Group Assessment Sample 2
Group Assessment Sample 2
Declaration
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Assignment Receipt
Unit Name: Information Technology Project Management Lecturer’s Name: Dr Fadi Kotob
GROUP ASSIGNMENT COVER SHEET * AUSTRALIAN INSTITUTE OF BUSINESS AND MANAGEMENT PTY LTD PAGE 1 OF 1
13 JULY 2015 CRICOS 03171A ABN: 72 132 629 97
Student 3 Student 3 Surname Student 3 Name Student 3 ID ICT712 Student 3 Name Student
3 Surname
Student 4 Student 4 Surname Student 4 Name Student 4 ID ICT712 Student 4 Name Student
4 Surname
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Executive summary
The concepts, methodologies, strategies, and tools used to manage an IT project are analysed
and evaluated in this paper. Specifically, two (2) project management methodologies, namely Project
Management Body of Knowledge (PMBOK) and Agile, have been used to help in the management of
the Australian Government’s project of an application to assist in reducing the spread of the Monkeypox
virus. Using the project management methodologies, it is estimated to complete the project within six
(6) months with a maximum budget of A$3.4 million for the app development and training.
● Task 1: establishing the project charter, stakeholder register, project plan, budget, schedule,
and risk register using the five (5) cycle phases of the PMBOK methodology
● Task 2: creating a product backlog and the tasks for the project for two (2) to four (4) sprints
utilising the Agile project management methodology.
● Task 3: evaluating the differences between PMBOK and Agile methodologies to see which is
ideal for developing the application
Overall, the report finds both PMBOK and Agile methodology suitable for the project
MPXMonitor App. This is because Agile Project Management is initially used during the defining phase
to develop specifications and requirements, and then traditional methods (like PMBOK) are used to
frequently used to plan, execute, and close the project. In particular, PMBOK helps the managers to
standardise practices and move from one department to another with the same practices. It helped the
team to visualise the whole project MPXMonitor App and foresee the assigned tasks, responsibilities,
budget and deadlines before the project starts. However, the team found out that PMBOK is too complex
for small projects compared to Agile methodology. In terms of small projects in agile methodology, the
team helped to communicate and collaborate with each other by sharing a project manager’s
responsibilities. Frequently, results are shown not just at the end of the project. For this reason, the
continual development of software (MPXMonitor App) and collaboration of team members is perfect
recipe for this type of project.
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TABLE OF CONTENTS
Executive summary 1
List of Tables 4
List of Figures 5
1 Introduction to MPXMonitor 6
1.1 Business Case 6
6 Conclusion 544
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LIST OF TABLES
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LIST OF FIGURES
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1 Introduction to MPXMonitor App
According to the World Health Organization (2022), “monkeypox (MPX) is a viral zoonosis (a
virus transmitted to humans from animals) with symptoms similar to those seen in the past in smallpox
patients”. Cases were reported concurrently in non-endemic and endemic countries beginning in early
May 2022 (World Health Organization, 2022). The first case of MPX in Australia was recorded in May
2022, despite the fact that it mostly affects tropical rainforest regions of Central and West Africa
(Department of Health and Aged Care, 2022). Subsequently, on July 23, 2022, the World Health
Organization (WHO) declared MPX a public health emergency of international concern as it continues
to have an outbreak across the world. As of 18 August 2022, 89 cases (confirmed and probable) of
MPX were reported in Australia (Department of Health and Aged Care, 2022).
Although the illness is usually mild and people typically recover within a few weeks, it can easily
be transmitted from person to person “through close contact with rashes, blisters or sores on the skin,
body fluids, and contaminated objects such as linen and towels” (Department of Health and Aged Care,
2022). Henceforward, the Australian Government is planning to develop an app that it hopes will help
in limiting the spread of the virus and eventually lessen its impact by providing useful information about
the MPX virus to the community.
Now, with project management, our team will be able to apply knowledge, skills, tools, and
techniques to project activities not only to meet project requirements, but also satisfy the client's needs
and expectations. (Schwalbe, 2015, p. 9).
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Benefits 1. Eliminate false information - standardise the source of information
regarding the virus (Monkeypox) by 100%.
2. Increase community awareness - by alerting the community, the
app may minimise the spread of Monkeypox virus by 40% and help
protect the community.
