E-Procurement System


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Project Management Plan for E-Procurement and Dashboard Analysis System prepared by MSc IT Student UiTM Shah Alam

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E-Procurement System

  2. 2. “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)
  4. 4. 1.0 introduction
  5. 5. 1.0 - introduction 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 Antaraa Sdn Bhd (210378-U)
  6. 6. 2.0 summary of project charter
  7. 7. 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)
  8. 8. 2.0 - summary of project charter PROJECT NAME 1. Procurement (Tenderwizard) a. A comprehensive paperless eProcurement system, encompassing: i. eBidding ii. eTendering iii. eAuction iv. Catalogue Management v. E-Vendor Management Antaraa Sdn Bhd (210378-U)
  9. 9. 2.0 - summary of project charter 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. Antaraa Sdn Bhd (210378-U)
  10. 10. 2.0 - summary of project charter 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. ii. To reduce a minimal of 40% cost reduction and processing lead time Facilitate procurement process by providing 90-95% auto approval / recommendation processing based on agreed criteria Antaraa Sdn Bhd (210378-U)
  11. 11. 2.0 - summary of project charter PROJECT SIGNIFICANCE i. ii. • • • iii. • • • • Efficient distribution of Zakat to the recipients through better deliverable of goods and services. 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 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.) Antaraa Sdn Bhd (210378-U)
  12. 12. 3.0 scope management
  13. 13. 3.0 – scope management SCOPE 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. ii. iii. iv. v. eBidding eTendering eAuction Catalogue Management E-Vendor Management The following are deliverables out of scope for this project: i. ii. Hardware to host the system Data cleaning and inserted of the previously published tender information. KBS will starts publishing the new information tenders once the system goes live.
  14. 14. 3.0 – scope management WBS & DELIVERABLES (PLEASE REFER NEXT SLIDE)
  15. 15. Task Name Cosmetic Setup Finalize front page look and template User Requirement Study Duration (Weeks) 2 weeks System Up and ready to use 3 weeks Creation of user id’s to access the system Identify users to the system User Training & Vendor training Familiarization with system Deliverables Redefine associated roles to the system 6 weeks Vendors May begin to register to system Floating mock tenders/ quotations System Touchup Final system run through with users 2 weeks SYSTEM LIVE System clean up Antaraa Solutions Sdn. Bhd. to provide onsite and offsite support Total Weeks 2 weeks 16 weeks System contract to be signed and system access rights to be handed over to agency
  16. 16. 3.0 – scope management SCOPE 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.
  17. 17. 4.0 schedule & time management
  18. 18. 4.0 – schedule & time management GANTT CHART & NETWORK DIAGRAM • Project Schedule (Gantt Chart) Refer to Appendix • Project Network Diagram Refer to Appendix
  19. 19. 5.0 cost/ budget management
  20. 20. 5.0 – cost/ budget management CONSULTATION & SERVICES CONSULTANT & SERVICES BY ANTARAA Consultation and Rate per hour * No. of Services TOTAL hour per day*Days work • • • • • • Project Manager Change Management Functional Team Leader Application/ Training/ Testing Technology/ Infrastructure Team Leader Data Migration/Integration Team Leader TOTAL AMOUNT RM84*3*100 RM40*4*100 RM52*5*90 (RM30*5*100)*2 RM52*5*50 RM34*5*70 25,200 16,000 23,400 30,000 13,000 11,900 RM119,500
  21. 21. 5.0 – cost/ budget management TRANSACTION CHARGES BASED ON A (SAAS) MODULE TOTAL Shared Environment Annual Registration Charges With Tenderwizard website (Per Vendor/Supplier/ Contractor) RM 150 Per Year * 100 Tender Document Fees / Form NA • (Sale Of Tender Documents) Tender / Quotation / Direct Purchases 0.8% of awarded project value • Processing Fee On Successful Bidder / Awarded Bidder (UP TO A CAP OF 1.2 MILLION RINGGIT) • PKI Server Certificate License (https) • RM1,500 / Per Domain (Per year) TOTAL AMOUNT RM 15,000.00 RM1,500.00 RM16,150.00
  22. 22. 5.0 – cost/ budget management DASHBOARD 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
