i-Crop Project(just read about this project and answer these question after that

Question

i-Crop Project(just read about this project and answer these question after that)

Background

Globex Corporation was founded in 2013 during the merging of two large regional business, Riverina Precision Farming, and B T & Sons Farming Equipment. Globex Corp is primarily located in the Riverina Region of NSW and has three locations, Albury, Griffith and Wagga Wagga. Globex have recently opened a new office at Orange so that we can better service the Central West and meet the needs of the many Stud Farms in the region.

Globex endeavour to provide quality agricultural solutions that are reliable, value for money and exceed the expectations of owners and operators throughout the Riverina and Central West regions of New South Wales.

Project Description

Globex is a long-standing client of Virtucon. Therefore, Globex has contracted Virtucon to project manage the development of a new online cash marketplace platform – i-Crop. Virtucon will develop the i-Crop website and app in house, and will endeavour to deliver the solution on time, and as inexpensively as possible while still meeting all project requirements.

This is an entirely new system and does not replace any existing systems. i-Crop will be a value add service for Globex clients who grow and purchase grain. It is envisaged, that by bringing growers and buyers together via a single platform, i-Crop will provide a convenient and easy way to manage, sell and buy warehoused grain.

The Globex brief for i-Crop requires that both the website and app will use an intuitive, easy to use interface and mobile-enabled platform, that enables easy access to domestic and export opportunities anytime, anywhere.

Due to the often remote locations of clients and their limited and unstable internet connectivity, Globex also require i-Crop to incorporate solutions within the platform to manage transaction issues should they occur..

Globex has identified several features for i-Crop which include, but are not limited to:

Transactions

Offers
As a crop grower, clients will have the ability to set the cash price they want to sell their current season warehoused grain for, this is called an “offer”. All offers are immediately placed on the market and can be accepted by their preferred buyers.

Bids
Buyers can list cash prices and the tonnes they want to purchase, these are referred to as “bids”. Growers can view and compare bids based on price and payment terms and easily sell their grain in a few simple steps.

Preferred buyers
i-Crop will give growers the ability to build a list of preferred buyers, whose payment terms work for them. Preferred buyers will be the only buyers who can accept an offer a grower creates. This will enable growers to control the selling of their grain to the buyers they know and trust.

Transactions types

Transactions supported include cash transactions between growers and buyers as well as transfer of grain ownership to the buyers upon payment.

All cash transactions are Receival Only payment option, which means growers pay the storage fees and buyers pay the receival fees.

Seasonal sales on i-Crop

i-Crop will only support the current season of grain coming into warehouse for cash transactions. If an offer exists, on changeover of seasons it should no longer be visible. If a bid happens to be placed for an older season it cannot be transacted with.

Information sources

Price and market information

All prices and market information presented is based on the offers, bids and cash prices placed in i-Crop. Prices will include any buyer who places a bid (cash price).

Grain Silo Site information

Grain Silo Site information such as opening hours, locations, and contact details should be available for each registered Grain Silo Site.

System use

How do clients use i-Crop?

Clients can access and use i-Crop via any web browser or via the dedicated app. Apps are available for iPhone/iPad and android phones / tablets.

Is the i-Crop app free?

The app will be free for clients to download however network charges apply.

Connectivity

Internet access, and loss of connectivity.

Based on the nature of a live marketplace information is constantly changing, clients will need to be connected to the internet to ensure the information they are viewing is correct.

If clients happen to lose connectivity part way through placing or transacting with an offer / bid it could either submit or not at all. A solution will be required for clients to be able to confirm if the offer, bid or transaction has gone through, when they reconnect to the internet.

If clients lose connectivity and the screen they are on requires an active internet connection, a message should be displayed to advise them that they are offline.

If the i-Crop platform is unavailable.

If clients have bids and/or offers during an unplanned outage, Globex must contact clients to inform them of their options.

Miscellaneous

Printing

On certain pages within the i-Crop website, clients should be able to use a ‘Print Screen’ button to print those pages (e.g. delivery summaries).

User accounts

Clients can be both a buyer and grower. Both profiles should be contained in the one login – with the ability to switch between roles as necessary. Clients should be able to do this within the website and app easily.

