FINAL Project Management Silver Project Management 2 PDF

RMIT Hardware Procurement
Silver Fox Project Management
RMIT Procure
Building 80, 445 Swanston Street,
Melbourne VIC 3000

Co. Ref Letter No: SFPM 1500519

13th May 2019

To Mr. Masoud Aghajani

Sub: Request for Proposal (RFP2) for supply and delivery 50 high-end laptops and
2 3D Printers

We are pleased to present our proposal for your review for the above-mentioned laptops
and 3D printers, against RFP2 which is due 13th May 2019. We have studied the tender
and have a good understanding of RMITProcure's requirements.

Over the past 4 years, we have provided a many high-profile companies and education
institutes with project management services and have achieved great success in
hardware and software delivering exceptional quality goods and services. As one of the
leading Project Management Companies in Australia, Silver Fox Project Management has
been at the forefront in delivering a wide array of computers, printers and other
computer accessories for individuals, government, and large corporations.

The following proposal is attached herewith for your consideration.

Thank you for the opportunity to participate in this RFP and we look forward to a
favourable reply. If you have any questions, please don’t hesitate to get in contact with
me directly.

Sincerely,

Salma Tarizka Noor
Project Manager
1

RMIT College of Business
Building 80, 445 Swanston St, Melbourne VIC 3000
2
Table of Contents
1| Project Scope Statement 5

1.1 Project Objective 5
1.2 Project Deliverables 5
1.3 Milestones 5
1.4 Technical Requirements 6
1.5 Limits and Exclusions 6
2| Project Priority Matrix 7
3| Product Description 8
3.1 3D Printer Selection 8
3.1.1 3D Printer Descriptions 9
3.1.2 3D Printer Selection 9
3.2 Laptops 10
3.2.1 3D Laptop Descriptions 11
3.2.2 Laptop Selection 11
4| Work Breakdown Structure 12
5| Work Breakdown Structure (WBS) Dictionary 13
6| Schedule 16
6.1 Schedule Management Plan 16
6.2 Estimate of Activity Durations 16
6.3 Project Schedule 17
7| Staffing, Resource Allocation and Budget 18
7.1 Resource Overview 18
7.2 Responsibility Matrix 18
7.3 Resource Status 19
7.4 Budget Plan 20
7.5 Cash Flow 21
8| Stakeholder Identification and Strategy 21
8.1 Stakeholder Analysis Matrix 21
8.2 Stakeholder Strategy 24
9| Risks and Issues Management 25
9.1 Risk Approach 25
3
9.2 Risk Assessment 25

9.3 Risk Response Matrix 26
10| Team Formation, Group Approach and Team Reflection 28
10.1 Team Formation and Group Approach 28
10.1.1 Team Biography and Individual Goal Statements 28
10.1.2 Team Goal Statement 29
10.1.3 Team Availability 30
10.1.4 Conflict Resolution Plan 30
10.1.5 Team Rules 30
10.1.6 Group Approach 31
10.1.7 Responsibility Matrix 31
10.1.8 Team Commitment 31
10.2 Team Reflection 32
Appendices 34
APPENDIX A| Network Activity Diagram 34
APPENDIX B | Project Schedule (Detailed) 34
APPENDIX C| Bottom Up Budget Estimate 39
4
1| Project Scope Statement

1.1 Project Objective
To source and purchase 50 high-end laptops and two 3-D printers that meet client technical
requirements and to deliver them to RMIT College of Business, Level 8, Building 80, 445,
Swanston Street, Melbourne VIC 3000 by no later than 20 September 2019 and at a cost not
exceeding $250.710,00 AUD.
1.2 Project Deliverables

Silver Fox Project Management has the following deliverables for RMIT Hardware
Procurement Project:
Vendor Selection
The project team collects and verifies client requirements, sends out request for proposals
(RFP’s) to vendors, receives vendor proposals and evaluates them based on client’s technical
requirements. Shortlisted vendors are called for a demonstration with RMITProcure where
one vendor is selected for both hardware products.
Contract Execution
Purchase orders are negotiated, drafted, signed and invoices are issued. After the client
processes invoices and payments, the execution of the purchase order / contract is
complete.
Delivery
Delivery arrangements are made with RMITProcure and vendor including time and date for
delivery. Upon final inspection of the goods delivered, the client signs the acceptance forms
if the order is correct. Finally, the product license agreements are handed over to
RMITProcure, resulting in the completion of delivery.
Project Closing
ITS troubleshooting training will be carried out with the RMIT ITS Department. A meeting
among the project team will be held to evaluate project execution against its objectives.
Lessons learned are documented for future use. If any, outstanding payments are paid, and
accounts are closed. The Silver Fox Project Management team will then be relieved from their
contractual bond to the project.
1.3 Milestones
The table below summarises the key milestones for the various stages of the project. Further
details on the project activities can also be found in the Project Schedule.
Activity Date
Establish Project Team May 27th, 2019
RFP's sent to vendors June 10th 2019
RMIT Demonstration July 15th 2019
5
RMIT Contract signed August 12th, 2019

Delivery of goods August 28th, 2019
Project completion September 18th2019
1.4 Technical Requirements

Specification of desktops Specification of 3D printer
• 7th Generation Intel Core Processor • Minimum 4.5-inch touch screen for use
• Storage I TB HDD • Printing option from USB thumb drive
• 32GB RAM Minimum • Operating system Windows 10+
• Speed > 4GHz • Wi-Fi connection
• Touchscreen monitor, minimum 15.6 • Raw materials – at least polylactic acid
inch (PLA) filament, nylon;
• Keyboard, wireless mouse, stylus • Maximum build area: 40cm by 50cm.
• 3 years hardware warranty • 3 years hardware warranty
• Windows 10+ • High level product safety
• Minimum noise when printing
• Ethically responsible manufacturer
1.5 Limits and Exclusions

Hardware Damage
1. From one month from delivery date, the contractor is only liable for hardware
manufacturing issues, excluding all other damage involving misuse, accident,
modification, unsuitable physical or operating environment, or improper maintenance
by client.
2. The contractor is not liable for any issues arising from and pertaining non-native
software installed on the hardware.
Delivery
1. The contractor assumes responsibility for delivery damage only if the client, as part of
negotiations agrees to a delivery insurance premium added to the project budget.
2. Goods that are rejected will be replaced within ten days of delivery, unless stocks are
unavailable, in which case the contractors will endeavour to replace it before the
deadline.
Warranty
1. Any hardware warranty beyond the one-month after sales date has to be claimed from
the manufacturer directly. The contractor does not assist, collect, transfer, exchange
faulty items for warranty claims.
Requirements
1. Upon mutual agreement on the technical requirements of deliverables, any changes
resulting from the client deemed significant by the contractor can be unilaterally
rejected by the contractor to prevent project scope creep, project failure and large
penalties incurred by the contractor.
6
2. 3D Printers are limited to a one-year warranty from manufacturer.

