MAN2172 Planning The Project

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MAN2172 Planning The Project

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MAN2172 Planning The Project

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Course Code: MAN2172
University: Edith Cowan University

MyAssignmentHelp.com is not sponsored or endorsed by this college or university

Country: Australia

Question:
You are to plan a weeks festival at a new entertainment venue at the ECU entertainment venue. 

Does not demonstrate selection of suppliers, contractual considerations or performance reporting
Demonstrates selection of suppliers, contractual considerations or performance reporting

Answer:

The procurement plan for Techvision 2.0.
This section defines the items that need to be procured. Along with that this section also provides the justification for the same like why particular item is selected, what is the justification behind that. As these are termed to be the most important for the project plan and the overall project success, these items are also assigned with a timeframe within which the items or the service has to be delivered (Matthews 2013). This timeframe will be applicable to each and every vendor assigned to the project through the contracts.

Item/Service

Justification

Needed By

Item A

Food

Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)

Item B

Stage decoration

3 days before the event (05.11.2018)

Item D

Hiring the musician

From 14.11.2018 to 17.11.2018

Item E

Safety measurement

Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)

Item F

Waste management

Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)

Type of Contract to be used
Although there are various types of contract used for various procurement plan like firm-fixed price, time and materials (T&M), cost-reimbursable, and others, it depends on the types of project and the procurement plan associated with it (Paulus, Lester & Dempster 2013). In this context, firm-fixed price contract will be used as the product and the service required for the entertainment project, is well defined and hence there is no requirement for research and development effort.

Risk Name & Description
 

Current Controls
 

Impacts
 

Risk Assessment

Likelihood

Consequence

Risk Rating

 

Insufficient funding

none

Delays to purchasing

Possible

 Major

High

Delay in contract

None

Delays to project schedule

Possible

Major

High

Variation in price

None

Variation in project budget

Not possible

Major

High

No of Vendor not sufficient

None

variation in project scope

Possible

Major  

High

Procurement Risk Management

Risk Name & Description
 

Risk mitigation
 

Insufficient funding

Only after the funding is raised through sponsorship ,  advertisement and college fund the project will be initiated

Delay in contract

The contract will be invited in advance so that if delay occurs it does not affect the project schedule and it can be modified accordingly

Variation in price

The vendors who will offer firm-fixed price will only be considered for allocation of the contract

No of Vendor not sufficient

The bid for the contract will only be invited if the number of vendors are sufficient. Otherwise the contract for the event will be awarded to some popular vendor chosen online in the best price possible if enough vendors are not arranged for organizing the bid (Seawright, 2016).

Cost Determination
This section identifies the selection criteria for the vendors with reference to the cost determination. Vendors will participate in the Bid organized by ECU and they will submit the bid with the price quotation. Then the cost will be determined in response to the quote. However the quote for the price has to be provided in firm-fixed price basis only and no variation will be entertained in the price after the bid is submitted by the vendor with the price quotation.
Standardized Procurement Documentation
In order to prepare the procurement document which basically design the contract form for the vendor to follow will be done with proper standardization. Now these documents are considered for different applications (Vinik, Casellini & Nevoret, 2016). The documents standard that will be followed in the context are the following:
 

Document type

Application of the documents

Request for proposal or RFP

Invitation for suppliers

Request for information

Discussion with the potential bidders

Request for quotation

Selection of successful bidders in terms of price only

Solicitations

Invitation for bids, proposal and quotes

Contracts

Signed agreement between the client and  suppliers after the products are supplied to clients

Procurement Constraints
This section defines the constraints that is likely to be associated with the procurement procedure. Hence these serve as an integral part of the project’s procurement management process (Larson & Gray 2015). The project constrains are identified bellow in details

Constraints

Requirement

schedule

The project has to be finished as per the schedule as variation in the schedule will not only delay the project, it will actually make it impossible to implement the whole project implementation

Cost

The project does not have the scope to allow variation in the cost either as the project have to be implemented in the assigned budget

Scope

A variation in the scope will require the whole process to redesign which is not permitted by the schedule or the cost (McNeil,  Frey & Embrechts 2015)

Resources

The project need to be executed with the resource available and arrangement of newer resource after the schedule and budget is prepared is not permitted  

Technology

The project has to be design with the available technology as employment of newer and sophisticated technology for the event will increase the cost

buyer/seller relationships

Byer/seller relationship has to be defined right before the bid for the project is arranged and this also needs to be confirmed once the contract is offered to a particular vendor. A proper buyer/seller relationships will help to ensure that there is little to no variation in the project cost and investment

Contract Approval Process
The contract will be approved through various process (Paulus, Lester, & Dempster 2013):

