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Project Management
Thesis · November 2019

DOI: 10.13140/RG.2.2.30281.49766
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Alfred Tan Yik Ern

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CT050-3-3-PRMGT UC3F1906IT(ISS)
GROUP ASSIGNMENT
TECHNOLOGY PARK MALAYSIA
CT050-3-3-PRMGT
PROJECT MANAGEMENT
UC3F1906IT(ISS)
HAND OUT DATE: 24 JUNE 2019
HAND IN DATE: 13 SEPTEMBER 2019
WEIGHTAGE: 100%
LECTURER: HEMALATA VASUDAVAN
GROUP MEMBERS:
NAME: TP NUMBER:
TAN YIK ERN TP046566
CHEA YAN SHAW TP045215
GUO JUN HAO TP046636
Mohammed Ariful Islam TP032281
1
Table of Contents
WORKLOAD MATRIX .............................................................................................................................................4

MAPPING KNOWLEDGE AREA WITH ISSUES .................................................................................................5
INTEGRATION MANAGEMENT ........................................................................................................................... 5
A) Project Charter .................................................................................................................................. 5
3. SCOPE STATEMENT .......................................................................................................................................... 14
3.1 Background of Project .................................................................................................................... 14
B) WORK BREAKDOWN STRUCTURE .............................................................................................................. 14
C) Scope Statement ............................................................................................................................... 16
3.2 Objectives......................................................................................................................................... 16
3.3 Scope of Work (SOW) .................................................................................................................... 16
3.4 Acceptance criteria ......................................................................................................................... 17
3.5 Project deliverables ......................................................................................................................... 17
3.6 Risks ................................................................................................................................................. 17
3.7 Constraints....................................................................................................................................... 17
3.8 Assumptions..................................................................................................................................... 18
3.9 Project Scope Management ............................................................................................................ 18
Justification ........................................................................................................................................... 19
4. PROJECT TIME MANAGEMENT .................................................................................................................... 20
D) Gantt Chart and Network Diagram ............................................................................................... 20
Gantt Chart ........................................................................................................................................... 20
Network Diagram.................................................................................................................................. 22
Justification ........................................................................................................................................... 24
5. PROJECT COST MANAGEMENT ............................................................................................................... 24
E) Cost Estimation and Budgeting ...................................................................................................... 24
5.1 Cost budget ...................................................................................................................................... 24
Justification ........................................................................................................................................... 26
6. PROJECT QUALITY MANAGEMENT ............................................................................................................ 27
6.1 Introduction ..................................................................................................................................... 27
Justification ........................................................................................................................................... 27
F) Quality Management Plan ............................................................................................................... 29
6.2 Quality Standards ........................................................................................................................... 29
Project Quality Objective ..................................................................................................................... 30
2
6.5 Quality Assurance Activities .......................................................................................................... 30

6.6 Quality Control Activity ................................................................................................................. 31
6.7 Quality Records............................................................................................................................... 32
G) ADMINISTRATIVE CLOSURE PROCEDURES ........................................................................................... 32
Types of cutover strategy ..................................................................................................................... 33
Parallel Strategy .................................................................................................................................... 33
Pilot Strategy ......................................................................................................................................... 34
Phased Strategy ..................................................................................................................................... 34
Direct Strategy ...................................................................................................................................... 35
Selected cutover strategy for GSCMP ................................................................................................ 35
Requirements for successful implementation ......................................................................................... 36
Transition Plan ...................................................................................................................................... 36
User Training Plan................................................................................................................................ 39
Testing plan ........................................................................................................................................... 40
H) LESSON LEARNED ........................................................................................................................................... 40
REFERENCES .......................................................................................................................................................... 41
3
Workload Matrix
Project Member 1 Member 2 Member 3

Manager Guo Jun Hao Chea Yan Mohammed
Tan Yik Ern (TP046636) Shaw Ariful Islam
(TP046566) (TP045125) (TP032281)
Group
Project Charter 40% 20% 20% 20%
Scope Statement 25% 25% 25% 25%
Work Breakdown 40% 20% 20% 20%
Structure
Gantt Chart and 40% 20% 20% 20%
Network Diagram
Cost Estimation 25% 25% 25% 25%
& Budgeting
Quality 25% 25% 25% 25%
Management Plan
Cutover Strategy 25% 25% 25% 25%
and Transition
Plan
Signature
4
Mapping Knowledge Area with Issues

