Measurable Organizational Value (MOV) And Project Management Plan

Part 1: Measurable Organizational Value (MOV)

• Better: Profits, market shares    
• Faster: Bookings   
• Cheaper: Overall Costs    
• Do more: Collaboration, Bookings   

95 days

The number of bookings and speed of making these bookings will go up by 40% and 70% respectively. The costs will come down by 35% and revenues will go up by 46%

• Information gathering and collection
  • Interviews
  • E-surveys & Questionnaire
  • Brainstorming sessions
  • Domain analysis
  • Observations
• Feasibility study and compilation of the results
  • Technical Feasibility
  • Operational Feasibility
  • Economic Feasibility
  • Social Feasibility
  • Environmental Feasibility
• Chartering and briefing of the project
• Determination of the methodology for the project and development of a plan covering estimations and responsibilities.
• Designing of the system – UI aspects, Wireframes
• Source code development
• Setting up of the database and integration with the front-end
• System implementation
• Test creation, execution, and defect reporting
• Management of the changes
• System documentation and project closure

• Marketing processes and activities
• Distribution & advertising activities
• Negotiations with the third party

• The project team will be made available with the business case as a first step of the project.
• The working conditions will be favorable.
• The selection of the resources will be done as per the required skills.

• Project schedule & budget
• Project tools and equipment available for the professional activities

The scope of the project will be managed using the project management methodology as Project Management Body of Knowledge (PMBoK). It is the methodology that will be able to provide the managers with the necessary guidelines to define the project scope, plan the project activities as per the scope, and execute the same without any hindrances. There are certain project factors that may impact the project scope, such as project changes, project risks, conflicts, defects, and performance of the resources. All of these factors will be managed and handled along with the scope so that the project aims and objectives are achieved (Bilkent, 2016).

The scope of the project will be planned and managed in the initiation and planning stage of the project. The first stage will include the execution of the feasibilities studies along with the analysis of the business case of the project. The items to be included in the scope and the ones to be excluded from the scope will be defined in the planning phase on the basis of the information that will be gathered and the business case that will be provided. The subsequent stages and their respective activities will be carried out on the basis of the items in scope and out of scope. The project goals will be met as an outcome.

• Training schedule and plan for the resources
• Conduction of training

Work Breakdown Structure (WBS)

Projct Activities & Duration

Time-phased Budget

Part 4: Project Risk Analysis and Plan

• The working conditions arranged for the resources will be safe and healthy
• The initiation of the project will begin with handing over the business case to the resources
• The project manager will have multiple rounds of meetings as discussions with the project sponsor before the kick-start of the project
• The resources will be assigned with the duties as per the demand of the project and their specific set of skills

• Initiation Stage: Communication Issues  
• Planning Phase: Schedule & Budget Risks
• Execution Phase: Security Risks, Technical Risks
• Control Stage: Scope Inflation  (Brandeis, 2016)
• Closure Stage: Ethical Issues, Quality Issues  

The risks that are identified above are then analyzed and assessed (Clarizen, 2016).

The end-product delivered to the client must be free from defects and must adhere to the quality standards as Six Sigma, Total Quality Management (TQM), and ISO 9001 (Dds, 2016).

The processes to maintain the quality shall include quality planning, quality assurance, quality control, and continuous improvement for maintaining the quality.

• Cost Variance: The cost variance will be calculated by determining the difference between the actual cost and the estimated costs.   
• Schedule Variance: The schedule variance will be calculated by determining the difference between the actual schedule and the estimated schedule.   
• Number of Open Defects in the System: The system release must not have any critical or major defects in the open state.   
• Acceptance & Sign off: The deliverables must be accepted and signed off by all the parties.   
• 360-degree feedback: The resources shall be able to achieve positive feedback on the deliverables and the final release of the project.
• Conflicts and Disputes: The rate of conflicts and disputes must be low.  

References

Bilkent,. (2016). Retrieved from https://www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf

Brandeis,. (2016). Common Challenges in the Project Life Cycle | Brandeis University. Projectmgmt.brandeis.edu. Retrieved from https://projectmgmt.brandeis.edu/resources/articles/common-challenges-in-the-project-life-cycle/

Clarizen,. (2013). Risk Management – Lifecycle. Clarizen Success. Retrieved from https://success.clarizen.com/hc/en-us/community/posts/203996078-Risk-Management-Lifecycle

Dds,. (2016). Retrieved from https://www.dds.ca.gov/ConsumerCorner/MakeComplexintoSimple/AdaptationSamplesMeetingRulespg9-16.pdf

Francis, D. & Horine, G. (2016). The Purpose of the Project Charter | PMP Exam Cram: Project Initiation | Pearson IT Certification. Pearsonitcertification.com. Retrieved from https://www.pearsonitcertification.com/articles/article.aspx?p=102300&seqNum=2

Miller, S. (2008). Overview of Measurable Organizational Value (MOV). Retrieved from https://www.sheepguardingllama.com/2008/01/overview-of-measureable-organizational-value-mov/comment-page-1/