e-procurement system
DESCRIPTION
Project Management Plan for E-Procurement and Dashboard Analysis System prepared by MSc IT Student UiTM Shah AlamTRANSCRIPT
“E-PROCUREMENT AND DASHBOARD ANALYSIS SYSTEM”
IMPLEMENTATION IN KHAZANAH SDN BHD
From: Antaraa Sdn Bhd (210378-U)
“E-PROCUREMENT AND DASHBOARD ANALYSIS SYSTEM”
Mohd Khairi Bin Ismayuddin(2011350707)
Mohamad Nazreen Bin Tahir(2011923225)
Noor Aishah Binti Jamaludin (2012987807)
Nurulaini Binti Shariffudin(2011780233)
table of contents
1.0 - INTRODUCTION2.0- SUMMARY OF PROJECT CHARTER
3.0- SCOPE MANAGEMENT4.0- SCHEDULE / TIME MANAGEMENT
5.0- COST AND BUDGET MANAGEMENT
6.0- RESOURCE MANAGEMENT7.0- COMMUNICATION MANAGEMENT
8.0- QUALITY MANAGEMENT9.0- CHANGE MANAGEMENT
10.0- RISK MANAGEMENT
Antaraa Sdn Bhd (210378-U)
1.0 -introducti
on
1.0 - introduction
Antaraa Sdn Bhd (210378-U)
This Project Management Plan is being prepared for Khazanah Sdn Bhd
The purpose of the Project Management Plan• A detailed written overview of this projects.• It includes information related to staffing, budgets, time lines, deadlines,
goals and measurements.• Helps to keep the project on track and on budget
2.0 -summary of project
charter
2.0 - summary of project charter•Khazanah Sdn Bhd (KSB) is in the midst of implementing the new process design and solution development to close and resolve existing issue on the procurement, reporting and forecasting issues.
•This business charter will help KSB to identify the best partner in assisting KSB to refine the processes, identify the necessary technical solutions and to design, develop and implement the required solution.
Antaraa Sdn Bhd (210378-U)
Antaraa Sdn Bhd (210378-U)
PROJECT NAME
1. Procurement (Tenderwizard)
a. A comprehensive paperless eProcurement system, encompassing:i. eBidding ii. eTenderingiii. eAuctioniv. Catalogue Management v. E-Vendor Management
2.0 - summary of project charter
Antaraa Sdn Bhd (210378-U)
PROJECT NAME
2. Dashboard & Analysis Tool (Integrated Organizational Intelligence)
i. Decision makers have great difficulty in getting consistent and accurate information. Growing organizations are now waking up to the need to convert information to knowledge and knowledge to action to achieve their corporate goals and provide a single version of truth to their decision makers.
2.0 - summary of project charter
Antaraa Sdn Bhd (210378-U)
PROJECT BACKGROUND
• Khazanah Sdn Bhd (KSB) is in the midst of implementing the new process design and solution development to close and resolve existing issue on the procurement business process with its objectives to:
i. To reduce a minimal of 40% cost reduction and processing lead timeii. Facilitate procurement process by providing 90-95% auto approval /
recommendation processing based on agreed criteria
2.0 - summary of project charter
Antaraa Sdn Bhd (210378-U)
PROJECT SIGNIFICANCEi. Efficient distribution of Zakat to the recipients through better deliverable of goods and
services.ii. Leverage on ICT to elevate the wellbeing and financial status of Asnaf• Reduce process time and cost• Offline mobility to proactively deliver goods and services• Data to monitor pattern of needs and usage of Asnaf, to measure effectiveness of
strategies and forecast future procurement for Virtual Warehousing purpose iii. Productivity gain to facilitate value-adding activities• Automation to replace some manual processes• Get the data right from the source• Retrieve data and convert information into knowledge• Extended data analysis (trend analysis, forecasting etc.)
2.0 - summary of project charter
3.0 -scope management
3.0 – scope managementSCOPE STATEMENT
The scope of this project is to plan, analyze, design, develop, implement, test and commission an effective and systematic web based procurement (Tenderwizard) application system for KBS within the duration of 113 days with the following sub modules :
i. eBidding ii. eTenderingiii. eAuctioniv. Catalogue Management v. E-Vendor Management
The following are deliverables out of scope for this project:vi. Hardware to host the systemvii. Data cleaning and inserted of the previously published tender information. KBS will starts
publishing the new information tenders once the system goes live.