  23. 23. 5.0 – cost/ budget management TRAINING Training will be provided for 4 sessions which will accommodate 25 persons for each session. 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
  24. 24. 5.0 – cost/ budget management ITEM HOSTED BY ANTARAA ITEMS HOSTED BY ANTARAA  Tenderwizard Application Software  • Unlimited Tenderwizard User Licenses Hardware • 2 x Servers Application & Database • Network Equipment Routers, Firewall, etc. • PKI Device (Client USB token) Vendor System Software • O/S Linux • PostGres Database Bandwidth • Dedicated Bandwidth 512 Kbps- 1.0 Mbps
  25. 25. 5.0 – cost/ budget management OVERALL 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)
  26. 26. 6.0 resource management
  27. 27. 6.0 – resource management POST SUPPORT EXPERIENCES No System/Project Client Support and Maintenance Timeline Start Date End Date 1 eCampus System Kolej Islam Pahang Sultan Ahmad Shah (KIPSAS) 4/06/2013 3/06/2014 Warranty Period 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 5 e-Labour System Biodiesel Survey System 13/10/2010 24/01/2011 12/10/2011 23/01/2012 1 year 1 year 6 7 Dynamic Portal-MPOB BooksOnline System Penerbit UTMPress 27/09/2011 01/10/2009 26/09/2012 01/10/2010 1 year 1 year 8 Support & Maintenance for MyNODC Portal NOD Directorate, MOSTI 19/11/2012 31/12/2012 1 month
  28. 28. 6.0 – resource management PROJECT 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
  29. 29. 6.0 – resource management PROJECT ORG STRUCTURE (refer next slide)
  30. 30. Steering Committee Project Management Office KSB (*) ANTARAA (1) Technical Committee Project Manager KSB (1) ANTARAA (1) Change Management Team KSB (*) ANTARAA (1) ANTARAA (1) Technology / Infrastructure Team Leader KSB (1) ANTARAA (1) Functional Team Leader KSB (1) ANTARAA (1) Functional Team (Application & Testing) KSB (*) ANTARAA (2) Data Migration & Integration KSB (*) ANTARAA (1) Maintenance & Support/ Helpdesk KSB (*) ANTARAA (1)
  31. 31. 6.0 – resource management TEAM COMPOSITION & QUALIFICATION (refer next slide)
  32. 32. NO. NAME POSITION IN THIS PROJECT QUALIFICATION AREA OF EXPERTISE 1. Mohd Khairi Bin Ismayuddin Senior Project Manager Senior Project Manager 2. Mohamad Nazreen Tahir Nurulaini Shariffudin Bachelor of Information Technology (Multimedia Systems), MMU Degree in Industrial Management, UNISEL B.Sc. Computer Science and Mathematics,Universite de Montpellier Montpellier, France 3. 4. 5. 6. 7. 8. Elisabrina Idris Configuration/ Change Management Team Leader Functional Team Leader(Application) IT Solution Architect EXPERIENCE IN EXPERIENCE OF ICT SIMILAR SCOPE 7 Y Change Management 5 Y IT Solution Architect 5 Y 6 Y 8 Y 7 Y 13 Y 8 Y (Application) Overall Software Bachelor in Computer Science, Software Expertise Expertise UM Razman Md (Application) .Net Bachelor in Information .Net Expertise Zaki Technology, Uniten Syed Ahmad Cross Platform Integration Bachelor of Science in Cross Platform Integration Najmi Mathematics, University of Calcutta Noor Aishah Technical, Infrastructure and CCIE, MBA, Uni. of Southern Data Centre and Network Binti Jamaludin Architecture Leader Queensland, Diploma in Consultant Electronic Engineering Sothy Sundara Maintenance & Support/ Bachelor in IT, Unitar Infrastructure, support and Raju Helpdesk (AVP, Operation and maintenance Support Office)
  33. 33. Facilities 6.0 – resource management Room / workplace RESOURCE REQUIRED A room needed is a workplace for the development team to do their work. The room which occupied with airconditioner, 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
  34. 34. 7.0 communication management
  35. 35. 7.0 – communication management PURPOSE 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
  36. 36. 7.0 – communication management STAKEHOLDER COMMUNICATION REQ. Stakeholder Group Steering Committee Communication Items Schedule updates, status reports, and change control logs Purpose Update agency management on project progress and issues. Provide project performance information (cost, schedule, and quality) and risk information for decision making purposes. Project Manager Quarterly project updates, SDLC artifacts Project Team Project Announcements Provide summary information regarding proposed project changes. Provide clients with information regarding project performance, cost, and schedule, risk, and SDLC compliance. Communicate new information about project status, activities, and issues.