Globex have also requested that:

A cost estimate and budget be prepared for the cost of the system development and implementation

Detailed reporting system to include (but not limited to):

Grain sales statistics (e.g. number/type/value of sales at each Grain Silo Site)

Client usage data by client type (buyer / grower)

You are to prepare and submit Assessment 3 as an individual, based on the Virtucon/Globex scenario, and your peer to peer learning from Assessment 2. This is NOT a team assessment.

You are required to develop a charter for the Project including:

Include the Project description and overview you developed as part of Assessment 2.

Part One:
MOV - Measurable Organisational Value
(This is the goal of the project and is utilised to define the value that your team project will bring to your client)
•Identify the desired area of impact - Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social
•With reference to your project, identify one or two of the following types of value:

Better - is improving quality important to your client?

Faster - does your client want to increase efficiency?

Cheaper - is cutting costs important?

Do more - does your client want to continue its growth?

•Develop an appropriate metric - this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money.
•Determine the timeframe for achieving the MOV - ask yourselves, when do we want to achieve this target metric?
•SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE

(Note: the MOV should inform everyone what the project will achieve, not how it will be achieved. It should also focus on the organisation, not on the technology that will be used to build or support the information system).

Part Two:
Define Scope and produce a Scope Management Plan
Define the scope of the project and detail how the scope will be managed.
Provide a list of Resources
Identify and detail the resources for the project using MS Project where appropriate, including:

People (and their roles), plus any extra personnel that is required for the project.

Technology - any hardware, network and software need to support the team and your client.

Facilities - where will most of the teamwork be situated?

Other - for example, travel, training etc.

Part Three:

Using MS Project, develop a schedule using a high-level Work Breakdown Structure (WBS). It should include:

Milestones for each phase and deliverable

This will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.

Activities / Tasks

Define a set of activities/tasks that must be completed to produce each deliverable.

Resource Assignments

Assign people and resources to each individual activities.

Estimates for Each Activity / Task

Develop a time estimate for each task or activity to be completed.

Project Budget

Develop a budget using the time and resources estimated for each task or activity

A summary of the WBS should be clearly provided in the report. You must include complete screenshots of your own MS project file in your assignment report and keep your MS project file with you. You lecturer might request your files to be sent individually for marking.

Part Four:

Project Risk Analysis and Plan

Document any assumptions you have made about the project

Using the Risk Identification Framework outlined in your text as a basis, identify five risks to the project – one for each of the five phases of the methodology.

Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk.

Part Five:

Quality Management Plan. It should include:

A short statement that reflects your team’s philosophy or objective for ensuring that you deliver a quality system to your client.

Develop and describe the following that your project team could implement to ensure quality;

A set of verification activities

A set of validation activities

Part Six:

Closure and Evaluation

Researching for the closure checklist and project evaluation

a. To prepare for this task, you will be required to provide an annotated bibliography. (550 words)

Write an Annotated Bibliography for three (3) relevant texts or readings around project evaluation. The Annotated Bibliography is a critical examination of the most relevant, recent and scholarly research on the topic area that is not just a summary of the articles you have read.

You will submit this as an appendix to your project evaluation documentation.

Ensure that the AB submitted by you is your own work and has not been submitted elsewhere and comply with the University's requirements for academic integrity.

Use the following resource to guide you around the research tools:
http://student.csu.edu.au/__data/assets/pdf_file/0009/186444/annotate1.pdf
http://libguides.csu.edu.au/itc

b. Develop a closure checklist that the project team will use to ensure that the project has been closed properly.

c. Develop a project evaluation –outline and discuss how your project’s MOV will be evaluated.

Explanation / Answer

ANSWER:

Project Description:

Globex Corporation coordinates a program where they reveal their cultivating and lifestyle products during November month for three consecutive days. They trade tickets and donate their tickets tongue ICV charitable trust. The ticket selling system is manmade so this cause many issues like the counter gets crowded by people and it forces them to break the boundary and get inside the show. When team knew about this they issue they determined to change the manual ticket selling system to online ticket selling system. They gave this project to Virtucon.

Part One

MOV – Measurable Organisational Value

The MOV illustrates the student’s detailed consideration of the target and a thorough analysis of the expectations of all stakeholders. The format is logical, clear and well-structured.

