i want someone who is good at finance part .

A m eric a n O rg a n ic F arm s: Cro p sh op ’s P ro je ct P la n A D ocu m en ta tio n o f t h e C ro p sh op ’s Pro je ct P la n Tab le o f C on te n ts 1. Summary of Plan ……………………………………………………………………… 4 1.1 Summary …………………………………………………………………………… ..4 1.2 Introduction …………………………………………………………………… ..4 1.3 Needs/Problems ……………………………………………………………… 5 1.4Goals/Objectives …………………………………………………………………… 5 1.5 Scope of Work ……………………………………………………………………… .5 2. Stakeholder Analysis ………………………………………………………………… .6 2.1 Stakeholder Diagram ………………………………………………………… ...6 2.2 Stakeholder Analysis …………………………………………………………… .7 2.3 Description About Each Stakeholder ……………………………………… .7 3. Schedule …………………………………………………………………………………… .8 3.1 TimeTable …………………………………………………………………………… 8 3.2 Gantt Chart ……………………………………………………………………… ...9 4. Budget ……………………………………………………………………………………… ..9 4.1 Budget Table ……………………………………………………………………… ...9 4.2 Key Personnel ……………………………………………………………………… .10 4.3 Source of Revenue ………… . …………………………………………………… ...10 5. Cost Management ……………………………………………………………………… .11 5.1 Purpose ………………………………………………………………………… .. …… .11 5.2 Objective ……………………………………………………………………………… ..11 6. Planning Cost Management ………………………………………………………… ..12 6.1 Estimating Costs …………………………………………………………………… ..12 6.2 Determining Budget ……………………………………………………………… ..13 6.3 Controlling Cost …………………………………………………………………… ...13 7. Monitoring and Control ………………………………………………………………… 15 7.1 Monitoring ……………………………………………………………………………… 15 7.2 Analyze ………………………………………………………………………………… ...15 7.3 Control …………………………………………………………………………………… .15 8. Risk Plan ………………………………………………………………………… ... ………… ...16 8.1 The process and concepts that outline the IT project risk are …… .16 8.2 Cropshot Risk Management Planning Process ………………………… ...17 9. Work Breakdown Structure ………………………………………………… ..............24 10. Communication Management ……… . ………………………………………………… 28 10.1 Purpose of Communication Management Plan ………………………… .28 10.2 Stakeholder Identification and Analysis ………………………………… ..28 10.3 Communications …………………………………………………………………… .28 10.3.1 Communication Matrix ……………………………………………… .29 10.3.2 Project Meeting ……………………………………………………… ...29 10.3.3 Project Reporting …………………………………………………… ...29 10.3.4 Other Communication ……………………………………………… .29 2 11. Project Quality Management Plan …………………… ... ………………………… .30 11.1 Version History …………………………………………………………………… .30 11.2 Introduction ……………………………………………………………………… ...31 11.2.1 Purpose of Quality Management Plan ……………………… ..31 11.3 Project Quality …………………………………………………………………… ..31 11.3.1 Tools, Organization, Responsibilities, and Interfaces … .31 11.3.2 Tools, Environment and Interfaces …………………………… .31 11.4 Project Quality Management ………………………………………………… ..32 11.4.1 Quality Planning ……………………………………………………… .32 11.4.2 Define Quality Planning …………………………………………… ..32 11.4.3 Measure Project Quality …………………………………………… .32 11.4.4 Quality Assurance …………………………………………………… ...32 11.4.5 Analyze Project Quality ……………………………………………… 32 11.4.6 Improve Project Quality …………………………………………… ...33 11.4.7 Quality Control …………………………………………………………… 33 11.5 Project Quality Management Plan Approval …………………………… ..33 12. Procurement Management Plan ………… . ……………… ... ……………………… ...34 12.1 Introduction ………………………………………………………………………… ..34 12.2 Procurement Management Approach …………………………………… ..35 12.3 Procurement Definition ………………………………………………………… .35 12.4 Contract Type ……………………………………………………………………… ..37 12.5 Procurement Approval Process ……………………………………………… .38 12.6 Decision Criteria ………………………………………………………………… ...38 12.7 Vendor Management …………………………………………………………… ...39 12.8 Evaluation Rating Scale ………………………………………………………… .39 12.9 Price …………………………………………………………………………………… .42 12.9.1 Price Model …………………………………………………………… ...41 12.10 Acceptance ………………………………………………………………………… .42 13. Outsourcing ………… . ………………………………… .. ……… ... ……………………… ...43 14. Time ……… .. ………… . ………………………………… .. ……… ... ……………………… ...44 15. Human Resource . ………………………………………………………………………… .46 16. Project Details …………………………………………………………………………… ...48 16.1 Job Description …………………………………………………………………… ...48 17. References …………………………………………………………………………………… ..52 18. Demo …………………………………………………………………………………………… .53 3 1. S u m mary o f P ro p ose d P la n 1.1 S u m mary : This proposal is intended to provide the client and sponsor of this proposal insight on Project Cropshops. This project will provide a website where anyone (preferably farmers) will sell their crops, seeds, fruits or vegetables. Project Cropshops will be a one stop shop for people’s crop, seed, fruit and vegetable needs. It will require a storage for the inventory of crops,seeds, fruits, and vegetables, a database for managing the inventory, a webserver, and staff to maintain these very requirements. We require experienced farmers to maintain crops and an IT staff to maintain the network infrastructure. The intended budget will be priced at about $1800, which is the cost of storage for the inventory, web servers, computers storage center, vehicles, staff, etc. 1.2 In tr o d uctio n : We are a start up marketing organization known as American Organic Farmers with the intention of serving farmers and anyone willing to invest in crops, seeds, fruits, and vegetables. Our vision is to provide a place where people can safely trade their crops, seeds, vegetables, and fruits and provide a place to store these goods for the sake of trade. We want to provide a place to have organized trade and guarantee that crops, seeds, fruits, and vegetables will get to its proper destination in a timely manner. As a start up marketing organization, we need an investment to make this trading center a reality. Project Cropshops is our idea that will provide a location for crops, seeds, fruits, and vegetables. This project will also create a website where in it will be utilized to have anyone from anywhere around the world be able to trade and sell their crops to other people who want to buy or sell these goods. In starting this project, we can provide the world a centralized market for crops, seeds, vegetables, and fruits. 4 1.3 N eed s/ P ro b le m s: Most farmers are faced with new challenges and opportunities every day--from feeding an expanding global population while to producing more food on few acres. Overproduction, increased imports, and low farm prices have resulted in many cooperative ending their business year with decreased revenues and earning. The principal product marketed, major function, size of cooperative, and region of the country are the reasons for most farmers ended their business. 1.4 G oals / O bje ctiv e s: Our goal is to create a website where anyone around the world can sell or buy their crops, seeds, fruits or vegetables. The use of the site will heavily attract the agriculture business and our intended target for the website would be farmers. Project Cropshops will be a one stop shop for people’s crop, seed, fruit and vegetable needs. The list below show the factor for creating a competitive website: • Set up accounting, procurement, financial procedure. • Set up high conversion - calcuate as conversion and from the number of people who are buying from our website. • Social popularity - advertise on social media (facebook, Instagram, Linkedin … ) • Customer satisfaction- our customer support must be 24/7 in order to make our customer happy and satisfied and providing them with the best quality and responses time faster than other website. • Define budget for storage, website server, technologies, staffs, chemical, and equipments. • Network security- we are one stop shop, which we need our clients to feel safe using our website. We will be using client server network security, firewall and network security, data and message security, encrypted documents and e-mail and authentication. 1.5 S co p e o f W ork Sco p e o f t h e p ro je ct : If a person would basically like to sell their crops, seeds, and fruits online - through the website - various ideas and services need to be considered. ● The website will have a minimum of one page that talks about the crops, seed, and fruits being sold by Project Cropshop. ● The website will have an email address which is clickable for all the visitors to allow them to send emails. ● The website will develop a blog in keeping readers on what's taking place on the website. ● Photos of fruits, seeds, and crops are very helpful in attracting more customers. ● The website offers customers who do not have account to login into the website . ● The company considers offering product deliveries that are sold online directly to the consumers. ● Create logical business plan ● Seek out investors ● Secure investments 5 ● Research different relevant material ● Data storing ● Design a suitable website ● Create the website ● Contract with cloud provider ● Research optimal delivery system ● Contract with delivery provider ● Set up social media accounts ● Advertisement 2. ​ ​Sta k eH old er A naly sis 2.1 Sta k eh old er D ia gra m 2.2 Sta k eh old er A naly sis : The goal of our cropshop website is to have global outreach. As such, reaching our goal will ensue the transition of everyone into a stakeholder. It goes without saying that certain 6 stakeholders will be more important to us. That goes doubly so for our business to see light. For the purpose of our stakeholder analysis, stakeholders will be separated into: ● Backyard Farmers. ● Professional Farmers. ● Restaurant Owners. ● Supermarkets. ● General Customers. 