No Knowledge Areas Issues (numbers)
1 Integration Management 3, 11
2 Scope Management 2, 4, 5
3 Time Management 7, 8
4 Cost Management 4, 10
5 Quality Management 3, 4, 16,17
6 Human Resource Management 6, 13
7 Communication Management 1, 6
8 Risk Management 11, 17
9 Procurement Management 9, 18
10 Stakeholder Management 12, 14,15, 18
Integration management
Project integration management includes the process and activities to identify, define, combine,
unify, and coordinate the various processes and project management activities within the project
management process.
Iterative and agile approaches promote the engagement of team members as local domain experts
in integration management. The team members determine how plans and components should
integrate team.
A) Project Charter
1.1 PROJECT BACKGROUND
Project Title Global Supply Chain Management Project (GSCMP)
Description Design, develop, implement and enhance the supply chain management
system
Company Nova Living Pte.Ltd. (NL)
5
Background The company is leading nutrition, health and wellness multinational

companies, based in Singapore with its global IT shared services known
as Global IT Services (GITS) located in Malaysia.
Project Manager Tan Yik Ern, TP046566, TP046566@mail.apu.edu.my
1.2 AIM
The aim of this project is to enhance the supply chain operations which would help to reduce
the capital and operating expenses cost as well as providing centralized support from GITS
and global government.
1.3 PROJECT OBJECTIVES
▪To complete a supply chain management system within 4 months.

▪To improve the support quality from the GITS by making all warehouses under one
control and eliminate data duplication.
▪To implement a centralized data warehouse instead of allowing every market to have its
framework.
▪To increase cost saving and decrease to operating expenses such as and the high IT
maintenance expenses for every local market.
▪To offer business intelligence capabilities in facilitating users to make a quicker decision
in managing inventory and obtain a high level of control.
1.4 SCOPE
▪Transportation management should know the location address to deliver.

▪Order management should have a clear order list before deliver the product to clients.
▪Yard management should have a good planning.
▪Labor management should divide the proper work to them.
▪Warehouse optimization and improve the storage and manage the stocks.
6
▪Inventory management to improve the inventory system with business intelligence

capabilities.
1.5 CONSTRAINTS
▪Time constraints. The projects since the timeframe was given is only four months.
▪Cost constraints. The budget has been used in the first two months. Thus, there is limited
cost left for the recovery effort and avoid any more wastage.
▪ Employee working experiences and skills constraints. Maybe need train the employees on
network and security to improve their technical skills as they lack of experiences and skills.
1.6 ESTIMATION BUDGET Total Budget: USD 179,000

Major Item Cost
Hardware 20,000
Software 10,000
Testing 15,000
Training 10,000
Daily operation expenses 24,000
Salary 80,000
Reserve funds 20,000
1.7 ROLES & RESPONSIBILITIES
Role Source / SME- Responsibility

Department
7
CEO GITS • Lead the development and implementation of

the overall organization’s strategy.
• Represent the organization for civic and
professional association activities.
• Demonstrate the leadership necessary to
make the organization’s mission a success.
• Create Vision and Mission.
Tan Yik Ern Internal (GITS- • Prepare project management plan.

(Project PMAC) • Define project scope.
Manager) • Planning the progress of project.
• Deliverable work to team member.
• Approve or disapprove the project expenses.
• Report the project statue to the stakeholder.
• Evaluate team members performance.
Project Sponsor Internal • Resolve conflict and remove obstacles and

(GITS-PMAC) ensure.
• Ensuring the project is under control and
risks are managed.
• Confirming that the business requirements
are valid and correctly prioritized.
IT Manager IT Department • Run a regular check on the product.

• Develop and implement IT policy and best
practice guides for the organization.
• Provide direction for IT team members.
8
Finance Manager Finance • Monitor financial details to confirm that

Department legal requirements are met.
• Manage employees who do financial
reporting and budgeting.
• Review company financial reports and try to
reduce costs.
Market Manager Market • Follow all marketing and sales data and
Department create reports to bring to senior executives.
• Outline marketing goals based on past
performance.
• Plan and executing marketing strategy.
Human Resource Human Resource • Recruitment new employees
Management Department • Establish a recruiting, testing, and
interviewing program.
• Confirm the planning, monitoring, and
appraisal of employee work.
Communication Communication • Report and inform stakeholders on the

Manager Affairs. project progress.
• Carry out and manage daily internal and
external communication activities.
• Schedule interviews and media events.
Coordinator Internal • Schedule meetings and maintain information

(GITS-PMAC) on the status of changes requests.
• Assist in gathering project plans and monitor
work efforts.
9
Software IT Department. • Design the software and convert it from the

Architect conceptual to physical design.
• Develop the complete the system throughout
the life cycle of the product.
Procurement Procurement • Source third-party vendors.
Manager Department. • Develop relationships with suppliers to
negotiate the best prices.
• Identify potential new suppliers.
Quality IT Department • Ensure that the final system meets the

Assurance requirements of the end users and free from
Engineer any errors
• Ensure that the modules and components
within the system meet the standards.
Consultant IT Department • Support the team if they face any obstacles.

