RMIT – AMS Project Plan

Weekend Warriors

FIT5057 Project Management

Kunal Sharma 29009626

Shruti Dhawale 29968534
Harsh Priya 29813603
Varun Mathur 28954114
Executive Summary
This document is the project management plan for the “RMIT-Academic Management System”
application. This application proposes to solve the failure of previous academic management system due
to improper implementation of project management techniques.
This report establishes the implementation of project management methodologies which will help in
developing the new academic management system. It begins with introducing the design and scenario of
the software and identifying the various people who are interested in the project along with their impact
or influence on the project. Then we state the scope of the proposed project by identifying the
requirements of the scope and generating the Work Breakdown Structure (WBS). From the WBS, the
schedule baseline and network diagram for the project has been developed. A pictorial presentation of
the network diagram is given along with the critical path.
Furthermore, this report includes the cost management plan which shows the costs in different phases of
project. This report also discusses the communication plan, which will help in transparent communication
within the team and with the vendors for the smooth and efficient communication process. This
document shed the light on the various factors which can be treated as the risks to the project from the
risk management perspective and their risk mitigation strategy.
This report summarizes the methods used for managing a project and signifies the importance of a project
management plan and how it helps in determining the road-map for designing the application.
Table of Contents
Executive Summary ...................................................................................................................................................... 2
Introduction .................................................................................................................................................................. 5
Historical Background ................................................................................................................................................... 5
1. Project Plan Outline .............................................................................................................................................. 6
2. Project Charter ..................................................................................................................................................... 9
2.1. RMIT AMS Project Charter............................................................................................................................ 9
3. Stakeholder Analysis ...........................................................................................................................................11
3.1. Introduction ................................................................................................................................................11
3.2. Assumptions ...............................................................................................................................................11
3.3. Stakeholder Analysis Table .........................................................................................................................11
3.4. Stakeholder Communication Plan ..............................................................................................................13
3.5. Summary .....................................................................................................................................................14
4. Scope Management Plan ....................................................................................................................................15
4.1. Introduction ................................................................................................................................................15
4.2. Scope Requirements ...................................................................................................................................15
4.2.1. Functional Requirements....................................................................................................................15
4.2.2. Non-Functional Requirements............................................................................................................15
4.2.3. Success Factors ...................................................................................................................................15
4.2.4. Constraints ..........................................................................................................................................16
4.2.5. Assumptions .......................................................................................................................................16
4.2.6. Risks ....................................................................................................................................................16
4.2.7. High Level Schedule ............................................................................................................................16
4.3. Scope Statement.........................................................................................................................................16
4.4. Work Break-Down Structure ......................................................................................................................17
4.5. Scope Control and Verification ...................................................................................................................17
4.5.1. Scope Control Process ........................................................................................................................18
4.6. Summary .....................................................................................................................................................18
5. Schedule Baseline ...............................................................................................................................................19
5.1. Introduction ................................................................................................................................................19
5.2. Importance and purpose ............................................................................................................................19
5.3. Consequences .............................................................................................................................................19
5.4. Schedule baseline on a Gantt chart ............................................................................................................19
5.5. Summary .....................................................................................................................................................20
6. Network Diagram................................................................................................................................................21
6.1. Introduction ................................................................................................................................................21
6.4. Summary .....................................................................................................................................................22
7. Cost Management Plan ......................................................................................................................................23
7.1. Introduction ................................................................................................................................................23
 7.2. Importance of Cost Management ..............................................................................................................23
7.3. Costing Methods.........................................................................................................................................23
7.3.1. Function Points ...................................................................................................................................23
7.3.2. WBS Tasks Cost Estimation .................................................................................................................25
7.3.3. Project Cost Baseline ..........................................................................................................................26
7.4. Assumptions ...............................................................................................................................................28
7.5. Summary .....................................................................................................................................................28
8. Risk Register........................................................................................................................................................29
8.1. Introduction ................................................................................................................................................29
8.2. Benefits of Identifying Risks........................................................................................................................29
8.3. Risk Register................................................................................................................................................29
8.4. Legends of Risk Register .............................................................................................................................33
8.4.1. Likelihood............................................................................................................................................33
8.4.2. Risk Matrix ..........................................................................................................................................33
8.5. Assumptions ...............................................................................................................................................33
8.6. Summary .....................................................................................................................................................33
9. Overall Summary ................................................................................................................................................34
10. Weekly Project Team Plan ..............................................................................................................................35
11. References ......................................................................................................................................................36
Introduction
The aim of this report is to define a well-defined project plan for the “RMIT- Academic Management System”. The
focus is to replace the old system with the new system by purchasing the software “Callista Student Management
System” from the vendor “Callista”, then tailor the software according to the requirements of RMIT. This application
will be built with the support of cloud system for regular backups. This application will help the RMIT to provide
students and teacher a one common platform where they will get all the information under one system and this
will in turn improve the performance of everyone who is using the system for performing any tasks.

