Project Management Page 1 of 9

Project Management
In-course Assignment
Company : Healthy Living Pte. Ltd. (HL - !ingapore
!ervice : "lo#al I$ !ervices ("I$! - Malaysia
Project : "lo#al !upply Chain Management Project ("!CMP
I. Assignment Learning %utcomes
1. Decide the aims and objectives, deliverables and scope of a typical IT project
within the wider contet of IT management, create appropriate standards and
proced!res and comm!nicate the o!tline of the project effectively to a variety of
sta"eholders, disc!ss and critically eval!ate the process.
#. $rgani%e a typical IT project and decompose it into manageable components,
systematically estimating the reso!rce re&!irements and allocating tas"s with d!e
regard to ris" and the available h!man and technical factors, disc!ss and critically
eval!ate the process.
'. (naly%e, plan and manage a typical IT project !sing an appropriate variety of
sched!ling, monitoring and controlling tools and techni&!es, and comm!nicate
the plan effectively to a technical and non)technical a!dience, disc!ss and
critically eval!ate the process.
*. +nderstand, discriminate between and apply some techni&!es of team b!ilding
and management, ris" assessment and management and change and config!ration
management s!ch as are li"ely to improve the s!ccess of a typical IT project,
disc!ss and critically eval!ate the process.
II. $he !cenario (A Case !tudy
Healthy Living Pte. Ltd. (HL is one of the leading n!trition, health and wellness
m!ltinational companies, based in ,ingapore with its global IT shared services "nown as
-lobal IT ,ervices .-IT,/ located in Malaysia has embar"ed on a new project to its
enhance s!pply chain operations. The first wave will be concentrated to ,o!th 0ast (sia
and the implementation will be deployed by mar"ets.
(t present, mar"ets located thro!gho!t ,o!th 0ast (sia are !sing locally developed
application to record s!pply chain management activities information. The first)level
s!pport .11/ is being rendered by local IT and second level .1#/ is s!pported by the local
application vendor. Previo!sly the cost for software s!pport maintenance was managed
locally within each mar"et which has res!lted high in IT cost for both capital and
operating epenses. +nfort!nately every mar"et provides similar s!pport framewor"
Project Management Page # of 9
which has created d!plication among mar"ets within the ,o!th 0ast (sia 2egion d!e to
decentralisation of systems being !sed. Th!s by implementing this project, significant
contrib!tion s!ch as red!ction in capital3operating epenses, centrali%ed s!pport from
-IT,, global governance and many more val!e added are gained. Please refer to section
4II, Table 1 for the list of departments directly and indirectly involves in this project.
&ue to the urgency 'or centralising support and cost reduction( the project )as
scheduled to #e completed )ithin duration o' * months 'rom the date o'
commencement. $he project is named as +"lo#al !upply Chain Management
Project, ("!CMP.
5asically, this project will deliver a system which provides all the common f!nctions that
can be fo!nd in any typical ,!pply 6hain Management software. (part from that, the
system is also s!pported by a h!ge centralised data wareho!se which provides b!siness
intelligence capabilities in facilitating !sers to ma"e &!ic"er decision in managing
inventory in their own region. The system also covers transportation management, order
management, yard management, labo!r management and wareho!se optimisation,
$his is a critical and comple- project )hich involves various department including
su#ject matter e-perts (!M.(s 'rom "I$!. A Project Manager )as hurriedly
assigned 'rom "I$!-PMAC )ho has a good )or/ing /no)ledge o' the various
regional o''ice locations. $he current Project Manager portrays strong
+glo#al0regional project management, and +technical, s/ills. Ho)ever( he lac/s
leadership 1ualities and interpersonal s/ills.
