Measurable Organizational Value (MOV) And Project Management Plan

Part 1: Measurable Organizational Value (MOV)

Area

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Rank

Impact

Strategic Changes

3

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· Strategies adopted for breeding services

· Transformation in the approach that is followed   

Customer/End-Users

1

· Easier bookings

· Greater assistance and support

· Error free methods   

Financial/Economic Structure

4

· Better profits and revenues

· Greater shares in the market   

Organizational

5

· Cost-savings and effectiveness

Social

2

· Increased collaboration and cohesion of the farmers, breeders, and stud farm managers

· Adoption of better practices   
  • Better: Profits, market shares    
  • Faster: Bookings   
  • Cheaper: Overall Costs    
  • Do more: Collaboration, Bookings   

Stakeholder

Expectation from project

Target

End Users – Farmers & Breeders

Error free bookings  

40%  increase in the quantity/number of bookings

Stud Farm Managers and other managerial and leadership resources   

Quicker booking speed

70% improvement

Authorizing & Legal Bodies   

Decrease in costs

Drop by 35%  

Project Sponsor

Improved revenues

46% growth

95 days

The number of bookings and speed of making these bookings will go up by 40% and 70% respectively. The costs will come down by 35% and revenues will go up by 46%

  • Information gathering and collection
    • Interviews
    • E-surveys & Questionnaire
    • Brainstorming sessions
    • Domain analysis
    • Observations
  • Feasibility study and compilation of the results
    • Technical Feasibility
    • Operational Feasibility
    • Economic Feasibility
    • Social Feasibility
    • Environmental Feasibility
  • Chartering and briefing of the project
  • Determination of the methodology for the project and development of a plan covering estimations and responsibilities.
  • Designing of the system – UI aspects, Wireframes
  • Source code development
  • Setting up of the database and integration with the front-end
  • System implementation
  • Test creation, execution, and defect reporting
  • Management of the changes
  • System documentation and project closure
  • Marketing processes and activities
  • Distribution & advertising activities
  • Negotiations with the third party
  • The project team will be made available with the business case as a first step of the project.
  • The working conditions will be favorable.
  • The selection of the resources will be done as per the required skills.
  • Project schedule & budget
  • Project tools and equipment available for the professional activities

The scope of the project will be managed using the project management methodology as Project Management Body of Knowledge (PMBoK). It is the methodology that will be able to provide the managers with the necessary guidelines to define the project scope, plan the project activities as per the scope, and execute the same without any hindrances. There are certain project factors that may impact the project scope, such as project changes, project risks, conflicts, defects, and performance of the resources. All of these factors will be managed and handled along with the scope so that the project aims and objectives are achieved (Bilkent, 2016).

The scope of the project will be planned and managed in the initiation and planning stage of the project. The first stage will include the execution of the feasibilities studies along with the analysis of the business case of the project. The items to be included in the scope and the ones to be excluded from the scope will be defined in the planning phase on the basis of the information that will be gathered and the business case that will be provided. The subsequent stages and their respective activities will be carried out on the basis of the items in scope and out of scope. The project goals will be met as an outcome.

Resource Name

Type

Internal/External

Max. Units

Std. Rate

Project Manager

Work

Internal

100%

$100.00/hr

Business Analyst

Work

Internal

100%

$90.00/hr

UI Expert

Work

Internal

100%

$80.00/hr

System Developer

Work

Internal

100%

$84.00/hr

Finance Associate

Work

Internal

100%

$84.00/hr

Data Analyst

Work

Internal

100%

$86.00/hr

Technical Writer

Work

Internal

100%

$80.00/hr

Test Analyst

Work

Internal

100%

$80.00/hr

Implementation Associate

Work

Internal

100%

$81.00/hr

Trainer

Work

External

100%

$88.00/hr

Project Sponsor

Work

External

100%

$0.00/hr

Technical Expert

Work

Internal

100%

$88.00/hr

Database Engineer

Work

Internal

100%

$80.00/hr

Network Engineer

Work

Internal

100%

$81.00/hr

Test Associate

Work

Internal

100%

$75.00/hr

Hardware

Computer Systems, Database Servers, Tele-conferencing Equipment

Software

NetBeans, Windows & Linus Operating Systems, Microsoft Project, Bugzilla, Microsoft Visio, MySQL Database

Network

Gateways, Router, Hubs, Switches

On-site

Work Environment, Project Environments, Safe Working Conditions
  • Training schedule and plan for the resources
  • Conduction of training

Work Breakdown Structure (WBS)

Projct Activities & Duration

Time-phased Budget

Part 4: Project Risk Analysis and Plan

  • The working conditions arranged for the resources will be safe and healthy
  • The initiation of the project will begin with handing over the business case to the resources
  • The project manager will have multiple rounds of meetings as discussions with the project sponsor before the kick-start of the project
  • The resources will be assigned with the duties as per the demand of the project and their specific set of skills

The risks that are identified above are then analyzed and assessed (Clarizen, 2016).