First vendors will be invited
Vendors have to submit required document such as address proof, service experience
Vendors will provide quote for pricing
The quote for the pricing will be reviewed whether it is firm-fixed or variable
Quotes for pricing which considers variable pricing will not be considered for the contract
Contract will be offered to the vendors who quote firm-fixed priced after all the required documents for the contract are reviewed by the contract review board

Decision Criteria
The contract will be offered to vendors based on certain criteria. These will serve as the decision criteria for the organization to decide what contract to be distributed and to which vendor (Sadgrove 2016). The contract will be awarded to the vendors based on the following criteria:

The first criteria to offer the contract is the experience of the vendor. The vendors has to submit the required documents as asked by the review board. The vendor has to submit those documents as per the requirement. Any violation in the document or claim made about the experience without proper documentation will not be allowed and the vendor in that case will not be allowed to obtain the contract (Burtonshaw-Gunn 2017).
The next and one of the most important criteria is to review the price of the contact and the price quoted by the vendor for the bid. If the vendor does not accept firm-fixed contract type for claiming the price then the vendor will not be considered for the contract and will be offered to the other deserving vendor who aggress to the contract type set by the authorities of  ECU and the contract review board
Vendors who aggress to the provided requirement for the contract but denied to provide any written documentation for the proof will not be considered for offering the contract as well
The offer will only be made and the contract will be provided to the vendor who meets all the criteria specified for the project

Stakeholder Name(s)

Role

Stakeholder Information Requirements

Timeframe / Frequency/Trigger

 

Sponsors

Receive written project updates

Monthly

Provide input to requirements

Prior to completion of significant project milestone / functionality (as directed by Responsible Manager)

Receive demos and provide feedback

Upon completion of significant project milestone / functionality (as directed by Responsible Manager)

 

Project Management

Receive update on project progress

Weekly and ad hoc as needed

Provide updated schedule to team members

Weekly

Direct communications with tech team

Ad hoc as needed

 

Responsible Manager

Receive update on project progress

Weekly and ad hoc as needed

Provide input to requirements

Weekly and ad hoc as needed

Direct communications with tech team

Weekly and ad hoc as needed

 

Tech Team Members (SA, Developers, BA, QA, BA Backup and support)

Provide and receive updates on project progress

Weekly

Direct communications with tech team

Weekly and ad hoc as needed

 

Security (Security Advisor, ISSO)

Provide and receive updates on project progress

Weekly

Direct communications with tech team

Weekly and ad hoc as needed

 

System Owner

Receive written project updates

Monthly and ad hoc as requested

Provide input to requirements

Prior to completion of significant project milestone / functionality (as directed by Responsible Manager)

Receive demos and provide feedback

After completion of significant project milestone / functionality (as directed by Responsible Manager)

 

User Representatives

Receive update on project progress

Weekly and ad hoc as needed

Provide input to requirements

Weekly and ad hoc as needed

 

Records Management Section

Provide and receive updates on project progress

Weekly

Direct communications with tech team

Weekly and ad hoc as needed

 

ADA/508

Provide and receive updates on project progress

Weekly

Direct communications with tech team

Weekly and ad hoc as needed

The HRM management plan has been developed for the successful implementation and management of the event project of the Techviosn 2.0, an extravagant entertainment program arranged the campus of ECU. This event will be held for two weeks. The plan has been developed for the program to manage the human resources related to the project effectively and successfully in order to ensure that the project is implemented efficiently (Andow, 2016).
This plan includes information regarding the following topics:
Roles and responsibilities assigned to each of team members which will be standard  throughout the project
Organization charts related to the project
Staffing management plan to include:
Process of  resources acquisition    
Timeline for resources/skill sets
Training for skills development
Process for designing performance reviews
Recognition and rewards system
Listed below are the roles and responsibilities for the Techviosn 2.0 project team:
Senior Project Director

Plans, directs as well as  supervises the overall project
Accountable for managing the resource allocation
Maintains accountability for the management of all resources assigned to the project
Coordinate between the project,  Project Sponsor and the Steering Committee

Quality Manager
Accountable for managing the following aspect of the project (Burtonshaw-Gunn 2017)

product and process quality activities
requirements management traceability matrix
adherence of process and product activities to standards and plans

  Implementation Lead
  Accountable for managing the following aspect of the project

portion related to the project implementation
Provides implementation management leadership through planning, organizing, coordinating, and monitoring implementation activities

Application Support Lead 
Accountable for managing the following aspect of the project

Review and coordination of the change request process
sessions related to the application design
application support
quality control of the consultant services

Operations Lead 
Accountable for managing the following aspect of the project

Coordinates and oversees the operations of the new system coordination and review
Monitors contractor management of operations
resolution of  problems related to operations support

Project Stakeholders Roles & Responsibilities
Listed below are the roles and responsibilities for the Techviosn 2.0 project stakeholders:
Project Sponsor
 Need to consider the following roles (Burtonshaw-Gunn 2017):

