1

Report
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Table of Contents
Task 1...............................................................................................................................................3

Part a: Agile Project Management Methodology........................................................................3

Key values of Agile.................................................................................................................3

The principles of Agile Methodology......................................................................................3

Reason for choosing the approach...........................................................................................4

Part b............................................................................................................................................4

Work breakdown Structure......................................................................................................4

Gantt Chart...............................................................................................................................6

Network Diagram....................................................................................................................7

Task 2...............................................................................................................................................9

Part a: Risk Management.............................................................................................................9

Part b: Risks’ Impacts................................................................................................................10

Part c: Risk Mitigation...............................................................................................................12

Task 3: Cost benefit Analysis.........................................................................................................13

Calculating the Current Worth of the Supply Chain Management System...............................13

30,000 = CV(1+0.05)^1.................................................................................................................14

References......................................................................................................................................15
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Task 1
Part a: Agile Project Management Methodology
The agile project management and system development methodology commits the work to be
done incrementally. This includes various stages in successive form. Following this approach, a
part of the system is released before the whole system is developed. This is done to ensure that
system is following the functional requirements and get the feedback of the client. These brief
period of work and releases are called sprints. This project management methodology is different
from waterfall software development in a way that it provides flexibility and involves regular
feedback from the project client, and it does not follow the approach of collecting requirements
altogether and developing the system all at once (Ciric et al., 2018). Agile methodology differs
from the traditional approaches in the manner that it does not release the entire system at the end
of project lifecycle, rather system modules are released in sprints. It is a documentation driven
approach suitable for large projects where different departments are to be connected as in the
given Supply Chain Management System. With these traditional methodologies, the completed
project is released at the very end of the project cycle.

Key values of Agile

The core values of the agile software development approach are: individuals and regular
communication is preferred over tools; software modules over comprehensive documentation;
collaboration with client instead of contract negotiations; lastly, responding to changes in a
flexible manner.

The principles of Agile Methodology

The main principles of agile project management methodology are: satisfaction of the client
through sprint releases of valuable work; breaking down the work into smaller work-packages
and sprints to save time; following the approach that goals are best met with self-organizing
teams; providing individuals with environment and tools to support their work and trusting them
to get job done; developing processes that promote sustainability; maintaining a constant pace of
work; accommodating changes; assembling the project client and team through scrum meetings
to discuss progress throughout the project; measuring the project progress through the amount of
work completed; lastly, offering system upgradation for a competitive advantage (Bergmann &
Karwowski, 2018).
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Agile Development Approach, Source: altexsoft.com

Reason for choosing the approach

The reason for choosing the agile project development approach is that Supply Chain
Management system is a vast system. Different departments have to be integrated in a system
like: inventory management system, warehouse management system, logistics management
system, customer management system, and more (Rasnacis & Berzisa, 2017). All these systems
have to be integrated in a systematic manner which could require changes from time to time.
Therefore, the traditional approaches were not suitable for it. Hence, agile method has been
chosen, it will allow the development and integration of the system incrementally, providing
space for changes.

Part b
Work breakdown Structure
Work breakdown structure (WBS) provides a systematic approach to distribute work into
different activities. It uses divide and conquer method for large complex projects (Han, 2021). It
gives a pictorial view of work packages thus providing visibility and ease of tracking the
progress. It's a way to divide and conquer large projects to get things done faster and more
efficiently. The goal of WBS is to make project manageable. It breaks down the work along with
the material resources and the human resource assigned to each work package.
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WBS Task Name Duration Start Finish Predecessors

Project business
1 10 days Mon 6/6/22 Fri 6/17/22
feasibility Study
1.1 key stakeholder meeting 3 days Mon 6/20/22 Wed 6/22/22 1
Functional requirements
1.2 3 days Thu 6/23/22 Mon 6/27/22 2
approved

1.3 Review feasibility study 2 days Mon 6/20/22 Tue 6/21/22 1

1.4 changes made 1 day? Wed 6/22/22 Wed 6/22/22 4

1.5 Requirements signed off 0 days Wed 6/22/22 Wed 6/22/22 5

Project design
2 6 days Tue 6/28/22 Tue 7/5/22 3
development
2.1 design modifications 6 days Tue 6/28/22 Tue 7/5/22 3

