CT050-3-3 Project Management Page 1 of 9

CT050-3-3 Project Management

In-course Assignment
Company : Healthy Liing Pte! Lt"! #HL$
Project : %lo&al 'upply Chain Management Project #%'CMP$
I! Assignment Learning (utcomes
1. Decide the aims and objectives, deiverabes and sco!e of a t"!ica #T !roject
$ithin the $ider conte%t of #T management, create a!!ro!riate standards and
!roced&res and comm&nicate the o&tine of the !roject effective" to a variet" of
sta'ehoders, disc&ss and critica" eva&ate the !rocess.
(. )rgani*e a t"!ica #T !roject and decom!ose it into manageabe com!onents,
s"stematica" estimating the reso&rce re+&irements and aocating tas's $ith d&e
regard to ris' and the avaiabe h&man and technica factors, disc&ss and critica"
eva&ate the !rocess.
3. ,na"*e, !an and manage a t"!ica #T !roject &sing an a!!ro!riate variet" of
sched&ing, monitoring and controing toos and techni+&es, and comm&nicate
the !an effective" to a technica and non-technica a&dience, disc&ss and
critica" eva&ate the !rocess.
-. .nderstand, discriminate bet$een and a!!" some techni+&es of team b&iding
and management, ris' assessment and management and change and config&ration
management s&ch as are i'e" to im!rove the s&ccess of a t"!ica #T !roject,
disc&ss and critica" eva&ate the !rocess.
II! The 'cenario #A Case 'tu"y$
Healthy Liing Pte! Lt"! #HL$ is one of the eading n&trition, heath and $eness
m&tinationa com!anies, based in /inga!ore $ith its goba #T shared services 'no$n as
0oba #T /ervices 10#T/2 ocated in Maa"sia has embar'ed on a ne$ !roject to its
enhance s&!!" chain o!erations. The first $ave $i be concentrated to /o&th 3ast ,sia
and the im!ementation $i be de!o"ed b" mar'ets.
,t !resent, mar'ets ocated thro&gho&t /o&th 3ast ,sia are &sing oca" deveo!ed
a!!ication to record s&!!" chain management activities information. The first-eve
s&!!ort 1412 is being rendered b" oca #T and second eve 14(2 is s&!!orted b" the oca
a!!ication vendor. Previo&s" the cost for soft$are s&!!ort maintenance $as managed
oca" $ithin each mar'et $hich has res&ted high in #T cost for both ca!ita and
o!erating e%!enses. .nfort&nate" ever" mar'et !rovides simiar s&!!ort frame$or'
$hich has created d&!ication among mar'ets $ithin the /o&th 3ast ,sia 5egion d&e to
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decentraisation of s"stems being &sed. Th&s b" im!ementing this !roject, significant
contrib&tion s&ch as red&ction in ca!ita6o!erating e%!enses, centrai*ed s&!!ort from
0#T/, goba governance and man" more va&e added are gained. Pease refer to section
7##, Tabe 1 for the ist of de!artments direct" and indirect" invoves in this !roject.
)ue to the urgency *or centralising support an" cost re"uction+ the project ,as
sche"ule" to &e complete" ,ithin "uration o* - months *rom the "ate o*
commencement! The project is name" as .%lo&al 'upply Chain Management
Project/ #%'CMP$!
8asica", this !roject $i deiver a s"stem $hich !rovides a the common f&nctions that
can be fo&nd in an" t"!ica /&!!" Chain Management soft$are. ,!art from that, the
s"stem is aso s&!!orted b" a h&ge centraised data $areho&se $hich !rovides b&siness
inteigence ca!abiities in faciitating &sers to ma'e +&ic'er decision in managing
inventor" in their o$n region. The s"stem aso covers trans!ortation management, order
management, "ard management, abo&r management and $areho&se o!timisation,
This is a critical an" comple0 project ,hich inoles arious "epartment inclu"ing
su&ject matter e0perts #'M1#s$$ *rom %IT'! A Project Manager ,as hurrie"ly
assigne" *rom %IT'-PMAC ,ho has a goo" ,or2ing 2no,le"ge o* the arious
regional o**ice locations! The current Project Manager portrays strong
.glo&al3regional project management/ an" .technical/ s2ills! Ho,eer+ he lac2s
lea"ership 4ualities an" interpersonal s2ills!