3.0 – scope managementWBS & DELIVERABLES
(PLEASE REFER NEXT SLIDE)
Task Name Duration(Weeks)
Deliverables
Cosmetic Setup 2 weeks System Up and ready to useFinalize front page look and template
User Requirement Study 3 weeks Creation of user id’s to access the system
Identify users to the systemUser Training & Vendor training
6 weeksRedefine associated roles to the system
Familiarization with system Vendors May begin to register to system
Floating mock tenders/ quotations
System Touchup 2 weeks SYSTEM LIVE
Final system run through with users
System clean up
Antaraa Solutions Sdn. Bhd. to provide onsite and offsite support
2 weeks System contract to be signed and system access rights to be handed over to agency
Total Weeks 16 weeks
3.0 – scope managementSCOPE CHANGE CONTROL
• Managing actual changes to the system• To ensure that any changes to the project’s scope will be
beneficial. • A scope change procedure will include a scope change request
form and request log.• Scope control procedures also allow the project team to stay
focused and on track and does not have to perform unnecessary work.
4.0 -schedule & time
management
4.0 – schedule & time managementGANTT CHART & NETWORK
DIAGRAM
• Project Schedule (Gantt Chart)Refer to Appendix
• Project Network DiagramRefer to Appendix
5.0 -cost/ budget
management
5.0 – cost/ budget managementCONSULTATION & SERVICES
CONSULTANT & SERVICES BY ANTARAA
Consultation and
Services
Rate per hour * No. of
hour per day*Days
work
TOTAL
• Project Manager RM84*3*100 25,200• Change Management RM40*4*100 16,000• Functional Team Leader RM52*5*90 23,400• Application/ Training/ Testing (RM30*5*100)*2 30,000• Technology/ Infrastructure Team Leader RM52*5*50 13,000• Data Migration/Integration Team Leader RM34*5*70 11,900
TOTAL AMOUNT RM119,500
5.0 – cost/ budget managementTRANSACTION CHARGES BASED ON A (SAAS) MODULE
TOTAL
Shared Environment Annual Registration Charges With Tenderwizard website (Per Vendor/Supplier/ Contractor)
RM 150 Per Year * 100 RM 15,000.00
Tender Document Fees / Form
• (Sale Of Tender Documents)
NA
Tender / Quotation / Direct Purchases
• Processing Fee On Successful Bidder / Awarded Bidder
0.8% of awarded project value
(UP TO A CAP OF 1.2 MILLION RINGGIT)
• PKI Server Certificate License (https) • RM1,500 / Per Domain (Per year) RM1,500.00
TOTAL AMOUNT RM16,150.00
5.0 – cost/ budget managementDASHBOARD ANALYSIS
A. Dashboard, Forecasting and Business Intelligence AMOUNT
BI Dashboard - 10 users
One Time Set Up fee (as per consultation fee)
Yearly License fee RM50,000 RM50,000.00
TOTAL AMOUNT RM50,000.00
5.0 – cost/ budget managementTRAINING
ITEM PRICE AMOUNT
Venue RM2500 * 4 RM10,000.00
Training Material RM50 * 100 RM5,000.00
Food & Beverages RM20 * 100 RM2,000.00
Trainer RM2750 * 4 RM11,000.00
Miscellaneous RM500 * 4 RM2,000.00
TOTAL AMOUNT RM30,000.00
Training will be provided for 4 sessions which will accommodate 25 persons for each session.
5.0 – cost/ budget managementITEM HOSTED BY ANTARAA
ITEMS HOSTED BY ANTARAA
Tenderwizard Application Software
Tenderwizard User Licenses • Unlimited
Hardware
• 2 x Servers Application & Database
• Network Equipment Routers, Firewall, etc.