• Handle centralized local systems into a
single global network.
Developer IT Department • Develop the front end of the system.

• Develop the back end of the system.
Software Tester IT Department • perform testing phases of the system such as
Unit Testing, System Integration Test and
User Acceptance Test (UAT)
Chea Yan Shaw All department • Complete individual deliverables.
Guo Jun Hao • Contribute to the overall project objectives.
Alif
(Project Team
Member)
10
1.8 HIGH LEVEL RISK
1. Strategic Risk
2. Compliance Risk
3. Operational Risk
4. Financial Risk
5. Reputation Risk
6. Employee Leave Risk
1.9 MAJOR PROJECT MILESTONES
1. Complete of a meeting such as project kickoff event.
2. Completion and approval of a plan.
3. Completion and review of a design.
4. Deployment of resources such as a development team.
5. Getting things connected and working together.
1.10 CRITICAL SUCCESS FACTORS
• Capable resources would be selected from any of the SME-departments as shown in the
organization structure provided in section VII, Table 1
• The current IT infrastructure must support this new system
• Its mandatory for related GITS-SMEs to provide approval and signoff for system
implementation
• All support staff and users must have access to this new system with relevant Access
Level (ACL) privileges
• The current system must be replaced in phases by GSCMP.
11
1.10 CRITICAL SUCCESS FACTORS
• The cutover (transition from the current system to new centralized system) must be in
parallel
1.11 SIGNATURE
Tan Yik Ern Guo Jun Hao Chan Yan Shaw Mohammed Ariful
Islam
Project Manager Team Member Team Member Team Member
Issues. Issues Project Tools & Technique

No Management
Process
3 There is no evidence that a proper Executing Expert judgment
project management process was
followed.
11 The testing plan was not developed Executing Expert judgment
yet.
12
12 There was not even a clear designated Initiating Meetings

sponsor (or sponsors) for the project.
Justification:
Issues No. Tools and techniques Justification

3 Expert judgment The expert or project leader will give advice about
what to do even this issue occur with the experience
of their previous similar project.
11 Expert judgment The expert or project leader will recommend what the
further step even these is no planning is done, and
discuss together with the team in order to get the
agreement between the teams.
12 Meetings The staffs and committee will gather and brainstorm
which sponsor they will be dealing with and make the
decision together at the same time.
13
3. Scope Statement
3.1 Background of Project
The project names as Global Supply Management Project (GSCMP), and it has been categories
as a high visibility project since the local operation cost will reduced. The project development
funds are available, but it requires a plan to establish the process. Since the company needs this
centralizing support and cost reduction, the project scheduled to take only six months to be
delivered. The system should have all the typical functions of a Supply Chain Management
software that supports a vast centralized data warehouse that has business intelligence
capabilities to make quicker decisions in managing inventory in their region. Besides that, the
system should cover transportation management, order management, yard management, labor
management, and warehouse optimization.
B) Work Breakdown Structure
14
15
C) Scope Statement
3.2 Objectives
To complete a supply chain management system within 4 months.
To improve the support quality from the GITS by making all warehouses under one control
and eliminate data duplication.
To implement a centralized data warehouse instead of allowing every market to have its
framework.
To increase cost saving and decrease to operating expenses such as and the high IT
maintenance expenses for every local market.
To offer business intelligence capabilities in facilitating users to make a quicker decision in
managing inventory and obtain a high level of control.
3.3 Scope of Work (SOW)

The project will be focused in South East Asia in its first phase, and the implementation will
be deployed by local markets targeting Malaysia to pilot the implementation.
16
The project duration is 6 months but now 4 months left to complete and deliver the project.
The project will need expert and experience network and security technical skill employee to
deploy the work.
After project deliver, training program will deploy to train new user how to use the system.
3.4 Acceptance criteria

Acceptance criteria is the criteria which must be met for the project to be considered complete
and accepted by management. The project scope statement template is important as it sets the
expectations of what will and will not constitute acceptance of the project. If GSCMP without
clear definition of what will be accepted, there may be uncertainty across the project team and
stakeholders.
3.5 Project deliverables

