is considered accepted only when there are 0 High category cases, 2 or less medium
category cases and 5 or less low category cases and there is an agreed plan when resolution to
reported defects is delivered.

Project Deliverables Standard for judging each deliverable from customer

perspective

Project plan Project documentation content follows PMI recommendations on

Project monthly status applicable level.
reports Understand, improve, and control key business and operational
Project final report processes to reduce time and cost
New hardware platform Hardware platform adheres to industry standards with regards to
for the system. reliability and maintainability.
New software fulfilling Software has been tested according to The International Software
customer requirements. Testing Standards.
Documentation for the Documentation is written in English.
purchased software
Customer Focus Focus on customers and their needs for a good quality services.

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website, in whole or in part.
Work Processes Standard to judge each process

Project management Project Management is performed according to PMI

recommendations on applicable level.
Requirement gathering Best practices and recommendations of the following publication
of Abran and Moore (2005)

Quality Control Activities:

Check sheets from PMI are used to validate project management material.

Installation guides from hardware and software vendors are used when installing the software
and setting up the physical and logical environment.

Quality Assurance Activities:

Functionality of the system is tested according to the test plan created. Test plan reflects the
requirements and each requirement have associated test cases.

Test execution is witnessed by the end user.

Quality Roles and Responsibilities:

Project manager Ensures that quality methods are followed.

IT analyst When performing the test planning must adhere to agreed testing
practices and standards.
Customer Responsibility of reviewing and approving test plans and test
results.

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 Project Team

Project Steering Board

Steering board consists of following members:

Role Description
John Owner and sponsor of the project.
Project Manager Manages the execution of the project.
Hardware vendor representative Responsible for HW delivery
Software vendor representative Responsible for SW delivery

Steering board responsibilities are described in the project policies chapter.

Project team

Project team consists of following members:

Role Description
Project Manager Manages the daily activities in the project.
IT Analyst Responsibility for requirement gathering,
documentation and technical work during the
project.
Responsibility to develop test cases based on
requirements and executes tests.

Following Figure describes the project team reporting lines.

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website, in whole or in part.
 Steering
Board

Project
Manager

IT Analyst

SW Vendor

HW
Vendor
Project Policies

This chapter lists policies and practicalities that are adhered to during the project.

1. Steering board has following responsibilities

a. Approves project documentation.
b. Makes decision on starting and stopping the project.
c. Approves final deliverables.
d. Approves all changes to the project.
2. Status meeting is held at customer premises every Tuesday 10AM.
a. Participants are John, IT Analyst and Project Manager.
b. Agenda is
i. Status of the project.
ii. Achievements from last week.
iii. Plans for current week.
iv. Impediments to be solved.
v. Any other business.
c. Meeting minutes are provided after the status meeting.
3. Weekly status report is sent Mondays at 2PM and distributed to all project members.
4. Full set of project documentation is handed over to customer after the project completes.
5. Customer will provide meeting room facilities for requirement gathering.
6. Project members are encouraged to communicate directly to ensure smooth flow of
information. Reporting of task completion is to be given directly to project manager who
will report it further to the steering board.
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website, in whole or in part.
Risk Register

Category Risk Potential Risk Contingency plan Scale

causes Owner (Potential
Responses)
Delivery Delays in Availability of Hardware Meeting times are 6
schedule delivering personnel from and well planned by
requirements the workshop. Software customer so that
Vendor, IT people are
Analyst available to it.
Participants are
informed of the
discussion topic
before so that they
know what to focus
on and prepare to
the meeting.
Delays in Insufficient Hardware Once software 9
hardware lead time given Vendor solution is decided
delivery to vendor. immediately make
order to hardware
vendor.
Delays in Hardware Order the hardware 9
hardware Vendor from reliable
delivery. vendor.
Business Business Not enough IT Analyst, Book enough time 12
requirements requirements time to collect Project for requirement
not met. not understood. business Manager, collection and
requirements John discussion.
from John and Focus on
mechanics. requirement
accuracy.
Review
requirements with
the users.
Not suitable There is no IT Analyst Prioritize 10
software such software requirements so
available available that that potential gaps
supports all can be negotiated
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website, in whole or in part.
 business with users.
requirements.
Customer Resistance of Customer John, IT Priori 3
personnel the new personnel are Analyst communication
solution resisting the about the project
change. targets. Clarifying
that the project
does not have
impact on number
of personnel.
Provide sufficient
training that people
are interested in the
new software.
Budget Budget overrun Project is Project Control schedule 3
delayed and Manager and make
software or commitments to
hardware prices vendors the
increase. soonest.
Requirements Project Tight scope control 3
extend beyond Manager and review during
initial scope. the project
execution.

The Risk will be prioritized based on the Risk Rating Scale.

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website, in whole or in part.
Reference List:

Abran, Alain and James W. Moore. 2005. "Chapter 2: Software Requirements". Guide to the
software engineering body of knowledge. Los Alamitos, CA: IEEE Computer Society
Press. ISBN 0-7695-2330-7.

Kloppenborg, Timothy. 2012. Contemporary Project Management: Organize, Plan, Perform.

United States: South Western, Cengage Learning.

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website, in whole or in part.