#n addition to a good !roject management methodoog", the foo$ing are some of the
major critica s&ccess factors 1C/92 the Project Manager m&st com!" for the s&ccess of
the !roject:-
a2 ca!abe reso&rces $o&d be seected from an" of the /M3-de!artments as sho$n in
the organisation str&ct&re !rovided in section 7##, Tabe 1
b2 the c&rrent #T infrastr&ct&re m&st s&!!ort this ne$ s"stem
c2 its mandator" for reated 0#T/-/M3s to !rovide a!!rova and signoff for s"stem
im!ementation
d2 a s&!!ort staff and &sers m&st have access to this ne$ s"stem $ith reevant ,ccess
4eve 1,C42 !rivieges
e2 the c&rrent s"stem m&st be re!aced in !hases b" 0/CMP.
f2 the c&tover 1transition from the c&rrent s"stem to ne$ centraised s"stem2 m&st be in
!arae
D&e to the &rgenc", the Maa"sian mar'et has been seected as the first mar'et to !iot the
im!ementation since the 0#T/ is aso based $ithin the same co&ntr" $hich enabes more
effective !roject s&!!ort $henever needed.
China and Thaiand had simiar !rojects 1oca" deveo!ed a!!ication2 im!emented
three "ears ago. Pease refer section 7###, Tabe ( $hich ists the major miestones from
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!revio&s im!ementations and s&ggested d&ration 1most i'e"2 to be e%ec&ted for
Maa"sia.
#5ote: Although the major milestones *or the project are proi"e" in section 6III+
Ta&le 7+ Project Manager is re4uire" to e0pan" the "etail actiities3tas2s *or
respectie milestones i* necessary!$
As the project progresse"+ it ,as meeting its .high-leel/ milestones *or the *irst t,o
#7$ months+ an" ,ith *our #8$ months le*t+ it ,as no, "eeme" as .*ailing to meet its
target "ates/+ .not "oing ,hat it ,as suppose" to "o/ an" ,as .unrelia&le/! At this
point also a *e, startling issues sur*ace"+ as *ollo,s:-
1. the steering committee 1$hich consist of the board of directors, C3) and /enior
Managers of the organisation2 do not reca of being !resented the !roject feasibiit"
st&d" b" the Project /!onsor or the Project Manager to them.
(. the !roject a!!rova $as not forma" doc&mented.
3. there is no evidence that a !ro!er !roject management !rocess $as foo$ed.
-. the PC and server hard$are technica s!ecifications $ere constant" being changed to
s&it ne$ or added re+&irements.
5. re+&irements 'ee! coming in from &sers amost dai" $here the 0#T/-,DC Team
4ead 'ee!s on acce!ting them $itho&t hesitation.
;. there $as red&ndanc" of $or' !erformed as the <or' 8rea'do$n /tr&ct&re 1<8/2
$as done se!arate" b" each res!ective de!artment and the Project Manager did not
revie$ and then consoidate those <8/s into one $hoistic <8/.
=. most of the team members have been foc&sing more on their dai" o!eration s&!!ort
rather than tas's being assigned b" the Project Manager or their res!ective Team
4ead.
>. tas's are !erformed $itho&t !rioritising other de!endent tas's.
9. #T assets ac+&isition and s!ending $ere thro&gh P5)C Manager $ith s&!!iers
$itho&t going thro&gh a !ro!er tendering !rocess.
10. !&rchasing of #T assets $itho&t a !ro!er tendering !rocess has ed to overr&n b"
b&dget.
11. the testing !an $as not deveo!ed "et.
1(. there $ere not even a cear designated s!onsor 1or s!onsors2 for the !roject.
13. there $as no cear !roject organisationa str&ct&re to manage the !roject.
1-. the Project Manager?s a&thorit" $as constant" overridden b" the de!artment head
6managers.
15. technica s'is $ere es!ecia" ac'ing in the net$or' and sec&rit" areas.
