Project Management Business Proof Reading and Business Service

Measurable Organizational value

Tha project management the role of implementation of a successful website platform or the online crop buyers and sellers. It is expected that this platform designed for I-Crop will allow the clients to buy crop through an online channel. The area of impact of organization culture ranking and the involved stakeholders are also illustrated in this report.

Desired areas of impact

Value of the project plan

Involved stakeholders to the project

Accurate project timeframe and metrics

The project should have to be completed within 8 months.

Scope management plan

Project scope

• Project objectives and goals understanding
• The platform should have a feedback option for change management
• Affordable service should be avail by the project owners
• Online payment option should be possessed by the website platform.

Project schedule and WBS

Project schedule

Milestones of the project

Project risk management plan

Assumptions

• To complete the project in 8 months
• To complete the project within the estimated budget of $80,000

4.2 Risk assessment

Quality management plan

Team philosophy

The aim of Globex is to deliver an affordable, user friendly as well as business effective crop selling buying online platform to the consumers of I-Crop.

Set of verification activity

Set of validation activity

Project evaluation and closure checklist

Annotated bibliography

This article portrays the importance of stakeholder’s involvement to a project for its successful implementation. Tough, for this project the specifications are nominated for building projects. It is determined that, with different groups of project phases different stakeholders are associated (Heravi, Coffey & Trigunarsyah, 2015). This successful incorporation can be add on to the services based on the complexity of the activities and the skills and knowledge of the project stakeholders. It s examined that the level of involvement for this project is possibly mentioned for four group of stakeholders. In each of the phase their involvement plays key role. The article also reviewed that highest involvement with the project is served by the project manager whereas contractors have a lowest rate of engagement to the panning process of the projects. It also defines that the involvement of the stakeholders can improve the business effectiveness during the project initiation up to the project management planning phase. How by controlling the interaction a project can be completed with the support of the stakeholders is also elaborated in this article.

This journal reflects the details of practical application as well as empirical evaluation of the reference for project management forecasting. It is defined that with the successful implementation of practical implementation the ideas of project manager will grow at a higher rate. The difference between the traditional project managers and the current project managers are also illustrated here considering the identification of the reference classes, probability distribution and class distribution (Batselier & Vanhoucke, 2016). How an empirical database management system can restrict the data flow control in a project is also illustrated in this journal. In addition to this, for selecting the reference class how the probability distribution approach is beneficial are ate illustrated here. Not only this but also, the details application of the RFC method and their 3 steps implementation process are also illustrated in this journal. Even for multiple experimental study also this approach is very much beneficial that is also elaborated here considering Monte Carlo Simulation approach.

According to Lappe and Spang (2014), any company will be able to obtain commercial profit from the competitive market if it invests lot in project management. Considering the relationship between the costs and project management profits are all elaborated in this report. How mostly the business organizations gain commercial profit from their application are also elaborated considering both the qualitative and quantitative profits. In addition to this, the different evolutionary stages are also illustrated in this journal. There must be an accurate balance between the investment and the profit that could have gained from the project management prcatices are also mentioned here. In order to accomplish any project how the estimated cost can be structured is calculated considering the Return in Investment (ROI) cost benefit analysis approach.

Closure checklist

The testing phase of the online platform development project of ICrop has been successfully completed

• The challenges are all resolved with the risk mitigation strategies
• Final project report is also being hand over to the sponsors

Evaluation details

The MOV for the I-Crop online website development project will be functionally evaluated by the project manager before the final launching. The project manager is responsible to control and monitor progress of I-Crop project so that it can meet the preliminary set objectives and other assumptions. It is defined that the project is approved by the project manager and the project sponsors within the estimated time frame of 8 months and within the budget of $80,000. It has also successfully avoided the issues of over time allocation and over resource allocation.

References

1. Bilgihan, A., & Bujisic, M. (2015). The effect of website features in onlinerelationship marketing: A case of online hotel booking. Electronic Commerce Research and Applications, 14(4), 222-232.
2. Bilgihan, A., Nusair, K., Okumus, F., & Cobanoglu, C. (2015). Applying flow theory to booking experiences: An integrated model in an online service context. Information & Management, 52(6), 668-678.
3. Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge.
4. Boud, D., Cohen, R., & Sampson, J. (Eds.). (2014). Peer learning in higher education: Learning from and with each other. Routledge.
5. Eskerod, P., Huemann, M., & Savage, G. (2015). Project stakeholder management—past and present. Project Management Journal, 46(6), 6-14.
6. Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
7. Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.