This system will be incorporating the following functionalities:

• Calculating the tuition fees appropriately.

• Cover the entire student lifecycle from initial enquiries and admission to enrolment, assessment and graduation.
• This system will easily integrate with various other IT systems such as payment-gateways, graduate student
records, student email access and other computer network related access, and research facilities.
• The system will be able to issue Higher Education Contribution (HECs) statements easily.

Historical Background
In 1999, RMIT implemented the consolidated platform AMS system to replace the existing academic system. The
development and implementation of RMIT-AMS was outsourced and it went live in 2001. Since going live, it was
facing lot functional and technical issues which includes problem in fee payments, issuing Higher Education
Contribution (HEC) statements, delay in enrolments, problems in the interface integration between the different
systems of the RMIT. Due to all these issues close to $800000 amount of revenue was not recorded. Close to
$174000 amount of international student debtor was ‘double-counted’.
1. Project Plan Outline
2. Project Charter
2.1. RMIT AMS Project Charter

Description:

The Academic Management System will provide training and education programs to domestic and international
students from different academic levels. This platform will allow students to enrol in a particular course and
schedule timetable. The university will be able to give out offer letters and the student data will be used across
other IT systems like library, payment gateways, graduation records and research facilities.

Project Manager: Lynda Bourne

Project objectives:

The project focuses on the following objectives:

• The AMS will be able to handle the billing and fee structure of the students.
o Maintain domestic and international student records and generate fee structure accordingly.
• The application should be able to interface with other IT systems and research facilities such as the library,
distributed learning system and general ledger.
• Quick processing of student enrolment.
• Issuing documents like offer letters, Higher Education Contribution Statements (HECs) without any delay.

Major Deliverable Schedule:

• Project Management Plan [3 Months]

• Requirement Elicitation [5 Month]
o Functional, non-functional requirements along with the software requirements that include deciding a
third-party vendor to outsource the project.
o Deciding the cloud vendor (AWS / Azure / Google)
• Analysis and Design [7 Months]
• Application Testing [3 Months]
• Implementation [2 Months]
• Testing and Maintenance [2 Months]

Critical Success Factors:

• Meet stakeholder needs

• Continuous communication between the stakeholders and the team.
• Flexible to accommodate new requirements.
• Skilled and experienced team of employees.

Assumptions/Constraints/Risks:

• Assumptions
o Skilled Employees
o Usability of the software is well-defined for all the stakeholders.
o Timely deliverables from Testing and Development Team.

• Constraints
o Business constraints: Cost, Time, Scope, Quality
o Changing legislation
• Risks
 o Changing from the previously appointed outsourcing vendor to a new one.
o No AMS project director

Key Roles and Responsibilities:

• Project Manager: Lynda Bourne

• Project Supervisor: Susan Foster
• Team Leader: Kunal Sharma

Approvals:

Vice Chancellor of RMIT

_____________________

AMS Project Director

______________________
3. Stakeholder Analysis
3.1. Introduction
To simply define, a stakeholder is anybody who can directly or indirectly impact the project. As per the PMBOK
guide (2013), “Project stakeholders are individuals, groups, or organizations who may affect, be affected by, or
perceive themselves to be affected by a decision, activity, or outcome of a project.”

For any given project, the stakeholders are usually one of the following types – project manager, project team,
management, sponsors and customers. This list is broad, but not exhaustive. Of course, there are other
stakeholders, and each project has their own list of stakeholders.

The importance of the stakeholder has always been undermined, which leads to most of the fall-outs between the
organization, or the failure of a project. As per Payne & Watt (2018), if a stakeholder is not happy with the project,
then nobody is happy with the project. The success of a project is in the hands of the stakeholders. Thus, managing
the interests of the stakeholders is a necessity for a successful project.