Timescales Initial analysis shows that the system will take approximately 4-6 months
to implement
Risks Although the project seems to be clear, there are still some potential
uncertainties. There are individuals that do not have interest in using
mobile applications. As a result, a physical healthcare facility is the
alternative. There are individuals who need assistance to use the
application (MPXMonitor).
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2 Project Management Body of Knowledge (PMBOK)
Project Management Body of Knowledge or PMBOK is a foundational standard that sets out
the Project Management Institute (PMI) standards for what a project manager needs to know. Project
Initiating, Project Planning, Project Executing, Project Monitoring and Project Controlling, and Closing
are the five (5) project phases developed by the Project Management Institute. It will be implemented
in this project to help the team to handle projects within the business and across different departments
(Southern Illinois University Edwardsville, 2020). In addition, this project will include the project
management knowledge areas to each process group to help identify the key competencies that the
project managers must apply.
In this section, we have incorporated the five (5) process groups of PMBOK.
In this phase, the objective is to ensure that both project and business objectives are aligned
to what the stakeholders and project teams are expecting. Kathy Schwalbe (2014) stated “It is better to
have a moderate or even small amount of success on an important project than huge success on a
project that is unimportant”. It is important to lay all preliminaries for a project before it officially starts.
In detail, scope, cost and time (constraints) should be determined. Secondly, identifying the
project sponsor and selecting the project manager is part of the pre-initiation tasks. Lastly, the business
case is developed.
A project charter describes the project including who stakeholders are, what the objectives and
how the project will be put into execution. “It is a crucial ingredient in planning the project because it is
used throughout the project lifecycle” (Wrike, 2022).
The objective of this project is to reduce the spread of “monkeypox” (MPX) by informing people
with reliable information from the Australian Government. Additionally, the application wants to track
individuals with symptoms that could lead to Monkeypox virus.
Internal Project 1. Project Director - The role reports directly to the relevant Senior
Stakeholders Project Director or Director and required to work collaboratively with
key stakeholders including the Australian Government (Sponsor) to
facilitate the engagement and agreement to maximise acceptance and
implementation of the project.
2. Project Manager - Consult with the project director and other relevant
departments to maintain or develop relevant systems of work and
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standards for communication (internal and external), cost control,
project administration, record keeping, quality control, and continual
improvement.
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2.1.2 Preliminary Project Scope Statement
Project Objective: To develop an app by December 2022 at a cost not greater than A$3.4 million, which will be used by Australian residents to inform them
about Monkeypox virus and eventually help in minimising the spread of the virus in the community.
Deliverables:
● Application that will be launched after six (6) months from the date of development
● MPXMonitor App that can be accessed in any mobile device running iOS or Android
● General Public use the application to access important information and updates
Milestones:
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Date Milestone Assigned To
1/30/2023 End
Table 3 Project Milestones
Technical Requirements:
● Application to be accessed using mobile phones
● Application to be available in the App Store and the Google Play
● Users to be able to create logins
● Application to push notifications to affected users
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Figure 6 Work breakdown structure (page 5)
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2.2.2 Gantt Chart
The Gantt Chart below shows the visual representation of the project's progress and to keep track of what activities need to be completed by a certain date.
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Figure 9 Detailed Gantt Chart (page 2)
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Figure 10 Detailed Gantt Chart (page 3)
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Figure 11 Detailed Gantt Chart (page 4)
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Figure 12 Detailed Gantt Chart (page 5)
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Figure 13 Detailed Gantt Chart (page 6)
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Figure 14 Detailed Gantt Chart (page 7)
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Figure 15 Detailed Gantt Chart (page 8)
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Figure 16 Detailed Gantt Chart (page 9)
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Figure 17 Detailed Gantt Chart (page 10)
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2.2.3 Project Communication Plan
A communication plan is used to keep track of project progress and to coordinate project operations (Larson, 2020). Consequently, this keeps important
stakeholders informed and helps prevent certain possible issues.
Milestone report Senior management and project manager Bimonthly E-mail and hardcopy Project office
Project status reports & Staff and customer Weekly E-mail and hardcopy Project manager
agendas
Team status report Project manager and project office Weekly E-mail Team recorder
Escalation reports Staff and customer When needed Meeting and hardcopy Project manager
Accepted change requests Project officer, senior management, Anytime E-mail and hardcopy Design department
customer, staff, project manager
Oversight gate decisions Senior management and project manager As required E-mail meeting report Oversight group or project
office
Table 4 Project Communication Plan
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2.2.4 Project Budget
“Project budgets are funds estimated during the planning phase based on what the project is
expected to cost at completion” (Kwon & Kang, 2018, p. 87). However, project costs are difficult to
estimate due to lack of information as this is done at the planning stage. Nonetheless, below are three
(3) costs that may affect the project’s budget for the course of six (6) months:
The project team's basic pay has been compared to Payscale's wage comparisons based on
job title, skills, experience, and education.