2.3 D esc rip tio n a b ou t e a ch s ta k eh old er: ● Backyard Farmers- Will use this website to sell or buy seeds or crops from different traders/customers ● Professional Farmers- Will use this website to buy or sell seeds or crops from other professional farmers or traders/customers ● Restaurant Owners- Will use this website to buy fruits, and vegetables to supply for their restaurant. ● Supermarkets- Will use this website to buy fruits and vegetables from farmers, traders, or general customers of choice. ● General Customers- Will use this website to buy, sell, and trade seeds, crops, fruits, and vegetables from fellow traders or Project Cropshop users. 7 3. Sch ed ule : 3.1 Tim eta b le Description of Work Start and End Dates Phase One Define problem, objective,goal, scope, design website and Stakeholder Analysis 5/10/2017 to 6/20/2017 Phase Two Define Budget, Cost Management, and Planning. Management 7/17/2017 to 9/1/2017 Phase Three Monitoring and Control ​, ​Risk plan, WBS, Communication plan and Project Quality Management Plan. 9/1/2017 to 12/21/2017 Phase Four Procurement Plan, Outsourcing plan, Time, and Human Resource 1/2/2018 to 4/9/2018 Phase Five Execution and implementation 12/11/2017 - 8/27/2018 3.2 Gan tt C h art ( s c h ed ule ) : 8 Task # Task Name Duration Start Finish 1 Phase One 30 Days Wed 5/10/17 Tue 6/20/17 2 Define Problem 10 Days Wed 5/10/17 Tue 5/23/17 3 Goal/Objective 10 Days Tue 5/23/17 Mon 6/5/17 4 Scope 10 Days Thu 5/25/17 Wed 6/7/17 5 Design website 9 Days Thu 6/8/17 Tue 6/20/17 6 Stakeholder Analysis 20 Days Web 5/24 Tue 6/20/17 7 Phase Two 35 Days Mon 7/17/17 Fri 9/1/17 8 Define Budget 15 Days Mon 7/17/17 Fri 8/4/17 9 Cost Management 10 Days Sat 8/5/17 Thu 8/17/17 10 Planning Management 12 Days Thu 8/17/17 Fro 9/1/17 11 Phase Three 80 Days Fri 9/1/17 Thu 12/21/17 12 Monitoring and Control 15 Days Sat 9/2/17 Thu 12/21/17 13 Risk Plan 15 Days Thu 9/21/17 Wed 10/11/17 14 WBS 15 Days Web 10/11/17 Tue 10/31/17 15 Communication Plan 20 Days Tue 10/31/17 Mon 11/27/17 16 Project Quality Management Plan 19 Days Mon 11/27/17 Thu 12/21/17 17 Phase Four 70 Days Tue 1/2/18 Mon 4/9/18 18 Procurement Plan 20 Days Fri 2/2/18 Thu 3/1/18 19 Outsourcing Plan 15 Days Thu 3/1/18 Wed 3/14/18 20 Time 15 Days Thu 2/22/18 Wed 3/14/18 21 Human Resource 20 Days Tue 3/13/18 Mon 4/9/18 22 Phase Five 100 Days Tue 4/10/18 Mon 4/27/18 23 Execution 70 Days Tue 4/10/18 Mon 7/16/18 9 24 Implementation 30 Days Tue 7/17/18 Mon 8/27/18 4.B udge t: 4.1 B udge t T ab le State the proposed costs and budget of the project. Also include information on how you intend to manage the budget. Description of Work Proposed Budget Phase O ne S to ra g e $ 1 6 00 f o r t h e f ir s t f iv e m on th s Phase T w o Web sit e D ata b ase a n d W eb sit e M an ag em en t $ 3 0 00 f o r 1 20 0 S q u are F ee t Phase T hre e Web sit e I n it ia tio n / M ain te n an ce $ 2 0 0 Tota l $ 4 8 00.0 0 4.2 Key P erso n nel: List the key personnel who will be responsible for completion of the project, as well as other personnel involved in the project. 10 Cli e n t [fa rm ers ] Sp on so r [w hole f o o d s m ark et] Pro je ct man ag er [S am ah ] Tea m [S am ah ], [ G uoh u i] , [ K ev in ],[ R aza n ] 4.3 Source of Revenue : ● Through email marketing, people build a stable brand and of course it helps customers come back to the website, time after time after purchasing fruits, crops, and seeds. ● Sell advertising space. This involves placing ads on the website. ● Creation of a job board. People who are looking to hire a person will basically post a job on the board of the principal and readers do apply for the same job. ● Selling of fruits, crops, and seeds at a discounted rate also attracts more customers. ● From membership subscriptions thru the website. We have three different type of membership which are: 1. Three Month : $80 2. Six Month : $180 (with one month free ) 3. One Year : $280 (with one month free ) For Example : If 10 customers chose 6 month membership .(10 X$180 = $1800 ) Our benefits will be 5% from this subscriptions, it is going to be $90. 11 5.C ost M an age m en t 5.1 Purp ose : To describe the components and requirements of cropshop web portal as applied to management of project costs. 5.2 Obje ctiv es : ● Deriving the project baseline budget and associated tracking tools. ● Defining how cost reporting will occur. ● Describing how cost variances will be managed for the project. Cost management is the process of planning and controlling the budget of a business. Cost management is a form of management accounting that allows a business to predict impending expenditures to help reduce the chance of going over budget. The budget is determined by the project schedule, the cost of the resources assigned to each tasks, and any other direct or indirect costs and reserves. According to PMBOK project cost management focusses on the processes, procedures, and techniques to develop and manage project budget. During the project, all expenses are recorded and monitored to make sure they stay in line with the cost management plan. After the project is finished, the predicted costs and actual costs can be compared and analyzed, helping future cost management projections and budgets. It including estimating, job controls, field data collection, scheduling, accounting and design. The process of managing project costs is an activity for estimating costs, developing project budget and controlling spending. 12 6. P la n nin g C ost M an age m en t: The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project. Detailed Cost Management begins by planning the resources that will be used to execute the project. Assuming bottom-up estimation is the chosen technique. ​th e B udge t   Man age r a n aly ze s t h e t a sk s a n d d eli v e ra b le s d escrib ed  in  t h e  ​Work  B re a k d ow n S tr u ctu re   (W BS)  ​alo n g w it h  t h e P ro je ct S co p e s ta te m en t a n d a ctiv it y  d u ra tio n  e stim ate s t o  d eve lo p   re so u rc e  r e q u ir e m en ts .   Per P M BO K P ro je ct c o st i n clu des: 6.1 . E stim atin g C osts : It is the project cost management process step when the project manager cooperates with the financial department to estimate costs required for purchasing all necessary good/services and undertaking necessary activities to deliver the project. Project Cost Estimation is conducted at the planning phase. The project manager uses project cost management software to develop spreadsheets and make calculations. The Budget Manager uses the WBS work packages, the resource requirements determined in the previous step, resource cost rates. A variety of tools can be used to perform the actual estimating. Bottom-up estimating, for example, uses computer tools to perform its estimation process. It consists of examining each individual work package or activity and estimating its costs. This method is usually time-consuming and laborious but results in accurate estimates provided the estimate is well prepared, that detailed input documents are used. 6.2 D ete rm in in g B ud ge t : ​At this step of the cost m anagement process, cost spreadsheets are used to develop the budget framework and determine the budget. The project manager can use project cost management software to work in collaboration with the financial department to determine items of the budget and sources of funding and then to allocate the budget. The step entails close cooperation with the project sponsor. The estimated costs for each WBS task are aggregated for an overall project cost to create the project budget or cost baseline. The budget is a spending plan, detailing how and at what rate the project funding will be spent. All project activities, cost estimates, WBS tasks, resource availability, and expected funding are integrated with the project schedule in a plan to apply funds to resources and tasks. The spending plan forms the cost baseline or budget, against which cost control measures will be applied to ensure the rate of spending closely parallels the re-source availability and 13 funding. Project total budget is computed using a bottom-up approach by summing the individual cost for each task or activity. 6.3 C on tr o lli n g C ost : It is the step of the project cost management process when the allocated budget is reviewed and spending is tracked. The project manager takes responsibility for control spending and to ensure that the budget allocation is optimized and costs are fully covered with the planned and allocated budget. Cost Control continues throughout the project lifecycle. Cost Control compares cost performance reports with the cost baseline to detect variances. Cost Control tools include computer-based programs like Microsoft (MS), Excel spreadsheets and MS Project, and techniques such as Earned Value Analysis. The outputs of Cost Control include the following deliverables, which will be updated throughout the project lifecycle. ACTUAL COST: Co m po nen ts Sm all c a ta lo g, p ro gra m m in g, l i g h t tr a ffic Dom ain $50 p er y e ar p er d o m ain Hostin g $60 Desig n <$100 0 Custo m d eve lo pm ent N/A Set u p/C onfig ura tio n <$200 Tra in in g $500 Main te nance N/A Gra p h ic s $10 p er im age   Con te n t d eve lo p m en t $50 p er h ou r Usa b ilit y  t e stin g $35 p er h ou r   Analy tic s Google  A naly tic s  is  f r e e.   