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195 views63 pages

Group Assessment Sample 2

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Nabin Pradhan
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KING’S OWN INSTITUTE*

Success in Higher Education

GROUP ASSIGNMENT COVERSHEET


Unit Name: Information Technology Project Management

Lecturer’s name: Dr Fadi Kotob

Assignment Title: Group Project and Presentation on Monkeypox virus

Declaration
(This declaration must be completed by all students in the group or the assignment will not be marked.)

We, the undersigned, certify the following:


• We have read and understood the Student Academic Misconduct Policy
• This assignment is our own work based on our personal study and or research.
• We have acknowledged all material and sources used in the preparation of this assignment
including any material generated in the course of our employment.
• The assignment has not previously been submitted for assessment in this or any other
unit.
• We have not copied in part or in whole or otherwise plagiarised the work of other students.
• We have read and understand the criteria used for assessment.
• The assignment is within the word and page limits specified in the unit outline.
• The use of any material in this assignment does not infringe the intellectual property / copyright
of a third party.
• We understand that this assignment may undergo electronic detection for plagiarism, and an
anonymous copy of the assignment may be retained on the database and used to make
comparisons with other assignments in future.
• By completing this coversheet in full and submitting this assignment electronically, we are
bound by the conditions of the KOI's Student Academic Misconduct Policy and the declaration
on this coversheet.

Family Name Given Name(s) Student ID Tutorial Code Signature


Student 1 Student 1 Surname Student 1 Name Student 1 ID ICT712 Student 1 Name Student 1
Surname
Student 2 Student 2 Surname Student 2 Name Student 2 ID ICT712 Student 2 Name Student
2 Surname
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

------------------------------------------------------------------
Assignment Receipt

Unit Name: Information Technology Project Management Lecturer’s Name: Dr Fadi Kotob

Assignment Title: Group Project and Presentation on Monkeypox virus

Family Name Given Name(s) Student ID Tutorial Code Signature


Student 1 Student 1 Surname Student 1 Name Student 1 ID ICT712 Student 1 Name Student 1
Surname
Student 2 Student 2 Surname Student 2 Name Student 2 ID ICT712 Student 2 Name Student
2 Surname

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

2|Page
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.

The analysis conducted has four (4) main tasks, including:

● 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

● Task 4: analysing ethical issues relevant to the app project

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.

3|Page
TABLE OF CONTENTS

Executive summary 1
List of Tables 4
List of Figures 5

1 Introduction to MPXMonitor 6
1.1 Business Case 6

2 Project Management of Knowledge (PMBOK) 8


2.1 Project Initiating 8
2.1.1 Project Charter 8
2.1.2 Preliminary Project Scope Statement 10
2.2 Project Planning 132
2.2.1 Work Breakdown Structure 12
2.2.2 Gantt Chart 188
2.2.3 Communication Plan 27
2.2.4 Project Budget 28
2.2.4.1 Direct Project Cost (Project Team Salary) 28
2.2.4.2 Direct Project Overhead Costs (Materials and Equipment) 29
2.2.4.3 General and Administrative (G&A) Overhead Costs (Materials and Equipment) 29
2.2.5 Risk Assessment and Management Plan 30
2.2.5.1 Scope 30
2.2.5.2 Potential Hazards 30
2.2.5.3 Risk Reduction 30
2.2.5.4 Risk Assessment Matrix 30
2.3 Project Execution 33
2.3.1 Knowledge areas (Project Execution) 33
2.4 Project Monitoring and Controlling 34
2.5 Project Closing 35
2.5.1 Knowledge areas (Project Closing) 35
2.5.2 Final project report 35

3 Agile Project Management Methodology 37


3.1 Initiating (User Story Creation) 387
3.2.1 Define Users 37
3.1.2 User Story and Acceptance Criteria 38
3.2 Planning 43
3.2.1 Agile Scrum Framework Implementation 43
3.2.2 Product Vision 43
3.2.3 Product Roadmap 45
3.2.4 Product Backlog 45
3.2.5 Sprint Backlog 45
3.2.6 Sprint Review 48
3.2.7 Release Backlog 49
3.3 Executing 50
3.4 Monitoring and Controlling 50
3.5 Closing 50