Resource Qty Max. Units Std. Rate Ovt. Rate Accrue At Base Calendar
Name
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2.2.4.2 Direct Project Overhead Costs (Materials and Equipment)
Overhead costs refer to all expenses incurred indirectly in running a business (Adeaca, 2020).
In this case, the following resources fall under this category.
“G&A is similar to overhead, but the terms differ in that G&A costs accrue regardless of whether
a company is working on a project” (Indeed, 2020). A percentage of the overall direct cost or the sum
of a particular direct cost, such as labour, materials, or equipment, is typically used to apportion G&A
expenses. In this project, the G&A overhead will comprise 20% of the total of the direct costs mentioned
above.
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2.2.5 Risk Assessment and Management Plan
Risk identification determines the weakness and hazards that can affect the organisation’s
performance or the application itself. Preparation and control can minimise the impact or totally avoid
risk that could damage the application and the organisation. Napp (n.d.), a cybersecurity professional,
stated that “technology trust is a good thing, but control is a better one”.
2.2.5.1 Scope
● This policy outlines the documentation of a detailed risk analysis in a matrix format.
● While this policy is defined, it does not in itself prevent the occurrence of risks. Rather, it is a
framework to allow for good preventive planning to be initiated, and in conjunction with the
business plan, provides a solid foundation for the continuous improvement of operations.
● The risks identified within the risk analysis matrix are reviewed at the time each internal audit
is conducted. The audit systematically assesses the probability of an occurrence of each risk
and the effectiveness of the defined preventive measures.
● The Management Team lists all potential risks associated with operation in the categories of
Application, Product and User Risk.
● The likelihood of the event occurring and the impact on the organisation are listed in terms of
High, (H), Medium (M) and Low (L).
● Root cause, triggers and potential responses are listed.
● The methods used to monitor these hazards, and to identify the issues as soon as they begin
to occur, are identified and documented.
● This is not always strictly quantified but generally is based upon the perception of the risk
management team. Risks are classified as high, medium, or low depending on how likely they
are to affect the project.
● Where possibility is so remote that the risks occurring are unlikely, then the risk rating is low
and can be left as a simple awareness issue.
The table below shows the high-level risk management plan for this project. It includes the
problem, risk, mitigation plan and action plan.
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# Ran Risk Description Category Root Cause Triggers Potential Risk Likelih Impact Status
k Responses Owner ood
R1 1 Delayed This is an urgent Project Risk A change of The Australian Make sure that Project M H Australian
milestone project and people protocols might government the Australian Manager Governme
in Australia are change the knew the virus Government is and nt and
waiting for business was new and aligned to Content healthcare
guidelines in terms process of the could change healthcare Manager partners
of Monkeypox application. the guidelines of workers with the will have
it. latest news about meetings
monkeypox. every
week.
R2 2 Change of We have never Application A new virus The Australian Make sure that Project M M Content
information encountered this Risk (monkeypox) is government the Australian Manager Manager
or regulation virus before. We starting to knew the virus Government is and
might encounter spread in was new and aligned to Project
changes in Australia. could healthcare Manager
regulations and misunderstand workers with the will
protocols in terms the guidelines of latest news about conduct
of monkeypox while it. monkeypox. meetings
doing the project. with
healthcare
partners.
R3 3 Unsupported Not all mobile Application There are Seniors rely on The organisation Trainers L L
application phones are Risk users who use Television and will supply
supporting the old models of newspapers. training on how
latest mobile smartphones. to use the
applications. application.
R4 4 Bug or crash There are Application Unforeseen Sudden updates QA team will QA H H Acceptanc
after uncertainties in the Risk bugs and of mobile conduct SMOKE Manager e testing
application production defects in the versions. test before by the
release environment. application or release, high- project
code. load testing manager.
before release.
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R5 5 Unable to There terms and Application Unforeseen Sudden updates Eliminate the QA M H Acceptanc
publish app conditions needed Risk changes in of mobile reason for Manager e testing
in Playstore before it is released PlayStore or requirements. rejection. Test by the
or in publicly. AppStore publication. project
AppStore requirements manager.