Blo g 50 p er y e ar   Pro m otio n 40%  o f t h e p ro fit 14 Con tr a ct f o r d eliv e ry   se rv ic e s $100  p er m on th Cre d it  C ard  C harg e s 2%  o r 3 %  d ep en din g o n  a gre em en t w it h   sta ke h old ers   To ta l  S e tu p <$6,0 00 Here are 4 strategies used for internet to streamline business, reduce costs, and generate more results with less effort. These strategies can be implemented gradually and inexpensively. 1. Improve advertising effectiveness: The old advertising adage says “80% of all advertising is wasted” the trick is finding the 20% the works. Traditional advertising sends a message to large audience and hopes a small percentage of target prospects will see it and act. People were used to pay for potential eyeballs, not for results. The internet lets measure and track results in ways that radio, television and print could never imagine. Track how many people view website every hour, what pages they viewed, where they came from, even what search engine keywords they used to find site. 2. Streamline communications: Email newsletters, blog posts, automated text messages all have these same benefits and economies. By pushing more communications to the web results improving accessibility, reducing delivery time, and virtually eliminating delivery costs. Communications that are current going out as postcards, flyers, telephone calls and letters and see if they can be converted to emails, email newsletters or website posts. 3. Automate transactions: The two-way nature of the internet means customers can do more than just pull files website, they can do simple transactions. Shopping carts and simple registration forms are 15 quick and easy to implement. They give 24×7 customer service and take no labor resources. 4. Build community: The newest hot commodity on the internet is building community. It may be called social networking, users groups or fan clubs, but the principle is to connect customers (community) with each other and make them accessible to your potential clients. Instead of just pushing out advertising, provide a place for people to learn about products and talk with others about it. Instead of directly pushing for sales, taking a leadership or expert role in this new community. Sites like Facebook and LinkedIn gives the tools to do “soft marketing” through social networking. Just like in the physical world, networking takes time, but there is little hard cost. Con clu sio n : Project cost management involves estimating, budgeting, and controlling costs with the ultimate goal of delivering a completed project on-time and within budget. Cost can be expected to be changed anytime.For a project to be successful, it’s important to accurately predict cost estimates. We then used those estimates to establish an approved authorized cost baseline. Finally, we aimed to control costs by using integrated cost management software to measure project performance, manage change orders, and generate dependable forecasts. The cost reduction strategies can be implemented gradually at extremely low cost. In each case, money is saved quickly and pay for the internet solutions with only a fraction of the savings. 16 7. M on it o rin g a n d C on tr o l : 7.1 M on it o rin g : ​Project Monitoring is the set of procedures and management practices used to collect information about the performance achieved or forecasted in a project and the developing organization, based on a set of performance metrics. To ensure project stays within the baseline plan for spending rates and totals. 7.2 A naly ze : ​The process of determining performance variances based on monitored or forecasted performance. Identifying cost variances and determining the cause of the variance. 7.3 C on tr o l: The purpose of project control is to adjust the project to meet its goals by assessing the performance of the project, analyzing the causes of performance problems, designing changes to address problems that are determined to need attentions, and implementing those changes through control actions. Taking corrective action to remedy the variance. Project control is distinguished from project planning in two important ways: 1) project control yields a set of designs, decisions, and actions, whereas project planning yields a design. 2) ​ ​project control is a real-time process during the implementation, not before the implementation begins. 17 The Project Manager has several means of dealing with variance. Where the budget is insufficient, a prioritization exercise takes place with the client/business line owner regarding time, cost, scope and quality. Changes are made subject to client approval. In some instances, the Project Manager can, subject to approval, without altering scope, change the execution of the project to bring the spending back in line within approved limits. Finally, when it is not possible to maintain the current cost baseline, the Project Manager can apply to change the budget/cost baseline to allow for a new approved baseline. Change requests to the cost baseline are submitted and either approved or rejected in accordance with the project Change Management and cash flow management processes. 8 . R is k p la n 8.1 T he p ro ce sse s a n d c o n ce p ts t h at o u tli n e t h e I T p ro je ct r is k s a re : 1. Plan Risk Management—Determining how to approach and plan the project risk management activities. An output of this process is the development of a risk management plan. 2. Identify Risks—Deciding which risks can impact the project. Risk identification generally includes many of the project stakeholders and requires an understanding of the project’s goal, as well as the project’s scope, schedule, budget, and quality objectives. 3. Perform Qualitative Risk Analysis—Focusing on a qualitative analysis concerning the impact and likelihood of the risks that were identified. 4. Perform Quantitative Risk Analysis—Using a quantitative approach for developing a probabilistic model for understanding and responding to the risks identified. 18 5. Plan Risk Responses—Developing procedures and techniques to reduce the threats of risks, while enhancing the likelihood of opportunities. 6. Monitor and Control Risks—Providing an early warning system to monitor identified risks and any new risks. This system ensures that risk responses have been implemented as planned and had the effect as intended. 8.2 C ro p sh op R is k M an age m en t P la n nin g P ro ce ss: The risk planning process is cyclical because the evaluation of the risk responses and the risk planning process can influence how an organization will plan, prepare, and commit to IT risk management. ​ Fig . R is k M an ag em en t P ro ce ss C ycle Risk Planning: Risk planning is the first step and begins with having a firm commitment to the entire risk management approach from all project stakeholders. This commitment ensures that adequate resources will be in place to plan properly for and manage the various risks of the IT project. These resources may include time, people, and technology. Stakeholders also must be committed to the process of identifying, analyzing, and responding to threats and opportunities. Systematic preparation and planning can help minimize adverse effects on the project while taking advantage of opportunities as they arise. 19 Risk Identification: Once commitment has been obtained and preparations have been made, the next step entails identifying the various risks to the project. Both threats and opportunities must be identified. Moreover, the causes and effects of each risk must be understood so that effective strategies and responses can be made. Risks tend to be interrelated and affect the project and its stakeholders differently. Risk Assessment Risk assessment provides a basis for understanding how to deal with project risks. qualitative and quantitative approaches to find the likelihood and impact of these risks. Assessing these risks helps the project manager and other stakeholders prioritize and formulate responses to those risks that provide the greatest threat or opportunity to the project. Because there is a cost associated with responding to a particular risk, risk management must function within the constraints of the project’s available resources. Risk Strategies There are broadly two kinds of risk depending upon the stakeholders’ perception. Following are the risk strategies focusing on them: ● Accept or ignore the risk. ● Avoid the risk completely. ● Reduce the likelihood or impact of the risk (or both) if the risk occurs. ● Transfer the risk to someone else (i.e., insurance). Approaches for positive risks or opportunities may include: ● Exploitation ● Sharing ownership ● Enhancement of the probability of the impact or probability of the positive event ● Accept and take advantage 20 It is required that each risk have an owner to monitor the risk and to ensure that resources are made available in order to respond to the risk appropriately Risk Monitoring and Control It entails scanning the project environment so that both identified and unidentified threats and opportunities can be followed. Risk owners should monitor the various risk triggers so that well informed decisions and appropriate actions can take place. Risk Response The commitment of resources by the Risk owners and action taken once the risk threat or opportunity is made known is the Risk Response. The risk Response normally follows the planned risk