3. 3D Printer touchscreens are limited to a minimum size of 4.5 inches.
4. Subjective requirements are taken into account by contractors but failure to meet
these requirements cannot form the basis for product rejection, project failure or
contract violation. These include requirements such as laptops being from recognised
brands, low-level of noise for 3D Printers, high-quality 3D prints and hardware sourced
from ethically responsible manufacturers.
Demonstration
1. Demonstrations are limited to three hours per vendor, and up to three vendors per
hardware product category, making up a total of six demonstrations held over 18
hours.
2. RMITProcure is responsible for providing a venue, amenities, supporting staff that are
suitable for a demonstration
Payment & Penalty

1. Once vendor invoices are received by contractor for the hardware order,
RMITProcure has to transfer the total payment directly to the vendor or through the
contractor within a span of five days.
2. Penalty for not meeting deadline of 5% is only applicable where the client meets
their agreements, commitments and deadlines as set by the contract and project.
3. Silver Fox Project Management requires advance payment of 10% upfront. This is
required for costs associated with vendor selection.
Training
1. This troubleshooting training is limited to two sessions held in one day for a
maximum of 10 key technical staff per session
2. 20 troubleshooting manuals will be sent to RMIT ITS as well as an e-manual emailed
to the department head.
3. The client has to provide a venue with suitable amenities and support staff for the
training.
2| Project Priority Matrix

Constraint Enhance Accept
Time ü
Cost ü
Scope ü
Time Constraint
All goods must be delivered by September 20, 2019 or penalties for late or non-completion
will be incurred as per negotiated contact terms, that is 5% of contract money per week.
Therefore, the project team is bounded by the due date.
7
Accept Cost
In terms of price, RMITProcure is open to negotiating the allocated budget. This means
RMITProcure is open to accepting a cost overrun.
Scope Constraint
The scope is fixed and it is not permissible to compromise the scope. All goods must
conform to client requirements such as hardware technical requirements.
3| Product Description
3.1 3D Printer Selection
Dremel DigiLab
3D45 3D Printer Technical Ultimaker 2+
Requirements
$2,567 AUD ✓ Price < $4000 AUD ✓ $3695 AUD
Yes ✓ Minimum 4.5” LCD X No

touch screen
17 X 25.4 X15.2 cm ✓ Maximum build area ✓ 22.3 x 22.3 x 20.5 cm

40 cm by 50 cm
PLA, Nylon ✓ At least polylactic acid ✓ PLA, ABS, CPE, CPE+, PC,
(PLA) filament, nylon Nylon, TPU 95A, and PP
USB Type A ✓ USB thumb drive ✓ USB Type A
printing
Yes ✓ Wi-Fi Connection ✓ Yes
Close frame ✓ High product safety ✓ Semi-closed frame
Yes ✓ Low noise level ✓ 50 dBA
1 year ✓ Warranty ✓ 1 year
8
Other Technical Specifications:

Dremel DigiLab 3D45 3D
Printer Ultimaker 2+
Product Designers, Best for Product Designers,Engineers,
Engineers, Classrooms Short-Run Manufacturers
15.9 by 20.2 by 16 inches Dimensions 23.1 by 19.9 by 13.3 inches
1 Number of extruders 2
50 Resolutions 60
Cura Software Cura
3.1.1 3D Printer Descriptions
The comparison table above describes all the technical specifications of two selected 3D
printers that closely matches the client’s technical requirements. To select a product, the
following technical requirements are assessed between the two 3D printers – price, safety,
touchscreen, print quality and ethical manufacturer status.
Safety Dremel digiLab 3D45 has a closed frame while Ultimaker 2+ has a semi-
open frame on top. As a closed-frame 3D printer, the 3D45 is
fundamentally safer than a semi-open frame printer. However, the
difference here may not be significant. On a closed-frame, the front door
and lid are closed during printing to preventing accidental burns to the
operator.
Price While price both prices satisfy the clients budget, the 3D45 is more than
$1,000AUD cheaper than the Ultimaker 2+. $4,000AUD.
4.5-inch This requirement is not met by the Ultimaker 2+ which does not have a
Touchscreen touchscreen. The 3D45, however has a 4.5-inch touchscreen.
Print Quality Both printers offer decent quality, however the Ultimaker 2+ has a
and resolution count of 60 which is 10 more than 3D45’s 50 resolution count.
Performance While there is a difference, this difference does not seem significant.
Ethical While Dremel has not yet achieved any certification, Ultimaker 2+ has
Manufacturer achieved a certification ISO 9001:2015 for quality management and ISO
14001:2015 for environmental management. This shows that Ultimaker’s
has more of a concern about their quality and environmental
management.
Software Both 3D printers run on Cura software that is included with the printer.
Inclusions
3.1.2 3D Printer Selection
To select a 3D printer, more important technical requirements that relate to the hardware
have to be met first before comparing the relative strengths of attributes. For example, both
Dremel digiLab 3D45 and Ultimaker 2+ satisfy the price constraint set by the client and they
have non-significant differences when it comes to safety, print quality and software
inclusions. While the manufacturers of the Ultimaker 2+ have a record of seeming ethical, this
9
does not mean that the manufacturers of the Dremel digiLab 3D45 are unethical. One
important factor in the selection is the presence of a 4.5-inch LCD touchscreen.
The Ultimaker 2+ does not satisfy this fundamental hardware requirement and therefore is
omitted. The 3D45 on the other hand is stated to be best for product designers, engineers
and classrooms, which is suitable for the client. Based on this, the Dremel DIgiLab 3D45 is
selected for the client.
3.2 Laptops
HP ZBook Studio x360 G5

Technical Convertible Workstation
Dell XPS 15 Requirements (4G)
$ 3,924 AUD ✓ Price ✓ $ 6,171 AUD
8th Generation Intel® ✓ 7th Generation ✓ Intel® Core™ i7-8850H

Core™ i7-8750H Intel Core vPro™ Processor with
Processor Processor Intel® UHD Graphics 630
32GB ✓ 32 GB RAM ✓ 32GB
1TB ✓ 1TB Storage ✓ 2TB
Windows 10 Home ✓ Windows 10 ✓ Windows 10 Home

Operating System
15.6” ✓ 15.6” Screen ✓ 15.6”

monitor
Yes ✓ Touch screen ✓ Yes
Yes ✓ Keyboard ✓ Yes
Wireless ✓ Mouse ✓ Wireless
Yes ✓ Wi-Fi Connection ✓ Yes
3 years, 1-Year Battery ✓ Warranty ✓ 2Years, 1-Year Battery
10
Strong performance Known best for Gorgeous 4K

Robust construction display, grade durability;
Large battery Great keyboard and
stylus; Long battery life
3.2.1 3D Laptop Descriptions
The comparison table above describes all the technical specifications of two selected high-
end laptops that closely matches the client’s technical requirements. To select a product, the
following technical requirements are assessed between the two laptops – price, storage,
warranty and ethical manufacturer status.
Price While there is no price constraint expressed yet, the HP ZBook Studio
x360 G5 Convertible Workstation (4G) is $2,000AUD more expensive than
the Dell XPS 15.
Storage The x360 G5 has twice the storage space than the XPS 15 at 2 TB. While
this is good, both laptops have met client's requirements.
Warranty The XPS 15 has a three-year warranty period whereas the x360 G5 only
has a two-year warranty period. This is significant as the client expressed
a requirement of a 3-year warranty.
Ethical Both companies show huge interest to manage environmental impacts.
Manufacturer For example, for HP in 2017, 17 facilities renewed ISO 14001 certification,
14 locations have LEED certification and 1 has Green Mark certification.
Dell has also achieved certification for ISO 9001 ISO 14001 & OHSAS
18001 ISO 27001 and conducts programs to improve their energy
efficiency.
3.2.2 Laptop Selection
Both laptop manufacturers are ethical manufacturers. The HP ZBook Studio x360 G5 has twice
the amount of storage than the Dell XPS 15 but it is expensive. One key technical requirement
that is considered when selecting between options is warranty. The Dell XPS 15 has a three-
year warranty whereas the x360 GB only has a two-year warranty. Due to this major
difference, the Dell XPS 15 is selected.
11
4| Work Breakdown Structure
1.0 RMIT Hardware Procurement Project