R6 6 Changes in This is an urgent Project Risk A change of The Australian Make sure that Project L M
project scope project to simply process on government both the project Manager
guide the people of how to handle knew the virus manager and the
Australia to spread monkeypox was new and Australian
reliable information symptoms and could change government are
and might change information the guidelines of aligned.
in the new future might change it.
because of the the scope.
uncertainty of the
virus.
R7 7 Users are not Users are familiar User Risk There are People This application Australia L L Australia
knowledgeab with this type of people who do sometimes look will be released n will release
le about the application due to not use mobile at information in by the Australian governm statistics in
functionalitie COVID-19 virus. applications as mobile devices government ent terms of
s a source of as fake assuring the Monkeypo
reference. information. information is x virus to
legitimate. encourage
people that
the
application
is
mitigating
the spread
of it.
Table 8 Risk Assessment Matrix
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2.3 Project Execution
The project execution or project implementation executes every strategy and action outlined in
the project management planning stage to satisfy the specifications. Documents are needed to produce
including minutes of meeting, and work orders which will be the source of actions that the team will
follow.
Knowledge areas are the core competencies that project managers should possess to deliver
an effective project. Knowledge areas coincide with the process groups (Initiating, Planning, monitoring
& control and closing).
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Management engagement Management Plan Management Plan
● Stakeholder ● Stakeholder
Management Plan Engagement Plan
● Change Management ● Change log
Plan Stakeholder
● Stakeholder Register Register
Table 9 Executing process knowledge areas (Schwalbe, 2015)
The table below is a list of process groups monitoring and controlling processes (Schwalbe,
2015).
Knowledge Area Executing Process
Control scope
To show each member's performance and work status, each project member submits their
weekly progress report to help the members to work effectively and identify areas that need
improvements.
Project: MPXMonitor App
Member: Antonio Student 2 Surname
Date: 27 August 2022
What’s going well and why: The project plan is clear. Each item has
instructions.
Project changes:
Table 11 Weekly Progress Report (Cengage Learning, 2016)
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2.5 Project Closing
In the closing process, acceptance of the product is put to an end. It is important to close
projects whether they are cancelled or successful. In this case, the team can reflect on what can be the
problem with the incomplete project. Project closing also includes final report, final presentation, client
acceptance form and verification of deliverables. Table 4 lists the knowledge areas of the project
closing. It shows that the team must deliver a final product or result and update project files and reports.
The final project report involves project objectives, project results, start and end dates changes,
original and actual budget, project assessment, transition plan and annual project benefits
measurement approach.
Project Objectives To reduce the spread of “monkeypox” (MPX) by giving out reliable
information from the Australian Government.
Actual
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Attachments ● Project summary result
● Project Management Documentation
● Transition Plan
● MPXMonitor design documents
● MPXMonitor roll-out information
● Client acceptance form
● Contract files
● Final presentation
Table 13 Final project report
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3 Agile Project Management Methodology
Dyba, et al. (2014) argues Agile software development as a “new approach for planning and
managing software projects” because it focuses more on informal coordination, collaboration and
learning, hence, it places less of an emphasis on upfront plans and rigours control.
In addition, Blair (2020, pp. 48-49), argues that “corporate projects often represent significant
investments, especially for those projects that span the corporate enterprise”. In this case, the app
development was allocated a large amount of budget. Hence, with the Agile Project Charter below, the
project vision, mission, and success are documented to have an overview if the corporate strategy and
project goals are aligned.
Project Vision To inform the general public or citizens of Australia about the
Monkeypox virus
Project Mission To develop a mobile/web application that would aid in reducing the
transmission of the virus
Agile project planning uses the same five project management process groups as PMBOK, but
uses alternative terms, methods, and results. (Schwalbe, 2012, p. 3):
General Public (GP) General public refers to members of the public who are active users of
the application that are included in the society. General public should
be able to find information regarding monkeypox.
Content Manager (CM) Content manager refers to team or personnel that is managing the
content inside the application so that users will receive only relevant
information regarding monkeypox. In addition, content managers are
the ones who approve of the information that will be posted on the app.
Content Writer (CW) Content writer refers to a team member who will be writing the contents
to be posted on the app to convey meaningful, helpful, and relevant
information to all users.
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Australian Government Government employees of the Department of Health have a
employees (AG) responsibility to provide health safety protocols as well as information
dissemination regarding monkeypox.
