Project Management in the Professional Assignment 2 Distinction PDF

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Assignment 2 - Briefing ReportSpring 2021####### 31272 Project Management and the ProfessionalSubmission Date 6pm 28th October 2021Tutor Name Caroline Evans Group 2 (Scope) Tutorial 1Students’ Name & Number13874250 – Ajani James Bilby 13534716 – Darren Lo 13539541 – Kasra Mosahebi Mohamadi 13878...

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Assignment 2 - Briefing Report Spring 2021 31272 Project Management and the Professional Submission Date 6pm 28th October 2021 Tutor Name Caroline Evans Group 2 (Scope) Tutorial 1 13874250 – Ajani James Bilby 13534716 – Darren Lo Students’ Name & 13539541 – Kasra Mosahebi Mohamadi Number 13878754 – Ricky Tran 13634023 – Neme Kostanti Shadi Samour Presentation https://www.youtube.com/watch?v=EhF55Jwq0qA

Executive Summary The Southern Golf Group (SGG), which is a subsidiary company of Recreation Amalgamated Holdings (RAH), has been in the process of ongoing dialogue and negotiations with PMP Consultants Pty Ltd regarding a proposed project for a state- of-the-art Member Management System (MMS). The main goal for the MMS is to provide an online platform for SGG to effectively manage work and distribute necessary resources across its three golf courses. This has been deemed a necessity for the company, as it aligns with the RAH’s upgrade/expansion roadmap to unify and modernise current existing services. A $800,000 AUD budget has been allocated to the project, which can be used to automate current manual processes that are being completed in and around the golf course, such as member registrations. The proposed project has been meticulously planned by the PMP Consultants team to ensure that the project is completed in a timely manner, whilst staying within the allocated budget. This has been achieved by actively identifying the project scope, assumptions, and constraints, which are key factors in planning for the risk management, activities and estimates involved in the project. Once implemented, the new Member Management System will enable SGG to have a competitive advantage by offering an expansive set of services to exclusive golf club members, designed to enhance their golfing experience by increasing efficiency so that they are able to focus on perfecting and training their golf skills. As for casual patrons that wish to partake in a casual golf experience, the MMS will also be catered to them by ensuring that their golfing experience is simplified and enjoyable, creating a desire to return for more. It is with certainty that the project will be a success, as set benchmarks are anticipated to be reached in a timely manner. Such benchmarks include 70% of active members having completed an online registration process after one year of MMS implementation. Alongside will also be the 90% of positive reviews garnered from customer surveys within the first year of implementation. Furthermore, external businesses can also benefit from the MMS project as the system will also cater for sponsors who want improved event management, advertising agencies who want profit tracking and merchandise suppliers who want efficient inventory management. Finally, SGG will greatly benefit from the Member Management System as the system will simplify the processes performed within the subsidiary company to enhance patron experience, creating the desire to return for more thus, likely increasing the popularity and profits of the company.

Table of Contents Executive Summary ................................................................................................................................................. ii 1

Business Overview ........................................................................................................................................... 1 1.1

Overview .......................................................................................................................................... 1

1.1.2

Purpose ............................................................................................................................................. 1

1.1.3

Background ...................................................................................................................................... 1

1.2

3

Objectives and Key Success Criteria: ........................................................................................... 2

1.2.1

Objectives ......................................................................................................................................... 2

1.2.2

Key Success Criteria ........................................................................................................................ 3

1.3

Measurable Organisational Value and its Benefits ....................................................................... 3

1.4

Project Scope ................................................................................................................................. 3

1.4.1

In-Scope and Value-Added Requirements ....................................................................................... 3

1.4.2

Stakeholder Matrix ........................................................................................................................... 4

1.4.3

Requirements Traceability Matrix ................................................................................................... 6

1.4.4

Out-Of-Scope Items ......................................................................................................................... 7

1.5

2

Introduction ................................................................................................................................... 1

1.1.1

Initial Assumptions and Constraints ............................................................................................. 7

1.5.1

Assumptions ..................................................................................................................................... 7

1.5.2

Constraints ........................................................................................................................................ 8

Project Planning and Control Strategies........................................................................................................... 9 2.2

Agile vs Waterfall Development Approaches ............................................................................. 10

2.3

Risk Management Approaches.................................................................................................... 11

