Project management

Project management based on Virtucon/Globex scenario


Globex Corporation was initiated in 2013 by merging two giant companies which are considered as B T & Sons Farming Equipment and Riverina Precision Farming. It is mainly located in the region of Riverina. The firm has mainly involved in delivering contemporary technology for assisting the farmers to fulfil the agricultural requirements.

The project deals with Online Stud farm Management System which has contacted with stud manager for keeping track of the breeder details in the spreadsheet and accept payment process. The project is based on the establishment of new stud management system where manual record tracking and payment system is indicated as inefficient and unstable.

Scope and scope management plan

Project scope is defined as the boundaries of the project which are needed to be undertaken for executing the effective deliverables whereas MOV indicates the measure of success that supports the vision, strategy and mission of the organisation.

The main aim of the project is to establish strong functional website where the breeders can book their slot on horses and view the services along with managing payment transparency(Archibald & Archibald, 2016).

The IT infrastructure has required to be developed for complying with the system and the security or confidentiality has been maintained through completing the project. The scope of the project is indicated through the benefits of the website from the perspective of customers and business.

The customers can easily access and view the details related to the products and services of the business. The customer traffic of the websites has also been rapid and the time limitations are not reflected for booking the sessions(Harrison & Lock, 2017).

The wastage in the field of paper and time has been minimised the promotion through social media application also enhanced by following the project deliverables. The interest of the customers towards new OSFMS has raised until it achieves 24*7 internet connection.

The software or website of Stud Management is approximated to get 3000 online traffic each month which has raised the final volume of revenue generation. The main scope of the project is to establish the website of stud management that will be used for booking horses and get relevant data, history along with function related to breeders.

The scope management plan for the project has addressed following areas which are scope definition, WBS creation, scope validation and scope control. The scope management planning has followed the principles of triple constraint theory which focuses on time, cost and schedule for maximising the project quality(Meredith, Mantel Jr, & Shafer, 2017).

The main description of the project scope comprises planning, building, designing and implementing the online stud management for Globex Corporation. Managing the financial data, information of business, customer and horses are executed through the software application(van den Bos, Kemper, & de Waal, 2014).

The main project deliverables are considered as scope statement, risk analysis planning, database, reports, all analysis documents, help options, user manuals, hosted web system, prototype and final software.

Resources and scheduling of project

The project has been completed under complete regulations with proper planning of resources and scheduling. The project will be completed by utilising the resources of computer, internet connectivity and wide range of human resources for completing it sustainably.

The project is mainly divided into four stages which are initiation, planning, execution and control and all the resources of the project needed for the task are accumulated in the proposed planning.

Risk analysis and planning of project

Type Risk Priority Cause Person responsible Area of impact Solution Result
Known The requirements defined by the client has not been achieved or fulfilled 1 People Business analyst Scope First solution is to form a team and redesign a plan as well as cross check the needs of the clients and see that these are met.

Then document all the aspects of the meeting and proceedings and then discussed and finalised with the client as well as the senior management and the stakeholders.


The project has gone overdue and hence needs extra amount of time and resources..
Known unknown There has been issue of insufficient resources that led top project incompletion and failure. 2 Technology Technical specialist Quality To mitigate this issue, the technical specialist must first make efficient communication with the hardware and developer and makes sure that the hardware/software specifications and resources are met according to the project. It is expected to impact the customer satisfactions and the project manager will also adjust the proportion to budget.
Known The software coding does not meet the quality and expected standards 3 Process Project manager and Project management/reorganising team Quality Form a team and form a layout of coding framework and quality standards of common coding procedures and instructions. The usual time for delivery of projects and coding of software will increase due to adjusted standards of coding.
Known unknown The planned budget has been surpassed and exceeding. 4 Process Project manager Budget It is important for the project manager to forecast and project possible costs and then construct the plans for budgeting. Over budgeted plans indicate failure of projects.
Unknown-unknown The product or services is not reaching the customer base as projected. 5 Product/People Business team Budget The marketing and sales team must strategise different methods, research methods to target customers and even use tools to make the availability of products and improve the awareness of customer needs. Customer targeting and purchasing characteristics are different and when achieved impacts the budgeting and the finances of the company.


Quality management planning

The main aim of any quality management plan allows developing quality management plan and is also the first stage of any quality management plan. A Quality Management Plan (QMP) helps controls the Program Manager (PM) and task staff execute quality administration and quality confirmation exercises for an undertaking or program(Evans, 2002).