• PKI Device (Client USB token) Vendor
System Software • O/S Linux
• Database PostGres
Bandwidth
• Dedicated Bandwidth 512 Kbps- 1.0 Mbps
5.0 – cost/ budget managementOVERALL TOTAL COST
ITEM AMOUNT
Consultation and Services RM119,500.00
SASS Module RM16,150.00
Dashboard Analysis RM50,000.00
Training RM30,000.00
TOTAL AMOUNT RM215,650.00
(RM215,650.00)
6.0 -resource
management
6.0 – resource managementPOST SUPPORT EXPERIENCES
No System/Project Client Support and Maintenance Timeline
Start Date End Date WarrantyPeriod
1 eCampus System Kolej Islam Pahang Sultan Ahmad Shah (KIPSAS)
4/06/2013 3/06/2014 1 year
2 eCampus System Johor Skills Development Centre (PUSPATRI)
30/01/2013 29/01/2014 1 year
3 Portal e-Cost Malaysian Palm Oil Board(MPOB) 29/06/2011 28/06/2012 1 year
4 e-Labour System 13/10/2010 12/10/2011 1 year5 Biodiesel Survey System 24/01/2011 23/01/2012 1 year
6 Dynamic Portal-MPOB 27/09/2011 26/09/2012 1 year7 BooksOnline System Penerbit UTMPress 01/10/2009 01/10/2010 1 year
8 Support & Maintenance for MyNODC Portal
NOD Directorate, MOSTI 19/11/2012 31/12/2012 1 month
6.0 – resource managementPROJECT KEY TEAM MEMBERS
Project Key Team Members
Project Manager Mohd Khairi Bin Ismayuddin
Change Management Team Leader Mohamad Nazreen bin Tahir
Functional Team Leader Nurulaini Shariffudin
Functional Team (Application/ Testing) Razman Md Zaki Elisabrina Idris
Technology / Infrastructure Team Leader Noor Aishah Binti Jamaludin
Data Conversion/Migration/Integration Team Leader
Syed Ahmad Najmi
Maintenance & Support/ Helpdesk Sothy Sundara Raju
6.0 – resource managementPROJECT ORG STRUCTURE
(refer next slide)
Steering Committee
Technical Committee
Project ManagerKSB (1)
ANTARAA (1)
Change Management TeamKSB (*)
ANTARAA (1)ANTARAA (1)
Functional Team LeaderKSB (1)
ANTARAA (1)
Functional Team (Application & Testing)KSB (*)
ANTARAA (2)
Technology / Infrastructure Team Leader KSB (1)
ANTARAA (1)
Maintenance & Support/ Helpdesk KSB (*)
ANTARAA (1)
Data Migration & IntegrationKSB (*)
ANTARAA (1)
Project Management OfficeKSB (*)
ANTARAA (1)
6.0 – resource managementTEAM COMPOSITION &
QUALIFICATION
(refer next slide)
NO. NAME POSITION IN THIS PROJECT QUALIFICATION AREA OF EXPERTISE EXPERIENCE IN ICT
EXPERIENCE OF SIMILAR SCOPE
1. Mohd Khairi Bin Ismayuddin
Senior Project Manager Bachelor of Information Technology (Multimedia
Systems), MMU
Senior Project Manager 7 Y
2. Mohamad Nazreen Tahir
Configuration/ Change Management Team Leader
Degree in Industrial Management, UNISEL
Change Management 5 Y
3. Nurulaini Shariffudin
Functional Team Leader-(Application) IT Solution
Architect
B.Sc. Computer Science and Mathematics,Universite de
Montpellier Montpellier, France
IT Solution Architect 5 Y
4. Elisabrina Idris (Application) Overall Software Expertise
Bachelor in Computer Science, UM
Software Expertise 6 Y
5. Razman Md Zaki
(Application) .Net Bachelor in Information Technology, Uniten
.Net Expertise 8 Y
6. Syed Ahmad Najmi
Cross Platform Integration Bachelor of Science in Mathematics, University of
Calcutta
Cross Platform Integration 7 Y
7. Noor Aishah Binti Jamaludin
Technical, Infrastructure and Architecture Leader
CCIE, MBA, Uni. of Southern Queensland, Diploma in Electronic Engineering
Data Centre and Network Consultant
13 Y
8. Sothy Sundara Raju
Maintenance & Support/ Helpdesk (AVP, Operation and
Support Office)
Bachelor in IT, Unitar Infrastructure, support and maintenance
8 Y
6.0 – resource managementRESOURCE REQUIRED
Facilities
Room / workplace A room needed is a workplace for the development team to do their work. The room which occupied with air-conditioner, a round table for meeting and a section for the developers to stationed their computers. In addition, the team also need the workplace complete with the basic furniture such as table, partition, rack and a special room for a server. In addition, other equipment needed as below: • Storage area of materials • Location and storage of equipment • Lounge and toilets for team members in the office area
Furniture Furniture needed is as follows:
• 1 Round Table with chairs • Partition including the basic furniture example table and chair for 5 staff • 5 Computer table • Rack for printer scanner • Cupboard for the files • 1 whiteboard • 1 magnetic boar
7.0 -communication
management
7.0 – communication managementPURPOSE
The Communication Management Plan defines the processes required to ensure timely and appropriate identification, collection, distribution, storage, retrieval, and disposition of project information to the project team, stakeholders, Project Sponsor, and Executive Sponsor
7.0 – communication managementSTAKEHOLDER COMMUNICATION
REQ.Stakeholder Group
Communication Items Purpose
Steering Committee
Schedule updates, status reports, and change control logs
Update agency management on project progress and issues.