1;. there $ere no monitoring re!orts to revie$ as none $ere !re!ared and forma"
doc&mented.
1=. the ris's associated $ith the !roject, atho&gh doc&mented, had no detaied action
!ans and $ere not categorised in terms of im!act or severit".
1>. the hard$are and soft$are deiver" $as sti being negotiated $ith some !otentia
vendors $hie there $ere on" fo&r 1-2 months to com!ete the !roject.
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#t $as no$ evident that a !roject recover" effort is needed $ith so&tions identified and
invo'ed to get the 0/CMP bac' on sched&e and roed o&t as !anned.
III! Assignment 9e4uirements
,s the !roject is faiing and nee"s to &e recoere", "o& sho&d start b" oo'ing into a
proper #or *ormal$ project management metho"ology ,ith the appropriate
processes+ tools an" techni4ues.
:esi"es+ the steering committee "eci"e" to replace the current Project Manager! ,s
a gro&! of *our #8$ mem&ers in this group assignment+ ass&ming the" have a!!ointed
one o* you to &e the ne, Project Manager+ an" no, you are to loo2 at all the ;<
issues a&oe #section II$ an" resole them using the nine #=$ project management
2no,le"ge areas:-
1. Project #ntegration Management
(. Project /co!e Management
3. Project Time Management
-. Project Cost Management
5. Project @&ait" Management
;. Project A&man 5eso&rce Management
=. Project Comm&nication Management
>. Project 5is' Management
9. Project Proc&rement Management
Bo&r team sho&d aim to ma'e "o&r re!ort interesting and engaging, $itho&t osing sight
of the fact that the organisation is see'ing a !rofessiona a!!roach to the !robems. ,
ana"sis sho&d thoro&gh" i&strate and doc&ment the !ressing need to recover a faiing
!roject. Avoid theoretical discussions. Apply the theories to solve the problems.
,ss&m!tions can be made to assist in ascertaining the so&tions b&t the" m&st not im!air
the decision made on the sco!e and deiver" of the !roject.
Bo&r team and "o& m&st aso oo' at a the major critica factors above in section ## and
manage the !roject s&ccessf&" to com!etion.
I6! Assignment Instructions
,s !art of a team #ma0imum o* *our #8$ in"ii"uals per group$, a singe re!ort m&st be
s&bmitted to senior management. The re!ort sho&d be a forma" $ritten doc&ment, the
contents of $hich sho&d not e%ceed ;3+000 ,or"s #3+000>group total an" 807+500>
in"ii"ual$, e%c&ding abstracts, tabes, a!!endices, etc. ,n eectronic co!" sho&d aso
be s&bmitted $ith the re!ort.

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6! Assessment )etails
Bo&r team?s re!ort and "o&r individ&a re!ort $i be assessed as foo$s:-
;! A %9(?P &ase" report o* 3000 ,or"s > 30@
This is the !art of the re!ort that detais "o&r !roject management a$areness of ho$ a
!roject management methodoog", once introd&ced, $i be abe to manage the
!roject $e. Bo& and "o&r gro&! are enco&raged to use any metho"ology ,hich is
commonly &eing practice" in in"ustry. Pease in"icate an" justi*y clearly the
metho"ology selecte" in ine $ith research cond&cted on the case st&d".
The main contents shoul" coer a "etaile" group "iscussion on processes+ tools
an" techni4ues o* Integration Management an" the three #3$ Core Ano,le"ge
Areas #i!e! Project 'cope Management+ Project Time Management an" Project
Cost Management$ as *ollo,s:
a$ Project Charter
&$ Bor2 :rea2"o,n 'tructure
c$ 'cope 'tatement
"$ %antt Chart an" 5et,or2 )iagram
e$ Cost 1stimation an" :u"geting
*$ Cuality Management Plan
g$ A"ministratie Closure Proce"ures #inclu"ing cutoer strategy an"
transition plan$
h$ Lesson Learne" 9eport
:rea2"o,n o* mar2s:
a$ )ocumentation > ;0@
Materias are !resented !rofessiona" &sing correct grammar, !&nct&ation s!eing
and ength. ,ddressed re!ort g&ideines.