3.2. Assumptions
• PMBOK is used as the project management methodology.
• There are 5 levels of influence, ranging from 1 to 5 with 1 being the least influential and 5 being the most.
• There are 5 levels of impact level, ranging from 1 to 5 with 1 being the least impact and 5 being the most.

3.3. Stakeholder Analysis Table

The stakeholder analysis table shows all the stakeholders along with their individual impact, influence and
importance in the project, their contribution level, risk level and engagement plans for the project. The first column,
impact, represents the level of impact the project has on the interests of the stakeholders. The next column,
influence, indicates the depth to which the stakeholder can influence the project. The third column, importance,
explains what is important to the stakeholder during the development of the project. The contribution column
elaborates the contribution of the stakeholder in the project. The risk assessment indicates how the stakeholder
can hinder the implementation of the project. The engagement approach describes how to engage the
stakeholders, and its frequency, during the project. For this project, the following stakeholders have been
identified:

1) Project Manager
2) Project Team
3) Sponsor
a) Pro Vice Chancellor
4) Management
a) Steering Committee
b) Operational Committee
c) Project Management Team
5) Customer
a) Staff
b) Students
c) Finance team
6) Suppliers
7) Consultant
Stakeholder Contact Impact Influence What is important to the How could the stakeholder How could the stakeholder Strategy for engaging
Name Person stakeholder? contribute to the project? block the project? the stakeholder
Sponsor (Pro Jane 5 5 Reputation of the university. By sponsoring the project By stopping the financial Weekly status of the
Vice Chancellor) and defining the support. project deliverables.
requirements.
Student Ronnie 5 5 One integrated system where By informing what might They won’t be able to No need to
students can access everything be helpful for them, and block the project. communicate any
like Academic records, fee participate in user status of the project.
statement and library etc. feedback sessions
Suppliers Steve 3 3 Repeat and long-term business By fulfilling Hardware By not delivering the Implementation
from the university. requirement, for building hardware on time or status of the
the application. delivering the hardware Hardware, software
with wrong configuration. and Cloud.
Teaching Staff George 3 5 Better access to all the student's Teaching staff can They won’t be able to Project monthly or
academic and personal details. communicate the block the project. quarterly updated
requirements to the form the
development team implementation
effectively, for the optimal perspective, so that
use of AMS system. staff can
communicate any
deviation from
requirements.
Operational Catherin 5 3 Communicating the project By Prioritizing the key By escalating the critical Project wide status
Committee e progress to project director and deliverables and escalating issue to the AMS board, reports including any
escalate the project issue to the the project issues to the which could lead to project major issue which
AMS board, so that project AMS Board. stop getting financial needs to be escalated
doesn’t gets stuck due to any support. to board.
issue.
Finance team Amanda 5 1 Monetary benefits to the By timely approving the By not approving the bills Monthly reports
university from the newly build bills of project and by for the payments. mentioning the
AMS system. keeping track on the financial spending of
spending of the money. the project.
Project Cameron 3 3 Getting the new projects from the By hiring skilful resources Not successful in Daily status report of
Management client and building the new and coordinating between coordinating between the the word from the
Team business relationship. business and project team. team and not able to team.
manage the team.
 Steering Sharon 5 5 Maximizing the benefits from the By defining the formal By not addressing the Risk and issues of the
Committee project like easy and successful acceptance criteria and issues around weekly projects in monthly
delivery of fee statements to all performing the critical project report, milestones, manner.
students. evaluation of the Key deliverables,
contractors involved in the prioritization of issues.
project.
Consultant Rock 1 5 Earning more income from the By analyzing the project They won’t be able to There is no need for
university from the critical review structure and suggesting block the project. any message/ report
of the AMS system. the remediation activity, if to consultant.
any.
Project Robert 5 5 Completing the project within Managing the team and By not facilitating the Daily stand-up
Manager time and budget. resources resource management meetings
Project Team Tyrone 3 5 Completing the development of By writing quality code to By writing poor code and Daily stand-up
the software code, finding and implement the features of not completing the coding meetings
fixing errors. the app on time
3.4. Stakeholder Communication Plan
The communication plan is built upon the stakeholder analysis matrix. This is useful to devise a strategy to communicate with each stakeholder so that the project does not
slip far from being successful. The plan lists out the communication frequency, the communication mode and the responsible individual.
3.5. Summary
Eleven important stakeholders were identified. The stakeholder analysis matrix and communication plan were
defined after detailed analysis. The stakeholders are mentioned as below.
1. Project Manager
2. Project Team
3. Sponsor
3.1. Pro Vice Chancellor
4. Management
4.1. Steering Committee
4.2. Operational Committee
4.3. Project Management Team
5. Customer
5.1. Staff
5.2. Students
5.3. Finance team
6. Suppliers
7. Consultant
4. Scope Management Plan
4.1. Introduction
Managing scope helps to identify the required tasks that need to be completed and are critical for the project’s
success. It occurs in the two process groups of the PMBOK. They are the planning phase and the monitoring and
control phase (PMBOK,2013). During the planning phase, scope is defined with the activities which are needed for
the project to complete. In the monitoring and control phase, scope creep is managed and approval/disapprovals
of project changes.