1.1 Vendor Selection
1.1.1 Collect Requirements
1.1.1.1 Collect Technical Requirements
1.1.1.2 Collect Commercial Requirements
1.1.1.3 Make Request for Proposal
1.1.2 Contacting Vendors
1.1.2.1 List Potential Vendors
1.1.2.2 Send RFP to Vendors
1.1.2.3 Collect Proposals from Vendors
1.1.3 Evaluate Potential Vendors
1.1.3.1 Technical Evaluation
1.1.3.2 Commercial Evaluation
1.1.3.3 Vendor Selection
1.1.3.4 Demonstration and final approval
1.1.3.5 Final vendor selection by client
1.2 Contract Execution
1.2.1 Negotiate Terms
1.2.2 Draft Contract / PO
1.2.3 Sign Contract /PO
1.2.4 Invoice Approval
1.2.5 Payment
1.3 Delivery
1.3.1 Delivery
1.3.2 Final Inspection
1.3.3 Product License Agreement
1.4 Project Closing
1.4.1 ITS Training
1.4.2 Clients review
1.4.3 Documentation
1.4.4 Account and project closing
12
5| Work Breakdown Structure (WBS) Dictionary

WBS Item
WBS Item Name Description
Number
1 Hardware All the work required to complete the project and
Procurement produce deliverables to RMIT Procure
1.1 Vendor Selection A selection of 3D printer and laptop vendors based on
client requirements, shortlisting of vendors,
demonstrations and client approval
1.1.1 Collect Requirements List all technical requirements and commercial
requirements of hardware and software deliverables as
specified by client on the RFP
1.1.1.1 Collect Technical List technical requirements of hardware and software as
Requirements specified by client on the RFP
1.1.1.2 Collect Commercial List commercial requirements of hardware and software

Requirements deliverables as specified by client on the RFP.
1.1.1.3 Make Request for Create RFP for vendors to request 3D printer and laptop
Proposal based on all client requirements specified
1.1.2 Contacting Vendors Send out RFP requests to shortlisted laptop and 3D
printer vendors
1.1.2.1 List Potential Vendors List vendors who can meet specifications as specified by
client
1.1.2.2 Send RFP to Vendors Send out RFP to vendors shortlisted

1.1.2.3 Collect Proposals from Receive all vendor responses and proposals by a specific
Vendors date
1.1.3 Evaluate Potential Evaluating all proposals produced by vendors
Vendors regarding whether products comply with client
requirements.
1.1.3.1 Technical Evaluation Vendor proposals are evaluated on whether the product
features comply with the technical specifications required
by the client proposals are rated from 1 to 10 on technical
requirements compliance. Low rating proposals are rated
1-4, medium rating proposals are rated 5-6, high rating
proposals are rated 7-10
1.1.3.2 Commercial Evaluation Vendor proposals are evaluated on whether the product
features comply with the commercial specifications
required by the client proposals are rated from 1 to 10 on
commercial requirements compliance. Low rating
proposals are rated 1-4, medium rating proposals are
rated 5-6, high rating proposals are rated 7-10
13
WBS Item
Number
1.1.3.3 Vendor Selection High and medium-rated proposals are considered and
three vendors are shortlisted for each product. Vendors
are notified on the shortlist and an intention for product
demonstration is expressed.
1.1.3.4 Demonstration and A three-way correspondence between client, vendors and
final approval the project management team are set in motion to set a
date, time, venue and for a limited demonstration by
selected vendors. Demonstrations are conducted at the
client's venue over the span of 10 days, involving client,
vendor and the project team.
1.1.3.5 Final vendor selection The client deliberates internally and selects a vendor for
by client both product categories
1.2 Contract Execution Purchase orders are negotiated, drafted and signed and
invoices are issued. After the client processes invoices
and payments, the execution of the purchase order /
contract is complete.
1.2.1 Negotiate Terms The terms of the purchase order (PO) are expressed to
the selected vendors through meetings but formalised
through email correspondence. Terms such as types,
quantities, agreed prices, discounts, payment terms,
training inclusions and shipment dates are agreed upon.
1.2.2 Draft Contract/PO A PO draft is made by the project team and sent to the
vendors. Any errors or corrections needed to be made are
communicated and subsequent drafts are created.
1.2.3 Sign Contract/PO Once the draft is finalised and all parties agree, the
purchase order is signed by the client and vendor.
1.2.4 Invoice Approval Vendor invoices are issued, the project team verifies it
and hands it over to the clients' finance department and
accounting goes through company invoice approval
processes before it can issue a payment.
1.2.5 Payment Client sends payment through agreed payment method

according to payment schedule agreed upon between
client, vendor and project team. A payment notice is
issued to the vendor and confirmation is made by vendor
of receipt of payment.
1.3 Delivery Vendors deliver specified quantity of goods by date

agreed upon to client site at RMIT Procure.
14
WBS Item
Number
1.3.1 Delivery A date and time window is set with client and vendor for
the delivery of the products. Additional requirements
such as client building staff presence to guide delivery,
are expressed. Date and time for the ITS training is set
with the IT department. Products are delivered and
vendor staff are onsite at RMIT Procure to ensure smooth
delivery.
1.3.2 Final Inspection Client ITS department inspects goods on the delivery and
signs acceptance form.
1.3.3 Product License Vendor hands over product license agreement to the
Agreement client.
1.4 Project Closing To close the project, ITS training is conducted, a meeting
among the project team is held for a review on
performance thus far and feedback between project team
members are registered. All documentation on lessons
learned and feedback is completed and finally, the
accounts are closed, and the project team is relieved from
the project.
1.4.1 ITS Training ITS troubleshooting training is carried out on date agreed
upon with ITS department staff. Generic vendor
troubleshooting manuals are sent to the ITS department.
1.4.2 Project Team Review A meeting is held with the among the project team
to evaluate the project against project objectives, budget,
quality requirements, and the end deadline. An
evaluation is also done on risk management. All feedback
to one another in the project team is documented.
1.4.3 Documentation Lessons learned are documented by the project team for
the benefit of future projects undertaken by the
team. The project team updates records and logs are
updated and finalised.
1.4.4 Account and project If any, outstanding payments of bills is paid up and
closing accounts are closed between vendor, client and the
project team. The contractual agreement between the
client and the project team is complete. The project team
is relieved from their contractual bond to the project.
15
6| Schedule
6.1 Schedule Management Plan
The scheduling of this project is critical to its satisfactory completion since client (RMIT) has a
time constraint. RMIT required for goods to be delivered no later than 20 September 2019,
However, Silver Fox Management decided to finish the project as early as possible (30
Augustus 2019) by optimally utilizing the resources.
6.2 Estimate of Activity Durations
The table below illustrates the network matrix diagram information. The first column
describes the Note (WBS), followed by task name, duration and then predecessors associated
with the task and task duration.
WBS Task Name Duration Predecessors