&$ Analysis > 70@
/o&tions a!!ied are critica" ana"sed and a!!ro!riate to identif" the iss&es
addressed.
7! An I5)I6I)?AL &ase" report o* 7+500 ,or"s each > D0@
A "etaile" "iscussion on processes+ tools an" techni4ues &y each mem&er o* the
group on one #;$ o* the Eacilitating Ano,le"ge Areas as *ollo,s:-
a$ Project Human 9esource Management > Mem&er ;
&$ Project Communication Management > Mem&er 7
c$ Project 9is2 Management > Mem&er 3
"$ Project Procurement Management > Mem&er 8
:rea2"o,n o* mar2s:
a$ (riginal I"ea an" Critical Appraisal > 75@
Cear evidence of origina ideas and critica thin'ing in j&stif"ing !rocesses, toos and
techni+&es a!!ied.
&$ Argument Coherence > ;5@
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Paragra!hs are in a ogica reation to the $hoe and fo$s ogica" into the ne%t.
c$ 9esearch an" 9e*erences > ;5@
/&!!orting research cear" e%!ained and !resented. Thoro&gh" ists references that
are reevant to the to!ic.
"$ Presentation > ;5@
#m!ression of confidence, sim!icit", carit", str&ct&re and time management of the
!resentation and abiit" to ans$er +&estions
Presentation %ui"eline
a$ #ndivid&a !resentation d&ration m&st 5(T e%ceed 5 min&tes 15 - 10 sides2 for
each !hase. This inc&des the set&! time.
&$ 0ro&! !resentation d&ration m&st 5(T e%ceed 5 min&tes 15 C 10 sides2 to be
!resented b" one of the gro&! member.
c$ 3ns&re contents are s&mmari*ed and !rofessiona" !resented.
"$ #ndivid&a D 0ro&! Presentation $i be deivered from Bee2 ;8 > ;-
This assignment is ,orth ;00@ #D0@-In"ii"ual F 30@-%roup$ o* the *inal
gra"e!
Assignment ,ill &e han"-out "uring Bee2 7
9eports are to &e han"e"-in &y Mon"ay o* Bee2 ;5!
5ote: The ,or2 o* each mem&er o* the group must &e clearly in"icate" in a B(9AL(A)
MAT9IG as per common practice!
6I! Assignment Assessment Criteria
The criteria beo$ detai the areas, $hich $i be ta'en into acco&nt $hen the assignment
is mar'ed:-
1. To address the s&bject satisfactori" the assignment ength sho&d be in a ma%im&m of
13,000 $ords. , t"!ed format is mandator".
(. )istinction assignments e%hibit com!rehensive research $ith detaied evidence.
Aigh eve of ana"sis !erformed, e%ce!tiona and thoro&gh 'no$edge and
&nderstanding dis!a"ed $ith regard to a!!ication. This inc&des ana"sis and
eva&ation of facts foo$ed b" res&ts of eva&ation.
Doc&mentation !resented in a !rofessiona manner, foo$ing !ro!er se+&encing
and fo$. Dis!a"ed evidence of critica a!!raisa.
3. Cre"it assignments demonstrate ade+&ate research cond&cted $ith fair detai of
evidence !resented.
Moderate eve of &nderstanding, ana"sis and 'no$edge dis!a"ed.
/ome eve of reevance inc&ded in terms of a!!ication.
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Moderate eve of ana"sis and eva&ation of facts foo$ed b" res&ts com!arison.
0ood eve of doc&mentation !resented.
/ome eve of refection $as evident in the doc&mentation.
Moderate eve of critica a!!raisa.
-. Pass assignments sho$ o$ eve research cond&cted.
/ome evidence of research dis!a"ed.
8asic eve of &nderstanding and 'no$edge ana"sis dis!a"ed.
/atisfactor" eve of doc&mentation.
Eo eva&ation and ana"sis of facts, no res&ts com!arison !erformed /atisfactor"
or o$ eve of refection dis!a"ed.
Eo eve of critica a!!raisa demonstrated.