Key steps that need to be followed during scope management are:

1) Scope requirements are collected.

2) Define what is and what is not included in the scope of the project
3) Create the work breakdown structure baseline document
4) Control the scope

4.2. Scope Requirements

4.2.1. Functional Requirements
• A user can login to the website using their username and password.
• A student can enroll or discontinue a particular course.
• A student can manage their course on the website by selecting/removing units to pursue, the lecture timings
and venue and viewing their progress and scores.
• The students can communicate with the faculty on the website, if they need any doubts to be cleared,
communicating with other students from the same unit.
• The website helps the student by providing legal support, accommodation support and sometimes job support.
• Students can view lecture slides, lecture recordings and tutorial materials.
• Teachers can upload lecture notes and video recordings of the weekly lectures
• The website offers the faculty to manage the student’s information and grades and viewing their progress.
• Staff will be able to maintain student enrolment details.
• Staff can upload unit announcements and update unit descriptions.

4.2.2. Non-Functional Requirements

• Response Time: The time taken between an inquiry on the system and the response to that inquiry should be
as minimum as possible. Users should be able to get the required information on the website as fast as possible.
• Reliability: The website should be reliable and updated by adding new content and information for the students
and the faculty for any changes. The contents added by the user should be an individual with relevant credentials
or organization running the website.
• Platform Independent: Users should be able to login to the website from any device (desktop or mobile) of
different OS using their credentials.
• User Friendly: Users should experience an ease-of-access while using the website. They should be able to
navigate to the different options mentioned in the functional requirements without any difficulty.
• Maintainability: The website should be maintained by continuously adapting to new changes and enhancing the
functionalities by collecting user feedbacks and surveys.
• Security: Each user group has a different view on the website so that the unauthorized information is hidden.
The student can view only his/her marks and not any other student’s marks.

4.2.3. Success Factors

• The website provides a rich user interface thus guaranteeing user satisfaction.
• No delays in processing and advising enrolment details
• The system should calculate the fees accurately
• No interface difficulties between the AMS and general ledger.
• Enhance system performance in terms of hardware and software
4.2.4. Constraints
• The project should be completed in the allocated budget and time.
• The quality of the project should not be compromised and cover all user requirements.

4.2.5. Assumptions
• Skilled employees with proper understanding of the requirements
• The vendor solution meets the user requirements and cost constraints

4.2.6. Risks
• Development team might add features to the software that were not approved.
• Scope changes have not undergone the change control process.
• The project team fails to understand or identify the key processes to create the deliverables.

4.2.7. High Level Schedule

• Document the requirements
• Software – Hardware purchase and install
• Customize vendor package specification

4.3. Scope Statement

The purpose of this project is to bridge the gap between students and the teaching faculty. The students can view
their progress and the teaching faculty can track the growth of students enrolled in their unit. Apart from this, the
project provides a feature for one on one communication between the students and faculty. Also, the students can
look up for help regarding various areas like education, legal, self-improvement, etc. The project is enhanced with
secure web access via a set of user portals.

The project is web-based, and everyone can access it using a portal. In the portal, the students can enrol in units,
view the fee-structure for their course and manage them. Furthermore, the students can view department
information, course instructors’ contact details, local maps, transport details, consultation hours so on. The portal
is capable of calculating the fee structures according to the selected course and generate offer letters to the future
students.