strategy. Risk Evaluation A formal and documented evaluation of a risk episode provides the basis for lessons learned and lays the foundation for identifying best practices. This evaluation should consider the entire risk management process from planning through evaluation ​. Risk analysis and assessment : Risk analysis and assessment provide a systematic approach for evaluating the risks that the project stakeholders identify. The purpose of risk analysis is to determine each identified risk probability and impact on the project. Risk assessment, on the other hand, focuses on prioritizing risks so that an effective risk strategy can be formulated. There are two basic approaches to analyzing and assessing project risk. a. Qualitative Approaches--- focuses on a subjective analysis of risks based upon a project stakeholder’s experience or judgment. b. Quantitative Approaches--- project risk analysis includes mathematical or statistical techniques that allow us to model a particular risk situation. Project Objective   Definition of Impact Scales for Four Project Objectives   Very Low 0.05   Low 0.10   Moderate 0.20   High 0.40   Very High 0.80   21 Cost   Insignificant cost increase   <10% cost increase   10-20%   cost increase   20-40% cost increase   >40% cost   increase   Time   Insignificant time increase   <5% time increase   5-10% time increase   10-20% time increase   >20% time increase   Scope   Scope decrease barely noticeable   Minor areas of scope affected   Major areas of scope affected   Scope reduction unacceptable to sponsor   Project end item is effectively useless   Quality   Quality issues barely noticeable   Only very demanding requirements are affected   Quality   reduction requires sponsor approval   Quality reduction unacceptable to sponsor   Project end   item is effectively useless     Pro babilit y a nd I m pact M atr ix   Pro babilit y   Thre ats   0.9 0   0.0 5   C13   0.0 9   B17   0.1 8   0.3 6   0.7 2   B4   0.7 0   0.0 4   0.0 7   0.1 4   0.2 8   0.5 6   B2   0.5 0   0.0 3   0.0 5   0.1 0   A7   0.2 0   A8   0.4 0   A3   0.3 0   0.0 2   0.0 3   0.0 6   0.1 2   0.2 4   0.1 0   0.0 1   0.0 2   0.0 2   0.0 4   0.0 8   22   0.0 5   0.1 0   0.2 0   0.4 0   0.8 0   Risk Strategies: The purpose of risk analysis and assessment is to determine what opportunities and threats should be addressed. A response to a particular risk may follow one of the following strategies: ■ ​Accept or ignore ​—Choosing to accept or ignore a particular risk depends on if the risks have a low probability of occurring or a low impact. However, reserves and contingency plans can be active approaches for risks that may have a low probability of occurring but with a high impact. ​Management reserves ​—These are reserves that are controlled and released by senior management at its discretion. These reserves are not included in the project’s budget, but provide a cushion for dealing with the unexpected. ​Contingency reserves ​—A contingency reserve is usually controlled and released within specific guidelines by the project manager when a particular risk occurs. This reserve is usually included in the project’s budget. ​Contingency plans ​—An alternative plan, or ​plan B ​, this plan can be initiated in the event a particular risk occurs. The project team of CROPSHOP has a disaster recovery plan in place should a natural disaster, such as a hurricane or earthquake, occur. This plan has procedures and processes in place that would allow the project team to continue to work should its present workplace become unusable or unavailable. The disaster recovery plan is up to date and communicated to the various project stakeholders. ■ Avoidance—The avoidance strategy focuses on taking steps to avoid the risk altogether. In this case, an active approach is made to eliminate or prevent the possibility of the threat occurring. ■ Mitigate—The mitigation risk strategy focuses on lessening the probability and/or the impact of threat if it does occur. ■ Transfer—A transfer strategy focuses on transferring ownership of the risk to someone else. The project risks and strategies are identified and documented as part of the ​risk response plan ​. This plan should include the following: ▪ The project risk ▪ The trigger that flags whether the risk has occurred ▪ The owner of the risk (i.e., the person or group responsible for monitoring the risk and ensuring that the appropriate risk response is carried out) ▪ The risk response based on one of the four basic risk strategies 23 These are the major identified risks and their mitigation actions for cropshop website: Description/ IMPACT OF RISK GRADE MITIGATIO N ACTION RESPONSIBLE STAFF VALUE Failure in service due to poor communicatio n with operations, partner restaurants and deliverer services A Automate the communication and notification services to ensure constant updates IT department $1,000 Change in contract with stakeholders and 3rd Party Delivery Services A Hire Legal Advisor to pre document all the legal liabilities Project Manager & Attorney $5,000 24 Customer disputes A Email enquiry response policy is in place to address customer concerns Administration and concern Department no extra charge Inability to manage cycle time for ordering the fruits, vegetables, seeds and crops. Also, sharing the order with the restaurants, farmers, supermarkets and shipping it’s to the customer. B Liability is shared amongst the stakeholders. Responsible stakeholder takes the responsibility . Project Manager and concerned Stakeholder Variable Unplanned Leave of employee D Training is provided to employees to backup when needed HR no extra charge Internet defamation due to fake or paid reviews B Back end filters to hide bad or fake or fraud reviews. Contact other websites to get the fake reviews removed Project Manager no extra charge 25 Customer Rewards and deals to get repeat business C depending upon the available budget, to meet the sales target deals and offers will be announced. Project Manager and Finance Department Variable GRA DE RISK MITIGATION ACTIONS A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority. B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution. C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit. D To be noted - no action is needed unless grading increases over time. Risk monitoring and control : The various risk triggers must be continually monitored to keep track of the various IT project risks. New threats and opportunities may present themselves over the course of the project, so it is important that the project stakeholders be vigilant. Monitoring and control focus on metrics to help identify when a risk occurs, and on communication. Various tools used for monitoring and controlling project risk for cropshop website. These include: Risk audits ​—Risk audits are conducted by people outside the project team. Using outsiders provides a fresh perspective; the project team may be too close to the project and miss significant threats or opportunities. 26 Risk reviews ​—Risk audits are conducted by individuals outside the project team; but risk reviews can be conducted internally. Throughout the project life cycle, the project stakeholders hold scheduled, periodic risk reviews. These reviews are part of each team meeting and part of the project team’s learning cycles. Risk status meetings and reports ​—In addition to risk reviews, a monitoring and control system are used to provide a formal communication system for monitoring and controlling project risks. Risk response and evaluation : When a trigger occurs, the project risk owner must take appropriate action. In general, the action is responding to the risk as outlined in the risk response plan. Adequate resources must be available and used to respond to the risk. Responses to the Identified Risks in Cropshop website: A. Information Risk 1. Copyright and Trademarks filed with the authorities for the protection of the web content and meal tracking algorithms 2. Patent the business idea 3. Use fraud prevention tools like Address Verification Service, and Card Security Codes, Verified by Visa and MasterCard SecureCode. 4. Use of Secure software, protected web server and encryption to protect customer account from intrusion 5. Website design in a way to provide customers with easy and simple navigation 6. Regular Monitoring of website B. Technology Risk 1. High availability Servers hosted in Amazon AWS 2. Usage of cutting edge technologies and content management services 3. Authorization message content is implemented so that prospective merchant processing bank can incorporate the authentication results in the authorization message. 4. Identify international IP addresses as high-risk 5. Require that billing addresses match shipping addresses 6. Call cardholder or card issuing bank to verify multiple orders shipped to the same address 7. Call cardholder or card issuing bank to verify multiple transactions on one card in a short amount of time 8. Call cardholder or card issuing bank to verify multiple shipping addresses 9. Perform daily monitoring of authorizations and transactions 10. Regularly change payment processing gateway password 11. Perform internal fraud screening 12. Issue email for order confirmation and monitor the order decline rate C. Business Risk 1. Set minimum requirements set for account creation to minimize fraud 2. All service agreements will also have to be time sensitive and include penalties for failure to complete assigned tasks, within designated time frames 3. Productivity should be monitored regularly to ensure it is maximized 27 4. Clearly defined customer service policies, specific warranties as well as terms and conditions to minimize customer disputes 5. Void of any licensing infringements, Company’s policy permits the use of multiple vendors simultaneously 6. Company maintains an insurance policy to protect the organization from lawsuits arising from its services and content management 7. Company has a customer agreement and service license to minimize potential disputes 8. All contracts with partner restaurants and delivery services have clear outline of the duration, limitations, conditions and disclaimer. 