5. Bo& are e%!ected to cear" state an" ass&m!tions "o& ma'e, and s&!!ort statements
and theories b" referencing to a!!ro!riate so&rces.
,ttention $i be !aid to:
Critical ealuation an" "iscussion. #ss&es $i be deat $ith dee!er and on an
ana"tica !ane, based on good research - $ith ind&str" e%am!es, data !rojections
and commentaries.
:alance" researche" materials. ,!!ro!riate and different so&rces $hich m&st
inc&de s&fficient academic research, not j&st secondar" research from .54s
Proper re*erencing an" citation! Aarvard 5eferencing is a m&st. Citation m&st
inc&de, a!art from the norma detais, the !age n&mber from $here the iss&e for
disc&ssion has been ta'en. 15efer to Aandboo' for !enat" on !agiarism2
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6II! %lo&al IT 'erices F Local Mar2et (rganisation 'tructure
To indicate the e%tent of the !roject reso&rces and team constr&ction, the tabe beo$
indicates the organisation str&ct&re for HL oca mar'et and 0oba #T.
Supp
ort Unit SME-Department
Abbrevia
tion SME Responsibility
Global
GITS
Communication &
Network
CNN
Provides network services for Local
IT/Market
GITS IT Security ITSC
Provide !overnance for IT security for
a""lication develo"ment# software
and $ardware
GITS
%""lication
&evelo"ment Center
%&C
Provide develo" a""lication and
"rovide a""lication Governance and
Intellectual Pro"erty'
GITS
Pro(ect Mana!ement
Centre
PM%C
Provide Pro(ect Mana!ers to mana!es
"ro(ects
GITS
&ata Center
)"erations
&C)
Infrastructure su""ort incl' Servers#
)"eratin! Systems for centrali*ed
datacentre and local servers
GITS IT )"erations IT)
Provide !overnance for IT o"erations#
w$ic$ includes su""ortin! local
markets and its business o"erations'
GITS
Center of +cellence
, nter"rise
-esources Plannin!
Co.-P
Provide L/ Su""ort for Co.-P
GITS
Center of +cellence
, Customer
-elations$i"
Mana!ement
Co.C-M
Provide L/ Su""ort for Co.C-M
GITS
Center of +cellence
, Su""ly C$ain
Services
Co.
Su""ly
C$ain
Services Provide L/ Su""ort for Co.SCS
GITS Global Service &esk GS&
0el"desk "erform level.one 1L23
su""ort
Local
Mark
et
IT &e"t IT
IT Mana!er# +ecutive 42# +ecutive
42
Mark
et
Marketin! &e"t M5TG
M5TG Mana!er# +ecutive 42#
+ecutive 4/# +ecutive 46# Sales -e"
+ 67#
Mark
et
8inance &e"t 8IN
8IN Mana!er# +ecutive 42# +ecutive
4/# Clerk42# Cas$ier 42
Mark
et
0uman -esources
&e"t
0-
0- Mana!er# +ecutive 42# +ecutive
4/
Mark
et
Communication
%9airs
C)MM
C)MM Mana!er
Mark
et
Procurement
P-)C P-)C Mana!er# ):cer +/
Ta&le ;: A4 )rganisation /tr&ct&re
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6III! List o* actiity *rom preious project implementation *rom other mar2ets
N
o
Major Milestones China
Thailan
d
most
likely
mmedia
te
prede!e
ssor
a!tivity
2
-e;uirements Gat$erin!
67 6< 66 7
/
Preliminary %""roval
2< // 2= 7
6
C$an!e -e;uest# C- %""roval
2> > 27 /
?
@usiness %""roval
> A < /
>
8unctional & Tec$nical S"eciBcation
&evelo"ment 27 2? 2/ 2
<
%""lication &evelo"ment
<7 ?? >/ >
A
%&C Testin!
? 27 A >
C
IT -e!ression Testin!
> > > <#A
=
Dser %cce"tance Test 1D%T3
/> /= /A A#C
2
7
System setu" 1in Production
environment3 2 2 2 =
Total "roje!t Cost #in USD$%
$&''('
''
$)*'('
''
$)+'('
''
Ta&le 7: 4ist of major miestones from !revio&s im!ementations
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