Local Government Area LGAs are responsible to update their local area with the information of
(LGA) officials monkeypox spread and safety protocol that should be followed within
the area.
The acceptance criteria incorporated into each user story to properly fulfil business
needs is another proactive quality control measure with agile development. Consequently, user
story effort is also determined for effort estimation by using two (2) approaches: ideal time and
story points. For this app development project, story point, which is a unit to measure the size
of a User Story or a feature (Coelho & Basu, 2012, p. 8), will be used based on “the time to
finish the project, how many resources, and also the project risks” (Ferdiana et al., 2011, p. 41).
To estimate the story points, the affinity estimation technique will be applied. As such,
the following will be the point guide:
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GP2 As a general public, I ● Able to access form to login 2
would like to login into the ● Able to use login information
application so I can that was entered in the
access information registration form to login
regarding monkeypox.
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GP8 As a general public, I can ● Able to navigate to my personal 3
erase all my personal information form
information in the ● Able to delete my information
application or system at
any time so my personal
information will remain
private.
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SA3 As a system administrator, ● Able to update the application 8
I want to be able to update and release it for public
the application
architecture so the
application can run
properly on newer
devices.
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AG2 As an Australian ● Able to have access to change 5
government employee, I public regulation to avoid virus
want to be able to create, spread.chr
update, and delete current
regulations or rules in the
application
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3.2 Planning
3.2.1 Agile Scrum Framework Implementation
Agile is one approach for planning and finishing projects which has various framework
techniques (Blair, 2020, p. 3) including Kanban, Scrum, Lean, DSDM, XP, FDD, and Crystal. For this
project, the Scrum framework has been utilised because it is best suited for software development
projects or programs. To examine scope management throughout development, the Roadmap to Value
is used as shown below:
That Allows general public to receive relevant information regarding the virus
MPXMonitor Will provide a mobile based application regarding all information about
monkeypox
Table 18 Scrum Product Vision
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3.2.3 Product Roadmap
A product roadmap is a high-level documentation of the product’s progress. By demonstrating
the concrete elements that will be created during development, it also places the vision in context
(Layton et al., 2020, p. 186). As such, Trello, which is a visual project management and task tracking
tool that gives teams the ability to manage any kind of project, was used to show how the project will
run using the agile approach.
Using Trello, the following figures exhibit the Product Roadmap for MPXMonitor App:
A product backlog is a set of prioritised business values. The highest priority is broken down
into smaller parts and these items are called product backlog. In addition, the complexity and size of
the work dictates the estimation for the particular task.
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Figure 21 MPXMonitor App Product Backlog
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Figure 23 Shifting Card from Product Backlog to Sprint 2 (Sprint 2 on progress)
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Figure 25 Shifting Card from Product Backlog to Sprint 4 (Sprint 4 on progress)
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3.2.6 Sprint Review
When each of the sprint is completed, a demonstration is conducted so the Product Owner and
business stakeholders can see the outcome of each sprint and the load of the work that has been
completed. During the demo, all the functionality that has been released must be shown to the product
owner and review is very important to gather all the feedback and use the feedback to plan the next
sprint as well as adapt to any changes needed.
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3.2.7 Release Backlog
Release backlog will contain the sprint that has been completed. Each card has been moved
to release after completion of each sprint.
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3.3 Executing
The executing phase involves completing the daily tasks throughout sprints and creating a
shippable product at the completion of each sprint. Consequently, this phase takes the longest and
costs the most, especially as the application's functionality will go through several iterations. In terms
of the Roadmap to Value stages, this phase particularly relates to Stage 4: Sprint Planning, where the
scrum team develops a sprint goal that specifies the immediate boundaries of work that the team
anticipates accomplishing during the sprint.
1. Daily Scrum - This includes a brief discussion about the previous task/s, issues or blockers
the team is facing in the project.
2. Sprint Review - The team gathers data from the past sprint and shows the product owner what
has been completed during the sprint.
3. Burndown Chart - Burndown chart illustrates the remaining tasks in a sprint. This is conducted
on a day-by-day basis. It plots each day’s estimated hours (sum) remaining.
3.5 Closing
The team reflects on the previous sprint. Usually teams give their lessons-learned report and
should answer two (2) fundamental questions such as “What went during the previous sprint that we
should adapt?” and “What could we do to enhance the product or process?” (Schwalbe, 2014)
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4 Comparison between PMBOK and Agile Project Management Methodology
Two (2) popular models in the field of project management are Agile and PMBOK. In this
section, the objective is to compare the management processes of these methodologies to determine
which is the most suitable for an app that the Australian government is planning to develop to help in
decreasing the spread of the Monkeypox virus. This comparison is meant to show where there are
gaps, disparities, discrepancies, etc.