Project deliverables are the products or outputs that project is intended to produce.
Deliverables may also include various report and documentation. The GSCMP’s report and
documentation no need necessary to wrote very detail, but during the project lifecycle must be
detail add into.
3.6 Risks
Project risk is meant to possibility of loss or injury. Project risk is an uncertain event or
condition that, if it occurs, has an effect on at least one project objective. GSCMP have to
identify the risks may happened throughout the project and manage those risks to minimize the
impact on the project. Project risk management is not about to reduce and eliminate risk but
about identifying, assessing and managing risk.
3.7 Constraints
Project constraints are limitation that the project faces cost, time, technical skill, or resource.
Constraints must be carefully planned for and communicated to all stakeholders as they may
require an elevated level of urgency or flexibility to work within and successfully complete the
17
project. In GSCMP project need to ensure all that all stakeholders and project team understand
the limitations within which the project must be completed.
3.8 Assumptions
Project assumptions are factors affecting the project, it is really essential to document our
assumptions because there is a level of uncertainty associated with them which introduces risk
to a project. In GSCMP project all stakeholders are aware and so that can be analyzed going
forward in mitigate risk.
3.9 Project Scope Management

Project scope management includes the processes required to ensure that the project includes
all work required, and only the work required. And it is concerned with defining and
controlling what is and is not included in project.
18
Issues. Issues Project Tools & Technique

No Management
Process
2 The project approval was not formally Initiating Validating scope
documented.
4 The PC and server hardware technical Executing Requirement
specifications were constantly being traceability matrix
changed to suit new or added
requirements
5 Requirements keep coming in from Executing Controlling scope
users almost daily where the GITS-
ADC Team Lead keeps on accepting
them without hesitations
Justification
Issues No. Tools and Justification
techniques
2 Validating scope The project charter, WBS or workflow chart must approve
and acknowledge by project manager. So, the team
members have a right guide to finish the project on time.
4 Requirement This is a grid that links product requirement from their
traceability matrix origin to the deliverables that satisfy them. As this
technique requirements are mapped and information
about the requirements are defined. Thus, it is possible to
ensure that each requirement adds business value by
linking it to the project. That will easy to ensure that each
requirement is actually what is needed for the project.
5 Controlling scope Control and focus on the earlier project’s scope. As add
extra scope will delay and make more confuse to team
19
members. Project team must follow the project charter to

complete the project’s objectives.
4. Project Time Management

D) Gantt Chart and Network Diagram
Gantt Chart
20
(Figure shows the GSCMP Gantt Chart)
21
Network Diagram
22
(Figure shows the network diagram)
Issues No. Issues Project Tools and

Management Techniques
Process
7 Most of the team members have Executing Work breakdown
been focusing more on their structure
daily operation support rather
than tasks being assigned by the
Project Manager of their
perspective Team Lead.
23
8 Task are performed without Executing Work breakdown

prioritizing other dependent structure
tasks.
Justification
Issues No. Tools & Techniques Justification
7 Work breakdown structure Work breakdown structure will help team members
to understand the project work flow. They should
know the prioritize task and when the specific have
to complete in limit time.
8 Work breakdown structure In WBS will show every process of each main task
to help progress of the project. WBS shows the date
and time which is the start date and end date for the
current task.
5. Project Cost Management

E) Cost Estimation and Budgeting
Project analysis and Review Technique (PERT) tool is pictured during a chart or diagram beside
its expected tasks in sequence. Using PERT, Project Manager will analyze what proportion time
it takes to complete every task and forecast however long the complete project can last. spirited
permits project managers to raised manage and management all the variables that happens once
managing a project.
5.1 Cost budget

ESTIMATION BUDGET Total Budget: USD 179,000
Major Item Cost
Hardware 20,000
Software 10,000
Testing 15,000
Training 10,000
24
Daily operation expenses 24,000

Salary 80,000
Reserve funds 20,000
(Table shows total budget in project GSCMP)
(Table shows cost budget)
Issues Issues Project Management Tools and Techniques

No. Process
4 The PC and server hardware Planning Form Change Control
technical specifications were Board (CCB)
constantly being changed to
suit new or added
requirements.
10 Purchasing of IT assets Planning Three-Point Estimating
without a proper tendering
25
process has led to overrun by

budget.
Justification
Issues Project Management Tools and Techniques
No. Process
4 Form Change Control The ongoing changes in hardware specifications
Board (CCB) require adaptation to new or updated requirements that
do not affect the project budget. At the same time, the
project plan should be accounted for and planned by
the project manager to ensure that the change control
committee (CCB) consists of stakeholders and steering
committees. In addition, if the change proposed by the
customer is reviewed and evaluated by CCB before it is
accepted, the change may affect the entire project,
especially the cost budget.
10 Three-Point Estimating In order to ensure that the budget in the future

procurement process does not exceed the budget, the
project manager should follow the three-point
estimation technique to determine the cost budget when
the project starts planning. To ensure that the cost
budget remains the same, any asset purchase must
strictly follow the allocated budget. Otherwise, it
should not be approved for purchase.
26
6. Project Quality Management