In addition to a good project management methodology, the following are some of the
major critical s!ccess factors .6,7/ the Project Manager m!st comply for the s!ccess of
the project8)
a/ capable reso!rces wo!ld be selected from any of the ,M0)departments as shown in
the organisation str!ct!re provided in section 4II, Table 1
b/ the c!rrent IT infrastr!ct!re m!st s!pport this new system
c/ its mandatory for related -IT,),M0s to provide approval and signoff for system
implementation
d/ all s!pport staff and !sers m!st have access to this new system with relevant (ccess
1evel .(61/ privileges
e/ the c!rrent system m!st be replaced in phases by -,6MP.
f/ the c!tover .transition from the c!rrent system to new centralised system/ m!st be in
parallel
D!e to the !rgency, the Malaysian mar"et has been selected as the first mar"et to pilot the
implementation since the -IT, is also based within the same co!ntry which enables more
effective project s!pport whenever needed.
6hina and Thailand had similar projects .locally developed application/ implemented
three years ago. Please refer section 4III, Table # which lists the major milestones from
Project Management Page ' of 9
previo!s implementations and s!ggested d!ration .most li"ely/ to be eec!ted for
Malaysia.
(2ote: Although the major milestones 'or the project are provided in section 3III(
$a#le 4( Project Manager is re1uired to e-pand the detail activities0tas/s 'or
respective milestones i' necessary.
As the project progressed( it )as meeting its +high-level, milestones 'or the 'irst t)o
(4 months( and )ith 'our (5 months le't( it )as no) deemed as +'ailing to meet its
target dates,( +not doing )hat it )as supposed to do, and )as +unrelia#le,. At this
point also a 'e) startling issues sur'aced( as 'ollo)s:-
1. the steering committee .which consist of the board of directors, 60$ and ,enior
Managers of the organisation/ do not recall of being presented the project feasibility
st!dy by the Project ,ponsor or the Project Manager to them.
#. the project approval was not formally doc!mented.
'. there is no evidence that a proper project management process was followed.
*. the P6 and server hardware technical specifications were constantly being changed to
s!it new or added re&!irements.
9. re&!irements "eep coming in from !sers almost daily where the -IT,)(D6 Team
1ead "eeps on accepting them witho!t hesitation.
:. there was red!ndancy of wor" performed as the ;or" 5rea"down ,tr!ct!re .;5,/
was done separately by each respective department and the Project Manager did not
review and then consolidate those ;5,s into one wholistic ;5,.
<. most of the team members have been foc!sing more on their daily operation s!pport
rather than tas"s being assigned by the Project Manager or their respective Team
1ead.
=. tas"s are performed witho!t prioritising other dependent tas"s.
9. IT assets ac&!isition and spending were thro!gh P2$6 Manager with s!ppliers
witho!t going thro!gh a proper tendering process.
1>. p!rchasing of IT assets witho!t a proper tendering process has led to overr!n by
b!dget.
11. the testing plan was not developed yet.
1#. there were not even a clear designated sponsor .or sponsors/ for the project.
1'. there was no clear project organisational str!ct!re to manage the project.
1*. the Project Manager?s a!thority was constantly overridden by the department head
3managers.
19. technical s"ills were especially lac"ing in the networ" and sec!rity areas.
1:. there were no monitoring reports to review as none were prepared and formally
doc!mented.
1<. the ris"s associated with the project, altho!gh doc!mented, had no detailed action
plans and were not categorised in terms of impact or severity.
1=. the hardware and software delivery was still being negotiated with some potential
vendors while there were only fo!r .*/ months to complete the project.
Project Management Page * of 9
It was now evident that a project recovery effort is needed with sol!tions identified and
invo"ed to get the -,6MP bac" on sched!le and rolled o!t as planned.
III. Assignment 6e1uirements
(s the project is failing and needs to #e recovered, yo! sho!ld start by loo"ing into a
proper (or 'ormal project management methodology )ith the appropriate
processes( tools and techni1ues.
7esides( the steering committee decided to replace the current Project Manager. (s
a gro!p of 'our (5 mem#ers in this group assignment( ass!ming they have appointed
one o' you to #e the ne) Project Manager( and no) you are to loo/ at all the 89
issues a#ove (section II and resolve them using the nine (: project management
/no)ledge areas:-
1. Project Integration Management
#. Project ,cope Management
'. Project Time Management
*. Project 6ost Management
9. Project @!ality Management
:. Project A!man 2eso!rce Management
<. Project 6omm!nication Management
=. Project 2is" Management
9. Project Proc!rement Management
Bo!r team sho!ld aim to ma"e yo!r report interesting and engaging, witho!t losing sight
of the fact that the organisation is see"ing a professional approach to the problems. (ll
analysis sho!ld thoro!ghly ill!strate and doc!ment the pressing need to recover a failing
project. Avoid theoretical discussions. Apply the theories to solve the problems.