Firstly, PMBOK is organised into “five (5) process categories (planning, execution, controlling,
and closing) and nine (9) knowledge domains (integration management, scope management, time
management, cost management, quality management, human resource management, communication
management, risk management, procurement management). Agile software project management, on
the other hand, is built on the following principles: embrace change, concentrate on customer value,
release portions of functionality gradually, cooperate, reflect, and continually learn” (Fitsilis, 2008, p.
378).
Secondly, PMBOK guidelines help to unify and standardise the parts of project management.
It answers the question “What should be done to get the project done?”. Meanwhile, agile project
management is a methodology that simply breaks down a whole project into some smaller projects.
Thirdly, PMBOK is a defined process model which is predictable and doesn’t allow changes in
the project. On the contrary, Agile methodology has the ability to respond to changes, which allows
revisions in project requirements and solutions through collaboration. The triple constraints cost, time
and scope need to be set (Cencula, 2015). However, scope goals are flexible, in this case, product
owners or project sponsors can change tasks schedules as well as the level of priority.
Finally, in order to increase project delivery consistency in the physical engineering industries,
PMBOK was created in the late 1960s. On the other hand, Agile was developed for software
development projects, but it is not limited to them (Blair, 2020, p. 105).
ADVANTAGES DISADVANTAGES
PMBOK The function of each member in a project Unlike Agile, PMBOK values efficiency
will find it easier to perform. Since and productivity over communication.
PMBOK’s standardised process can be
applied across different units or
departments.
AGILE Agile works best when the team cannot Difficult to predict the end date of the
finalise or map out the scope of the project.
project as well as the time needed for the
project.
PMI’s research shows that agile Difficult to measure the progress of the
decreases product defects and improves project.
team collaboration and increases in
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delivering business value (Schwalbe,
2014).
In agile, every iteration, the team could Fragmented output - as when each
check the budget at the same time control member works on each component in
it to avoid overspending. different cycles, rather than being one
coherent piece, the final product
frequently gets quite fractured.
Table 19 PMBOK vs AGILE (Advantages and Disadvantages)
In summary, PMBOK is globally recognised by project managers because it has proven good
practices. In spite of the good sides of both methods, PMBOK and Agile have pros and cons as specified
in Table 19. On top of that, other important matters such as the project requirements and technology
must be considered. By this, it will help project managers to decide between PMBOK and Agile to use
in a project. For projects that have complicated scenarios, Agile is an excellent option because the
project is far from certainty. On the other hand, well defined projects with the lower expectancy of
change belong to PMBOK.
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5 Project Ethics
Jónasson & Ingason (2013) defines ethics as “the discipline that is concerned with what is good
and just for individuals, groups, organisations and society”. In the field of project management, ethics
has received little attention, despite the fact that it is the most contentious since it impacts not only the
organisation but also the other resources and users of the system or application. A similar view is held
by Kliem (2011) who states that good ethical behaviour has positive consequences and goes
unappreciated, but if unethical behaviour occurs, negative consequences arise, and only then is
noticed, but it is often too late. Hence, a strong ethical culture from the top to the bottom of an
organisation is essential especially that the user's personal data is at stake.
The Project Management Institute (PMI) developed a Code of Ethics and Professional Conduct
to serve as a guide for people involved in project management. Moreover, they believe that "honesty,
responsibility, respect, and fairness are the values that drive ethical conduct for the project management
profession” (Project Management Institute, n.d.).
On one hand, Negulescu & Doval (2012, p. 35) concludes that the following are the principal
ethical issues that might be propositioned into a project management:
● Data fabrication - registration and data visualisation based on conjecture and not
achieved from research methods.
● Falsification - falsify research materials, tools, procedures, or findings; exclude data or
findings so as to misinterpret the findings
● Plagiarism - presenting other’s work or ideas as their own original work.