Area of Impact ranked in terms of importance:

Rank Area Description

1. Finance More individuals will visit the show and more tickets will be saved now building up Globex’s cash-related condition

2. Operational Greater part of the visitors will book their tickets decreasing the work heap of the volunteers in the ticket counter and security entryway

3 . Customer The customers will become gladder now as they never again will have to stand in queue in the ticket selling counter

4. Strategy Globex will get more revenue and ICV will get more donation

5. Social Globex will find the opportunity of exhibiting it’s social worry since now they will gain more money by offering tickets and will have the ability to give more money to ICV

Project value

1. Faster Individuals will book their tickets on the web and the group on the ticket counter will be reduced. The volunteers on the ticket counter will get a chance to complete their work speedier than some time recently

2. Do more Globex will be propelled by the positive outcomes to develop the show more

Metric & its Timeline:

The pre-booking of tickets will generate revenue even before the start of the show. It will generate 35% of the overall profit even before the start of show

Begin of procuring cash sooner than the start of show

The number of people in the security entryway and ticket counter can be diminished

On the account of the net ticketing framework, Team will get the advantage sooner than the show starts in November

Part Two

Define Scope and produce a Scope Management Plan

Evidence of expertly utilising MS Project to create a comprehensive list of resources, demonstrating in-depth analysis of the project’s needs. Evidence of expertly utilising MS Project to create a list of all resources required for the project; demonstrating analysis of the project’s needs. Correctly utilising MS Project to provide a list which identifies most of the resources required for the project; some evidence of analysis of project needs. Key resources are correctly identified and documented. Key resources have not been identified. Produces a Scope Management Plan (SCM).

For Example:

Requirement: The guest’s personality affirmation for first-time enrollment, available from all gadgets, free from digital assault and a scanner tag is required for distinguishing its guests. The system must be able to store all different schemes of tickets to be booked.

Deliverables: The work must contain the wants of the customers and it ought to be simple, fair and intelligent

Acceptance Criteria: the deliverable must be delivered within time, cost and quality and result with the increase in the revenue collection.

List of Resources:

Sponsor , Technical Head , Project Manager, Software Administrator, Database Administrator, Web Designer, Trainer, Staff / Users

Technology: latest hardware with software loaded, Network system to transfer e-mail & data

Facilities: Internet connection

Others: Travel for training overseas

Part Three

Snapshots of MS Project Outcome

Demonstrates high level project management skills, integrating and applying project management tools in meaningful and purposeful ways towards completion of WBS design, correctly and comprehensively addressing all project requirements. Demonstrates competent management skills, applying project management tools in meaningful and purposeful ways towards completion of the WBS design, correctly addresses the all project requirements. Demonstrates essential management skills, applying project management tools in meaningful and purposeful ways towards completion of the WBS design. Essential project requirements addressed. Demonstrates minimal management skills and needs some improvement in applying project management tools in meaningful and purposeful ways towards completion of WBS. Not all project requirements are clearly addressed. The WBS design fails to correctly address one or more essential project requirements. Provides a project risk analysis and plan using the risk identification framework as a basis for discussing alternate strategies for the management of such risks.

Part Four

Project Risk Analysis and Plan

All steps in project risk analysis and alternate strategies are comprehensively discussed and presented in the context of the project, with evidence of thorough consideration of the framework to validate the alternatives. All steps in project risk analysis and alternate strategies are clearly discussed and presented in the context of the project, with reference to the framework to validate the alternatives. Evidence that key steps in project risk analysis and alternate strategies are discussed and presented in the context of the project, with some linkages back to the framework to validate the alternatives. Key steps in project risk analysis and alternate strategies are accurately presented. Minimal reference to framework in the discussion presented. One or more key steps in project risk analysis and alternate strategies are not presented.

Risk No.: 1

Rank: 2

Risk: Identification of the stakeholder may be wrong

Description: it can cause abnormal increase in requirement by wrongly identified stakeholders

Category: people

Root cause: less experience & interaction with client

Triggers: scope may increases

Risk Response: always refer all stakeholder identification with some experienced Globex employee.