  37. 37. 7.0 – communication management INFO COLLECTION & RESPONSIBILITY Communication Data Sources (frequency of data collection) Dissemination Items Responsibility Schedule updates, Project team individual status reports (weekly from all team Project Manager status reports, and Team Member members) change control logs 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) Quarterly updates, artifacts project SDLC Project announcements Project status reports (weekly from the Project Manager) Project Manager Project schedule (Microsoft Project Plan) updates (weekly from the Project Manager) Project Manager (as needed) Project Manager and
  38. 38. 7.0 – communication management DISTRIBUTION CHANNEL Communication Item Distribution Channel Quarterly project updates, SDLC artifacts Email Project announcements Email Collaboration Site Collaboration Site Instant Messaging Schedule updates, status reports, and change control logs Email Collaboration Site Group Status Meetings
  39. 39. 7.0 – communication management PROJECT MEETING SCHEDULE (refer next slide)
  40. 40. Communication Project Kick-off Meeting Team Meeting Target Audience All stakeholders Purpose Communicate the project plan, and confirm project roles and responsibilities. Review detailed project schedule, tasks, assignments, issues, risks, and action items. Update the Project Sponsor or Steering Committee on the project status, budget, critical issues, and change requests. Frequency On the project start date Project Sponsor or Steering Committee Meeting Project Sponsor or Steering Committee 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. Biannually (at minimum) 7.0 – communication management Project team members Weekly or as necessary PROJECT MEETINGMonthlysignificant project SCHEDULE to address 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. issues and/or decisions
  41. 41. 8.0 quality management
  42. 42. 8.0 – quality management INTRODUCTION • 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 reviews 2. Monitoring and Status Reporting 3. Internal Control & Security
  43. 43. 8.0 – quality management VERIFICATIO There are two types of reviews will be conducted during this project for verification purposes: • Management reviews – Compare the project’s actual progress against the baseline project plan • 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
  44. 44. 8.0 – quality management VALIDATION Validation will be conducted by Project Team with the involvement of Quality Assurance committee Test Unit Testing Description Unit testing is done at the module level and focuses on whether specific functions work properly. Integration Testing Testing focuses on integration with other modules 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) The system is tested as a whole in an operating Systems Testing environment to verify functionality and fitness for use. May include tests to verify usability, performance, stress, compatibility and documentation.
  45. 45. 9.0 change management
  46. 46. 9.0 – change management PROCEDURE OF CHANGE MANAGEMENT Step Generate CR Log CR Status Evaluate CR Authorize Implement Description A submitter completes a CR Form and sends the completed form to the Change Manager The Change Manager enters the CR into the CR Log. The CR’s status is updated throughout the CR process as needed. Project personnel review the CR and provide an estimated level of effort to process, and develop a proposed solution for the suggested change Approval to move forward with incorporating the suggested change into the project/product 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 Log Updated Status Report Status Implement CR
  47. 47. 9.0 – change management SAMPLE OF CHANGE MANAGEMENT FORM
  48. 48. 9.0 – change management EVALUATING & 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 High Description 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.
  49. 49. 9.0 – change management TYPE & STATUS CR Type Scope Schedule Cost Quality Status Description Change affecting scope Change affecting schedule Change affecting cost Change affecting quality Description Open Entered/Open but not yet approved or assigned Work in Progress CR approved, assigned, and work is progressing In Review CR work is completed and in final review prior to testing Testing CR work has been reviewed and is being tested Closed CR work is complete, has passed all tests, and updates have been released.
  50. 50. 9.0 – change management CHANGE 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 Project Sponsors NAME Chairman DESCRIPTION Evaluate, Make decision Project Champion CEO Evaluate, Make decision Project Manager Mohd Khairi Bin Ismayuddin Business Manager Zainudin Johari System Analyst Nurulaini binti Shariffudin Manage Change Activity,Support CR proposal defense,Manage approved CR execution Manage Change Activity, Support CR proposal defense, ensure approved CR execution Present CR & defend
  51. 51. 9.0 – change management TRANSFER 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.
  52. 52. 10.0 risk management plan
  53. 53. 10.0 – risk management plan INTRODUCTION Generally Risk Management consists of several phases: Risk Identification Risk Analysis Risk Action Planning Risk Tracking Risk Control
  54. 54. 10.0 – risk management plan SAMPLE TYPICAL ISSUES Risk The availability of key resources Possible Impact 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. 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. 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 Containment Strategy Obtain a commitment from the agencies that resources will be allocated. Contingency Plan 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. Perform an initial scoping study to Should the scope of the project increase the ensure that the full scope of the contingency plan is similar to that of the implementation is fully understood previous item. and obtain sign-off of this understanding. These requirements should be This is essential to an optimum discussed and approved by the implementation of the project. However our Project Team. The aim is for consultants are in a position to structure the research document and system key areas of the system in a way, which prototype should be tested, and provides maximum potential flexibility, which presented to key users and will allow changes to the structure in the approved. future.
  55. 55. 10.0 – risk management plan MAJOR 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.
  56. 56. THE END • thanx