The reason for the QMP is to portray how quality will be overseen all through the lifecycle of the task. Quality planning helps decide quality approaches and methods applicable to the undertaking for both venture expectations and task forms, characterizes who is answerable for what, and reports consistence(Atkinson, 1999).

A QMP is created by a contractual worker. Quality is how much the undertaking satisfies necessities. Based on tghe current requirements, close out is the first task whereby the project manager and team members involved in the project planning is responsible for the assessment and evaluation.

In addition, it is also important for Globex deliverables must meet the quality standards as of the market and the organisational reputations and also cost effective in the MOV. In addition the deliverables of the MOV to Globex must meet the quality and address them in a document.

Quality management plan usually comprises of; quality tools, objectives, roles and activities, quality standards and quality tools. In addition the people responsible for the quality management plan comprise of; customer, project sponsor, project members, project manager, accountant and finance manager and Information Technology specialist (Kerzner, 2002).

Controlling and monitoring tools for determining the progress of the project

Verification activities check exercises are to test and audit the means and work inside the product life cycle and ensure those are on track. Check of item being worked by endorsed programming necessities(Taylor, 2008).

Confirmation of measurements, testing the model with the customer, assessment and ease of use testing, investigating and checking on are also part of the verification activities. On the other hand, the verification activities include unit testing, requirement testing, use dynamic testing strategies and code review.

Steps involved are;

  • Deliverable agenda marked by approval advisory group or the support.
  • Last undertaking advancement reports marked by venture administrator
  • Venture audits by customer
  • Complete agenda of expectations
  • Execution and assessment of colleagues and venture supervisor.
  • Spending subtleties
  • Hazard the executives plan
  • Sub agreements taken under to finish the undertaking
  • Reports on destinations tasks and facilities
  • Squander the board plan.
  • Short checked articulation about undertaking finishing by the group
  • Capacity of reports of the activities.

Developing closure checklist for the project

Managing the projects in a systematic way has been fulfilled by closing the project where the detailed task list has been represented(Butt, Naaranoja, & Savolainen, 2016). The tasks lists has demonstrate the checking of all project stages without facing any issues. The project closure checklist comprises of the factors which are as follows.

  • Checklist that is approved by sponsors or authorisation committee
  • Final documented project report duly signed by manager
  • Review of project by client
  • Complete deliverable checklist
  • Details of project budget
  • Risk management planning
  • Site reports and storage of documents

The project has been closed by following administrative closure where the administrative responsibilities and actions has been closed for work. Proper documented record has been provided to the client which is approved by project manager for removing any type of conflict in future.

The customer traffic of the websites has also been rapid and the time limitations are not reflected for booking the sessions. It is also indicated as the project outcome which is to be beneficial(Lippe & vom Brocke, 2016).

The main description of the project scope comprises planning, building, designing and implementing the online stud management for Globex Corporation. The main components for project closeouts are demonstrated as recognizing and celebrating the work, transfer of knowledge, undertake post-project assessment with lessons learnt along with post-project assessment and quality management planning.


Agreement conclusion contains the exercises that expected to close any agreement held in the task just as upheld archives for authoritative records.

These agreement archives give the picture that the entire outstanding task at hand in the venture has been palatable and finished with any hindrance. There will archive of hazard investigation dependent on the outer and inner states of the venture.

Additionally surveys against desire for venture targets will be a lot of manual for safeguard the learning for future undertakings. Partner acknowledgment meeting is a gathering with the undertaking group to survey the expectations of venture.

The fundamental explanation meeting is to check and acknowledge the undertaking expectations. In this gathering, close documentation can be given out to partners and last receipt can be created by the task administrator.


Archibald, R., & Archibald, S. (2016). Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management. London: Auerbach Publications.

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342.

Butt, A., Naaranoja, M., & Savolainen, J. (2016). Project change stakeholder communication. International Journal of Project Management, 8(34), 1579-1595.

Evans, J. R. (2002). Total quality management. INFOR, 40(4), 364.

Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. London: Routledge.

Kerzner, H. (2002). Strategic planning for project management using a project management maturity model. John Wiley & Sons.

Lippe, S., & vom Brocke, J. (2016). Situational project management for collaborative research projects. Project Management Journal, 1(47), 76-96.

Meredith, J., Mantel Jr, S., & Shafer, S. (2017). Project management: a managerial approach (1 ed.). London: John Wiley & Sons.

Taylor, J. (2008). Project scheduling and cost control: planning, monitoring and controlling the baseline. J. Ross Publishing.

van den Bos, A., Kemper, B., & de Waal, V. (2014). A study on how to improve the throughput time of Lean Six Sigma projects in a construction company. International journal of lean six sigma, 2(5), 212-226.





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