6.1 Introduction
The Quality Management Plan of the Global Supply Chain Management Project (GSCMP) will
define policies, objectives and responsibilities, and will achieve all of its activities through
quality planning, control, assurance and improvement. Quality planning is to determine the
specific quality objectives achieved by the project and how to achieve it.
Project
Issues
Issues Management Tools & Techniques
No.
Process
There is no evidence that a proper
• Quality
3 project management process was Planning
Management Plan
followed.
• Cause and Effect
The PC and server hardware
Diagram
technical specifications were
4 Executing (Fishbone)
constantly being changed to suit
• Change Control
new or added requirements.
Board
There were no monitoring reports to
Monitoring &
16 review as none were prepared and • Flowchart
Controlling
formally documented.
The risks associated with the
project, although documented, had
Monitoring & • Flowchart
17 no detailed action plans and were
Controlling • Pareto Chart
not categorized in terms of impact
or severity.
Justification
Issues Tools and Justification
No. Techniques
27
3 Quality Management The quality management plan provides the basis for the
Plan overall project plan and must consider project quality
control (QC), quality assurance (QA), and process
continuous improvement issues. Quality assurance refers to
all planned and systematic activities that are implemented
in a quality management system to certify that a product or
service meets quality requirements and that are validated as
needed.
4 Cause and Effect This issue may cause the server hardware technical
Diagram (Fishbone) specification to comply with the relevant quality standards.
Change Control Using a causal map can help solve the problem. This
Board technology will help identify the impact of the new
requirements. In addition, a change control committee
should be established to analyze the need to update
hardware and software, and whether it affects the budget,
helping to reduce budget overruns.
16 Flowchart This problem is because the project team did not follow the
correct steps to achieve the project goals. GSCMP must use
a flow chart to perform quality control assessments. The
flow chart helps to analyze the source of the problem and
describes the clear processes that should be followed to
monitor quality assurance and control activities. Therefore,
the processes that should be described include quality
assurance and control tasks, decision points for the quality
of key project expectations, and the order in which
information is processed.
17 • Flowchart If no action plan is developed, the impact and severity of

the GSCMP project risks are unknown. Use flowcharts to
28
• Pareto help project managers find problem-solving processes and

Chart step-by-step procedures for performing quality control
assessments and propose solutions. Pareto charts can also
be used to help project managers categorize and prioritize
GSCMP problem areas and risks. The impact and severity
of the risk will be dealt with according to its urgency.
F) Quality Management Plan

6.2 Quality Standards
ISO 9001 The ISO 9000 standard is a series of standards for quality management
and quality assurance that are common worldwide by the International
Organization for Standardization (ISO), so GSCMP is suitable for its
use. It is used to demonstrate the organization's ability to provide
products that meet customer requirements and applicable regulatory
requirements with the goal of increasing customer satisfaction. The
third certifier can provide credibility to the company or project and
even obtain customer loyalty.
ISO/IEC/IEEE 29119 ISO/IEC/IEEE 29119 Software Testing Standard is an international

Software Testing software testing standard that is suitable for any software development
Standard life cycle. Its testing consists of five parts, "Concepts & Definitions",
"Test Processes", "Test Documentation", "Test Techniques" and
"Keyword Driven Testing" can be used to define GSCMP.
CMMI (Capability The goal of Capability Maturity Model Integration is to improve the
Maturity Model existing software development process, but it can also be applied to
Integration) other processes. It helps GSCMP to establish a regular, mature
software process. The improved process will produce better quality
software, saving more time and money for more software projects.
29
Project Quality Objective

• To ensure that GSCMP complies with the ISO 9001 standard.
• To ensure that the project process is complete and on time delivery
• To develop inventory management processes to reduce out-of-stock conditions in order
to improve forecast accuracy.
6.4 Key Project Acceptance Criteria
Clearly defining project acceptance criteria in a project is a very important part.
• The newly developed GSCMP system must be compatible with the current IT infrastructure
• The new GSCMP must update the current system step by step in stages
• Select the right subject matter expert from the SME department
• Newly developed GSCMP systems must be able to run on today's IT infrastructure
• Authorize the user to use the GSCMP system based on the request to authorize the relevant
access level permissions
• Control access level (ACL) permissions for all support personnel and users
• The function of the supply chain management software must meet the requirements of the
user
6.5 Quality Assurance Activities

Tasks Person In-Charge Frequency/ Schedule
System design review Project Manager Monthly
Review project progress Project Manager Monthly
Review of project charter by
Project Manager Once per project stage
stage
System function and
Project Manager Monthly
specification review
Check if the code is working
properly
30
Check system test results Project Manager Once per project stage
Review system deployment
Project Manager Monthly
checklist
Check project documentation
by stage
Check project plan content,
project priorities and tasks
6.6 Quality Control Activity