4 Comparison between PMBOK and Agile Project Management Methodology 51

5 Project Ethics 533

6 Conclusion 544

4|Page
LIST OF TABLES

Table 1 Project Business Case ................................................................................................................ 8


Table 2 General Project Information ...................................................................................................... 10
Table 3 Project Milestones..................................................................................................................... 12
Table 4 Project Communication Plan .................................................................................................... 28
Table 5 Direct Project Cost (Project Team Salary)................................................................................ 29
Table 6 Direct Project Overhead Costs ................................................................................................. 30
Table 7 General and Administrative (G&A) Overhead Costs ................................................................ 30
Table 8 Risk Assessment Matrix ........................................................................................................... 33
Table 9 Executing process knowledge areas (Schwalbe, 2015) ........................................................... 35
Table 10 Monitoring and controlling knowledge areas (PMBOK Guide Fifth Edition, 2013) ................ 35
Table 11 Weekly Progress Report (Cengage Learning, 2016) ............................................................. 35
Table 12 Closing knowledge areas (PMBOK Guide Fifth Edition, 2013) .............................................. 36
Table 13 Final project report .................................................................................................................. 37
Table 14 Agile project charter ................................................................................................................ 38
Table 15 User Definition ........................................................................................................................ 39
Table 16 T-shirt Sizing with Points (Layton et al., 2020, p. 189) ........................................................... 39
Table 17 User Story add Acceptance Criteria ....................................................................................... 43
Table 18 Scrum Product Vision ............................................................................................................. 44
Table 19 PMBOK vs AGILE (Advantages and Disadvantages) ............................................................ 53

5|Page
LIST OF FIGURES

Figure 1 Project Milestones ................................................................................................................... 11


Figure 2 Work breakdown structure (page 1) ........................................................................................ 13
Figure 3 Work breakdown structure (page 2) ........................................................................................ 14
Figure 4 Work breakdown structure (page 3) ........................................................................................ 15
Figure 5 Work breakdown structure (page 4) ........................................................................................ 16
Figure 6 Work breakdown structure (page 5) ........................................................................................ 17
Figure 7 Gantt chart timeline ................................................................................................................. 18
Figure 8 Detailed Gantt Chart (page 1) ................................................................................................. 18
Figure 9 Detailed Gantt Chart (page 2) ................................................................................................. 19
Figure 10 Detailed Gantt Chart (page 3) ............................................................................................... 20
Figure 11 Detailed Gantt Chart (page 4) ............................................................................................... 21
Figure 12 Detailed Gantt Chart (page 5) ............................................................................................... 22
Figure 13 Detailed Gantt Chart (page 6) ............................................................................................... 23
Figure 14 Detailed Gantt Chart (page 7) ............................................................................................... 24
Figure 15 Detailed Gantt Chart (page 8) ............................................................................................... 25
Figure 16 Detailed Gantt Chart (page 9) ............................................................................................... 26
Figure 17 Detailed Gantt Chart (page 10) ............................................................................................. 27
Figure 18 The Roadmap to Value (Layton et al., 2020, pp. 273-274) ................................................... 44
Figure 19 MPXMonitor App Product Roadmap ..................................................................................... 45
Figure 20 Product Backlog Labels ......................................................................................................... 45
Figure 21 MPXMonitor App Product Backlog ........................................................................................ 46
Figure 22 Shifting Card form Product Backlog to Sprint 1 ..................................................................... 46
Figure 23 Shifting Card from Product Backlog to Sprint 2 (Sprint 2 on progress) ................................ 47
Figure 24 Shifting Card from Product Backlog to Sprint 3 (Sprint 3 on progress) ................................ 47
Figure 25 Shifting Card from Product Backlog to Sprint 4 (Sprint 4 on progress) ................................ 48
Figure 26 Review of Card ...................................................................................................................... 48
Figure 27 Marking all the Checklist as the Complete ............................................................................ 49
Figure 28 Release Backlog .................................................................................................................... 50

6|Page
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).