2.3.1

Preliminary Risk Register .............................................................................................................. 11

2.3.2

Risk Assessment Matrix ................................................................................................................. 22

2.3.3

Scope Management and Change Control ....................................................................................... 23

2.3.4

Quality Management Strategy ........................................................................................................ 24

Project Activities and Estimates ..................................................................................................................... 26 3.1

Table of Tasks ............................................................................................................................. 26

3.2

Task Duration Estimates ............................................................................................................. 36

3.3

Sequencing .................................................................................................................................. 46

3.4

Schedule ...................................................................................................................................... 47

3.5

Work Breakdown Structure (WBS) ............................................................................................ 48

3.6

Gannt Chart ................................................................................................................................. 52

3.7

Project Milestones ....................................................................................................................... 55

3.8

Critical Path and Dependencies................................................................................................... 56

3.9

Budgeting .................................................................................................................................... 57

3.9.1 3.10 4

Budget Table .................................................................................................................................. 57 Human Resources ........................................................................................................................ 65

Conclusion ...................................................................................................................................................... 66

Appendix ................................................................................................................................................................... I A.

Change Request Form ........................................................................................................................ I

1 Business Overview 1.1 Introduction 1.1.1 Overview The Southern Golf Group (SGG), a Recreation Amalgamated Holdings (RAH) division, manages three golf courses, each running its daily operations independently of the others. SGG has budgeted $800,000 (AUD) for a bespoke Member Management System (MMS) that is fully developed, well-tested, and user-friendly to allow them to manage the maintenance and sharing of resources across their golf courses more economically. The MMS will also allow SGG to offer a more comprehensive set of services to golfers. This MMS has been identified as an online system by our team.

1.1.2 Purpose The purpose of this report is to allow for the delicate planning of this MMS and ensure it is completed on time and within the budget allocated. To do this, we need to identify scope items to prevent creeping, identify any risks that may inhibit the progress of the project and the events/tasks that will be involved with the project and their expected duration.

1.1.3 Background This report is intended as a deliverable assignment for the University of Technology Sydney (UTS) subject 31272 (Project Management and the Professional). Within this subject, certain weeks were designed so that groups of students were made to facilitate a session to produce a document for their allocated focus area. From these documents, we have developed a more detailed and professional project planning/briefing report.

Section 1: Business Overview

Page 1 of 66

1.2 Objectives and Key Success Criteria: 1.2.1 Objectives 1. Design an application and verification system for members to complete online so that renewal is more convenient, three weeks after project initiation, and measured by the average time taken to submit and store member information (samples will be used to test this). 2. Build an interface for users to review their personal information, account details, and activity history to keep member information up to date, measured by seeing if client information given during the application process is correct. Member-made changes to the profile are updated and to be delivered after 2 months of development. 3. Develop an online store within the system for patrons to browse and purchase items, making sales tracking more efficient for staff and giving members a more integrated experience. This new system should take at least five payment options, and transactions should not take longer than 10 seconds after checking out and be delivered after 2 months of developmen. 4. Members and visitors (assuming visitors are non-members) should have an interface to reserve golf courses and the desired equipment and buggies or caddies where it is available, so that time and equipment can be managed automatically. This process should take no longer than 10 minutes per person, and the development of this task should take a month. 5. Reduce ‘tee-off’ times by at least 30%, especially on the public golf courses, to allow more golfing time for all members via an interactive check-in process on the system before playing. The development time should be a month. 6. An interface for members to book personal tuition and professional tutors needs to be made so that the timetable will not need to be managed manually, which is successful if booking tutors take 50% less than what is currently being done with no clashes delivered in 2 weeks. 7. Create an interface for the SGG staff to schedule competitions over any of the three courses to make it easier for a team to plan and manage equipment around competition dates. Success can be measured if member schedules cannot conflict with competition dates. This should take only two weeks to develop after the member signup and tee-off reservation features are developed. 8. Create an interface for sponsors to submit their details for competitions so that maintaining and managing for the different golf courses will be easier to handle, and simplify leader board and grounds advertising, and should take at least 50% less than the current time it takes to fill out the details, as well as the time to submit further information taking no longer than 10 seconds. In addition, development should take no longer than one month.