● Conflicts of interest - situation that occurs when one’s personal interests interfere with
the objectivity of the project
On the other hand, Lawton (2020) and Scacca (2019) have listed the following ethical issues
related to app development:
In relation to the aforementioned and the MPXMonitor App, the project team must assure that
“all” stakeholder interests are safeguarded and that the PMI’s Code of Ethics is always kept in mind and
adhered to at all times. To apply this, the Australian government and the project team should:
● Keep data confidential including their personal information and location details
● Abide by an ethical code of practice
● Request permission or consent from the user only if needed
● Respect user’s privacy and security
● Know that bad decision-making can have direct serious consequences for others
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6 Conclusion
Indeed, there is a set amount of time, work, and preparation needed to finish a project. In this
project, for instance, the MPXMonitor App required by the Australian government must be completed
in six (6) months from the start of its development, with a budget of A$3.4 million and a project
development team that includes a project manager, an analyst, a developer, a tester, and a trainer.
Additionally, the app would offer a variety of capabilities, including the ability to verify user symptoms
against a checklist and get relevant information and updates about the infection. As such, the goal of
the app is to eventually help stop the monkeypox virus from spreading across the states.
Moreover, two (2) project methodologies were discussed and applied to manage this project,
namely, the Project Management Body of Knowledge (PMBOK) and Agile Project Methodology. With
PMBOK, it has proficient guideline practices that allow effective project planning and phases set out to
manage and oversee a project. This is an effective method for building a baseline project plan that
would serve as the exoskeleton from which the project could evolve from to become in case the situation
drastically changes.
Meanwhile, Agile methodology was used to define user stories to help visualise tasks which is
the product roadmap shown in Figure 19. It would also allow the project team to consider external
factors in advance that could potentially throw the original project plan off course.
Overall, both methodologies can help in the management of the project – pre-emptive planning
through PMBOK and expanding the planning by developing Agile methodology for app development is
the best course of action considering the fast spread of Monkeypox in recent times.
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REFERENCES
Adeaca, 2020. What is Project Overhead? - Project Business Technology Resources. [Online] Available
at: https://www.adeaca.com/blog/faq-items/what-is-project-overhead/. [Accessed 4 September 2022].
Blair, A. A., 2020. AGILE PROJECT DELIVERY: A Practical Approach for Corporate Environments
Beyond Software Development;a Practical Approach for Corporate. s.l.:Canadian Scholars.
Cencula, P., 2015. Agile inverts the Triple Constraints of Project Management. [Online] Available at:
https://www.linkedin.com/pulse/agile-inverts-triple-constraints-project-management-paul-cencula/.
[Accessed 7 September 2022].
Coelho, E. & Basu, A., 2012. Effort Estimation in Agile Software Development using. International
Journal of Applied Information Systems, August, 3(7), pp. 7-10.
Department of Health and Aged Care, 2022. Monkeypox (MPX). [Online] Available at:
https://www.health.gov.au/diseases/monkeypox-mpx. [Accessed 22 August 2022].
Department of Health and Aged Care, 2022. Monkeypox (MPX). [Online] Available at:
https://www.health.gov.au/diseases/monkeypox-mpx. [Accessed 22 August 2022].
Dyba, T., Dingsøyr, T. & Moe, N. B., 2014. Software Project Management in a Changing World. 21
May.pp. 277-300.
Ferdiana, R., Santoso, P. I., Nugroho, L. E. & Ashari, A., 2011. User Story Software Estimation: A
simplification of software estimation model with distributed extreme programming estimation technique.
JUTI, January, 9(1), pp. 41-48.
Fitsilis, P., 2008. Comparing PMBOK and Agile Project Software Development Processes. Advances
in Computer and Information Sciences and Engineering, pp. 378-383.
Indeed, 2020. Guide to General and Administrative Expenses (G&A). [Online] Available at:
https://www.indeed.com/career-advice/career-development/general-and-administrative-expenses.
[Accessed 4 September 2022].
Kliem, R. L., 2011. Ethics and Project Management. s.l.:Taylor & Francis.
Kwon, H. & Kang, C. W., 2018. Improving Project Budget Estimation Accuracy and Precision by
Analyzing Reserves for Both Identified and Unidentified Risks. Project Management Journal, 50(1), pp.
86-100.
Larson, E., 2020. Ise Ebook Online Access for Project Management: the Managerial Process. 8th ed.
s.l.:McGraw-Hill US Higher Ed ISE.
Lawton, G., 2020. 5 examples of ethical issues in software development. [Online] Available at:
https://www.techtarget.com/searchsoftwarequality/tip/5-examples-of-ethical-issues-in-software-
development. [Accessed 29 August 2022].