The faculty is provided with real time information on the students, their grades and performances, and an intuitive
visual to analyse the progress of the individual. Other facilities provided to the teaching department is to set-up
question papers on the portal, view aggregated information based on courses and units. The university
management can also login to the portal to view department-based details, and other high-level reports.
4.4. Work Break-Down Structure

4.5. Scope Control and Verification

The Work Breakdown Structure (WBS) is used to identify the tasks to be done by the team members of the project.
In other words, the project team will perform only those tasks that are documented in the WBS, and the project
manager ensures that the scope control is processed before the due date.
4.5.1. Scope Control Process

The main aim of integrated change control process is to calculate the impact of change on the project. These are
the roles involved in the scope control process

Initiator:

The project manager prioritizes the tasks established in the WBS. The risks and assumptions are analysed and taken
into consideration. The initiator also creates change requests if required.

Approver:

The project manager is not responsible for the actual decision making of the changes to the project. Hence, the
need for change control board (CAB) is required. The CAB reviews the change requests and decides whether to
approve or reject a change request.

The project director reviews and approves the change requests. Once the change request is raised, a meeting is
conducted to review the request and its implications on the project. Once the project director approves the change
request, the project manager updates the required documents and sends it to the sponsor. Next, the team moves
ahead with the changes.

Sponsor:

Once the change request is approved, the project manager will promptly revise the WBS, Cost Baseline, etc. and
provide the project team with the new scope. Alongside, the updated cost quotation is sent to the sponsors.

4.6. Summary
Scope of a project states all the key deliverables required to complete the project. These deliverables and features
are listed down using a Work Breakdown Structure. This helps in compressing the number of complicated activities
into a collection of tasks. Scope ensures that only the required work is performed, and each deliverable is within
the allocated time and cost. Hence scope management is important. Scope is controlled using an integrated change
management process which is depicted in the form of flowchart.
5. Schedule Baseline
5.1. Introduction
Time is one of the triple constraints and any variation in the schedule impacts the cost and scope of the project.
Schedule management involves the establishing of policies and procedures; documentation for planning,
developing, managing, executing, and controlling the project schedule (PMBOK guide, 2013).

5.2. Importance and purpose

The process of schedule management guides how the project schedule should be managed throughout the course
of the project. Schedule baseline is actually the project schedule upon approval from all the stakeholders. This
cannot change even if the project is delayed as it’ll act like a margin to refer to later. Schedule baseline highlights
the time and cost required to complete the project.

5.3. Consequences
If the schedule baseline is not created or followed, the project will be hindered in the following ways.

• Overbudgeting
• Poorly managed resources
• Project going into overtime
• Poor quality of the project
• No deadlines, no focus on work

5.4. Schedule baseline on a Gantt chart

Agile methodology is adopted in this project. To elaborate, the client requirements are exhaustive and self-
explanatory. Thus, there is no need to make changes once the project starts taking shape. The triple constraints are
well defined and are accepted by all the stakeholders.
The above snaps are of the schedule baseline. Following is a description of how the baseline is created.

• MS Project Professional is used to create a Gantt Chart to represent the schedule baseline. The project runs from
‘Thursday 16/08/2018’ to ‘Wednesday 05/06/2019’.
• The first step is to understand client requirements and develop the project charter. The project monitoring and
controlling is done via MS Project Professional.
• The vendors are decided, and their application is custom tailored to align with our requirements.
• Once the requirements are gathered and the vendor is decided, the development procedure starts.
• The portal must be easy to understand and use and should follow all security protocols.
• Before deployment, through testing must be performed and the product must be deployed only after the
product is error free.

5.5. Summary
To build a successful project, a practical schedule baseline must be created that is approved by all the stakeholders.
This helps to find out all the necessary variables like time and budget required to complete the project. It also helps
to reach closer to a successful project.
6. Network Diagram
6.1. Introduction
According to the PMBOK guide (2013), “The network diagram is a graphical representation of the logical
relationships among the project schedule activities.” Network diagram is the preferred technique to demonstration
the activities in a sequence. In this project, the network diagram is based on the schedule baseline chart.

6.2. Importance of network diagram

• It helps to create a framework that is followed during the lifecycle of a project
• It illustrates the inter-dependencies between the activities
• It helps to identify the critical activities
• It helps the project manager to evaluate the alternatives and their impact when making changes in the
schedule
• It reduces the number of resource scheduling conflicts
• It helps to identify tasks that can be run in parallel
• It helps to make risk mitigation practical

6.3. Network diagram activities

The network diagram below represents the activities in a sequence, along with a legend showing the duration for
each activity.
6.4. Summary
A definite critical path is existing that is to be followed along with the duration for the project to be on track. The
schedule baseline is made use of to create the network diagram.
7. Cost Management Plan
7.1. Introduction
Cost management is defined as a collection of activities for the process of estimation, allocation and the control of
costs within the project. As defined by the PMBOK mapping, cost management plan has two phases process phase
and planning phase.

