INFS6030 Project Management in Practice
INFS6030 Project Management in Practice
Group Assignment 1
Submitted: 8th April 2013
Prepared by:
Table of Contents
Scope Management
The scope of the CMR project has never been clearly defined and documented. This has resulted in various changes initiated and implemented during the project execution, which are to realign the project scope with the user and industrial requirements. However, they were never resolved to their satisfaction. To mitigate this, Customs could utilize PMBOK to breakdown the scope management to proper plan and define the scope for the CMR project, which they have been trying to do after the project kickoff, e.g.: actively engage industry and resolve the concerns and issues from industry.
Additionally, Customs has failed to provide strategy to verify the outcomes and milestones achieved by the project. This has resulted in no proper testing plan, methodology and execution against the project and its releases. This could be mitigated by developing scope verification process during the scope management via setting up corresponding acceptance KPIs.
In the end, Customs has failed to do the project scope control, which led to its overrun of budget and prolonged project duration. This severely impacts the time and cost management.
Time Management
Given the wide scope and the complexity of the project, the deadline of the implementation of ICS was 10 July 2003, and 12 October 2005 for CMR was unrealistic. Therefore, potential delays of the project was foreseeable and time buffers in this case, was necessary as the quality and functionality of this project is crucial to the Customs’ operations, otherwise the scope of the project should be adjusted to fit in the timeframe.
The Customs should also estimate the activity resources and activity duration as accurate as possible since finishing on time was important under new
Group Assignment 1
Submitted: 8th April 2013
Prepared by:
Table of Contents
Scope Management
The scope of the CMR project has never been clearly defined and documented. This has resulted in various changes initiated and implemented during the project execution, which are to realign the project scope with the user and industrial requirements. However, they were never resolved to their satisfaction. To mitigate this, Customs could utilize PMBOK to breakdown the scope management to proper plan and define the scope for the CMR project, which they have been trying to do after the project kickoff, e.g.: actively engage industry and resolve the concerns and issues from industry.
Additionally, Customs has failed to provide strategy to verify the outcomes and milestones achieved by the project. This has resulted in no proper testing plan, methodology and execution against the project and its releases. This could be mitigated by developing scope verification process during the scope management via setting up corresponding acceptance KPIs.
In the end, Customs has failed to do the project scope control, which led to its overrun of budget and prolonged project duration. This severely impacts the time and cost management.
Time Management
Given the wide scope and the complexity of the project, the deadline of the implementation of ICS was 10 July 2003, and 12 October 2005 for CMR was unrealistic. Therefore, potential delays of the project was foreseeable and time buffers in this case, was necessary as the quality and functionality of this project is crucial to the Customs’ operations, otherwise the scope of the project should be adjusted to fit in the timeframe.
The Customs should also estimate the activity resources and activity duration as accurate as possible since finishing on time was important under new