9. Delivery policy communicates to consumers the terms and conditions for delivering the food, delivery options available and expected delivery time frame. 10. A full disclosure for all delivery and handling fees in advance 11. Email enquiry response policy is in place, along with a phone number to address customer concerns 12. Customers with a valid account and purchase are allowed to write reviews 13. Back end filters to hide bad or fake or fraud reviews 14. Monitor Yelp review and have them removed in case of being false 9. W ork B re a k d ow n S tr u ctu re ( W BS) 9.1 Hie ra rc h ic a l S tr u ctu re : Level WBS Code Element Name 1 1.1 Summary 28 1 1.2 Introduction 1 1.3 Needs/Problem 1 1.4 Scope 2 2.1 Stakeholder Diagram 2 2.2 Stakeholder Analysis 2 2.3 Description About Each Stakeholder 3 3.1 Timeable 3 3.2 Grantt Chart 4 4.1 Budget Table 4 4.2 Key Personnel 4 4.3 How it Would Earn Money 5 5.1 Purpose 5 5.2 Objective 6 6.1 Estimating Cost 6 6.2 Determining Budget 6 6.3 Controlling Cost 7 7.1 Monitoring 7 7.2 Analyze 7 7.3 Control 8 8. Risk Plan 9 9 WBS 10 10.1 Purpose of communication 10 10.2 Stakeholder Identification and 29 Analysis 10 10.3 Communications 10 10.3.1 Communication Matrix 10 10.3.2 Project Meeting 10 10.3.3 Project reporting 10 10.3.4 Other Communication 11 11.1 Version History 11 11.2 Introduction 11 11.2.1 Purpose of QMP 11 11.3 Project Quality 11. 11.3.1 Tools, Org, Res, Inter 11 11.3.2 Tool, Environment and Interface 11 11.4.1 Quality planning 11 11.4.2 Define Quality Planning 11 11.4.3 Measure Project Quality 11 11.4.4 Quality Assurance 11 11.4.5 Analyze Project Quality 11 11.4.6 Improve Project Quality 11 11.4.7 Quality Control 11 11.5 PQM PLAN Approval 12 12.1 Introduction 12 12.2 PM Approach 12. 12.3 Procurement Definition 30 12 12.4 Contract Type 12 12.5 Procurement Approval Process 12 12.6 Decision Criteria 12 12.7 Vendor management 12 12.8 Rating Scale 12 12.9 Price 12 12.9.1 Price Model 12 12.10 Acceptance 13 13 Outsourcing plan 14 14 Time 15 15 Human Human Resource 16 16 Project Detail 16 16.1 Job Description 31 10. C om mun ic a tio n M an age m en t 10.1 P urp ose o f C om mun ic a tio n s M an age m en t P la n : The overall objective of a Communications Management Plan is to promote the success of a project by meeting the information needs of project stakeholders. The American Organic Farms Communications Management Plan (CMP) defines the project’s structure and methods of information collection, screening, formatting, and distribution and outline understanding among project teams regarding the actions and processes necessary to facilitate the critical links among people, ideas, and information that are necessary for project success. The intended audience of the The American Organic Farms CMP is the project manager, project team, project sponsor and any senior leaders whose support is needed to carry out communication plans. 10.2 ​ ​Sta k eh old er I d en tif ic a tio n a n d A naly sis : Nam e Tit le Conta ct Com munic atio n Veh ic le Com men t s David Gadis h Sponso r ,B oss, In ve sto r ,F arm er <000-0 00-0 00 0 Gadis h @ gm ail .c o m > <000-0 0 0-0 000 Gadis h @gm ail .

co m > David h as th e fin al decis io n 32 10.3 ​ ​Com mun ic a tio n s 10.3 .1 ​ ​Com mun ic a tio n s M atr ix Veh ic le Targ e t Desc rip tio n Purp ose Fre q u e ncy Ow ner Dis tr ib u tio n Veh ic le In te r nal/ Exte r nal Com men ts David Gadis h Sp on so r,B o ss, In vesto r,F a rm er f o r ap pro va l Dav id Gad is h Gadis h @ gm ail.c o m Communication Flowchart: Flowcharts provide a visual representation of a process or processes which often allow a better understanding of how the process is intended to work. Project communications may be extremely complex depending on the size and scope of the project and the number of stakeholders. A flowchart provides all stakeholders with a better understanding of the steps involved with the distribution of all project communications. The communication flowchart below was created to aid in project communication. This flowchart provides a framework for the project team to follow for this project. However, there may be occasions or situations which fall outside of the communication flowchart where additional clarification is necessary. In these situations the Project Manager is responsible for discussing the communication with the Project Sponsor and making a determination on how to proceed. 33 10.3 .2 ​ ​Pro je ct M eetin gs Meetin g Desc rip tio n Purp ose Fre q u en cy Ow ner In te rn al/ Exte rn al Com men ts / Partic ip an ts SH C139A Dis c u ss/ im pro ve /ed it Need t o im pro ve 10.3 .3 ​ ​Pro je ct R ep ortin g Meetin g Desc rip tio n Purp ose Fre q u en cy Ow ner In te rn al/ Exte rn al Com men ts / Dis tr ib u tio n Lis t SH C139A Rep ort Need t o im pro ve 34 10.3 .4 ​ ​Oth er C om mun ic a tio n Veh ic le Desc rip tio n Purp ose Fre q u en cy Ow ner In te rn al/ Exte rn al Com men ts / Dis tr ib u tio n Lis t SH C239A Oth er co m munic a tio n 11. Pro je ct Q uali t y M an age m en t P la n 11.1 V ersio n H is to ry Version # Im ple m en te d By Rev is io n D ate Appro ved B y Appro val D ate Rea so n 1.0 Kevin Gozun 4/24/2017 Sama Baghdadi 4/25/2017 To Create a Quality Management Plan 35 11.2 In tr o d uctio n 11.2 .1 P urp ose o f Q uali t y M an age m en t P la n This provided document is to provide necessary information on what is required to effectively manage the project quality from project planning to its delivery. Defined are the quality policies, procedures, criteria and areas of application, roles, responsibilities, and authorities. This version has been created during the planning phase of Project Cropshops. It’s intended audience is the project manager, team, project sponsor, and anyone whose support is necessary for this project to occur. 11.3 P ro je ct Q uali t y 11.3 .1 O rg a n iz a tio n , R esp on sib ili t ie s, a n d I n te rfa ce s Name Role Quality Responsibility Sama Baghdadi Project Manager Quality Mentoring & Coaching Kevin Gozun Quality Management Leader Quality Audits Guohui Huang Member Quality Assurance Assistant Razah Fakieh Member Quality Assurance Assistant 11.3 .2 T ools , E n vir o n m en t a n d I n te rfa ce s Tool Description Check Sheets -For inventory quality insurance. -Collect data in regards to website statistics -For quality assurance in crops, seeds, vegetables, and fruits provided. Histogram -Visual Diagram for Quality of Goods and Quality Assurance. Control Chart -To Monitor Changes overtime of any procedure done for Project Cropshop 36 1 1.4 Pro je ct Q uali t y M an age m en t: Quality Management involves planning, doing, checking, and acting to improve project quality standards. The practice of Quality Management is split into three process groups: Quality Planning , Quality Assurance and Quality Control. The following sections define how this project will apply each of these practice groups to define, monitor and control quality standards. 11.4 .1 Q uali t y P la n n in g: The Quality Planning used for Project Cropshops will be used to ensure that the handling of the different client’s crops, seed, vegetables, and fruits are managed and maintained to the highest quality. 11.4 .2 D efin e Q uali t y P la n nin g: Quality planning for Project Cropshops include creating check sheets for maintenance of storage, management inventory of crops, seeds, fruits and vegetables. Control charts will be used to ensure that no inconsistencies occur when managing goods and storage. Other methods will be implemented when deemed necessary 11.4 .3 M ea su re P ro je ct Q uali t y : The utilization of the check sheets and other methods of project quality is valuable in ensuring quality of managed goods are met to expected standard. Project quality will be measured through the amount of inventory received to the amount being sent to clients. 11.4 .4 Q uali t y A ssu ra n ce : The quality of goods obtained and sent will be thoroughly monitored and checked. The implementation of check sheets will ensure that the quality of the crops, seeds, vegetables, and seeds are stored properly, maintained properly, and shipped properly. 11.4 .5 A naly ze P ro je ct Q uali t y : Through quality assurance checks, Control Charts will be made to monitor any inconsistencies or negligent actions occurring in maintaining the goods provided for Project Cropshops. 37 11.4 .6 I m pro ve P ro je ct Q uali t y : To ensure improvement is made, records will be kept daily, and weekly meeting will be made to suggest new ideas for quality assurance and quality management of goods is met to American Organic Farms standards. 