2.2 Project Design approved 0 days Tue 7/5/22 Tue 7/5/22 8

3 System development 21 days Wed 7/6/22 Wed 8/3/22 9

3.1 backend development 15 days Wed 7/6/22 Tue 7/26/22 9

3.2 front end development 6 days Wed 7/27/22 Wed 8/3/22 11

Review back-end
3.3 4 days Wed 7/6/22 Mon 7/11/22 9
development
adjust functional
3.4 9 days Tue 7/12/22 Fri 7/22/22 13
changes
3.5 Changes updated 4 days Mon 7/25/22 Thu 7/28/22 14

3.6 development completed 0 days Fri 7/22/22 Fri 7/22/22 14

4 System testing 20 days Mon 7/25/22 Fri 8/19/22 16

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4.1 front end testing 5 days Mon 7/25/22 Fri 7/29/22 16

4.2 Back-end testing 15 days Mon 8/1/22 Fri 8/19/22 18
bugs in front-end
4.3 4 days Mon 8/1/22 Thu 8/4/22 18
testing
4.4 front-end testing fixed 2 days Fri 8/5/22 Mon 8/8/22 20

4.5 Testing Phase completed 0 days Mon 8/8/22 Mon 8/8/22 21

5 system deployment 5 days Tue 8/9/22 Mon 8/15/22 22

5.1 Project Completed 0 days Mon 8/15/22 Mon 8/15/22 23

Gantt Chart
The Gantt Chart is an assisting tool in project management which helps in planning and
scheduling the project. It simplifies the projects of all sizes and provides the readability to track
the progress of work (Chakrabarti, 2022). The work-packages are represented into bars and flow
among project phases is shown through arrows, describing dependencies, schedule and
deadlines.
Apr '22 May '22 Jun '22 Jul '22 Aug '22 Sep '22 Oct '22 Nov '22 Dec '22 Jan '23 Feb '23 Mar '23
24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 5

6/22

7/5

12/13
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Apr '22 May '22 Jun '22 Jul '22 Aug '22 Sep '22 Oct '22 Nov '22 Dec '22 Jan '23 Feb '23 Mar '23
24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 5
7/5

12/13

12/28

1/4

Network Diagram
The workflow in a project is visually presented through the network diagram. It consists of the
boxes describing the start and finish of an activity, providing sequencing and scheduling of all
project activities (Ahmadi et al., 2018).

Project business feasibility Study key stakeholder meeting Functional requirements approved Project design development design modifications
Start: Mon 6/6/22 ID: 1 Start: Mon 6/20/22 ID: 2 Start: Thu 6/23/22 ID: 3 Start: Tue 6/28/22 ID: 7 Start: Tue 6/28/22 ID: 8
Finish: Fri 6/17/22 Dur: 10 days Finish: Wed 6/22/22 Dur: 3 days Finish: Mon 6/27/22 Dur: 3 days Finish: Tue 7/5/22 Dur: 6 days Finish: Tue 7/5/22 Dur: 6 days
Res: Res: Res: Comp: 0% Res:

Review feasibility study changes made

Requirements signed off
Start: Mon 6/20/22 ID: 4 Start: Wed 6/22/22 ID: 5
Finish: Tue 6/21/22 Dur: 2 days Finish: Wed 6/22/22 Dur: 1 day? Milestone Date: 6/22/22
Res: Res: ID: 6
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Functional requirements approved Project design development design modifications

Start: Thu 6/23/22 ID: 3 Start: Tue 6/28/22 ID: 7 Start: Tue 6/28/22 ID: 8
Finish: Mon 6/27/22 Dur: 3 days Finish: Tue 7/5/22 Dur: 6 days Finish: Tue 7/5/22 Dur: 6 days
Res: Comp: 0% Res:

changes made
Requirements signed off
Start: Wed 6/22/22 ID: 5
Finish: Wed 6/22/22 Dur: 1 day? Milestone Date: 6/22/22
Res: ID: 6