1 Collect Requirements
A Collect Technical Requirements 2 days
B Collect Commercial Requirements 1 day
C Make Request for Proposal 3 days A,B
1.2 Contacting Vendors
D List Potential Vendors 5 days C
E Send RFP to Vendors 3 days D
F Collect Proposal from Vendors 10 days E
1.3 Evaluate Potential Vendors
G Technical Evaluation 5 days F
H Commercial Evaluation 3 days F
I Vendor Selection 7 days G,H
J Demonstration and Final Approval 7 days I
K Final Vendor Selection by Client 10 days I
1.4 Contract/PO
L Negotiate terms 5 days I
M Draft Contract/PO 5 days L
N Sign Contract/PO 2 days M
2 Contract Execution
O Invoice Approval 5 days N
P Payment 5 days O
Delivery 9 days
Q Deliver Product 7 days P
R Final Inspection 2 days Q
16
S Product License Agreement 1 day Q

4 Project Closing
T ITS Training 3 days R,S
U Project Team Review 2 days T
V Documentation 1 day T
W Account and Project Closing 2 days U,V
The network diagram that shows the critical path and total slacks are shows in Appendix A.
From the network diagram, an understanding can be gathered on earliest start-earliest finish,
late start-late finish, activity slack and critical path. The critical path is identified by the red
shapes in the network diagram. The activities that are on critical path are:
A-C-D-E-F-H-I-K-L-M-N-O-P-Q-S-T-V = 83 days
Total Slack: 9 days
The minimum duration for this project is 83 days, the project starts in May 27th, 2019 and will
be finished in September 18th, 2019. The process of forecasting or approximating the duration
was done by brainstorming and discussing with the stakeholders. For example, Stakeholder
needed some time to finalize their vendor since they must carefully check if every
requirement has been met. Therefore, the duration for final vendor selection is quite long (10
days). Another example is the duration of collecting proposal. This was estimated by looking
at previous procurement projects and understanding the durations involved.
Silver Fox Project Management uses bottom up method to estimates the duration by breaking
down the duration for each WBS, the bottom up method is a very helpful technique in project
management as it allows for the ability to get a more precise estimate of a particular
component of work. In bottom-up estimating, each task is broken down into smaller
components.
6.3 Project Schedule
A detailed project schedule can be found in Appendix B.
Table below is an overview of the milestones in this project,
May June July August September

Establish Project Team 27th
RFP’s Sent to Vendors 10th
RMIT Demonstrations 15th
RMIT Contract Signed 12th
Delivery of Goods 28th
Project Completion 18th
17
7| Staffing, Resource Allocation and Budget

7.1 Resource Overview
This project is made up of the following resources categories: people, material, and
equipment. The project management team has been pre-assigned and includes the
following team members:
• Salma
• Chittesh
• Melanie
• Vince
Resource Type Material Initials Max Std. Rate Ovt. Rate Cost/Use Accrue Base Calendar
Salma Work S 100% $40.00/hr $60.00/hr $0,00Prorated Standard
Chittesh Work C 100% $40.00/hr $60.00/hr $0,00Prorated Standard
Melanie Work M 100% $40.00/hr $60.00/hr $0,00Prorated Standard
Vince Work V 100% $40.00/hr $60.00/hr $0,00Prorated Standard
Printing Proposal Material Page PP $0,80 $0,00Prorated
Delivery Cost D Prorated
Laptop Dell XPS 15 Cost L $0,00 Prorated
3D printer Dremel Cost 3 $0,00 Prorated
Project Management Cost Cost P Prorated
The table above shows the resources and costs that are used in this project. Overall the
standard rate for the employee is $40/hr and $60 for overtime. There are other costs that are
included in the project such as printing proposal and project management cost. Project
management cost is 5% out of the total cost for this project which occurred in the beginning
of the project.
The cost of one 3D printer Dremel DigiLab 3D printer is $2,567 and laptop Dell XPS 15 is
$3,924. RMIT asked for 2 3D printers and 50 Laptops, therefore the total of this cost are
assigned under task named “Payment”
7.2 Responsibility Matrix
Resources Chittesh Salma Melanie Vince
Task Name
Collect Technical Requirements R R

Collect Commercial Requirements R R
Make Request for Proposal R
List Potential Vendors R R R R
Send RFP to Vendors S R R
18
Collect Proposal from Vendors R

Technical Evaluation R R
Commercial Evaluation R R
Vendor Selection R R R R
Demonstration and Final Approval R R
Final Vendor Selection by Client R R S R
Negotiate terms S R
Draft Contract/PO R S
Sign Contract/PO S R
Invoice Approval R
Payment R R R R
Deliver Product R S S R
Final Inspection R R
Product License Agreement R
ITS Training R
Project Team Review R S S S
Documentation S S S R
Account and Project Closing S R
The table given above illustrates the tasks goal and the required action for each person. This
assists with reducing confusion on expectations, in turn, increasing project efficiency. The
decision to allocate each person to each task is based on their expertise in the area. Some.
For some bigger tasks, Silver Fox Project Management utilises at least two resources in order
to finish the work on time. For example, all employees that are assigned in this project are
responsible for vendor selection because in this task, a deep thorough discussion and analysis
is required.
7.3 Resource Status
This table above shows that the start date, the total amount of work that needs to be done
by each resource. All members start work on the same day which is 27th May 2019. The
remaining work for each member is different due to different tasks that are assigned to
each member. Vince and Melanie have slightly more hours of work due to their
responsibility in demonstration and delivery.
19
7.4 Budget Plan
The cost of this project includes a detailed estimate of all costs that are likely to be incurred
before the project is completed. Managing costs in the project life cycle is important to ensure
that the spending does not exceed the budget or the contingency for unknown costs.
To complete this project for RMIT Procure baseline cost is set at $260.960 in proposal. Silver
Fox Project Management identified majority of the cost will be in form buying the actual
goods and wages for the employees. In the (Appendix C), the top down budgeting was
developed to see the initial budget. Starting with the WBS. Then a breakdown of the project
into deliverables and their required budget. Using the bottom up approach allows for a more
definitive total budget. This is worked out by assigning a budget to each WBS item.
A fortnightly status report will be provided to the sponsor and/or their delegate for budget
oversight and review.
Below table shows this project budget cost per task, it can be depicted from the table that
contract execution is the major cost since there is an on -going transaction to procure the
goods required.
20
7.5 Cash Flow
The given graph above shows the total cost every fortnightly and the cumulative cost for this
project over the period of 4 months. The total cost as stated above is estimated to be
$250,960. The S-Curve displayed below shows the estimated cumulative expenditures of the
project over time. This happened because in the beginning of the project there are not many
cost and resources being utilized and then it rises quickly as more resources are utilized and
then tapers off as the project comes to completion.
There is also a spike in the month of August since there will be a transaction to buy the laptops
and 3D printer from vendors. The project team has decided to not spread out the costs of
these hardware throughout the project as a one-off transfer will be done by RMITProcure to
the vendor directly.
Silver Fox Project Management has set a limitation to the payment terms, requesting 10% of
total contract value to be paid before the project commences. Beyond this, as agreed, RMIT
will pay the contract price in monthly basis based on percentage of completion of work
performed.
8| Stakeholder Identification and Strategy