7.2. Importance of Cost Management

Importance of cost management includes several factors (Meaney, 2017):

• Determination of the Business Success: The cost management document basically integrates the use of
available resources for the preparation of the plans and their successful executions.
• Performance measurement: It helps in the control of the financial decision and helps in the maintenance of the
cost within the baseline.
• Important consideration points for Decision making: Scientific analysis of facts and figures are provided by cost
management. The minimization of the risk of the project can take place with proper evaluation and proper
decision making.
• Ideal utilization of the resources: A well-defined plan for cost management helps in the complete utilization of
the project resources.

7.3. Costing Methods

7.3.1. Function Points
Functional Point analysis helps in evaluating a system’s functionalities from a user’s point of view. Evaluation is
based upon the different ways the end user may interact with the system. These interactions are grouped into 5
basic functions in which two of them address the data requirements of the end user and are known as Data
Functions. The remaining three address the user’s need to access data and are known as transactional function
(Project Management, 2016).

The five components of Function Points are:

Data Functions:

• Internal Logic Files.

• External Interface Files

Transactional Functions:

• External Inputs
• External Outputs
• External Inquiries

In this project, the inputs are the activities that are performed by the end user in the business. The approximate
inputs for students, staff and other users like Library and recreational activities is counted as 31.

Student inputs: Examples

• Paying fees
• Enrolling in Units
• Choosing Units
• Uploading Assignments
• Schedule classes/tutorials
• Swap classes
• Book a room in the library

Staff inputs: Examples

• Posting unit announcements

• Posting Assignments on the forum
• Uploading lecture slides
• Uploading video/audio recordings of the lectures
• Reschedule tutorials
• Accept enrolment and generate offer letters

User Inquiries are the input / output combinations of results like a data retrieval.

Student View: Examples

• Finding a researcher or PHD Supervisor

• Locate classes using the online campus maps
• Find a staff member to contact them
• Ask about the shuttle timings that move between campuses
• Ask about the security bus scheduled timings
• Inquire about an availability of a book in the library
• Course Enquiries
• Exam results
• Student services
• Enquire about parking and transport

Costing Method: Function Points

Adjustable Function Point = 923 * (0.65 + 0.01 * VAF)
= 923 * (0.65 + 0.01 * 41)
= 978.38
7.3.2. WBS Tasks Cost Estimation
The following table shows the project cost estimation based on WBS tasks.

• WBS Items: The WBS tasks from scope management.

• Units / Hours: When the WBS Item column has the roles (e.g. Project manager), then this column gives the
number of hours required to complete the task; if WBS Item column has the name of the product (e.g. Licensed
software), then this column defines the hourly rate of the product.
• Cost / Hours: This column defines the hourly working/ purchase rate of the resource/ product.
• Subtotal: The addition of the entries.
• WBS Level 2 Totals: The total cost of the WBS level 2 work package.
• % of Total: This column gives the percentage value of WBS level 2 cost w.r.t total cost.
 This above table displays the details of the different costs needed for the implementation of the project. Here we
have estimated that the project shall be completed in a period of 11 months. Additional costs such as the Cloud
cost (AWS), the infrastructure cost that will be incurred within the project and the external vendor (Callista)
quotation cost is included for the first year 2018. Indirect costs, e.g. overhead cost, is not straight related to project
because the resources have to handle other tasks apart from this project. The total estimation of the project cost
comes up to 8,80,811.

7.3.3. Project Cost Baseline

Below given table is the project cost baseline. This gives the distribution of the project cost over all the months.
The additional costs such as the Cloud Cost (AWS), infrastructure cost and the External vendor cost (Callista) are
included and their cost breakdown for all the months are shown. The estimate of these additional costs is also
displayed for the additional 2 years.

7.4. Assumptions
• Enough budget is proposed to fund this project.
• The calculated amount is only the direct cost. Additional cost should be levied arranged by the company.
• The AWS cloud is already built with all their features and can be used directly and will be responsible for the
cleaning and migration of the data.
• The different rent and utilities will be covered by the external vendor.