Risk ID

Description

Probability (High – 5

Significant – 4

Medium – 3

Minor – 2

Low – 1)

Impact (High – 5

Significant – 4

Medium – 3

Minor – 2

Low – 1)

Risk Rank (Impact x Probability)

Assigned To

Risk Response Strategy

Threat or Opportunity

1

Communication Issues – The external stakeholders may not be available for meetings

3

3

9

Project Manager

Risk Avoidance

Threat

2

Schedule & Budget Risks – Incorrect estimations which may lead to increased gaps in advanced stages

1

5

5

Project Manager, Business Analyst, Finance Associate

Risk Avoidance

Threat

3

Security Risks – Information security threats and attacks

5

5

25

Technical Expert, Test Analyst

Risk Avoidance & Mitigation

Threat

4

Technical Risks – Failure of a technical tool

3

3

9

Technical Expert

Risk Transfer

Threat

5

Scope Inflation – Too many project changes

3

4

12

System Developer, UI Expert

Risk Mitigation

Threat

6

Ethical Issues – Non-adherence to ethical norms

1

5

5

Project Resources

Risk Avoidance

Threat

7

Quality Issues – Non-adherence to quality standards

1

5

5

Project Resources

Risk Avoidance

Threat

The end-product delivered to the client must be free from defects and must adhere to the quality standards as Six Sigma, Total Quality Management (TQM), and ISO 9001 (Dds, 2016).

The processes to maintain the quality shall include quality planning, quality assurance, quality control, and continuous improvement for maintaining the quality.

Verification Activity

When

Earned Value Management (EVM) & Gap Analysis to determine the Cost Variance

At the end of every project phase

Earned Value Management (EVM) & Gap Analysis to determine the Schedule Variance

At the end of every project phase

Project Quality Reviews

Throughout the lifecycle of the project – at regular intervals

Project Quality Audits

Throughout the lifecycle of the project – at regular intervals

Project Quality Inspections

Throughout the lifecycle of the project – at regular intervals

Validation Activity

When

System Integration Testing & Defect Reporting  

It will start at in the project execution phase and will continue till the end of the project

Performance & Load Testing & Defect Reporting

It will start at in the project execution phase and will continue till the end of the project

Security Testing & Defect Reporting

It will start at in the project execution phase and will continue till the end of the project

Regression Testing & Defect Reporting

It will start at in the project execution phase and will continue till the end of the project

Smoke & Sanity Testing & Defect Reporting

It will start at in the project execution phase and will continue till the end of the project
  • Cost Variance: The cost variance will be calculated by determining the difference between the actual cost and the estimated costs.   
  • Schedule Variance: The schedule variance will be calculated by determining the difference between the actual schedule and the estimated schedule.   
  • Number of Open Defects in the System: The system release must not have any critical or major defects in the open state.   
  • Acceptance & Sign off: The deliverables must be accepted and signed off by all the parties.   
  • 360-degree feedback: The resources shall be able to achieve positive feedback on the deliverables and the final release of the project.
  • Conflicts and Disputes: The rate of conflicts and disputes must be low.  

Target

Actual Value

Gaps

40%  increase in the quantity/number of bookings

Evaluation at the time of closure will be calculated and the value will be determined

Evaluation at the time of closure will be calculated and the value will be determined

70% improvement in the booking speed

Evaluation at the time of closure will be calculated and the value will be determined

Evaluation at the time of closure will be calculated and the value will be determined

Drop by 35% in costs

Evaluation at the time of closure will be calculated and the value will be determined

Evaluation at the time of closure will be calculated and the value will be determined

46% growth in revenues earned

Evaluation at the time of closure will be calculated and the value will be determined

Evaluation at the time of closure will be calculated and the value will be determined

References

Bilkent,. (2016). Retrieved from https://www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf

Brandeis,. (2016). Common Challenges in the Project Life Cycle | Brandeis University. Projectmgmt.brandeis.edu. Retrieved from https://projectmgmt.brandeis.edu/resources/articles/common-challenges-in-the-project-life-cycle/

Clarizen,. (2013). Risk Management – Lifecycle. Clarizen Success. Retrieved from https://success.clarizen.com/hc/en-us/community/posts/203996078-Risk-Management-Lifecycle

Dds,. (2016). Retrieved from https://www.dds.ca.gov/ConsumerCorner/MakeComplexintoSimple/AdaptationSamplesMeetingRulespg9-16.pdf

Francis, D. & Horine, G. (2016). The Purpose of the Project Charter | PMP Exam Cram: Project Initiation | Pearson IT Certification. Pearsonitcertification.com. Retrieved from https://www.pearsonitcertification.com/articles/article.aspx?p=102300&seqNum=2

Miller, S. (2008). Overview of Measurable Organizational Value (MOV). Retrieved from https://www.sheepguardingllama.com/2008/01/overview-of-measureable-organizational-value-mov/comment-page-1/