Layton, M. C., Ostermiller, S. J. & Kynaston, D. J., 2020. Agile Project Management For Dummies.
s.l.:Wiley.
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Negulescu, O. & Doval, E., 2012. Ethics issues in the management of the projects. Review of General
Management, 15(1), pp. 33-41.
Project Management Institute, n.d. Code of Ethics & Professional Conduct. [Online] Available at:
https://www.pmi.org/codeofethics. [Accessed 29 August 2022].
Scacca, S., 2019. Why Ethical Design Is Critical for Mobile App Designers. [Online] Available at:
https://www.telerik.com/blogs/why-ethical-design-is-critical-for-mobile-app-designers. [Accessed 29
August 2022].
Schwalbe, K., 2012. Managing a Project Using an Agile Approach and the PMBOK® Guide. 2012
Proceedings of the Information Systems Educators Conference.
World Health Organization, 2022. Monkeypox outbreak 2022 - Global. [Online] Available at:
https://www.who.int/emergencies/situations/monkeypox-oubreak-2022. [Accessed 22 August 2022].
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OVERALL CONTRIBUTION LOG
Report:
• Executive Summary
• Introduction
• PMBOK
o Project charter
o Project planning (WBS)
o Risk Management (Scope, Potential Hazards,
Risk Reduction, Risk Assessment)
• Trello
o Product backlogs
o Define users
o User stories
• Agile
o Planning (Porduct roadmap, product & backlog,
Sprint review)
o Executing
o Monitoring and controlling
o Closing
• Advantages and disadvantages of PMBOK and Agile
Report:
• Executive summary
• Introduction
• PMBOK
o Gantt Chart
o Project Planning (WBS)
o Project budget
o Overhead cost
o Direct cost
• Agile
o Initiating (Product backlogs, Define users, User
stories)
o Planning (Product roadmap, product & backlog,
Sprint review)
o Executing
o Monitoring and controlling
o Closing
• Project Ethics
• Conclusion
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Student 4 Name 25% Project Management:
Student 4 • Trello
Surname o Product backlogs
o Define users
o User stories
• Final review’
•
Report:
• Agile
o Initiating (Product backlogs, Define users, User
stories)
o Planning (Product roadmap, product & backlog,
Sprint review)
• Risk Management (Scope, Potential Hazards, Risk
Reduction, Risk Assessment)
• Conclusion
Report:
• Risk Management (Scope, Potential Hazards, Risk
Reduction, Risk Assessment)
• PMBOK
o Project charter - Milestone
•
• PMBOK and Agile comparison
• Agile
o Initiating (Product backlogs, Define users, User
stories)
o Planning (Product roadmap, product & backlog,
Sprint review)
• Conclusion
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TEAM COMMUNICATION (SLACK)
1. Antonio, the group leader, was tasked to set up Slack and add all members accordingly. Also, he
had set up a Slackbot reminder so all members will be reminded to do the group project in a timely
manner.
2. Through Slack, our group leader has assigned tasks to each member.
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Figure 30 Delegating tasks
3. Members have also shared their completed work in Slack so everyone will be able to review it and
comment if any amendments are needed.
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Figure 31 Group collaboration
4. Lastly, final revisions and official announcements about the project have been done on Slack. As
part of the project completion, the group decided to have a final meeting at the campus for the
presentation.
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PROJECT REFLECTION
Achieving project goals and targets while taking into consideration the project's scope, time,
quality, and cost is the main objective of project management. Without a doubt, undertaking the subject,
ICT712 Information Technology Project Management, has been an incredible experience due to the
invaluable knowledge and skills we acquired on project management. Our team has also learnt how to
work closely together and collaborate utilising various platforms, like Slack and Trello, which has helped
us organise our responsibilities effectively.
In terms of time management, all members made sure to allot their time to complete the tasks
that were assigned to them. More importantly, even though the classes and meetings are conducted
online, everyone is actively engaged in all group activities. Henceforth, this has led to great results and
great creative outcomes. Self-study is a significant contributor to increasing our understanding of project
management and actually applying it to our own projects, in addition to the skills learned in lectures and
tutorials.
Overall, to be a leader you need to learn to manage your time and learn how to motivate your
team. By nature, I am an emotional person, and it is hard for me to see anyone left out of the group.
There is no denying that all members worked with dedication and with interest. This project is
meaningful for me and for the team members since we have allotted time and have learned how to
handle a project using both PMBOK and Agile Project Management methodologies.
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