7.5. Summary
The different methods for the cost estimation, such as the functional point generator, the WBS task cost estimate,
the cost baseline document was generated. Various assumptions regarding the cloud and the external vendor were
mentioned with regards to the RMIT project.
8. Risk Register
8.1. Introduction
Project management includes the process of identification, analysis and then providing response to a risk that can
arise at any stage during the lifecycle of a project in order to assist the project to remain on its track and ultimately
meet its goal (Landau, 2016).

8.2. Benefits of Identifying Risks

Software Projects

• Business goals are achieved

• Strategic goals are achieved
• Requirements of the stakeholders are satisfied

Project Management

• Project is completed within the time and scope defined

• Project does not go over-budget
• Provides project with proper quality standards and scope (PMBOK)

8.3. Risk Register

Risk registers provide information with the list of risks identified and assessed according to their importance and
priority to meet the project objectives. The risk register leads directly to risk handling which eventually mitigates
the risk.

Risk register is a method of providing relevant information with all the list of different risks identified in accordance
to their importance and its priority to achieve the project objectives. Risk handling is achieved by creating a risk
register which eventually reduces the risk.
Risk Risk Name Risk Risk Owner Likelihoo Impact Risk Risk Risk Control Risk Monitoring Impact to
No Description / d Score Level Measures Measures the triple
Trigger constraint
1 Requirement More than 50% AMS project 3 4 12 High Continuous Having monthly Requirement
Mismatch mismatch team, communication meetings, mismatch
between the Business with the updating the will lead to
specifications of process external vendor stakeholders increase in
vendor (Callista) manager, and the amongst about the status of time and an
and AMS Callista team the project team project increase in
system members. requirements and scope.
getting feedback
from the external
vendor.
2 Project New system / Development 2 3 6 Moderate Add installation Continuous Project
Resource hardware and design and setup into communication Resource
Risk required team project with the technical Risk will lead
schedule. specialists and to increase in
Purchase timely time and an
reliable maintenance of increase in
hardware the resources. scope.
3 Business Deviation from Project 3 3 9 Moderate Time to time Having monthly Business risk
Risk the defined Management review and meetings with the can decrease
project Team revise of the project the scope of
strategies project vision management team the RMIT
and mission. and the business project,
Mapping every process managers which will
new to discuss the ultimately
requirement and risks that can be lead to a
new objectives faces by the AMS decrease in
to the project’s project. the cost and
strategies the time of
the project.
4 Event Risk A key supplier 2 3 6 Moderate Analysis of the Weekly Such an
that provides suppliers such discussion about event risk
resources such as background the bulk of the might lead to
as hardware, checks should different an increase in
 software for the be carried out hardware/ the time of
AMS project before hand to software the
may go out of avoid such commodities completion of
business. risks. required for the the AMS
AMS project project as
should be carried lack of
out. Reports and hardware/
charts should be software
prepared showing commodities
the subsequent will delay the
requirements of completion.
the commodities This will lead
in the future to to reduction
avoid such a risk. in the scope
of the project.
5 Security The AMS 3 5 15 Extreme Employ trained Weekly check of Security
breach project can be and experienced the different breach in the
hacked ethical hackers security options AMS
unexpectedly to ensure safety such as a good software can
leading to the of the data and firewall, antivirus lead to a
possibility of the files of the should be delay in the
data breach. The AMS project. performed to completion of
AWS cloud data Use of good ensure the safety the AMS
can be at a risk. firewall and from security project. This
This can affect antivirus is a breach of the will lead to
project severely good option to software. an increase in
as it can lead to avoid the data Continuous the time and
legal issues. breach. training of the eventually
ethical hackers will lead to a
should be done to reduction in
ensure that the the scope of
AMS software is the project.
not hacked.
6 Management Management Management 3 2 6 Moderate Having weekly Brief discussion Management
Risk can allocate a can allocate a meetings on the updates of Risk can
low priority to low priority between the the project decrease the
this project for to this project AMS project between the scope of the
resources and for resources team and the project team and RMIT
attention and attention higher the Management, project,
management. stakeholders which will
should be carried ultimately
out. lead to a
decrease in
the cost and
the time of
the project.
8.4. Legends of Risk Register
8.4.1. Likelihood
The definition of the likelihood of the risk includes an uncertain event occurring. This table shows the likelihood in
terms of different frequency levels.
Level Likelihood Expected or actual frequency experienced
1 Rare May only occur in exceptional circumstances; simple process; no previous incidence of
non-compliance
2 Unlikely Could occur at some time; less than 25% chance of occurring; non-complex process &/or
existence of checks and balances
3 Possible Might occur at some time; 25 – 50% chance of occurring; previous audits/reports indicate
non-compliance; complex process with extensive checks & balances; impacting factors
outside control of organisation
4 Likely Will probably occur in most circumstances; 50-75% chance of occurring; complex process
with some checks & balances; impacting factors outside control of organisation
5 Almost Can be expected to occur in most circumstances; more than 75% chance of occurring;
complex process with minimal checks & balances; impacting factors outside control of
certain
organisation
8.4.2. Risk Matrix
A risk is defined as the probability of the occurrence of an uncertain event to its consequences if that event occurs.
Risk = Likelihood X Consequence. The following table shows the risk against these two factors.
CONSEQUENCE
LIKELIHOOD Insignificant (1) Minor (2) Moderate (3) Major (4) Extreme (5)
Rare (1) Low Low Low Low Low
Unlikely (2) Low Low Low Medium Medium
Possible (3) Low Low Medium Medium Medium
Likely (4) Low Medium Medium High High
Almost certain (5) Low Medium Medium High Extreme