Provides vision, direction, and policy leadership
Provides assistance to deal with project barrier and provide support for change management initiatives
Participates in the Steering Committee, and provides support to this group as needed
Complete authority on the project  
Responsible for ensuring achievement of project deliverables and functionality

Steering Committee

Acts as the Project stakeholders group
Responsible for providing  high-level project direction, receives project status updates
Responsible for addressing and resolving issues, risks, or change requests

Independent Verification and Validation (IV&V)

Responsible for providing an independent, technical review
Responsible for verification of project deliverables
Responsible for reviewing and assuring the quality of the deliverable for the project

Department of Finance & Administration Representative

Provides oversight
Approve funding for the projects

Roles

Infrastructure Preparation

Requirements Gathering

Design

Configuration
Development

Implementation Software Testing

Conduct Training

Stakeholder
Communication Management

Senior Project Director

A

A

R

R

C

C

I

Quality Manager

 

A

R

C

 

C

I

Technical Lead

 

A

R

 

 

 

 

Implementation Lead

I

A

R

C

 

I

I

Application Support Lead

 

A

C

R

 

I

I

Project Sponsor

C

C

C

I

I

I

I

Steering Committee

I

I

I

I

C

C

A

IV& V

C

C

C

C

C

I

I

Agency Subject Matter Experts

 

R

 

I

C

 

 

Key:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
Responsible persons

The Project Director
Executive Sponsor

Role and responsibility

Need to make negotiation with functional and department managers
Review and resource assignment  

Vendor/State Partnering Approach
Although vendors are an important part of the project and certain roles and responsibility for project, the ECU representative will have the authority for the overall review and be responsible for making approval for the work done by the vendors as per the requirement of the projects.  
Project Team Training
Staff Training
When new staff joins the project, the Senior Project Director (or delegated project staff) will provide a project orientation.  The orientation should include discussions related to the following topics (Burtonshaw-Gunn 2017):

Project Background
Project Current Status
Job Duties specific to the project along with job Expectations
Facility and Infrastructure Overview
Project Processes Overview which include time reporting, attendance and status of  meetings

Performance Reviews
In order to appreciate the wok, the functional manager will be assigned the role of reviewing the performance of the work of the individual team members based on certain activities such as project execution, project coordination and team collaboration and communication.  
Recognition and Rewards
No monetary rewards will be provided as it is not included in the project scope.  Suggested Rewards:

After the Project is completed , success of each team member will be celebrated
A certificate of thanks will be provided to the team member who has completed the assigned role with perfection.  The certificate will be provided by Executive Sponsor.

Proposal evaluation

Criteria

Weighting

Proposal 1

Proposal 2

Proposal 3

 

 

Score

Total

Score

Total

Score

Total

Price

50%

5

2.5

4

2

3

1.5

Relevant Experience

10%

4

0.4

3

0.3

4

0.4

Compliance with RFQ – Technical

10%

4

0.4

3

0.3

3

0.3

Compliance with RFQ – Commercial T&C’s

5%

4

0.2

1

0.05

4

0.2

Conforms to Industry stds (ISO and product)

10%

4

0.4

4

0.4

2

0.2

PM Capability

15%

5

0.75

4

0.6

5

0.75

(Resource availability and skill sets)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Totals

100%

 

4.65

 

3.65

 

3.35

References:
Andow, J. (2016). Project procurement strategy. Philosophical psychology, 29(8), 1128-1141.
Burtonshaw-Gunn, S. A. (2017). Risk and financial management in project. Routledge.
Cagliano, A. C., Grimaldi, S., & Rafele, C. (2015). Choosing project procurement risk management techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.
Cooper, D., Bosnich, P., Grey, S., Purdy, G., Raymond, G., Walker, P., & Wood, M. (2014). Project Risk MaNgement Guidelines: MaNging Risk with ISO 31000 and IEC 62198. Wiley Global Education.
Lam, J. (2014). Enterprise risk management: from incentives to controls. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Matthews, K. (2013). Risk management and managerial efficiency in project: A network DEA framework. Omega, 41(2), 207-215.
McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative project communication: Concepts, Techniques and Tools-revised edition. Princeton university press.
Paulus, T., Lester, J., & Dempster, P. (2013).  Tools for project communication. Sage.
Sadgrove, K. (2016). The complete guide to project risk management. Routledge.
Seawright, J. (2016). Multi-method social science: Combining human resource strategy in the project management. Cambridge University Press.
Serpella, A. F., Ferrada, X., Howard, R., & Rubio, L. (2014).  Procure Risk management in construction projects: a knowledge-based approach. Procedia-Social and Behavioral Sciences, 119, 653-662.
Vinik, A. I., Casellini, C., & Nevoret, M. L. (2016). Alternative quantitative tools in project management. In International review of project execution (Vol. 127, pp. 235-285). Academic Press.

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