8.1 Stakeholder Analysis Matrix
The stakeholder analysis matrix below maps out relevant stakeholder along their interest
and power over the project. Following that, potential strategies are stated to reduce
potential obstacles offered by the stakeholder.
21
Stakeholder Stakeholder interest Assessment of Potential strategies for

in the project Power obtaining support or
(High and Low) (High, Low) reducing obstacles
A) RMITProcure High High Manage closely
B) RMIT Finance High High Manage closely
C) Project Team High High Manage closely
D) Laptop Vendors High Low Keep informed
E) Printer Vendors High Low Keep informed
F) RMIT ITS Staff High Low Keep informed
G) Insurance Company High Low Keep informed
H) RMIT Staff Low Low Monitor
I) RMIT students Low Low Monitor
In the table above, RMITProcure, RMIT Finance and the Project Team have high interest and
power over the project. Since RMITProcure contracted the project team for the procurement
of hardware, they have interest over what happens throughout the project and they also have
a say over what happens in the project as they make decisions about technical requirements,
vendors, delivery and contract execution. Therefore, RMITProcure must be managed closely
and communication must be frequent.
RMIT Finance is a key stakeholder because all budgets and payments must go through them.
It is important to manage RMIT Finance closely as they can erect hurdles that might limit
project budget, limit product costs and create a lot of unnecessary information requests
about costs.
The project team consist of different employees that engage with different stakeholders. They
make decisions involving the project and therefore have high power. The project team also
has a high interest in the project as their contracted work revolves around the project and an
unsuccessful project may directly implicate them. To avoid a disconnect in who knows what,
the communication between the team must be open and regular. Any challenges presented
by project team employees must be managed closely.
RMIT ITS staff possess a low power over the project because no decisions or influence over
the project involved them. However, interest remains high because they are aware of the
project and some staff are involved in the training of the project. The project team will keep
them informed about developments and communicate regarding the training to avoid any
confusion from this stakeholder.
Both laptop and vendor printers do not have sufficient power over the project as they are not
involved in decisions that affect the project. However, interest remains high as they are
involved when selected for a demonstration and benefit in the form of sales to RMITProcure
and the project team. For these stakeholders, information must be relayed regularly
regarding technical requirements, demonstration details and RMITProcure’s expressed
interest in their services.
22
The insurance company is involved in the delivery stage of the project. They have keen
interest because they sell their premium insurance services to the project team and must be
aware of the order details such as type of goods, delivery date and time. Therefore, these
stakeholders should be kept informed about changes to avoid any complications involving
delivery.
RMIT students and staff may or may not be aware of the project. They also have no say over
what happens in the project. RMIT students and staff should be monitored in case of any
unpredicted challenges or interest that may arise.
Stakeholder Strategy Mapping
In the stakeholder strategy map above, each stakeholder is mapped along interest in project
and power over project. The stakeholder with both the highest power and interest in the
project is RMITProcure (A). They have more power and interest over the project than Silver
Fox Project Management team (C), however the project team has more interest over the
project than RMIT Finance (B). Vendors (D,E) have overall a low to medium power over the
project, but are have about the same interest over the project as RMIT Finance. Insurance
Companies (G) have more interest and power than RMIT ITS Staff (F) as they are directly
involved in a major component of the project – delivery, whereas RMIT ITS staff are only
receipients of training. RMIT Staff (H) are plotted higher than RMIT Students (I) in both power
and interest due to some staff having higher executive powers in the university in comparison
to students who have little agency over projects RMIT is affiliated with.
23
Stakeholder Stakeholder Assessment of Potential strategies

interest in the Power for obtaining
project (High, Low) support or reducing
(High and Low) obstacles
A) RMITProcure High High Manage closely
B) RMIT Finance High High Manage closely
C) Project Team High High Manage closely
D) Laptop Vendors High Low Keep informed
E) Printer Vendors High Low Keep informed
F) RMIT ITS Staff High Low Keep informed
G) Insurance Company High Low Keep informed
H) RMIT Staff Low Low Monitor
I) RMIT students Low Low Monitor
8.2 Stakeholder Strategy
Stakeholder Information / Schedule Dissemination Responsible

Message Method
RMITProcure Status Reports, Weekly (for Status Email, Project
Technical Reports) Collaborative Manager
Requirements, Documents,
Performance Report, Monthly (for Meeting,
Implementation Performance Reports) Reports
Timetable, Budget,
Major Milestones, As Required (for
Demonstration Technical Requirements,
Implementation
timetable, Budget,
Major milestones and
Demonstration)
RMIT Performance Report, Monthly (for Report, Email, Project
Finance Implementation performance reports) Meetings Manager
Timetable, Budget,
Major Milestones, As Required (for
Demonstration implementation
timetable, budget, major
milestones and
demonstration)
Laptop Pricing, Technical As required Meeting and Project
Vendors &Pri Requirements, Email Supplier
nter Vendors Delivery, Manager
Demonstration
RMIT Major Milestones, As required Email Project
ITS Staff Implementation Coordinator
Timetable
24
Stakeholder Information / Schedule Dissemination Responsible

Message Method
Insurance Delivery, Insurance As required Email, Meeting Project
Company pricing Manager
9| Risks and Issues Management

9.1 Risk Approach
To identify risks, the project team sat down and undertook a qualitative and quantitative
approach of risk determination. Qualitative approaches included discussions with the client,
research from past procurement projects and brainstorming sessions to determine the risks.
A quantitative approach required a study of cost, time and work flow associated with the
project. Research was conducted on procurement projects and the risks involved. Out of all
risks identified, macro level risks associated with time, cost and performance were selected
to assess and respond to.
9.2 Risk Assessment
The risk assessment model has been prepared to identify risks in a consistent manner
throughout the project. The risks are ranked in the order of priority so that important risks
can be considered and mitigated.
Risk event Probability Impact Detection When Risk value

or likelihood difficulty
Costs – Cost 3 5 4 Demonstration 60
ballooning due to
client
dissatisfaction and
rejection of
demonstration
vendors
Time - Delay due to 3 3 5 Delivery 45
late or damaged
delivery
Time and Cost- 3 3 5 Vendor 45
Vendor backing out Selection
after shortlisted
Performance – 4 4 2 Demonstration 32
Requirements
understated by
client
25
Risk event Probability Impact Detection When Risk value