Quality control is designed to eliminate the factors that cause unacceptable or
unsatisfactory results at all stages by monitoring the quality formation process. To achieve quality
requirements, to obtain economic benefits, and to use a variety of quality operating techniques and
activities.
Activities Tools & Techniques

Check complaints about all quality issues in GSCMP and
Fishbone Diagram
find responsible production operations
Prevent system instability in GSCMP, such as
vulnerabilities and errors, and determine if global supply Quality Control Charts
chain management processes are out of control
Verify the history and model of the global supply chain
management process and predict the future outcome of Run Charts
GSCMP based on history
Analyse problems encountered in supply chain management
Flowcharts
activities and find effective solutions
Fishbone Fishbone diagrams are a way to discover the "root cause" of a problem. It can
Diagram also be called a "cause and effect diagram." The fishbone diagram was
originally used for quality management. The characteristics of the problem are
always influenced by a number of factors. These factors are identified through
31
brainstorming, and together with the characteristic values, the layers are
organized according to the correlation, and the important factors are marked.
Flowcharts The flow chart is an effective way to reveal and master the movement of the
closed system. As a diagnostic tool, it can assist in decision making, giving
managers a clear idea of where the problem might be and determining the action
plan to choose from. If there is a problem in GSCMP, the flowchart will be able
to show the logic of the process, which helps to analyze how the problem occurs
and improves.
6.7 Quality Records

Record Location
Staff training and experience record Employee files (Human Resource)
Management review records Administration file
Implementation record of the system phase
Project file
(implementation process and meet the requirements)
System requirements review and approval records
Project file
(before submission to customers)
Design and development records related to system
Project file
requirements and design approvals
Authorize the release of the system's personnel records
Project file
to the customer
Purchase record, such as supplier purchase order Procurement file
Financial report record Finance file
HR documentation and performance evaluation Human resources file
G) Administrative Closure procedures

Cutover strategy is a process of switching from and an old system to a new and improved
system. It is a set of tasks that is done to transition from old to new system. The purpose of
32
Cutover strategy is to have a smooth transition to new system and reduce risk (O'Brien and
Marakas, 2011).
(Figure shows four different types of Cutover strategy)
Types of cutover strategy

Parallel Strategy
Advantages Disadvantages
• It is a low risk strategy • It is a very costly strategy as both the
• If there are any problems in the new old and new system are run
system, it can be fixed while having simultaneously which takes more
the old system as backup and to run resources (computer equipment,
operations. electricity bills).
• Users can gradually transition to the • Users must perform the same task
new system which makes them more twice, once on the old and once on
confident to use it, rather than the new system. This causes
changing to the new system suddenly. redundancy in activities and double
(Hussain, 2016) the work.
• Users can get stressed and make
errors because same number of
33
• Developing team can fix any problems people who performed the task only
with the new system before stopping on old system before, now has to do
the old system. them on the new system as well. This
can lead to more errors and system
failure.
Pilot Strategy
• It reduces the risk. As only one site is • It takes a long time as it is tested in
implemented so if anything goes one location.
wrong the organization is not affected.
• This strategy allows the organization
to see how well the new system works
in one location before implementing it
throughout the organization.
Phased Strategy
• The system is tested at every stage, • It takes a long time to implement the
which makes the chances of error very whole system to the entire
less. organization.
• Its is more user friendly, because the
system is implemented at only one
department at a time so users can have
more attention from the developers on
how to use the system. (Hussain,
2016)
34
Direct Strategy
• If the cutover is properly planned and • Direct cutover is done quickly and at
a fast change is required, Direct fast pace which can lead to data loss
cutover is the best choice as it takes or make more mistakes
the least amount of time to implement • It is a risky strategy as the
• Direct cutover costs less because the implementing team does not have old
implementation takes less time system to compare the new system to.
compared to other strategies. And if any problem arises to the new
(Hussain, 2016) system then it cannot fall back and
use the old system anymore.
Selected cutover strategy for GSCMP

Parallel Cutover Strategy is chosen to be implemented in this project. As mentioned in the
GSCMP the major criteria for success of this project is to use parallel cutover strategy. This
strategy is low risk and has high success rate. It allows both the old and new system to run
simultaneously which gives the project team to compare the output of both systems. Moreover,
the user can get familiar with the new system gradually and have the old system to fallback to if
anything goes wrong. If the new system fails, the users can continue to use the old system while
the technical team can solve the problems in the new system. Once the users are familiar and
comfortable with the new system and there are no more errors with the new system then the
development team can stop the old system. Compared to other strategies, parallel strategy is the
best and safest approach to develop GSCMP.
Because of the time and restriction in the project, Malaysia has been selected first to implement
the system, as GITS is also located in Malaysia, it can provide much better support whenever
needed.
35
Requirements for successful implementation