1.1 Business Case

Project Business Case

Project Name MPXMonitor App

Project Sponsor Australian Government Project Manager Dr Fadi Kotob

Date of Project 11 September 2022 Last Revision Date 11 September 2022


Approval

Contribution to To develop a web-based and mobile application to monitor and increase


Business Strategy the awareness of individuals and organisations on Monkeypox cases.
Utilise user databases to increase information accessibility online.

Features 1. View updated information about the virus.


2. Receive important health advice to mitigate the spread of the virus.
3. Receive real-time notification from the Australian Government.
4. Gain access to relevant and reliable contact information.
5. View an updated checklist of Monkeypox symptoms.
6. The app can mark you as positive if you have a number of
symptoms.

7|Page
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

Costs Direct Project Cost = A$248,756.74


Direct Project Overhead Costs = A$117,277.40
General and Administrative Overhead Cost = A$73,206.83
Total cost = A$439,240.97

Total estimated cost = $3.4 million

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).

Table 1 Project Business Case

8|Page
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.

2.1 Project Initiating

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.

2.1.1 Project Charter

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.

General Project Information

Project Name MPXMonitor App

Project Manager Dr Fadi Kotob

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

9|Page
standards for communication (internal and external), cost control,
project administration, record keeping, quality control, and continual
improvement.

3. Project Sponsor (Australian Government) - Make decisions to the


project and cost based on their budget. Provides approval on budget
and other organisation resources.

4. Technical Architect - This person is to provide business requirements


analysis and documentation, translate requirements into technical
terms, and guide development solutions.

5. Quality Assurance Manager - This person is to identify and apply


corrective actions, with a focus on continuous product improvement.
To maintain and implement a suitable approach to meet MPXMonitor
App requirements and ensure the safety of all listed information.

6. QA tester -To under the supervision of QA Manager to develop testing


solutions, improve testing processes and code is production ready.
Other activities include such as automating manual processes and
implementing new testing applications.

7. Developer - Develop the application with the use of required


frameworks and programming languages. To ensure the systems run
smoothly in production, seeking to reduce errors and verifying that the
systems meet the requirements of fault-tolerance, uptime and
scalability.

Resources Development (Frameworks) 1. Elixir (Back-end)


2. React Native (Mobile)
3. Elixir Phoenix (Web-based app)
4. GraphQL (API)
5. PostgreSQL

Tools 1. Laptop (Linux)


2. Adobe XD
3. Adobe Photoshop
4. NGINX (Web server)

Project Budget AUD3.4 million


Allocation

Expected Start 02 May 2022


Date

Expected End 30 January 2023


Date
Table 2 General Project Information

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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:

Figure 1 Project Milestones

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Date Milestone Assigned To

2/05/2022 Project Start

5/05/2022 Project Charter complete Project Manager

17/05/2022 Project Scope complete Project Director, Project Manager

30/05/2022 Project Schedule complete Project Manager

2/06/2022 Risk Plan complete Project Manager

6/06/2022 Project Resources complete Project Director

13/06/2022 Procurement Plan complete Contracts Manager

15/06/2022 Financial Plan complete Project Manager

16/06/2022 Data Management Plan complete Project Manager

17/06/2022 Project Management Plan complete Project Manager

15/07/2022 Analysis complete Project Manager

5/08/2022 Design complete Analyst

6/09/2022 Development complete Developer

27/09/2022 Unit testing complete Testers

13/10/2022 Integration testing complete Testers

21/11/2022 Training materials complete Trainers

19/09/2022 Documentation complete Technical Communicators

30/11/2022 Pilot complete Deployment Team

7/12/2022 Deployment complete Deployment Team

12/12/2022 Post implementations review complete Project Manager

12/13/2022 Software development template complete Project Manager

1/26/2023 Review and Reconcile Financial Project Manager


Performance

1/27/2023 Close Contract Contracts Manager

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

Limits and Exclusions:


● MPXMonitor App should only be available to Australian residents
● Application to be completed within six (6) months
● Australian government responsible for informing the public regarding the application

Customer Review: Australian government and residents


12 | P a g e
2.2 Project Planning
Project planning focuses on the creation of relevant documents such as Work Breakdown Structure, Communication Plan and Budget, that would
help the team to iron out what tasks the team needs to perform to finish the project.