Provide project performance information (cost, schedule, and quality) and risk information for decision making purposes.
Provide summary information regarding proposed project changes.
Project Manager Quarterly project updates, SDLC artifacts
Provide clients with information regarding project performance, cost, and schedule, risk, and SDLC compliance.
Project Team Project Announcements Communicate new information about project status, activities, and issues.
7.0 – communication managementINFO COLLECTION &
RESPONSIBILITYCommunication Items
Data Sources (frequency of data collection) Dissemination Responsibility
Schedule updates, status reports, and change control logs
Project team individual status reports (weekly from all team members)
Project schedule (Microsoft Project Plan) updates (weekly from Project Manager)
Verbal progress reports (weekly from all team members) Change control requests (as identified by the Project Manager)
Project Manager and Team Member
Quarterly project updates, SDLC artifacts
Project status reports (weekly from the Project Manager) Project schedule (Microsoft Project Plan) updates (weekly from the
Project Manager)
Project Manager
Project announcements
Project Manager (as needed) Project Manager
7.0 – communication managementDISTRIBUTION CHANNEL
Communication Item Distribution Channel
Quarterly project updates, SDLC artifacts
Email Collaboration Site
Project announcements Email Collaboration Site Instant Messaging
Schedule updates, status reports, and change control logs
Email Collaboration Site Group Status Meetings
7.0 – communication managementPROJECT MEETING SCHEDULE
(refer next slide)
7.0 – communication managementPROJECT MEETING SCHEDULE
Communication Target Audience Purpose FrequencyProject Kick-off Meeting
All stakeholders Communicate the project plan, and confirm project roles and responsibilities.
On the project start date
Team Meeting Project team members Review detailed project schedule, tasks, assignments, issues, risks, and action items.
Weekly
Project Sponsor or Steering Committee Meeting
Project Sponsor or Steering Committee
Update the Project Sponsor or Steering Committee on the project status, budget, critical issues, and change requests.
Monthly or as necessary to address significant project issues and/or decisions
Lessons Learned Meeting
All stakeholders Capture lessons learned that may benefit future project work and/or other projects.
Upon completion of major project activities and during Post Implementation Review
Portfolio Review Meeting
PMO Ensure mutual understanding of objectives.Monitor the overall project plans and intended expenditures.Improve analysis of cost, scope, and schedule.Acknowledge successful completions.Flag any anticipated issues.Include the Project Management Office (PMO) Project Manager in project update meetings.Report formally to PMO on project progress.
Biannually (at minimum)
8.0 -quality
management
8.0 – quality managementINTRODUCTION
• The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery that is acceptable with level of quality
• Various controls are built in the project work plan at major activities to assure quality:
1. Team walkthroughs and process owner reviews2. Monitoring and Status Reporting3. Internal Control & Security
8.0 – quality managementVERIFICATIO
There are two types of reviews will be conducted during this project for verification purposes:
• Technical reviews – ensure the system will conform to the specified requirements. Two approaches of common technical reviews describe as in below:
Approach Description Walkthrough Review process in which System Analyst and
Programmers to lead through a program or technical design during the progress meeting. Participants may ask questions, make comments or point out errors Inspections Peer reviews among project team in which the key
feature is the use of a checklist to help identify errors or area of improvement
• Management reviews – Compare the project’s actual progress against the baseline project plan
8.0 – quality managementVALIDATION
Validation will be conducted by Project Team with the involvement of Quality Assurance committee
Test DescriptionUnit Testing Unit testing is done at the module level and
focuses on whether specific functions work properly.
Integration Testing focuses on integration with other modulesTesting in the system. It is done after unit testing is
completed. Testing for integration with external party will be conducted as well (i.e. payment gateway)Systems Testing The system is tested as a whole in an operating
environment to verify functionality and fitness for use. May include tests to verify usability, performance, stress, compatibility and documentation.