1. Define Implementation Strategy: A cutover strategy is selected to be implemented. In
this case Parallel was selected
2. Pre-implementation: before implementing, a plan is made on how, when and where the
system will be implemented, and the requirements involved in the implementation.
3. Prepare Organization: since the system will be first implemented in Malaysia, the
company must prepare according to the plan made in pre-implementation stage.
4. Conversion: this is when the actual cutover process takes place.
The requirements for successful implementation of this project from the objective of this
project are:
1. Global supply chain management system is in place
2. To transition to a centralized system
3. To have approval and signoff from GITS-SMEs for system implementation
4. To have Access level privileges implemented
5. To have the current system be replaced in phases by GSCMP.
Conclusion
• The new system will be implemented parallelly with the old system once these
requirements are met. Moreover, the system will be replaced in phases by GSCMP
across departments to ensure that minimum error occurs in each department before
implementing in other department.
• The implementation will begin in Transportation Management department, followed by
Order Management, Yard Management, Labor Management and Warehouse
Management department.
Transition Plan
Transition Plan
Project Name: Global Supply Chain Management Project
36
Company: Nova Living Pte. Ltd. (NL)

Introduction
The purpose of transition planning is to outline the task and activities that need to take place to
efficiently deliver and implement GSCMP from development stage to working stage and
maintenance.
Transitions Techniques
This section identifies the transition strategies and what strategy is chosen. The system will be
implemented only in Malaysia first. This will ensure low risk and successful testing and deal
with any problem that might arise.
Transition Activities
• Data Backup
• Testing hardware and software
• Information exchange between developer, user, staff and client
Support Required
The system will need 24/7 support from GITS and GITS data center.
Project Transition Checklist

for Closure Procedures
Project Manager Details

Name: Tan Yik Ern
Contact No.: +605478965845
Email: tp046566@mail.apu.edu.my
Project Detail
Project Name: Global Supply Chain Management Project
Company: Nova Living Pte. Ltd. (NL)
37
Project Transition Checklist

No. Did the following issues finally deliver? Y / N Comments
1. Was the project committee presented with project /
feasibility study?
2. Was the project approval documented? /
3. Was proper project management process followed? /
4. Was the final selection of PC and hardware technical /
specification able to meet project needs?
5. Did the GITS-ADC Team have proper process of /
reviewing user requirement before accepting them?
6. Did the Project Manager review and consolidate the /
WBS?
7. Did the team members start working on tasks assigned /
by Project Manager?
8. Was the tasks set on level of importance? /
9. Did the procurement manager finally go through /
proper tendering process?
10. Was a proper tendering process set to maintain /
budget?
11. Did the testing plan finally develop? /
12. Did the team find and mention the sponsors clearly in /
the project?
13. Did the project finally have a clear organization /
structure?
14. Did the project finally have proper Chain of /
command?
15. Were the skills lacking in network and security area /
sorted?
38
16. Did the project have monitoring reports and were /

prepared and formally documented?
17. Did the project finally have details of action plans and /
categorized in terms of impact or severity?
18. Did the negotiation with vendor come to end? /
Project Team Member Participate Details

Project Team Member 1: Guo Jun Hao
Project Team Member 2: Chea Yan Shaw
Project Team Member 3: Mohammed Ariful Islam
User Training Plan

User Training Plan
Purpose
The purpose of User Training Plan is to identify the suitable training strategies required to
operate the new system after implementation
Audience
This document is intended for:
• Project Manager
Training Objectives
• To make sure the users are comfortable to use the new system at the end of training
• Help users understand the new functions in the system
Training Environments
• Training Development Environment will be used to create training materials, this will
be done by the project development team.
• Users will be given the training materials and helped if they require any assistance by
the development team.
39
Testing plan
TESTING Plan
• Project team and Project Manager will provide input and recommendation on the test
• Project Manager plans the testing activities, analyze the result and track the
performance of the system
• Development team ensures the test plan and results are coordinated, provide the
environment for testing and follows up if there are any error.
Test Objectives
• The objective of the test is to verify the system of GSCMP.
• To ensure a production ready software
• To fix any errors
Test Data
Data from old system can be used to test the new system and the results can be compared to
see if the new GSCMP system is working properly.
Level of Testing
• Unit testing: small portion of GSCMP system is compiled and executed to check if its
fulfilling functionalities.
• Integration testing: different modules is combined and run to see if its operational and
ready for system testing
• System testing: the whole system is run to check the systems compliance with the
requirements.
• Acceptance testing: it is usually done by user or stakeholders to check if the system
satisfies the user requirements.
H) Lesson Learned
What went right?
After having many problems at the start of this project and the project almost failed to deliver
on the scheduled time, a new project manager assigned by GITS-PMAC helped the project to
overcome the problems it faced in start and complete the project in time. The new project
manager solved the major problems and assigned the tasks to proper people. His technical and
40
project management skills helped overcome the difficulties faced. The GSCMP project was
successful because of the dedication of the entire project team
What went wrong?