2.2.1 Work Breakdown Structure


The work breakdown structure (WBS) shows the overview of the required work and tasks. It summarises the total scope of the project. The work
breakdown structure (WBS) shown in Figure 1 demonstrates how to divide the project into manageable tasks.

Figure 2 Work breakdown structure (page 1)


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Figure 3 Work breakdown structure (page 2)
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Figure 4 Work breakdown structure (page 3)
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Figure 5 Work breakdown structure (page 4)

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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.

Figure 7 Gantt chart timeline

Figure 8 Detailed Gantt Chart (page 1)

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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.

What information Target Audience When? Method of Communication Provider

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

Issues report Staff and customer 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

28 | P a g e
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:

2.2.4.1 Direct Project Cost (Project Team Salary)

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

Project Director 1 100% $94.13/hr $141.20/hr Prorated Standard

Project 1 100% $60.73/hr $91.10/hr Prorated Standard


Manager

Acceptor 1 100% $30.00/hr $45.00/hr Prorated Standard

Application 1 100% $75.40/hr $113.10/hr Prorated Standard


Architect

Technical 1 100% $74.14/hr $111.21/hr Prorated Standard


Architect

Quality 1 100% $60.73/hr $91.10/hr Prorated Standard


Assurance
Manager

Contracts 1 100% $69.84/hr $104.76/hr Prorated Standard


Manager

Analyst 2 100% $100.00/hr $150.00/hr Prorated Standard

Management 1 100% $61.23/hr $91.85/hr Prorated Standard

Developer 3 100% $56.41/hr $84.62/hr Prorated Standard

Testers 2 100% $33.65/hr $50.48/hr Prorated Standard

Trainers 5 100% $37.96/hr $56.94/hr Prorated Standard

Technical 2 100% $57.30/hr $85.95/hr Prorated Standard


Communicators

Deployment 2 100% $22.00/hr $33.00/hr Prorated Standard


Team

Table 5 Direct Project Cost (Project Team Salary)

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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.

Item Name Cost per month Qty Duration Total Cost

Office lease (200 m2) A$16,666,67 - 6 months A$100,000.00

Utility bills (electricity, gas) A$201.00 - 6 months A$1,206.00

Internet Connection (Telstra) A$140.00 - 6 months A$840.00

Workstations A$2,000.00 20 6 months A$12,000.00

Development (Frameworks) Nil (open-source resources)


● Elixir (Back-end)
● React Native
(Mobile)
● Elixir Phoenix (Web-
based app)
● GraphQL (API)
● PostgreSQL

Tools Adobe Suite - 1 6 months A$731.94


● Adobe Suite (XD A$121.99
and Photoshop)
● NGINX (Web server) NGINX 1 6 months A$2,500.00
Application
server -
$2,500.00/year
Table 6 Direct Project Overhead Costs

2.2.4.3 General and Administrative (G&A) Overhead Costs

“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.

Direct costs A$248,756.74

Direct Overhead A$117,277.40

Total direct costs A$366,034.14

G&A overhead (20%)


A$73,206.83

Total cost A$439,240.97


Table 7 General and Administrative (G&A) Overhead Costs

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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.

2.2.5.2 Risk Analysis

The following are the steps involved in the risk analysis:

● 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.

2.2.5.2 Potential Hazards

● 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.

2.2.5.3 Risk Reduction

● Risks are reduced by either training or producing documentation.


● Risks are reviewed as follows:
○ High risks – to be reviewed immediately.
○ Medium risks – to be reviewed every three - six weeks or more frequently as required.
○ Low risks – to be reviewed six to twelve weeks or more frequently as required.

2.2.5.4 Risk Assessment Matrix

The table below shows the high-level risk management plan for this project. It includes the
problem, risk, mitigation plan and action plan.

31 | P a g e
# 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.

32 | P a g e
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.

2.3.1 Knowledge areas (Project Execution)

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).