8.5. Assumptions
• The vendor will complete the installation of the resources within the defined timeline
• There is more than 50% match in the specifications given in the package. Less time will be consumed for
customization.
• Complete support and involvement of the management and vendor to this project.
• The project has the necessary expertise and the skills required to build a secure and robust software that
keeps security threats away.

8.6. Summary
The different benefits of identifying risks were discussed. The risk register was prepared that shows the different
risks along with their Impact and likelihood on the project and ways to monitor and control the risks. Various
assumptions regarding the Risk Management were discussed.
9. Overall Summary
The report proposed a new software that overcomes the challenges and difficulties faced in the previous AMS
project by implementing a defined project management plan. The project is outsourced to a vendor called Callista
and the migration of the data is handled by Amazon Web Services (AWS). The different project management
techniques from project charter to risk management are analysed in this report. The project timeline is determined
and is expected to be completed in 11 months.

For each deliverable, the assumptions and risks are identified along with the constraints and success factors. The
stakeholders identified are Project Manager, Project Team, Steering Committee, Sponsors and the users. The Scope
management plan has determined the important deliverables that are critical to the completion of the project and
the WBS includes all these deliverables. Key activities include identifying the software requirements, selecting and
finalizing the vendor, interfacing the system with other platforms and designing the planned solution. The total cost
identified for this project is $880,811 using the Cost estimate table. The risks are identified that can occur
throughout the timeline of the project using a Risk Register.

Thus, using project management tools, major deliverables are implemented that lead to the successful completion
and implementation of the AMS project.
10. Weekly Project Team Plan
• Individual timesheets: Updated on Trello and attached in a ZIP file
• Weekly timesheets: Updated on Trello and attached in a ZIP file
• Agenda for the meetings: Updated on Trello and attached in a ZIP file
• Minutes of the meetings: Updated on Trello and attached in a ZIP file
• Gantt Chart: Updated on Trello and attached in a ZIP file
• WBS (high-resolution): Updated on Trello and attached in a ZIP file
11. References
A guide to the project management body of knowledge. (2013). In P. M. Institute, A guide to the project
management body of knowledge.

Importance-Influence Matrix in Stakeholder Analysis | APMAS Knowledge Network. (2017). Apmasnetwork.org.

Retrieved 20 August 2017, from http://www.apmasnetwork.org/node/80

Payne, B., & Watt, A. (2018, October 16). Stakeholder Management - Project Management. Retrieved from
BCcampus: https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-
management/

Meaney, K. (2017). Importance of Cost Management for Business Success. Ezine Articles. Retrieved from
http://ezinearticles.com/?Importance-of-Cost-Management-for-Business-Success&id=5692129

Landau, P. (2016). What Is Risk Management on Projects?. Retrieved from

https://www.projectmanager.com/blog/what-is-risk-management-on-projects

Project Management - What are function points? (2016). Retrieved from https://www.careerride.com/Project-
Management-function-points.aspx