11.4 .7 Q uali t y C on tr o l: To ensure that goods are maintained properly and handled with care, any crops, seeds, vegetables, and fruits that are considered expired, or not good quality will be immediately disposed of. Grades will be placed on the quality of goods received. Anything lower than a C grading will be disposed of immediately. 11.5 Pro je ct Q uali t y M an age m en t P la n A ppro va l ​: By signing, you agree that the Project Cropshops Project Quality Management Plan will proceed to implement and the methods above or any means necessary to ensure the quality of the project is met. Changes to this Project Quality Management Plan will be coordinated with and approved by the undersigned or their designated representatives. Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role: 38 Signature: Date: Print Name: Title: Role: 12. ​ ​Pro cu re m en t M an age m en t P la n 12.1 In tr o d uctio n : The purpose of the Procurement Management Plan is to define the procurement requirements for the project and how it will be managed, from developing procurement documentation through contract closure. The Procurement Management Plan should be in compliance with the State Central Procurement Office (CPO) rules and regulations. The Procurement Management Plan should define the following: ● Procurement definition ● Market/Solution research to be conducted and results ● Type of contract – firm-fixed price, time and materials (T&M), cost-reimbursable 39 ● Approach -- custom development, custom off the self (COTS), software as service ● Identifying potential bidders ● Establish General Requirements and Detail Technical Requirements ● Required deliverables ● Oral presentation requirements ● Software demonstrations requirements ● Evaluation criteria (weighting of requirements) ● Establishing contract deliverables and deadlines ● Cost methodology and statistics ● Estimated volumes from the current environment and technical infrastructure ● Service Level Agreements, Performance Bonds, Liquidated Damages ● Vendor Management/Oversight ● Performance metrics for procurement activities This Procurement Management Plan sets the procurement framework for ​American Organic Farms. ​ It will serve as a guide for managing the procurements throughout the life of the project and will be updated as acquisition needs change. This plan identifies and defines the items to be procured, the types of contracts to be used in support of this project, the contract approval process, and decision criteria. The importance of coordinating procurement activities, establishing firm contract deliverables, and metrics in measuring procurement activities is also included. 12.2 Pro cu re m en t M an age m en t A ppro ach : The Procurement Management Plan should be defined enough to clearly identify the necessary steps and responsibilities for procurement from the beginning to the end of a project. The Senior Project Director must ensure that the plan facilitates the successful completion of the project and does not become an overwhelming task in itself to manage. The Senior Project Director will work with the project team, CPO, and other key players to manage the procurement activities. The Senior Project Director will provide oversight and management in concert with appropriate agency procurement and management staff for all procurement activities under ​American Organic Farms ​. The Senior Project Director will work with the project team to identify all items to be procured for the successful completion of the project. The Senior Project Director will then review the procurement list with the Project Steering Committee (PSC) for approval. The process involves determining whether to acquire outside support and, if so what to acquire, how to acquire it, how much is needed, and when to acquire it. 40 12.3 Pro cu re m en t D efin it io n : The purpose of procurement definition is to describe, in specific terms, what items will be procured and under what conditions. Sometimes items which must be procured for a project can be developed internally by an organization. Additionally, procurement deadlines are usually affected by the project schedule and are needed by certain times to ensure timely project completion. This section is where these items must be listed, justified, and the conditions must be set. Any important technical information should also be included. Individuals may also be listed with authority to approve purchases. The following procurement items and/or services have been determined to be essential for completion and success of ​American Organic Farms ​. The following list of items/services, justification, and timeline are pending PSC review for submission to the CPO: Item/Service Justification Category Needed By Domain Hosting the Side Hosting 30 May 2017 Office Needed a location for customer support,paperwork, etc … . Building 15 June 2017 Equipment Chart, computer, cable, router, supple, etc … . Too 17 June 2017 Internet Service Provider Provided speed, reliable, fast internet Services 23 June 2017 Warehouse Storage for inventory building 28 June 2017 Warehouse Management System(WMS) the day-to-day operations in a warehouse Services 30 June 2017 41 Database Collect information Services 1 July 2017 Delivery Partnership with delivery companies or self-delivery Services 17 July 2017 Staff Responsibilities for working with IV&V vendor Independent Verification and Validation (IV&V) 31 July 2017 Staff Resources needed to staff project team IT Pro Resources 1 August 2017 In addition to the above list of procurement items, the following individuals are authorized to approve purchases for the project team: Name Role Sarmah Baghadadi Project Director Guohui Huang Website Programmer/ Engineer Kevin Gozun Member Razan Fakieh Member 1 2.4 Con tr a ct t y p e: The purpose of this section is to describe the type of contract to be used so the Senior Project Director and project team can proceed accordingly. There are many different types of contracts such as: firm-fixed price, time and materials (T&M), cost-reimbursable, and others. Different procurement items may also require different contract types. All items and services to be procured for ​American Organic Farms ​. will be solicited under firm-fixed price contracts. The project team will work with the Agency Fiscal Office and Procurement staff to define the item types, quantities, services and required delivery dates. The Request for Proposal (RFP) Coordinator will then solicit bids from various vendors in order to procure the items within the required time frame and at a reasonable cost under the firm fixed price contract once the vendor is selected. 42 12.5 Pro cu re m en t A ppro va l P ro ce ss: The purpose of this section is to define the process through which procurements and their resulting contracts must be approved. It is important to define the process within the organization and understand who is involved in the decision-making. Typically large purchases follow an established bidding process and follow a formal selection and approval process. Smaller purchases can be less formal, and in some cases may be approved by the Agency. This section should clearly identify the rules for all procurements within your organization. Seek approval from the CPO regarding the latest procurement requirements. The Senior Project Director along with Agency staff will meet with the CPO office to determine the type of procurement model that best meets the need of the project. If necessary, a Request for Information (RFI) may be released as a first procurement step to gather information. Based on the Vendor responses to the RFI, the CPO office and the Agency will determine the procurement process that must be followed, such as non-competitive contract request, competitive negotiation, alternative procurement, RFP cost only or RFP. The procurement documents must be submitted for OIR endorsement for all technology projects, the Department of Human Resources must approve training for State employees, and the CPO and Comptroller offices must provide the final approval. 12.6 Decis io n C rit e ria : The purpose of this section is to define the criteria used by the CPO to decide on what contract(s) to award. Again, these criteria may vary between organizations but must be defined as part of the Procurement Management Plan. ​The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria: ● Comparison of outsourced cost versus in house sourcing ● Mandatory Requirements ● Vendor financial documentation ● General Qualifications & Experience (vendor and proposed staff) ● Past performance Technical Qualifications ● Quality ● Ability of the vendor to provide all items by the required delivery date ● Software Demonstration and/or Oral Presentation ● System Infrastructure Impact ● Cost 43 These criteria will be measured by the Agency Evaluators, Agency RFP Coordinator, and Subject Matter Experts (SME), and the Senior Project Director. The final decision will be made based on these criteria as well as available resources. 