Knowledge Area Executing Inputs Outputs


Process

Project Integration Direct and Documents: ● Deliverables


Management manage project ● Change log ● Work performance
work ● Milestone list Data
● Project schedule ● Issue Log
● Risk Report ● Change requests
● Approved change ● Project document
requests updates

Project Quality Manage Quality Documents: ● Change requests


Management ● Quality Control ● Quality
Register Management Plan
● Quality Control ● Organisational
Measurements process assets
● Risk Reports updates

Project Human Develop Team Documents: ● Project staff


Resource ● Project Schedule assignments
Management ● Team Assignments ● Resource calendar
● Resource Calendars ● Project
● Team Charter management plan
updates

Project Manage Documents ● Project


Communication Communications ● Change log communications
Management ● Issue log ● Project document
● Lessons Learned updates
Register
● Quality Report
Stakeholder Register

Project Conduct Documents: ● Selected sellers


Procurements Procurements ● Project schedule ● Agreements
Management ● Stakeholder register ● Change requests
Seller proposals ● Risk Management
● Procurement Plan
Documentation ● Procurement
● Communications Management Plan
Management Plan ● Scope baseline
● Schedule baseline
● Cost baseline
● Project Documents
Updates

Project Manage Documents: ● Issue log


Stakeholder stakeholder ● Communications ● Communications

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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)

2.4 Project Monitoring and Controlling


Monitoring and controlling happen right after the execution phase. In this stage, it measures
the progress of the project plan, objectives and in some cases conducting corrective actions while the
project is in progress.

The table below is a list of process groups monitoring and controlling processes (Schwalbe,
2015).
Knowledge Area Executing Process

Project Integration Management Monitor and control project activities

Perform integrated change control

Project Scope Management Validate scope

Control scope

Project Time Management Control Schedule

Project Cost Management Control cost

Project Quality Management Control Quality

Project Communications Management Control Communications

Project Risk Management Control Risk

Project Procurement Management Control Procurements

Project Stakeholder Management Control Stakeholder Engagement


Table 10 Monitoring and controlling knowledge areas (PMBOK Guide Fifth Edition, 2013)

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

Work completed this week: Started developing database schema.

Work to complete next week: Continue to work on data migration.

What’s going well and why: The project plan is clear. Each item has
instructions.

Issues: Hold a special meeting to decide how to integrate our database.

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.

2.5.1 Knowledge areas (Project Closing)

Knowledge Area Closing Process Inputs

Project Integration Close project Documents:


Management ● Final report
● Final product, service
● Final result
● Transition

Project Close Documents:


Procurement procurements ● Closed procurements
Management ● Organisational
process assets
updates

Table 12 Closing knowledge areas (PMBOK Guide Fifth Edition, 2013)

2.5.2 Final project report

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.

Start and end date Original

Start date: 02 May 2022


End date: 20 December 2022

Actual

Start date: 02 May 2022


End date: 20 January 2023

Budget Original budget: $3.4m

Actual budget: A$439,240.97

Project Assessment We did this project to eliminate false information regarding


monkeypox and to standardise information from the Australian
government. The application is giving out reliable news and updates
to protect and help people from monkeypox.

The stakeholders see the project to be successful once people start


using the application. In addition, if the monkeypox cases decrease
by 30% within 6 months after it launched, then the project goal has
been accomplished 100%.

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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 Name MPXMonitor App

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

Project Success Criteria ● A reduction in the number of infected people


● A reduction in the spread of false information
● Improved monitoring/tracking of the virus spread
Table 14 Agile project charter

Agile project planning uses the same five project management process groups as PMBOK, but
uses alternative terms, methods, and results. (Schwalbe, 2012, p. 3):

3.1 Initiating (User Story Creation)


User stories are concise, straightforward explanations of a feature or requirement that are
written from the viewpoint of the individual who will gain the most from the new capability. They usually
follow the INVEST (Independent, Negotiable, Valuable, Small, Testable) guideline which describes the
characteristics of high-quality stories (Blair, 2020, pp. 70-72).

3.2.1 Define Users


User User Definition

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.

System Administrator System administrator refers to an admin personnel that is responsible


(SA) to maintain the functionality and operational of the application.

