3.

Project Scope Management

3.1. Work Breakdown Structure (WBS)

WBS Task Name

1.0 Global Supply Chain Management System
1.1 Initiation
1.1.1 Finalized System Development Methodology
1.1.2 Identify stakeholder
1.1.3 Develop project charter
1.1.4 Budget and schedule estimation
1.2 Planning
1.2.1 Project Scope Management
1.2.1.1 Work Breakdown Structure
1.2.2 Human Resource Management Plan
1.2.2.1 Recruitment strategy
1.2.2.2 Project Organization Charts
1.2.2 Identify medium of communication
1.2.4 Identify purchase and acquisition
1.2.5 Identify Risk

1.3 Executing
1.3.1 Executing HR Management plan
1.3.1.1 Job advertisement
1.3.1.2 Interview
1.3.1.3 Callback the candidate
1.3.2 Converting Negative Stakeholder
1.3.3 Executing purchase and acquisition
1.3.3.1 Request for Information
1.3.3.2 Request for proposal
1.3.3.3 Request for quotation
1.3.3.4 Award the contract to selected vendor
1.3.4 System Application Development
1.3.4.1 Requirement Gathering
1.3.4.2 Requirement Analysis
1.3.4.3 Design
1.3.4.4 Implementation
1.3.5 Testing
1.3.5.1 Unit Testing
1.3.5.2 Integration Testing
1.3.5.3 System Testing
1.3.5.4 User Acceptance Testing
1.4 Monitoring and Controlling
1.4.1 Control Communication
1.4.1.1 Documenting the status report
1.4.1.2 Documenting the progress report
1.4.1.3 Documenting the forecast report
1.4.2 Control Procurement
1.4.2.1 Manage relationship with vendors
1.4.2.2 Monitoring contract performance
1.4.2.3 Make the necessities changes
1.4.3 Control Risk
1.4.3.1 Monitoring residual risks
1.4.3.2 Delete the risk
1.4.3.3 updating risk register with new risk
1.4.3.4 execution and evaluation of risk plan
1.5 Closing
1.5.1 Settlement of each contract
1.5.2 Close Procurements
Figure 1 : Work Breakdown Structure
3.2. Scope Statement

3.2.1. Product Scope

3.2.1.1. Transport Management

A transportation management is a subset of supply chain management that facilitate interactions
between an organization's order management system (OMS) and its warehouse management
system (WMS) or distribution centre (DC). It serves as a logistics management hub in a
collaborative network of shippers, carriers and customers.

The business value of a fully deployed TMS should achieve the following goals:

Reduce costs through better route planning, load optimization, carrier mix and mode
selection.
Improve accountability with visibility into the transportation chain.
Provide greater flexibility to make changes in delivery plans.
Complete key supply chain execution requirements.

3.2.1.2. Order Management

Order management is the administration of business processes related to orders for goods or
services. The order management involves planning and processing activities that requires material
availability checking and order confirmation functionalities.

3.2.1.3. Yard Management

A yard management system (YMS) is a software system designed to oversee the movement of
trucks and trailers in the yard of a manufacturing facility, warehouse, or distribution centre.

3.2.1.4. Labour Management

The labour management includes a module that enables the system to add and alter employee
functions. Besides, the system also allows adding and assigning task functions to the labors.
3.2.1.5. Warehouse Management
Key part of the supply chain and primarily aims to control the movement and storage of materials
within a warehouse and process the associated transactions, including shipping, receiving, put
away and picking. This system optimizes the operation module that involves shipping and picking
functions. Also, warehouse module that manages the warehouse location and space utilization
function.

3.2.2. Project Scope

3.2.2.1. Project Integration Management

Comprising of a planned development, plan execution and an integrated change control process,
integration management is the range of processes required to ensure all elements of a project are
successfully coordinated. As scope changes, integration management means assessing objectives
and offering alternatives in order to meet the expectations of the project stakeholders.

3.2.2.2. Project Scope Management

Scope includes collating all the information required to begin a project and any features this project
requires meeting stakeholder requirements. Successful projects must meet strict deadlines and
resource allowances, and scope creep always has a detrimental effect if not managed correctly.

3.2.2.3. Project Time Management

Time restrictions vary depending on the nature of the project, but a well structured plan and
schedule plays an essential part. Time management includes the development of a timeline,
decisions of project milestones and the structuring of schedules and activities.

3.2.2.4. Project Cost Management

Including four process areas, a key technique to manage costs is Earned Value Management
EVM. A project manager must practice effective cost management by estimating, budgeting,
funding, managing and controlling costs so that they remain within the pre approved project
budget.
3.2.2.5 Project Quality Management
A project is no good if it fails to meet sponsor requirements and expected deliverables. An
organisation must determine quality policies, responsibilities and project objectives so it meets
original needs and specifications.

3.2.2.6 Project Human Resource Management

A team must be put together and managed so they perform well and can satisfy the demands of a
project. The size of project teams can vary, but all team members must be organised, managed and
led effectively.

3.2.2.7 Project Communication Management

For a project to be successful, the correct people must receive the right information at the
appropriate time. Communication management entails identifying what information should be
communicated with the team and who it should be told to who will use the information effectively.
Communication includes the planning, creation, distribution, retrieval, management and
monitoring of how information is relayed.

3.2.2.8 Project Risk Management

The practice is crucial in projects to identify, plan for, analyse, respond, and control any factors
that might dangerously affect a project and put the project team or end users at risk. Effective risk
management maximises the realisation of opportunities.

3.2.2.9 Project Procurement Management

Procurement of resources means purchasing or acquiring materials, services or results required
from an outside source. Outside specialists are often needed on more complex and large scale
projects and outsourcing is commonplace. Suppliers are invited to bid for the project work and,
once chosen, there will be a legally binding contract drawn up.

3.2.2.10 Project Stakeholder Management

Stakeholder management entails the identification of participants groups, people, organisations
- involved and affected by a project. This process includes analysing stakeholder expectations and
the impact these might have on the project, and engaging and communicating with stakeholders in
decisions and the execution of tasks.
3.3.3. Scope out/Boundary
The limitations and exclusions of the project are:

The project does not include implementation in regions other than Malaysia.
The project does not include management of the manufacturing process as the
organization is in the retail department.
Due to the time limitation, the following types of tests wont be implemented:
Load/stress, security, volume, installation, human factor, independent test and user acceptance test.