or likelihood difficulty
Performance - 2 5 2 Vendor 20
Requirements Selection
misunderstood by
contractor
From the table above, Cost – costs ballooning due to rejection of demonstration vendors has
the highest risk value. The likelihood of this happening is medium at a score of 3 because the
client has provided requirements beforehand, however the client may end up not liking the
products anyway and may reject the vendor due to other non-requirement reasons. This will
increase the costs as the project team services being contracted for more time. The impact of
this is high at a value of 5 because it can affect the project time and costs in a very significant
way. The detection of this is also difficult because the client will not have encountered the
product before the demonstration. What is on paper is very different than what is seen in
person.
The second highest risk value item is Time - Delay due to late delivery. There is a medium
probability of this risk manifesting because of the arrangements made with the delivery
company beforehand. However, the delivery company many not provide a 100% guarantee
that delivery is possible due to unforeseeable circumstances such as bad weather and road
issues. In addition, damage of goods during delivery is possible but not likely. The impact of a
late delivery is medium because there is some time allowance for delays, however in the
unlikely situation of damaged goods during delivery, the impact will be large. It also has a
detection difficulty score of 5 as unforeseeable circumstances delaying delivery are hard to
detect.
The third risk discussed is the Time and Cost Vendor backing out after shortlisted. This risk
has both a medium probability of happening and a medium impact. This is because the project
team would have the commitment from the vendor, however there is no contractual
obligation for a vendor to turn up or to follow through with the demonstration. The detection
difficulty for this is high as the project team cannot determine when or why a vendor may
choose to opt out from their vending responsibilities, which may be an internal decision.
9.3 Risk Response Matrix
Risk Event Response Trigger Implement Person responsible to

Strategy Contingency Contingency Plan initiate
Plan
Costs – Cost Mitigate After client Contact next Project Supplier
ballooning due expresses suitable non- Manager
to client rejection of shortlisted
rejection of vendors vendor that also
demonstration demonstrated met client
vendors for hardware requirements
26
Time - Delay Sharing Not solved Contact vendors Project Manager

due to late or within 3 days and RMITProcure
damaged for placing follow
delivery up order
Time and Cost- Mitigate No Find backup non- Project Supplier

Vendor correspondence shortlisted Manager
backing out for one week vendor who can
after from vendor supply
shortlisted
In order to control the risk it is essential to develop a risk response. For example, during the
demonstration phase, it is possible that RMIT Procure will reject the given goods that we offer,
therefore Siler Fox Project Management developed a plan to mitigate this risk by quickly
contacting other shortlisted vendors to prevent further loss.
The second response is for a possible risk of delay to late delivery. The risk of this is shared
both for Silver Project Management and the vendors who delivers the goods. During this
phase, late delivery can happen due to unforeseeable circumstances such as bad weather and
road issues or even damaged goods. In order to manage this risk, If the goods are damaged,
Silver Project Management will immediately re-order the goods and Vendors will take
responsibility to replace and deliver again to RMIT as soon as possible.
The third risk response discussed is to mitigate if the vendors who sent back the proposal are
not able to reach, therefore Silver Fox Management will do a further research and find a
backup non-shortlisted vendor who can supply the goods that client required.
27
10| Team Formation, Group Approach and Team

Reflection
10.1 Team Formation and Group Approach
10.1.1 Team Biography and Individual Goal Statements
Chittesh
Biography:
Chittesh Shkla is an Economics and Management graduate who has spent the past
three years in a Business Development role for Software as a service (SaaS) growth-
stage startup where he conducted international market research, executed business
entry strategies, negotiated partner and client contracts and assisted in setting up of
in setting of new offices. His analytical and critical thinking skills coupled with his sense
of humour has kept the small team he manages busy and happy.
Individual Goal Statement:

Chittesh has two immediate goals. Firstly, he aims to continue learning as much as
possible about project management. Secondly, it is his dream to be part of and to
contribute to a team that exceeds expectations and eventually wins the bid for project
management by our contractors.
Melanie
Biography:
Melanie Cooray is an experienced Business Management professional with over 18
years of experience in Shipping and Logistics. She possesses strong leadership and
interpersonal skills and have worked on many International projects that provided
logistical support. She also has a proven record of developing successful teams that
achieve business objectives and have consistently surpassed annual targets by
implementing key business strategies and identifying revenue potential
opportunities.

Melanie has taken a short break from work to complete her MBA and gain some
theoretical knowledge in Supply Chain and Logistics, which will enhance her
knowledge and professional development. Particularly, through this Project
management group assignment she hopes to develop her time management,
problem-solving, risk management and project implementation skills that will be
useful for her career development.
28
Salma
Biography:
Salma Tarizka Noor is an industrial engineering graduate who dreams to be a strategic
consultant. Salma’s background in Industrial Engineering helped her developing
numerous skills, which one of her best interest is in analytical thinking. During her
bachelor she joined some national business case competitions where she learned
about problem-solving skill and public speaking as she presented the case in front of
the board directors. Beside academic, she also enjoys travelling as it keeps her in
balance and reminding her that things cannot be seen only from one perspective
because everything has their story to tell and it is up to us to judge or to explore it.

Throughout this course, Salma expected to learn more about how to implement a
successful project which will be use full for her future career development
Wenguang Ge (Vince)
Biography:
Wenguang Ge is graduated from La Trobe University in Bachelor of Accounting. After
that, he got a part time job in an accounting firm as an accountant assistant in
Melbourne in 2017. In the following one year, Wenguang is dedicated to his duty on
accounting area, he has conducted bookkeeping operation to help other accountants
and he has finalized individual tax return for several clients. Now, he starts to explore
a new area, decide to study business IT knowledge.

Throughout this subject, Wenguang expected to learn how a whole project to be
made. Plus, he is looking forward to contributing his effort to this team.
10.1.2 Team Goal Statement

From this course, our goal is to understand how project management works and the
appropriate set of formalized steps that need to be implemented in order to create a
successful project. As a team we want to learn about Risk management skill so that we can
identify risks well before they become issues and come up with effective mitigation plans so
that the risk of them ever becoming issues is nullified. Furthermore, we also want to enhance
our knowledge to accurately map out talent resources, tasks, and dependencies, make
timeline and set specific and general schedules. Finally, we would like to be proficient in using
project management tools such as Microsoft Project.
29
10.1.3 Team Availability
Team Member Available Times Hours Per Week Available

Salma Monday - Friday (after 3pm), Saturday and 46 hours
Sunday (All day)
Chittesh Monday, Wednesday, Friday, Saturday 40 hours
and Sunday (before 5 pm)
Melanie Monday, Wednesday, Friday (Before 2pm 40 hours
& After 6pm), Saturday and Sunday (All
day)
Vince Monday, Tuesday (before 6:30pm), 35 hours
Saturday, Sunday (All day)
Team Hours per Week Available: 161 hours per week
10.1.4 Conflict Resolution Plan

1. Accept and respect that individual opinions may differ, don’t try to force
compliance, work to develop common agreement
2. Attack the problem, not the person. Start with a compliment.
3. Don’t jump to conclusions or make assumptions about what another is feeling or
thinking.
4. Reach out people who are missing and listen to their situation
5. Forget the past and stay in the present.
10.1.5 Team Rules