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.

Healthcare Healthcare professionals will have responsibilities to provide all users


professionals (HP) with competent information regarding monkeypox and provide
relevant advice to minimise the spread of the virus.

Table 15 User Definition

3.1.2 User Story and Acceptance Criteria

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:

Table 16 T-shirt Sizing with Points (Layton et al., 2020, p. 189)

Users User Story Acceptance Criteria Points

GP1 As a general public, I ● Able to access form to register 2


would like to register ● Able to fill out basic login
myself into the system so information and user information
that I can use the (name, address, age, etc)
application. ● Using the username and
password I entered, I can
successfully login to the system
● The username provided must
not be taken by someone else
● Able to receive an email
notification after a successful
registration

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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.

GP3 As a general public, I ● Able to recover my own 1


would like to recover my password
password in case I forget it ● Able to receive email notification
so I can still use the same about the change of password
account I created to ● Able to login to the app using
access the system the new password

GP4 As a general public, I ● Able to navigate to latest news 5


would like to access ● Able to receive official
updated information so I information from Australian
can stay up to date with Government
the official information
from the Australian
Government regarding the
virus.

GP5 As a general public, I ● Able to navigate to symptom 5


would like to check my checklist
symptoms so that I would ● Able to receive information on
know what to do to treat “how to treat myself”
myself or another person.

GP6 As a general public, I ● Able to navigate to statistical 5


would like to get quick data gathered by the
snapshot of the current government
official status within ● Able to see current official status
Australia so I know what I of the virus in the app
need to do when the
cases have worsen

GP7 As a general public, I want ● Able to report myself as infected 3


to receive help and find ● Able to contact hotline
relevant contact ● Able to receive help in case of
information if I think I'm emergency
infected by the virus so
that I can get treated as
soon as possible

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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.

GP9 As a general public, I want ● Able to register myself according 3


to prioritise updates / to postcode
notifications regarding ● Able to access setting to
monkeypox based on my prioritise updates based on my
location so that I can be location
aware of my surroundings ● Able to change my location
regarding the virus.

GP10 As a general public, I want ● Able to edit or update my 2


to edit or update my personal details using the app
personal details such as
email, phone number,
address, or name so that
my user profile is updated
at all times.

SA1 As system administrator, I ● Able to create login form for 8


want to create user users
accounts so they can login ● Able to select the user access
to the system ● Able to set restrictions for user
access

SA2 As a system administrator, ● Able to access control list 8


I will be able to create and ● Able to create, edit, and delete
manage system user from control list
permissions and user
accounts so that i can
manage and control user
access list

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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.

SA4 As a system administrator, ● Able to create a location based 8


I will be able to adjust the setting in the app
proximity (maximal radius) ● Able to access information
settings of the system so based on user location
that when virus cases get ● Able to adjust the location
higher it will be easier to setting
track.

CM1 As a content manager, I ● Able to add, edit, and update 8


want to add, update, and content within the app to show
delete content in the app relevant information only for
so all users will only see users by approving the contents
relevant information created by the content writers.
regarding the virus.

CM2 As a content manager, I ● Able to generate reports based 5


want to generate reports on a specific criteria
of how many and how
often contents have been
published in the app so I
can keep track of all
written contents

CW1 As a content writer, I want ● Able to create new contents 3


to have a section where I which will be approved by the
can create and edit any content manager before it will be
relevant news or content accessible to all users
so the content manager ● Able to edit any previous
can review and approve it. contents that may require
amendments

AG1 As an Australian ● Able to login as an user that 3


government employee, I have authorise to create an
want to be able to post the official announcement
official update from the ● Able to create, edit, and delete
government about the official announcements in the
virus so that I am able to application.
inform users of the latest
information.

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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

LGA1 As a local government ● Able to register own LGA into 3


area official, I want to the apps
register my own LGA in ● Able to create LGA location
the app so that I can
assure to monitor my own
district or department.