12.7 V en dor M an age m en t: The purpose of this section is to describe the roles and actions the project team and purchasing and contracts department will take to ensure that the selected vendors provide all of the products/services agreed upon and that the appropriate levels of quality are maintained.The Project Manager is ultimately responsible for managing vendors. In order to ensure the timely delivery and high quality of products from vendors, the Project Director or his/her designee will meet weekly with the purchasing and contracts department along with each vendor to discuss the progress for each procured item. The purpose of these meetings is to review all documented specifications for each product as well as to review the quality test findings. This forum will provide an opportunity to review each item’s development or the service provided in order to ensure it complies with the requirements established in the project specifications. It also serves as an opportunity to ask questions or modify contracts or requirements ahead of time in order to prevent delays in delivery and schedule. The Project Director will be responsible for scheduling this meeting on a weekly basis until all items are delivered and are determined to be acceptable. 12.8 ​ ​Eva lu atio n R atin g S ca le : A rating scale of 0-9 will be used for evaluating each submission. Panel members will be required to score each Respondent’s response to the qualitative requirements. The rating scale and a description for the range of scores is shown in the table below. 44 SC O RE DESC R IP T IO N 0 The r e sp on se d oes n ot a d dre ss t h e q u ali t a tiv e re q u ir e m en t OR The e va lu atio n p an el i s n ot c o n fid en t t h at t h e Resp on den t: · U ndersta n ds t h e R eq u est r e q u ir e m en ts c o ve re d by t h is q u ali t a tiv e r e q u ir e m en t; a n d / o r · W ill b e a b le t o s a tis fa cto rily m eet t h e R eq u est re q u ir e m en ts c o vere d b y t h is q u ali t a tiv e re q u ir e m en t. 3 The e va lu atio n p an el h as s o m e r e se rv a tio n s wheth er t h e R esp on den t: · U ndersta n ds t h e R eq u est r e q u ir e m en ts c o ve re d by t h is q u ali t a tiv e r e q u ir e m en t; a n d / o r · W ill b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is q u ali t a tiv e re q u ir e m en t. If M in or c o n ce rn : r a te h ig h er ( 4 ). If M ajo r c o n ce rn : r a te l o w er ( 1 o r 2 ). 5 The e va lu atio n p an el i s r e a so n ab ly c o n fid en t t h at th e R esp on den t · U ndersta n ds t h e R eq u est r e q u ir e m en ts c o ve re d by t h is q u ali t a tiv e r e q u ir e m en t; a n d / o r · W ill b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is q u ali t a tiv e re q u ir e m en t t o a r e a so n ab le s ta n dard . 45 6 The e va lu atio n p an el i s c o n fid en t t h at t h e Resp on den t · Understa n ds t h e R eq u est r e q u ir e m en ts co ve re d b y t h is q u ali t a tiv e r e q u ir e m en t; a n d / or · Will b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is qu ali t a tiv e r e q u ir e m en t t o a r e a so n ab le sta n dard . 7 The e va lu atio n p an el i s c o n fid en t t h at t h e Resp on den t: · U ndersta n ds t h e R eq u est r e q u ir e m en ts c o ve re d by t h is q u ali t a tiv e r e q u ir e m en t; a n d / o r · W ill b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is q u ali t a tiv e re q u ir e m en t t o a g o od s ta n dard . 8 The e va lu atio n p an el i s c o n fid en t t h at t h e Resp on den t: · Understa n ds t h e R eq u est r e q u ir e m en ts co ve re d b y t h is q u ali t a tiv e r e q u ir e m en t; a n d / or · Will b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is qu ali t a tiv e r e q u ir e m en t t o a h ig h s ta n dard . 9 The e va lu atio n p an el i s c o n fid en t t h at t h e Resp on den t: · U ndersta n ds t h e R eq u est r e q u ir e m en ts c o ve re d by t h is q u ali t a tiv e r e q u ir e m en t; a n d / o r 46 · W ill b e a b le t o s a tis fa cto rily c o m ple te t h e Req u est r e q u ir e m en ts c o vere d b y t h is q u ali t a tiv e re q u ir e m en t t o a v ery h ig h s ta n dard . 12.9 . Pric e 21.9 .1 ​ ​Pric in g M od el: Respondents will be required to complete a price schedule requesting prices for each of the following components of the procurement . Prices will be submitted on a lump sum/hourly rate/cost per item price structure. To ensure that a fair comparison of prices can be made, estimated/actual hours, quantities will be provided in the Request document. In comparing respondent’s prices, a whole of life cycle cost approach will be taken. If lease vs outright purchase is an option include the following information: Respondents will provide prices based on outright purchase and operational lease basis. 12.1 0 A cce p ta n ce : (This section should be modified for best application to specific projects. Include all project team members that should have some level of authority regarding document review and approval.) Appro ved b y: _________________________ ___ ____ ____ ____ __ Date :_ __ ____ ___ _____ ___ _ [P R O JE CT N AM E] E xe cu tiv e S p on so r _________________________ ___ ____ ____ ____ __ Date :_ __ ____ ___ _____ ___ _ [P R O JE CT N AM E] B usin ess S p on so r _________________________ ___ ____ ____ ____ __ Date :_ __ ____ ___ _____ ___ _ 47 [P R O JE CT N AM E] P ro je ct D ir e cto r/ M an age r _________________________ ___ ____ ____ ____ __ Date :_ __ ____ ___ _____ ___ _ [P R O JE CT N AM E] S ta k eh old er 13.O uts o u rc in g P la n : Outsourcing is a business practice used by companies to reduce costs or improve efficiency by shifting tasks, operations, jobs or processes to an external contracted third party for a significant period of time. The reason that we choose to outsourcing because it can improve efficiency, greater productivity and the opportunity to focus on core products and function of the business. The benefits of outsourcing are listed below: ● Cheap Labor ​- hiring employees outside of the country can reduce the labor cost and we can pay much lower rate and often do not include benefits such as health insurance and vacation pay. ● Equipment ​- save money for material handling for the optimization of the supply chain of the warehouses and distribution center. 48 ● Increase Efficiency ​- outsourcing partner with delivery companies which that can leads to an increase in productivity and efficiency in the process thereby contributing to the bottom-line of our company. ● Save on Infrastructure and Technology- ​ eliminates the need for investment in infrastructure as the outsourcing partner takes the responsibility of the business processes and hence the develops infrastructure for the same. ● Faster and Better Services ​- make our service offering better with high quality deliverable and decrease the lead time it takes our product to reach the marketplace. ● Risk-Sharing ​- Certain components of our business process help the organization to shift certain responsibilities to the outsourced vendor . ● Continuity and Risk Managemen ​t-Outsourcing will provide a level of continuity to the company while reducing the risk that a substandard level of operation would bring to the company. ● Operational control ​ -Operations whose costs are running out of control must be considered for outsourcing. Departments that may have evolved over time into uncontrolled and poorly managed areas are prime motivators for outsourcing. In addition, an outsourcing company can bring better management skills to your company than what would otherwise be available. 49 14. T im e p la n : In addition to assigning dates to project activities, project scheduling is intended to match the resources of equipment, materials and labor with project work tasks over time. Good scheduling can eliminate problems due to production bottlenecks, facilitate the timely procurement of necessary materials, and otherwise insure the completion of a project as soon as possible. In contrast, poor scheduling can result in considerable waste as laborers and equipment wait for the availability of needed resources or the completion of preceding tasks. Delays in the completion of an entire project due to poor scheduling can also create havoc for owners who are eager to start using the constructed facilities. Identifying project’s phases and activities. Estimating , sequencing and assigning resources for each activity to ensure that the project’s scope and objectives are met 1. Define Activities 2. Sequence Activities 3. Estimate Activity Resources 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule Define Activity ​: It’s define exactly each task for specific team member . Sequence of Activities ​: Identifies and documents logical relationships among project activities. Can be performed by using manual or automated techniques or project management software. Dependencies: Mandatory, Discretionary, External. Logical Relationships: Finish-to-start, Finish-to-finish, Start-to-start, Start-to-finish. Estimate Activity Durations ​: Process that requires the estimate of the amount of work effort required and the amount of resources to be applied for approximating the work periods needed to complete the activity. Schedule Development ​: Determine the project activities scheduled start and finish dates. Determine the milestone scheduled start and finish dates. Schedule Control ​: Schedule Updates. Schedule baseline. Re-baselining. New target schedules. 