The project failed in the first two months of implementation as there was no proper structure,
no proper tasks assigned, no proper documentation of the project. The project needed a proper
leader to solve these problems and restructure the development team and process.
Recommendation
In future before starting any project a proper guideline should be set on how the project will be
developed. Right people should be selected for the right position to carry out the tasks
accurately and honestly. If the project manager or project team feels that the time allotted for
the project is less than required, then they should say so clearly and ask for the proper amount
of time required. This will give proper time to developers to develop and test the system
properly and reduce risks.
References
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Avantika Monnappa (2012). Project Scope Management: What It is and Why It’s Important.
[online] Simplilearn.com. Available at: https://www.simplilearn.com/project-scope-
management-importance-rar89-article. [Accessed 8 Aug. 2019].
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Knowledge. [online] Available at: https://project-management-knowledge.com/definitions/c/cost-
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Available at: https://www.project-management-skills.com/project-cost-estimating.html
[Accessed 13 Sep. 2019].
Rupen Sharma, PMP (2018). The Tools You Can Use to Create a Budget for Your Project.
[online] Bright Hub PM. Available at: https://www.brighthubpm.com/project-planning/55666-
techniques-for-determining-a-project-cost-budget/ [Accessed 13 Sep. 2019].
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https://asq.org/quality-resources/iso-9000.
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https://asq.org/quality-resources/iso-9001.
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at: https://www.softwaretestingstandard.org/ [Accessed 14 Aug. 2019].
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Thesis · November 2019

Alfred Tan Yik Ern

The user has requested enhancement of the downloaded file.

TECHNOLOGY PARK MALAYSIA

HAND OUT DATE: 24 JUNE 2019

HAND IN DATE: 13 SEPTEMBER 2019

LECTURER: HEMALATA VASUDAVAN

TAN YIK ERN TP046566

CHEA YAN SHAW TP045215

GUO JUN HAO TP046636

Mohammed Ariful Islam TP032281

WORKLOAD MATRIX .............................................................................................................................................4

6.5 Quality Assurance Activities .......................................................................................................... 30

Project Member 1 Member 2 Member 3

Mapping Knowledge Area with Issues

Project Title Global Supply Chain Management Project (GSCMP)

Company Nova Living Pte.Ltd. (NL)

Background The company is leading nutrition, health and wellness multinational

Project Manager Tan Yik Ern, TP046566, TP046566@mail.apu.edu.my

1.3 PROJECT OBJECTIVES

▪To complete a supply chain management system within 4 months.

▪Transportation management should know the location address to deliver.

▪Inventory management to improve the inventory system with business intelligence

1.6 ESTIMATION BUDGET Total Budget: USD 179,000

1.7 ROLES & RESPONSIBILITIES

Role Source / SME- Responsibility

1.7 ROLES & RESPONSIBILITIES

CEO GITS • Lead the development and implementation of

Tan Yik Ern Internal (GITS- • Prepare project management plan.

Project Sponsor Internal • Resolve conflict and remove obstacles and

IT Manager IT Department • Run a regular check on the product.

1.7 ROLES & RESPONSIBILITIES

Finance Manager Finance • Monitor financial details to confirm that

Communication Communication • Report and inform stakeholders on the

Coordinator Internal • Schedule meetings and maintain information

1.7 ROLES & RESPONSIBILITIES

Software IT Department. • Design the software and convert it from the

Quality IT Department • Ensure that the final system meets the

Consultant IT Department • Support the team if they face any obstacles.

Developer IT Department • Develop the front end of the system.

1.8 HIGH LEVEL RISK

6. Employee Leave Risk

1.9 MAJOR PROJECT MILESTONES

1. Complete of a meeting such as project kickoff event.

2. Completion and approval of a plan.

3. Completion and review of a design.

4. Deployment of resources such as a development team.

5. Getting things connected and working together.

1.10 CRITICAL SUCCESS FACTORS

1.10 CRITICAL SUCCESS FACTORS

Project Manager Team Member Team Member Team Member

Issues. Issues Project Tools & Technique

12 There was not even a clear designated Initiating Meetings

Issues No. Tools and techniques Justification

B) Work Breakdown Structure

3.3 Scope of Work (SOW)

3.4 Acceptance criteria