Section 1: Business Overview

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1.2.2 Key Success Criteria • Improved user experience for SGG members and patrons • A consolidated and modern operational infrastructure with automated workflows that allow for centralised management of resources and customers, and data-driven decision-making • Expansion of system capabilities to facilitate and manage the hosting of golf competitions and various revenue streams, namely sponsorship, advertising, and online sales of equipment and merchandise • Cost savings stemming from improved operational efficiency and economies of scale • Staying on budget • Delivering the intended outcomes on time

1.3 Measurable Organisational Value and its Benefits A Measurable Organisational Value (MOV) statement(s) is the driving force behind a project. By establishing a MOV statement(s), we can see the bigger picture quantitatively, allowing us to measure the project's success. The MOVs we produced are as follows: Integrate and automate disparate systems into a single system. This project is successful if 70% of the active (recurring members) member base has been registered by the online system a year after the MMS is implemented. We are providing patrons with an online service to meet their day-to-day needs. The project is successful if given at least 90% positive reviews from customer surveys one year after the MMS is implemented.

1.4 Project Scope 1.4.1 In-Scope and Value-Added Requirements 1. Software Maintainability – It is listed within the project criteria that the new system must be easily maintainable. 2. Online Membership – Explicitly mentioned within the criteria. 3. Integrated Account Management – It is directly requested within the project outline. Without account management, new members will not be created in the future, let alone edit any details when payment or contact details change. 4. Competition Management of Players and Scores – Directly requested within initial scope. 5. Golf Competition Management – Directly requested within initial scope. 6. Sponsorship and Advertising Management: Directly requested within initial scope. 7. Touch-Screen Kiosks – Simplified check-in where golfers can check-in at tee-off times before play. 8. Online Store – Golfing Equipment and Merchandise Directly requested within initial scope. 9. User testability – Allowing users to test the system to verify that all features work as expected. 10. Software Integrity – Testing the system's resilience and ensuring that it is robust and will not fail unexpectedly.

Section 1: Business Overview

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1.4.2 Stakeholder Matrix Interest (L/M/H)

Influence (L/M/H)

SSG Managing Director and board

H

H

Project sponsor

SGG managers

H

H

Project steering committee

Project consultants

H

H

Project manager

Software Developers

H

H

Project team

RAH

H

M

Project beneficiary

SGG staff

H

M

Internal end-user; Project beneficiary

M

M

External end-user; Project beneficiary

M

L

Potential project beneficiary

Sponsors and advertisers

L

L

Indirect project beneficiary

Government

L

L

External regulator

L

Supply products for the online store

Stakeholder

Members, patrons, and visitors Other RAH divisions

Merchandise Suppliers

L

Section 1: Business Overview

Role

Objective Successful implementation of a high-quality MMS so that SGG can benefit from its intended outcomes; Control budget while ensuring return on investment Ensure that the MMS operates as intended; that the SGG operations they are responsible for are translated correctly into the new system Ensure that the project meets requirements and completes within the time and budget limits

Provide expertise to build the MMS according to the given specifications in exchange for suitable remuneration An integrated administrative infrastructure that can easily be adapted to the operations of its other divisions to make it easier to manage across all of them Having input into the development to ensure a functional, user-friendly system that simplifies their workflows; they may be worried about the impact of the automated system on their job security Functional, user-friendly, and attractive system that makes their dealings with SGG more convenient for them A high-quality system that would be easy to adopt if it is successful and approved by RAH Better management of events and grounds so that they can better gauge the impact of their advertising dollars; potential for greater exposure if SGG can host prestigious golf tournaments Ensuring staff are paid, taxes are collected, and compliance with the laws and regulations

Ensuring there are enough products to supply for the orders received from patrons through the new online store

Specific Management Strategy

Manage closely Manage closely Manage closely Manage closely Manage closely Manage closely Keep informed Monitor Monitor Monitor Monitor

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Stakeholder

Golf instructors

Interest (L/M/H) M

Section 1: Business Overview

Influence (L/M/H) L

Role

Objective

Project beneficiary

Better schedule management, receive quicker updates about lesson cancellation or booking due to the MMS system

Specific Management Strategy

Monitor

Page 5 of 66

1.4.3 Requirements Traceability Matrix Requirement Number REQ01

Name Online Application and Verification.

REQ02

Interface to allow users to rev...