50 15- H um an R eso u rc e The HRM process consists of planning, attracting, developing, and retaining the human resources (employees) of an organization. The human resource management on our projec Human Resource Planning : Human Resource Planning is the process of forecasting a firm’s future demand for, and supply of, the right type of people in the right number. Human Resource planning includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure 51 that personnel supply equals personnel demand at the appropriate point in the future. Specifically, human resource planning is the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives. Human resource planning translates the organisation’s objectives and plans into the number of worker needed to meet those objectives. Without a clear cut planning, estimation of an organisation’s human resource need is reduced to mere guesswork. ​ Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job description and job specification. Responsibility Assignment Matrix: The following responsible, accountable, consult, inform RACI or responsibility assignment matrix (RAM chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project director. Changes will be proposed in accordance with the project’s change control process. 52 R – Responsible for completing the work A – Accountable for ensuring task completion/sign off C – Consulted before any decisions are made I – Informed of when an action/decision has been made 16 - P ro je ct D eta ils : 1 Business name Cropshop website 2 Approximate Start Date 6/25/2016 3 Project End Date 10/8/2016 4 Project Manager Samah baghdadi 5 Project Team Kevin Gozun– sales & marketing Guohui Huang– Operations Manager Razan Fakieh – Nutrition and Legal 1 6.1 : J o b D esc rip tio n IT Project Manager: 1. Accomplishes information technology staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counseling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures. 53 2. Maintains staff by recruiting, selecting, orienting, and training employees; maintaining a safe and secure work environment; developing personal growth opportunities. 3. Maintains organization's effectiveness and efficiency by defining, delivering, and supporting strategic plans for implementing information technologies. 4. Directs technological research by studying organization goals, strategies, practices, and user projects. 5. Completes projects by coordinating resources and timetables with user departments and data center. 6. Verifies application results by conducting system audits of technologies implemented. 7. Preserves assets by implementing disaster recovery and backup procedures and information security and control structures. 8. Recommends information technology strategies, policies, and procedures by evaluating organization outcomes; identifying problems; evaluating trends; anticipating requirements. 9. Accomplishes financial objectives by forecasting requirements; preparing an annual budget; scheduling expenditures; analyzing variances; initiating corrective action. 10. Maintains quality service by establishing and enforcing organization standards. 11. Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. 12. Contributes to team effort by accomplishing related results as needed. Operation Manager: 1. Produces information by transcribing, formatting, inputting, editing, retrieving, copying, and transmitting text, data, and graphics. 2. Conserves executive's time by reading, researching, and routing correspondence; drafting letters and documents; collecting and analyzing information; initiating telecommunications. 3. Maintains executive's appointment schedule by planning and scheduling meetings, conferences, teleconferences, and travel. 4. Represents the executive by attending meetings in the executive's absence; speaking for the executive. 5. Welcomes guests and customers by greeting them, in person or on the telephone; answering or directing inquiries. 6. Maintains customer confidence and protects operations by keeping information confidential. 7. Completes projects by assigning work to clerical staff; following up on results. 54 Marketing Operation Manager: 1. Maintains marketing staff by recruiting, selecting, orienting, and training employees; maintaining a safe and secure work environment; developing personal growth opportunities. 2. Accomplishes staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counseling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures. 3. Maintains customer response operations by establishing work schedules; assigning employees; providing back-up. 4. Maintains quality service by establishing and enforcing standards; training representatives; monitoring calls; surveying customers; evaluating outcomes. 5. Resolves customer problems by training telemarketing service representatives; maintaining reference manuals and dialogue guides; providing information; answering questions. 6. Maintains work process flows by coordinating information and requirements with related operational departments; participating with and providing resources to business improvement teams. 7. Keeps management informed by preparing reports; making presentations; interpreting information; making recommendations. 8. Maintains equipment by coordinating requirements with telecommunications and information services departments; examining state-of-the-art technology; recommending upgrades; controlling installations. 9. Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. 10. Contributes to team effort by accomplishing related results as needed. Data Integration Developer: 1. Enhances data integration team accomplishments and competence by planning delivery of solutions; answering technical and procedural questions for less experienced team members; teaching improved processes; mentoring team members. 2. Studies data sources by interviewing users; defining, analyzing, and validating data objects; identifying the relationship among data objects. 3. Plans data integration process by developing common definitions of sourced data; designing common keys in physical data structure; establishing data integration specifications; examining data applications; examining data models and data warehouse schema; determining best-fit data interchange methods; assessing middleware tools for 55 data integration, transformation, and routing; developing project scope and specifications; identifying factors that negatively impact integration; forecasting resource requirements; establishing delivery timetables. 4. Delivers data integration by implementing shared databases; integrating data shared across legacy, new development, and purchased package environments; developing system modification specifications; mapping data; establishing interfaces; developing and modifying functions, programs, routines, and stored procedures to export, transform, and load data; meeting performance parameters; resolving and escalating integration issues; coordinating actions among users, operations staff, and outside vendors; recommending adjustments as objectives change; documenting operational procedures and data connections. 5. Validates data integration by developing and executing test plans and scenarios including data design, tool design, data extract/transform, networks, and hardware. 6. Maintains data warehouse performance by identifying and resolving data conflicts; upgrading data definitions. 7. Improves data integration by designing and evaluating new data interchange formats; improving physical design; rewriting data policy, standards, and procedures; 8. Maintains team accomplishments by communicating essential information; coordinating actions; obtaining expert input; reviewing open issues and action items; contributing information to team meetings and reports; transferring knowledge of data integration process, techniques, and issues to application and support teams. 9. Updates job knowledge by tracking ETL strategies and technologies; participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations. 10. Accomplishes organization goals by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments. Developer: 1. Determines operational feasibility by evaluating analysis, problem definition, requirements, solution development, and proposed solutions. 2. Documents and demonstrates solutions by developing documentation, flowcharts, layouts, diagrams, charts, code comments and clear code. 3. Prepares and installs solutions by determining and designing system specifications, standards, and programming. 4. Improves operations by conducting systems analysis; recommending changes in policies and procedures. 56 5. Obtains and licenses software by obtaining required information from vendors; recommending purchases; testing and approving products. 6. Updates job knowledge by studying state-of-the-art development tools, programming techniques, and computing equipment; participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations. 7. Protects operations by keeping information confidential. 8. Provides information by collecting, analyzing, and summarizing development and service issues. 9. Accomplishes engineering and organization mission by completing related results as needed. 10. Develops software solutions by studying information needs; conferring with users; studying systems flow, data usage, and work processes; investigating problem areas; following the software development lifecycle. 57 17-References: ● Sites, B. G. (n.d.). Job analysis - what is human resource ? Retrieved November 09, 2016, from http://www.whatishumanresource.com/job-analysis ● Recruitment and Selection. (n.d.). Retrieved November 09, 2016, from http://www.simplehrguide.com/recruitment-and-selection.html 18- Demo: http://ciseagle.com/cis3610/ghuang10/Assignment/otherclass1/index.html 58