(ss!mptions can be made to assist in ascertaining the sol!tions b!t they m!st not impair
the decision made on the scope and delivery of the project.
Bo!r team and yo! m!st also loo" at all the major critical factors above in section II and
manage the project s!ccessf!lly to completion.
I3. Assignment Instructions
(s part of a team (ma-imum o' 'our (5 individuals per group, a single report m!st be
s!bmitted to senior management. The report sho!ld be a formally written doc!ment, the
contents of which sho!ld not eceed 8;(<<< )ords (;(<<<=group total and 5-4(><<=
individual, ecl!ding abstracts, tables, appendices, etc. (n electronic copy sho!ld also
be s!bmitted with the report.

Project Management Page 9 of 9
3. Assessment &etails
Bo!r team?s report and yo!r individ!al report will be assessed as follows8)
8. A "6%?P #ased report o' ;<<< )ords = ;<@
This is the part of the report that details yo!r project management awareness of how a
project management methodology, once introd!ced, will be able to manage the
project well. Bo! and yo!r gro!p are enco!raged to use any methodology )hich is
commonly #eing practiced in industry. Please indicate and justi'y clearly the
methodology selected in line with research cond!cted on the case st!dy.
$he main contents should cover a detailed group discussion on processes( tools
and techni1ues o' Integration Management and the three (; Core Ano)ledge
Areas (i.e. Project !cope Management( Project $ime Management and Project
Cost Management as 'ollo)s:
a Project Charter
# Bor/ 7rea/do)n !tructure
c !cope !tatement
d "antt Chart and 2et)or/ &iagram
e Cost .stimation and 7udgeting
' Cuality Management Plan
g Administrative Closure Procedures (including cutover strategy and
transition plan
h Lesson Learned 6eport
7rea/do)n o' mar/s:
a &ocumentation = 8<@
Materials are presented professionally !sing correct grammar, p!nct!ation spelling
and length. (ddressed report g!idelines.
# Analysis = 4<@
,ol!tions applied are critically analysed and appropriate to identify the iss!es
addressed.
4. An I2&I3I&?AL #ased report o' 4(><< )ords each = D<@
A detailed discussion on processes( tools and techni1ues #y each mem#er o' the
group on one (8 o' the Eacilitating Ano)ledge Areas as 'ollo)s:-
a Project Human 6esource Management = Mem#er 8
# Project Communication Management = Mem#er 4
c Project 6is/ Management = Mem#er ;
d Project Procurement Management = Mem#er 5
7rea/do)n o' mar/s:
a %riginal Idea and Critical Appraisal = 4>@
6lear evidence of original ideas and critical thin"ing in j!stifying processes, tools and
techni&!es applied.
# Argument Coherence = 8>@
Project Management Page : of 9
Paragraphs are in a logical relation to the whole and flows logically into the net.
c 6esearch and 6e'erences = 8>@
,!pporting research clearly eplained and presented. Thoro!ghly lists references that
are relevant to the topic.
d Presentation = 8>@
Impression of confidence, simplicity, clarity, str!ct!re and time management of the
presentation and ability to answer &!estions
Presentation "uideline
a Individ!al presentation d!ration m!st 2%$ eceed 9 min!tes .9 ) 1> slides/ for
each phase. This incl!des the set!p time.
# -ro!p presentation d!ration m!st 2%$ eceed 9 min!tes .9 C 1> slides/ to be
presented by one of the gro!p member.
c 0ns!re contents are s!mmari%ed and professionally presented.
d Individ!al D -ro!p Presentation will be delivered from Bee/ 85 = 8*
$his assignment is )orth 8<<@ (D<@-Individual F ;<@-"roup o' the 'inal
grade.