9.0 -change
management
9.0 – change managementPROCEDURE OF CHANGE
MANAGEMENTStep Description Generate A submitter completes a CR Form and sends the
CR completed form to the Change Manager Log CR The Change Manager enters the CR into the CR Log. Status The CR’s status is updated throughout the CR process
as needed. Evaluate Project personnel review the CR and provide an
CR estimated level of effort to process, and develop a proposed solution for the suggested change
Authorize Approval to move forward with incorporating the suggested change into the project/product
Implement If approved, make the necessary adjustments to carry out the requested change and communicate CR status to the submitter and other stakeholders
Generate CR
Evaluate CR
Authorize CR
Implement CR
Log Updated Status Report Status
9.0 – change managementSAMPLE OF CHANGE MANAGEMENT
FORM
9.0 – change managementEVALUATING & AUTHORIZING CR
In order to evaluate and prioritize a change request, the “priority” and “type” of the change are taken into consideration. The tables below list and define the “priority” and “type” data elements. The third table provides described the project status types as determined by Project Manager
Priority DescriptionHigh Change Request will likely stop the project, move the
project back in terms of budget or timeline, or will
materially affect quality or scope. Medium Change Request will have material effect on project,
has potential to be moved to high category and/or
requires significant resources to manage. Low Change Request is expected to have a moderate effect
on the project, but will require resources to address.
9.0 – change managementTYPE & STATUS CR
Type DescriptionScope Change affecting scopeSchedule Change affecting scheduleCost Change affecting costQuality Change affecting quality
Status DescriptionOpen Entered/Open but not yet approved or assignedWork in Progress CR approved, assigned, and work is progressingIn Review CR work is completed and in final review prior to testingTesting CR work has been reviewed and is being testedClosed CR work is complete, has passed all tests, and updates have been released.
9.0 – change managementCHANGE CONTROL BOARD
A Change Control Board (CCB) is a formally constituted Project Sponsors and Project Champion who responsible for approving or rejecting changes to the project baselines. There will be Business Manager, Project Manager and Technical Lead (System Analyst) representing the provider in CCB group
ROLE NAME DESCRIPTIONProject Sponsors Chairman Evaluate, Make decision
Project Champion CEO Evaluate, Make decision
Project Manager Mohd Khairi Bin Ismayuddin Manage Change Activity,Support CR proposal defense,Manage approved CR execution
Business Manager Zainudin Johari Manage Change Activity, Support CR proposal defense, ensure approved CR execution
System Analyst Nurulaini binti Shariffudin Present CR & defend
9.0 – change managementTRANSFER OF TECHNOLOGY
Transfer of technology (ToT) will be provided to the core IT staff in KSB to manage and evolve the system at the end of the project and after our contractual commitments is fulfilled. As such equipping KSB’s staff with the technology skills will be vital to the long-term sustainability of the system.
10.0 -risk management
plan
10.0 – risk management planINTRODUCTION
Generally Risk Management consists of several phases:
Risk Identification
Risk Analysis
Risk Action Planning
Risk Tracking
Risk Control
10.0 – risk management planSAMPLE TYPICAL ISSUES
Risk Possible Impact Containment Strategy Contingency Plan
The availability of key resources
This applies equally to people and equipment. The possible impact of this is that the implementation go live date may be delayed or there may be a poor implementation with low staff acceptance.
Obtain a commitment from the agencies that resources will be allocated.
There are a number of options that can be used either individually or in combination. The Project Team will address all of these options during the progress meetings. Firstly, apply extra resources to the project. Secondly, resources can be obtained to conduct day-to-day work, while key users can dedicate their time to the project.
Extension of the Scope of the Project
Should the scope of the project extend beyond that originally planned, there is a risk that the project will be delayed and that the projected ‘go live’ date will not be met.
Perform an initial scoping study to ensure that the full scope of the implementation is fully understood and obtain sign-off of this understanding.
Should the scope of the project increase the contingency plan is similar to that of the previous item.
The experience of the project team members.
A thorough understanding of the business requirements of agencies is essential for the success of the implementation. The worst possible outcome from this is a system which is implemented that does not meet the key requirements of the organisation
These requirements should be discussed and approved by the Project Team. The aim is for research document and system prototype should be tested, and presented to key users and approved.
This is essential to an optimum implementation of the project. However our consultants are in a position to structure the key areas of the system in a way, which provides maximum potential flexibility, which will allow changes to the structure in the future.
10.0 – risk management planMAJOR AREA
However the major project area that we need to be cautious and identify is listed as below:• Project Scope of Work Changes• Project Timeline Control• Quality Control• Resources • Vendor Reliance• User Perceptions & Team Effort
Risks will be defined at the Project level. It will be the responsibility of the customer and our Project Managers to address the project risks from milestone to milestone and make sure the respective responsibilities are managed.
THE END
• thanx