System development backend development front end development

Project Design approved
Start: Wed 7/6/22 ID: 10 Start: Wed 7/6/22 ID: 11 Start: Wed 7/27/22 ID: 12
Milestone Date: 7/5/22 Finish: Mon 12/19/22Dur: 119 days Finish: Tue 7/26/22 Dur: 15 days Finish: Wed 8/3/22 Dur: 6 days
ID: 9 Comp: 0% Res: Res:

Review back-end development adjust functional changes

Start: Wed 7/6/22 ID: 13 Start: Thu 12/1/22 ID: 14
Finish: Wed 11/30/22Dur: 34 days Finish: Tue 12/13/22 Dur: 9 days
Res: Res:

backend development front end development

Start: Wed 7/6/22 ID: 11 Start: Wed 7/27/22 ID: 12
Finish: Tue 7/26/22 Dur: 15 days Finish: Wed 8/3/22 Dur: 6 days
Res: Res:

Review back-end development adjust functional changes Changes updated

Start: Wed 7/6/22 ID: 13 Start: Thu 12/1/22 ID: 14 Start: Wed 12/14/22ID: 15
Finish: Wed 11/30/22Dur: 34 days Finish: Tue 12/13/22Dur: 9 days Finish: Mon 12/19/22Dur: 4 days
Res: Res: Res:

System testing front end testing

development completed
Start: Wed 12/14/22ID: 17 Start: Wed 12/14/22ID: 18
Milestone Date: 12/13/22 Finish: Tue 1/10/23 Dur: 20 days Finish: Tue 12/20/22Dur: 5 days
ID: 16 Comp: 0% Res:

front end development

Start: Wed 7/27/22 ID: 12
Finish: Wed 8/3/22 Dur: 6 days
Res:

adjust functional changes Changes updated

Start: Thu 12/1/22 ID: 14 Start: Wed 12/14/22ID: 15
Finish: Tue 12/13/22Dur: 9 days Finish: Mon 12/19/22Dur: 4 days
Res: Res:

System testing front end testing Back-end testing

development completed
Start: Wed 12/14/22ID: 17 Start: Wed 12/14/22ID: 18 Start: Wed 12/21/22ID: 19
Milestone Date: 12/13/22 Finish: Tue 1/10/23 Dur: 20 days Finish: Tue 12/20/22Dur: 5 days Finish: Tue 1/10/23 Dur: 15 days
ID: 16 Comp: 0% Res: Res:

bugs in front-end testing front-end testing fixed

Start: Wed 12/21/22ID: 20 Start: Tue 12/27/22 ID: 21
Finish: Mon 12/26/22Dur: 4 days Finish: Wed 12/28/22Dur: 2 days
Res: Res:
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Changes updated
Start: Wed 12/14/22ID: 15
Finish: Mon 12/19/22Dur: 4 days
Res:

System testing front end testing Back-end testing

development completed
Start: Wed 12/14/22ID: 17 Start: Wed 12/14/22ID: 18 Start: Wed 12/21/22ID: 19
Milestone Date: 12/13/22 Finish: Tue 1/10/23 Dur: 20 days Finish: Tue 12/20/22Dur: 5 days Finish: Tue 1/10/23 Dur: 15 days
ID: 16 Comp: 0% Res: Res:

bugs in front-end testing front-end testing fixed

Start: Wed 12/21/22ID: 20 Start: Tue 12/27/22 ID: 21
Finish: Mon 12/26/22Dur: 4 days Finish: Wed 12/28/22Dur: 2 days
Res: Res:

System testing front end testing Back-end testing

Start: Wed 12/14/22 ID: 17 Start: Wed 12/14/22 ID: 18 Start: Wed 12/21/22 ID: 19
Finish: Tue 1/10/23 Dur: 20 days Finish: Tue 12/20/22 Dur: 5 days Finish: Tue 1/10/23 Dur: 15 days
Comp: 0% Res: Res:

bugs in front-end testing front-end testing fixed

Testing Phase completed
Start: Wed 12/21/22 ID: 20 Start: Tue 12/27/22 ID: 21
Finish: Mon 12/26/22 Dur: 4 days Finish: Wed 12/28/22 Dur: 2 days Milestone Date: 12/28/22
Res: Res: ID: 22

front end testing Back-end testing

ID: 18 Start: Wed 12/21/22 ID: 19
Dur: 5 days Finish: Tue 1/10/23 Dur: 15 days
Res: Res:

bugs in front-end testing front-end testing fixed system deployment

Testing Phase completed Project Completed
Start: Wed 12/21/22 ID: 20 Start: Tue 12/27/22 ID: 21 Start: Thu 12/29/22 ID: 23
Finish: Mon 12/26/22 Dur: 4 days Finish: Wed 12/28/22 Dur: 2 days Milestone Date: 12/28/22 Finish: Wed 1/4/23 Dur: 5 days Milestone Date: 1/4/23
Res: Res: ID: 22 Res: ID: 24

Task 2
Part a: Risk Management
Following are the anticipated risks in the project that have been analyzed through brainstorming
and lessons learned from the similar management systems.

Project Phases Risks

Project scope not properly defined and
documented
Feasibility study
No clear distinction between functional and
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non-functional requirements
Project feasibility study missed out external
market analysis.
Initiation and Design phase
Project manager did not set out clear working
strategy for each sprint leading to disharmony
of interests.
Project acceptance criteria not properly stated.
Development phase
The modules and subsequent sprints timely is
miscalculated.
Weak coding and technical skills of
development team.
The project methodology did not complement
the project work.
Testing Phase The inability and lack of knowledge of testing
team to carry out tests to find out complex
bugs.
Delays are encountered in the project testing
phase.
Close project Under-trained staff at the client’s end to use
the system properly.
The client’s refusal to sign off the project due
to potential bugs.

Part b: Risks’ Impacts

Risks Impacts
1. Project scope not properly defined and This will create problems in maintaining the
documented schedule of the project, setting the budget,
and monitoring the quality, thus leading to

2. No clear distinction between functional
and non-functional requirements
3. Project feasibility study missed out
external market analysis.
4. Project manager did not set out clear
working strategy for each sprint
leading to disharmony of interests.
5. Project acceptance criteria not properly
stated.
6. The modules and subsequent sprints
timely are miscalculated.
7. Weak coding and technical skills of
development team.
8. The project methodology did not
complement the project work.
9. The inability and lack of knowledge of
testing team to carry out tests to find system.
out complex bugs.
10. Delays are encountered in the project This will delay the project integration, thus
testing phase.
11. Under-trained staff at the client’s end
to use the system properly.
12. The client’s refusal to sign off the
project due to potential bugs.
11
project failure (Nunes & Abreu, 2020).
This will result in non-development of
important modules of the project
Doing so could result in cost overrun as
external market analysis is mandatory for
determining the budget.
This will result in discrepancies in delivering
the sprints and the designated work on time,
thus creating major delays in project delivery.
This could result in extra load of work on
project team since client could ask to do
things which are not explicitly mentioned
within the given budget.
This will result in delays in entire project.
This lack of technical skills could result in
faulty system or non-compliance with the
functional requirements.
This will result in a possible conflict between
the project team and the project manager due
to the working confusions.
This will result in possible glitches in the
incurring extra cost on the project.
This factor will result in under-use of the
system despite investing heavy cost.
This will lead to extra amount of work
mounted on development and testing team
due to negligence of project manager.