1. We will ensure responsibilities and duties for each team member is clear
2. Seek to make everyone feel comfortable and valued by respecting team members
and demonstrating sensitivity.
3. Encourage team member participation and learning through team discussions,
providing and receiving feedback on team tasks.
4. Listen and observe effectively.
5. Prompt the team to regularly review effective decision processes.
6. Attend all meetings unless unavoidably prevented.
7. Ensure outcome-based meetings with timely and appropriate minute taking and
evidence-based contributions to the team tasks.
8. Shoulder a fair share of the team’s agreed work schedule.
9. Be fully committed to the team task and individual agreed responsibilities.
10. Prevent and manage team conflict (e.g. freeloading team members).
11. Ensure that the team’s work products are the result of integrated thinking and
cooperation rather than a collection of individual contributions.
30
10.1.6 Group Approach
With a group consisting of individuals from a diverse field of study and experience, we can
share our knowledge and contribute to the project more effectively. In addition, many of our
team members have worked in different project environments and possess good analytical
and problem-solving skills. This together with our personal skills will help us achieve our group
objectives within the time frames specified.
10.1.7 Responsibility Matrix
No. Task Project Team

Weight Salma Chittesh Melanie Vince
1 Project Scope 5% S S R
2 Priority Matrix 5% R S
3 Description of Deliverables 5% S S S S
4 WBS 5% R S
5 WBS Dictionary 5% R
6.1 Activity List 5% R
6.2 Network Diagram 5% R
6.3 Schedule 10% R
7.1 Resource Allocation 5% R S
7.2 Budget 5% R
8 Risk 7.5% R R
9 Stakeholder 7.5% S R S
10 Team Formation 5% R R R R
11 Team Reflection 5% R R R R
12 Overall Presentation 15% R S
R = Responsible 25% 25% 25% 25%
S = Support 25% 25% 25% 25%
10.1.8 Team Commitment
Team members What was your commitment in the group Approximate actual
project? level of contribution
Chittesh Shukla I will attend all meetings to the best of my 25%
ability. I will support all members tasks aside
from finishing my own. I will help in quality
control and be heavily involved in
presentation of the report. I will finish the
WBS and WBS dictionary.
Salma Tarizka Noor I will attend all meetings and will be heavily 25%
involved in MS Project tasks such as Schedule,
Resource Allocation and Budget.
31
Melanie Cooray I will attend all meetings and support team 25%
members with tasks they need help with and
will also be involved with Risk, stakeholder
and proposal
Wenguang Ge I will attend all meetings and help other group 25%
(Vince) members with my little support. Follow the
instruction they give to me, assist to amend
stakeholder strategy part and milestone part.
10.2 Team Reflection
Chittesh
Learning about time management the hard way was stressful, but the team persevered
through it. The project and the team was not perfectly managed and there are areas of
improvement here Despite these shortcomings, the key lessons about project management
were learnt and I enjoyed working on the project. The project proposal is how I intend it to
be and meets mine and the groups expectations and we believe we can win the tender with
this proposal. Gratitude goes to the project team that has diligently worked on all delegated
tasks.
Salma
Throughout this project, I learnt about planning for setbacks. Towards the end of the project,
I became very ill and could not meet commitments for a while. This is where I learnt that
depending on my group members is important and spreading the responsibilities for some
essential tasks is mandatory. Despite this, our project team worked well to address all
shortages and I managed to deliver all that is required while not compromising on quality. All
in all, it was a pleasure working with a dedicated team and I believe I have expanded my
knowledge of project management immensely while creating a proposal to be proud of.
Melanie
This group assignment gave me a chance to use the knowledge gained from the project
management lectures and tutorials into a real business situation and helped me gain a greater
understanding of how to prepare a project proposal. I know we faced some challenges on the
way, but I'm thankful for everyone's contributions and efforts to complete this task on time
and to the best of our ability.
Wenguang Ge (Vince)
Through this whole project, I have learned a lot from this group project. More specifically,
how the project is structured in the first place and the planning can be split into various
sections that each member has to complete step by step. In addition, I got the chance to know
the process that negotiate with vendors and clients. Besides, I also know a completed project
should experience risk, limitation and how to overcome each of them. Generally, it is a great
pleasure that I have such a strong team. Our group really know how to organize the
32
responsibility, how to make each member work together. Not only did I gain knowledge from
this project and this team, I have also improved my soft skills and management skills.
33
Appendices
APPENDIX A| Network Activity Diagram
APPENDIX B | Project Schedule (Detailed)
WBS Task Duration Start Date Finish Date

1.1 Collect Requirements
Mon
1.1.1 Collect Technical Requirements 4 days 5/27/19 Tue 5/28/19
Mon Mon
1.1.2 Collect Commercial Requirements 2 days 5/27/19 5/27/19
Wed
1.1.3 Make Request for Proposal 4 days 5/29/19 Fri 5/31/19
1.2 Contacting Vendors
1.2.1 List Potential Vendors 7 days Mon 6/3/19 Fri 6/7/19
Mon Wed
1.2.2 Send RFP to Vendors 3 days 6/10/19 6/12/19
Wed
1.2.3 Collect Proposal from Vendors 14 days Thu 6/13/19 6/26/19
1.3 Evaluate Potential Vendors
1.3.1 Technical Evaluation 7 days Thu 6/27/19 Wed 7/3/19
1.3.2 Commercial Evaluation 5 days Thu 6/27/19 Mon 7/1/19
34
WBS Task Duration Start Date Finish Date