Assignment )ill #e hand-out during Bee/ 4
6eports are to #e handed-in #y Monday o' Bee/ 8;.
2ote: $he )or/ o' each mem#er o' the group must #e clearly indicated in a B%6AL%A&
MA$6IG as per common practice.
3I. Assignment Assessment Criteria
The criteria below detail the areas, which will be ta"en into acco!nt when the assignment
is mar"ed8)
1. To address the s!bject satisfactorily the assignment length sho!ld be in a maim!m of
1',>>> words. ( typed format is mandatory.
#. &istinction assignments ehibit comprehensive research with detailed evidence.
Aigh level of analysis performed, eceptional and thoro!gh "nowledge and
!nderstanding displayed with regard to application. This incl!des analysis and
eval!ation of facts followed by res!lts of eval!ation.
Doc!mentation presented in a professional manner, following proper se&!encing
and flow. Displayed evidence of critical appraisal.
'. Credit assignments demonstrate ade&!ate research cond!cted with fair detail of
evidence presented.
Moderate level of !nderstanding, analysis and "nowledge displayed.
,ome level of relevance incl!ded in terms of application.
Project Management Page < of 9
Moderate level of analysis and eval!ation of facts followed by res!lts comparison.
-ood level of doc!mentation presented.
,ome level of reflection was evident in the doc!mentation.
Moderate level of critical appraisal.
*. Pass assignments show low level research cond!cted.
,ome evidence of research displayed.
5asic level of !nderstanding and "nowledge analysis displayed.
,atisfactory level of doc!mentation.
Eo eval!ation and analysis of facts, no res!lts comparison performed ,atisfactory
or low level of reflection displayed.
Eo level of critical appraisal demonstrated.
9. Bo! are epected to clearly state any ass!mptions yo! ma"e, and s!pport statements
and theories by referencing to appropriate so!rces.
(ttention will be paid to8
Critical evaluation and discussion. Iss!es will be dealt with deeper and on an
analytical plane, based on good research ) with ind!stry eamples, data projections
and commentaries.
7alanced researched materials. (ppropriate and different so!rces which m!st
incl!de s!fficient academic research, not j!st secondary research from +21s
Proper re'erencing and citation. Aarvard 2eferencing is a m!st. 6itation m!st
incl!de, apart from the normal details, the page n!mber from where the iss!e for
disc!ssion has been ta"en. .2efer to Aandboo" for penalty on plagiarism/
Project Management Page = of 9
3II. "lo#al I$ !ervices F Local Mar/et %rganisation !tructure
To indicate the etent of the project reso!rces and team constr!ction, the table below
indicates the organisation str!ct!re for HL local mar"et and -lobal IT.
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 +/
$a#le 88 A1 $rganisation ,tr!ct!re
Project Management Page 9 of 9
3III. List o' activity 'rom previous project implementation 'rom other mar/ets
N
o
Major Milestones
China -
Manda
ys
Thailan
d -
Manday
s
most
likely-
Manda
ys
mmedia
te
prede!e
ssor
a!tivity
"
-e;uirements Gat$erin!
67 6< 66 7
#
Preliminary %""roval
2< // 2= 7
$
C$an!e -e;uest# C- %""roval
2> > 27 /
%
?usiness %""roval
> @ < /
&
8unctional & Tec$nical S"eciAcation
&evelo"ment 27 2B 2/ 2
'
%""lication &evelo"ment
<7 BB >/ >
(
%&C Testin!
B 27 @ >
)
IT -e!ression Testin!
> > > <#@
*
Cser %cce"tance Test 1C%T3
/> /= /@ @#D
"
+
System setu" 1in Production
environment3 2 2 2 =
Total ,roje!t Cost -in USD./
.$++0+
++
.#'+0+
++
.#)+0+
++
$a#le 48 1ist of major milestones and total project cost from previo!s implementations
Assignment Elo) Map
$riginal Project
,tart Date
$riginal Project
D!e Date
Hou are Here-
$rou#le !ur'aced
;ee" # C
(ssignment
,tarts
;ee" 1' C
(ssignment
0nds
1# wee"s
#* wee"s