Part c: Risk Mitigation
Risks
1. Project scope not properly defined and
documented
2. No clear distinction between functional
and non-functional requirements
3. Project feasibility study missed out
external market analysis.
4. Project manager did not set out clear The project manager has to develop a clear
working strategy for each sprint project plan to support the project
leading to disharmony of interests.
5. Project acceptance criteria not properly
stated.
6. The modules and subsequent sprints
timely are miscalculated.
7. Weak coding and technical skills of
development team.
8. The project methodology did not
complement the project work.
9. The inability and lack of knowledge of
testing team to carry out tests to find
out complex bugs.
10. Delays are encountered in the project
12
Mitigation
the project scope has to be thoroughly
discussed and signed off in a contract.
There should be a project charter clearing
stating functional requirements.
The business analyst has to closely work with
project manager to carry out external market
analysis while deciding project budget.
development into clearly distinct sprints.
The project acceptance criteria need to be
defined along the scope and signed off to
avoid future conflict.
The work in each sprint has to be calculated
along the resources for approximate
calculations.
The development team has to be shortlisted
after testing their skills.
The overall functional requirements should be
discussed with development team and then
methodology has to be chosen.
The testing team ability to conduct different
tests has to be analyzed first and then they
should be taken on-board.
Testing team has to test each sprint release
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testing phase. while following the deadline to avoid delays.

11. Under-trained staff at the client’s end Training workshops have to be provided to
to use the system properly. make the system viable.

Task 3: Cost benefit Analysis

The cost benefit analysis is the measurement of the project usability and its viability by
determine the projected financial benefit after the system deployment by the senior management.
This analysis is carried out by collaboratively by the project owner, business analyst and the
project manager. The project cost benefit analysis determines the financial constraints and makes
the top-tier to choose among the most feasible option. The data is first collected which is then
analyzed in future profitability context, and then project is taken up for execution.

Calculating the Current Worth of the Supply Chain Management System

Assuming that project owner invests OMR 300,000 for the development of SCM. He is looking
forward to earn OMR 30,000 profit annually once system is deployed to eliminate the delays in
supply chain and streamline the work.

Assuming that annual inflation of 5%, then current value has to be found

The formula for Current Value is

FV = CV(1+r/100)^n

Hence, FV = Future Value

CV = Current Value

r = Inflation

n = time

Putting values

FV = OMR 30,000

r=5

n =1
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Putting these values in the formula,

30,000 = CV(1+0.05)^1

CV = 30,000/1.05

CV = OMR 28,571.42

Hence, the current value owner’s profit is 708.80 OM OMR 28,571.42. so, the project is
financially feasible to be conducted since it is providing annual future value near to projected
one.

It is worthwhile to point here that there is no set criterion or rule of thumb for cost benefit
analysis, the simple equation can also be used to determine the future value that project could
yield (Nayar & Kumar, 2018).
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References

1) Ahmadi, A., Suparno, S., Suharyo, O. S., & Susanto, A. D. (2018). Time Scheduling And
Cost Of The Indonesian Navy Ship Development Project Using Network Diagram And
Earned Value Method (Evm)(Case Study Of Fast Missile Boat Development). JOURNAL
ASRO, 9(2), 87-106.
2) Bergmann, T., & Karwowski, W. (2018, July). Agile project management and project
success: A literature review. In International Conference on Applied Human Factors and
Ergonomics (pp. 405-414). Springer, Cham.
3) Ciric, D., Lalic, B., Gracanin, D., Palcic, I., & Zivlak, N. (2018, March). Agile project
management in new product development and innovation processes: challenges and
benefits beyond software domain. In 2018 IEEE International Symposium on Innovation
and Entrepreneurship (TEMS-ISIE) (pp. 1-9). IEEE.
4) Chakrabarti, S. (2022). Management Aspects of Project Engineering. In Project
Engineering Primer for Chemical Engineers (pp. 179-204). Springer, Singapore.
5) Han, X. (2021). WBS-free scheduling method based on database relational
model. International Journal of System Assurance Engineering and Management, 12(3),
509-519.
6) Nunes, M., & Abreu, A. (2020). Managing open innovation project risks based on a
social network analysis perspective. Sustainability, 12(8), 3132.
7) Nayar, K. B., & Kumar, V. (2018). Cost benefit analysis of cloud computing in
education. International Journal of Business Information Systems, 27(2), 205-221.
8) Rasnacis, A., & Berzisa, S. (2017). Method for adaptation and implementation of agile
project management methodology. Procedia Computer Science, 104, 43-50.