1.3.3 Vendor Selection 7 days Thu 7/4/19 Fri 7/12/19
Mon
1.3.4 Demonstration and Final Approval 10 days 7/15/19 Tue 7/23/19
Mon
1.3.5 Final Vendor Selection by Client 14 days 7/15/19 Fri 7/26/19
1.4 Contract/PO
Mon
1.4.1 Negotiate terms 5 days 7/29/19 Fri 8/2/19
1.4.2 Draft Contract/PO 7 days Mon 8/5/19 Fri 8/9/19
Mon
1.4.3 Sign Contract/PO 2 days 8/12/19 Tue 8/13/19
2 Contract Execution
Wed
2.1 Invoice Approval 5 days 8/14/19 Tue 8/20/19
Wed
2.2 Payment 5 days 8/21/19 Tue 8/27/19
3 Delivery
Wed
3.1 Deliver Product 14 days 8/28/19 Thu 9/5/19
3.2 Final Inspection 2 days Fri 9/6/19 Mon 9/9/19
3.3 Product License Agreement 1 day Fri 9/6/19 Fri 9/6/19
4 Project Closing
4.1 ITS Training 5 days Tue 9/10/19 Thu 9/12/19
Mon
4.2 Project Team Review 2 days Fri 9/13/19 9/16/19
4.3 Documentation 3 days Fri 9/13/19 Fri 9/13/19
Wed
4.4 Account and Project Closing 2 days Tue 9/17/19 9/18/19
35
Schedule Detail cont.
36
37
38
APPENDIX C| Bottom Up Budget Estimate
Fixed Cost
WBS Task Name Fixed Cost Total Cost Baseline Variance Actual Remaining
Accrual
0 RMIT Hardware Procurement $11.700,00 Prorated $250.690,00 $250.690,00 $0,00 $0,00 $250.690,00
1 Vendor Selection $0,00 Prorated $27.440,00 $27.440,00 $0,00 $0,00 $27.440,00
1.1 Collect Requirements $0,00 Prorated $1.400,00 $1.400,00 $0,00 $0,00 $1.400,00
1.1.1 Collect Technical Requirements $100,00 Prorated $740,00 $740,00 $0,00 $0,00 $740,00
1.1.2 Collect Commercial Requirements $100,00 Prorated $420,00 $420,00 $0,00 $0,00 $420,00
1.1.3 Make Request for Proposal $0,00 Prorated $240,00 $240,00 $0,00 $0,00 $240,00
1.2 Contacting Vendors $0,00 Prorated $4.040,00 $4.040,00 $0,00 $0,00 $4.040,00
1.2.1 List Potential Vendors $0,00 Prorated $1.600,00 $1.600,00 $0,00 $0,00 $1.600,00
1.2.2 Send RFP to Vendors $300,00 Prorated $1.320,00 $1.320,00 $0,00 $0,00 $1.320,00
1.2.3 Collect Proposal from Vendors $0,00 Prorated $1.120,00 $1.120,00 $0,00 $0,00 $1.120,00
1.3 Evaluate Potential Vendors $0,00 Prorated $8.320,00 $8.320,00 $0,00 $0,00 $8.320,00
1.3.1 Technical Evaluation $0,00 Prorated $1.600,00 $1.600,00 $0,00 $0,00 $1.600,00
1.3.2 Commercial Evaluation $0,00 Prorated $960,00 $960,00 $0,00 $0,00 $960,00
1.3.3 Vendor Selection $0,00 Prorated $2.240,00 $2.240,00 $0,00 $0,00 $2.240,00
1.3.4 Demonstration and Final Approval $0,00 Prorated $1.920,00 $1.920,00 $0,00 $0,00 $1.920,00
1.3.5 Final Vendor Selection by Client $0,00 Prorated $1.600,00 $1.600,00 $0,00 $0,00 $1.600,00
1.4 Contract/PO $0,00 Prorated $1.680,00 $1.680,00 $0,00 $0,00 $1.680,00
1.4.1 Negotiate terms $0,00 Prorated $800,00 $800,00 $0,00 $0,00 $800,00
1.4.2 Draft Contract/PO $0,00 Prorated $560,00 $560,00 $0,00 $0,00 $560,00
1.4.3 Sign Contract/PO $0,00 Prorated $320,00 $320,00 $0,00 $0,00 $320,00
2 Contract Execution $0,00 Prorated $207.590,00 $207.590,00 $0,00 $0,00 $207.590,00
2.1 Invoice Approval $0,00 Prorated $800,00 $800,00 $0,00 $0,00 $800,00
2.2 Payment $0,00 Prorated $206.790,00 $206.790,00 $0,00 $0,00 $206.790,00
3 Delivery $0,00 Prorated $2.640,00 $2.640,00 $0,00 $0,00 $2.640,00
3.1 Deliver Product $0,00 Prorated $2.240,00 $2.240,00 $0,00 $0,00 $2.240,00
3.3 Final Inspection $0,00 Prorated $320,00 $320,00 $0,00 $0,00 $320,00
3.4 Product License Agreement $0,00 Prorated $80,00 $80,00 $0,00 $0,00 $80,00
4 Project Closing $200,00 Prorated $1.320,00 $1.320,00 $0,00 $0,00 $1.320,00
4.1 ITS Training $0,00 Prorated $480,00 $480,00 $0,00 $0,00 $480,00
4.2 Project Team Review $0,00 Prorated $320,00 $320,00 $0,00 $0,00 $320,00
4.3 Documentation $0,00 Prorated $160,00 $160,00 $0,00 $0,00 $160,00
4.4 Account and Project Closing $0,00 Prorated $160,00 $160,00 $0,00 $0,00 $160,00
39
REFERNCES LIST
1. us, D. (2019). Design for Environment. Retrieved from
https://www.dell.com/learn/us/en/uscorp1/corp-comm/cr-earth-environmental-
faqs
1. Our operations | HP Environment | HP® Official Site. (2019). Retrieved from

https://www8.hp.com/us/en/hp-information/environment/operations-index.html
40

FINAL Project Management Silver Project Management 2 PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FINAL Project Management Silver Project Management 2 PDF

Uploaded by

Copyright:

Available Formats

RMIT Hardware Procurement

Silver Fox Project Management

RMIT Hardware Procurement

1| Project Scope Statement 5

9.2 Risk Assessment 25

1| Project Scope Statement

1.2 Project Deliverables

RMIT Contract signed August 12th, 2019

1.4 Technical Requirements

1.5 Limits and Exclusions

2. 3D Printers are limited to a one-year warranty from manufacturer.

Payment & Penalty

2| Project Priority Matrix

3.1 3D Printer Selection

Yes ✓ Minimum 4.5” LCD X No

17 X 25.4 X15.2 cm ✓ Maximum build area ✓ 22.3 x 22.3 x 20.5 cm

Yes ✓ Wi-Fi Connection ✓ Yes

Close frame ✓ High product safety ✓ Semi-closed frame

Yes ✓ Low noise level ✓ 50 dBA

1 year ✓ Warranty ✓ 1 year

Other Technical Specifications:

3.1.1 3D Printer Descriptions

3.1.2 3D Printer Selection

HP ZBook Studio x360 G5

8th Generation Intel® ✓ 7th Generation ✓ Intel® Core™ i7-8850H

1TB ✓ 1TB Storage ✓ 2TB

Windows 10 Home ✓ Windows 10 ✓ Windows 10 Home

15.6” ✓ 15.6” Screen ✓ 15.6”

Yes ✓ Touch screen ✓ Yes

Yes ✓ Keyboard ✓ Yes

Wireless ✓ Mouse ✓ Wireless

Yes ✓ Wi-Fi Connection ✓ Yes

3 years, 1-Year Battery ✓ Warranty ✓ 2Years, 1-Year Battery

Strong performance Known best for Gorgeous 4K

3.2.1 3D Laptop Descriptions

3.2.2 Laptop Selection

4| Work Breakdown Structure

1.0 RMIT Hardware Procurement Project

5| Work Breakdown Structure (WBS) Dictionary

1.1.1.2 Collect Commercial List commercial requirements of hardware and software

1.1.2.2 Send RFP to Vendors Send out RFP to vendors shortlisted

1.2.5 Payment Client sends payment through agreed payment method

1.3 Delivery Vendors deliver specified quantity of goods by date

6.2 Estimate of Activity Durations

WBS Task Name Duration Predecessors

S Product License Agreement 1 day Q

6.3 Project Schedule

A detailed project schedule can be found in Appendix B.

Table below is an overview of the milestones in this project,

May June July August September

7| Staffing, Resource Allocation and Budget

7.2 Responsibility Matrix

Resources Chittesh Salma Melanie Vince

Collect Technical Requirements R R

Collect Proposal from Vendors R

7.3 Resource Status

7.4 Budget Plan

7.5 Cash Flow

8| Stakeholder Identification and Strategy

Stakeholder Stakeholder interest Assessment of Potential strategies for

Stakeholder Strategy Mapping

Stakeholder Stakeholder Assessment of Potential strategies

8.2 Stakeholder Strategy