LGA2 As a Local Government ● Able to provide a content within 5


Area official, I want to its LGA to resident
provide my local area with ● Able to give an important
relevant information about notification to their resident
the virus spread so user
within the area can take
extra precaution

HP1 As a health professional, I ● Able to send information to the 5


want to provide content manager so the
information to the general information I provided can be
public about the virus and reviewed first before being
its symptoms so they will posted
be aware of the virus and
to minimise the risk of
spreading the virus and
how to treat it if a person
gets infected.

HP2 As a health professional, I ● Able to review user data 5


want to review the number including their symptoms
of persons infected and ● Able to generate statistical
their symptoms so I can reports
provide better health
advice to the users.

Table 17 User Story add Acceptance Criteria

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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:

Figure 18 The Roadmap to Value (Layton et al., 2020, pp. 273-274)

3.2.2 Product Vision


Scrum framework projects mostly will start with a vision of the product that is being developed.
It is such a brief statement of the desired future outcome or final state that would be achieved by
developing and deploying the final product.

For General Public

Who Want to receive information regarding Monkeypox virus

To use MPXMonitor Is a smartphone user

That Allows general public to receive relevant information regarding the virus

Unlike Conventional information spreading for example television broadcast,


radio, and newspaper

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:

Figure 19 MPXMonitor App Product Roadmap

3.2.4 Product Backlog

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.

Figure 20 Product Backlog Labels

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Figure 21 MPXMonitor App Product Backlog

3.2.5 Sprint Backlog


Tasks with the highest priority from the product backlog are to be completed within a sprint.
The product backlog we choose for the sprint is organised into a Sprint Backlog. The sprint backlog is
only active during the sprint. It also outlines a strategy for delivering these items and achieving the sprint
objective.

Figure 22 Shifting Card form Product Backlog to Sprint 1

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Figure 23 Shifting Card from Product Backlog to Sprint 2 (Sprint 2 on progress)

Figure 24 Shifting Card from Product Backlog to Sprint 3 (Sprint 3 on progress)

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Figure 25 Shifting Card from Product Backlog to Sprint 4 (Sprint 4 on progress)

Figure 26 Review of Card

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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.

Figure 27 Marking all the Checklist as the Complete

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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.

Figure 28 Release Backlog

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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.

3.4 Monitoring and Controlling


During the Monitoring and Controlling phase, there are three (3) items needed in the Scrum
framework. These are the daily scrum, sprint review, and burndown chart.

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.

PMBOK serves as a cornerstone Generic framework. PMBOK offers a


resource for project managers on how to generic framework or method, and it may
finish any project in an orderly manner. cause problems to some organisations.
The reason for this is that not all
organisations or businesses have the
same projects, and it may cause
unforeseen issues (Jameson, 2022).

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).

Agile works best when developing a In agile, there is a limitation on mapping


software (Scrum). out the scope of the project.

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:

● Corporate ownership of personal data - some employees or corporations are tempted


to access personal data relating to customers to use it for something other than its
intended purpose.
● Algorithmic bias - Using insufficient or unrepresentative training data, or depending on
erroneous data that reflects past discrepancies, can lead to algorithm bias.
● Weak cybersecurity and personally identifiable information (PII) protection - developers
often add security after releasing the app, rather than during development which results
to compromised data
● Lack of user permission - some apps do not prompt users that their data or camera are
used by the app

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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OVERALL CONTRIBUTION LOG

Member Contribution Assigned Task

Student 2 Name 25% Project Management:


Student 2 • Create and setup Slack and Trello
Surname • Invite members in both platforms
• Trello
o User stories
• Final review

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

Student 1 Name 25% Project Management:


Student 1 • Trello
Surname o Product backlogs
o Define users
o User stories
• Final review

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

Student 3 Name 25% Project Management:


Student 3 • Trello
Surname o Product backlogs
o Define users
o User stories
• Final review

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)

Communication is key to success in the workplace. Communicating with group members is


beneficial to other members. One may become a productive team member by picking up on
others' experiences and learning from them. In addition, communication, attentiveness, and attention
will represent one’s professionalism. It will also show that one is an effective member of the team.
Nevertheless, the following describes how our team conducted this effectively:

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.

Figure 29 Slackbot setup as a reminder

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.

Figure 32 Finalising the project

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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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