Risk Owner: Project Manager

Probability: Medium

Impact: High

Status: PM to discuss the issue with Head & Representatives

Risk No.: 2

Rank: 3

Risk: Collection of requirement is incomplete & wrong

Description: stakeholders provided extraordinary requirements and can cause schedule & cost overrun

Category: Scope

Root cause: Excess scope quantity

Triggers: increase in scope

Risk Response: after every stage, the scope must be get approved by the head technical of Team

Risk Owner: Project manager

Probability: Medium

Impact: High

Status: Project Manager to conduct meeting with Technical Head.

Risk No.: 3

Rank: 1

Risk: Stakeholder’s expectation management

Description: due to excess stakeholders, the expectations could not be fulfilled

Category: people

Root cause: excess number of stakeholder identified

Triggers: impact time

Risk Response: revisit the stakeholder’s expectations to review and update.

Risk Owner: Project manager

Probability: High

Impact: High

Status: PM to review expectation among the sponsor

Risk No.: 4

Rank: 4

Risk: verification of scope not conducted

Description: increase scope

Category: Scope

Root cause: excess scope quantity identified due to excess stakeholders

Triggers: increase in scope

Risk Response: the document is required to be checked and verified after every stage

Risk Owner: Project Manager

Probability: Low

Impact: Medium

Status: PM shall follow the response accordingly

Risk No.: 5

Rank: 5

Risk: full documents not submitted

Description: while closing it was discovered that some final document is still missing and not submitted yet.

Category: Purchase

Root cause: missed the stage and in rush incomplete document submitted

Triggers: delay the project

Risk Response: at the end of each stage the final documents are required to be submitted

Risk Owner: Project Manager

Probability: low

Impact: low

Status: PM to follow the paths

Part Five

Quality Management Plan

All steps in project risk analysis and alternate strategies are comprehensively discussed and presented in the context of the project, with evidence of thorough consideration of the framework to validate the alternatives. All steps in project risk analysis and alternate strategies are clearly discussed and presented in the context of the project, with reference to the framework to validate the alternatives. Evidence that key steps in project risk analysis and alternate strategies are discussed and presented in the context of the project, with some linkages back to the framework to validate the alternatives. Key steps in project risk analysis and alternate strategies are accurately presented. Minimal reference to framework in the discussion presented. One or more key steps in project risk analysis and alternate strategies are not presented. Produces a quality management plan which includes a statement about the team’s philosophy and verification and validation activities.

Team’s Philosophy: The team member must try to save the required benchmarks of the issue and generally address the evident and recorded partner’s issues. Each and every one of the threats must be checked well on the way to avoid any overpower of increment in time. All workers need to concentrate on the idea of work to spare it from any kind of advance.

Set of Verification activities:

Activity Target

Every one of the partners needs should meet 24-May-2018

The work ought to be conveyed on time 24-May-2018

Every one of the issues is distinguished and the progressions ought to be checked amid the execution of each project 24-May-2018

The financial plan of the general project ought not to overshoot the project’s financial plan 24-May-2018

Set of Validation activities:

Activity Target

Guidelines of value should meet 24-May-2018

The principal things ought to be checked against set previously finishing the project 24-May-2018

Every one of the phases in the season of completion ought to embrace against every benchmark criteria 24-May-2018

Part Six

Project Closure using annotated bibliography

Closure check-list:

The criteria of money earned ought to be maintained in the project

It ought to be guaranteed that all the quality measures are met

Every one of the wants noted of high intrigue partners is met

Lessons learned should be noted after a meeting with the task associates and Globex.

Evaluation check-list:

The closure checklist is detailed, and has been used accurately to close the project. The evaluation has been professionally documented and is evidenced by research. The closure checklist is detailed, and has been used accurately to close the project. The evaluation has been well documented and is evidenced by research. The closure checklist has been used appropriately to close the project, and the evaluation has been adequately documented and is evidenced by research. The closure checklist has been used to close the project, and the evaluation has been addressed and is evidenced by research. The closure checklist has not been addressed adequately, the evaluation is lacking detail and is not evidenced by research.Referencing of sources (APA 6th ed citation) to reinforce findings.ng be lessened?

All written evidence is professionally communicated using correct referencing. All written information is good with appropriate referencing All written information is generally well organised but more clarity of communication is required in terms of referencing. All written content is loosely connected, and there is ineffective use of referencing. No apparent logical order of written content, and there is a lack of referencing.

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