E-Procurement System

“E-PROCUREMENT AND DASHBOARD ANALYSIS SYSTEM”

IMPLEMENTATION IN KHAZANAH SDN BHD

From: Antaraa Sdn Bhd (210378-U)

“E-PROCUREMENT AND DASHBOARD ANALYSIS SYSTEM”

Mohd Khairi Bin Ismayuddin(2011350707)

Mohamad Nazreen Bin Tahir(2011923225)

Noor Aishah Binti Jamaludin (2012987807)

Nurulaini Binti Shariffudin(2011780233)

table of contents

1.0 - INTRODUCTION2.0- SUMMARY OF PROJECT CHARTER

3.0- SCOPE MANAGEMENT4.0- SCHEDULE / TIME MANAGEMENT

5.0- COST AND BUDGET MANAGEMENT

6.0- RESOURCE MANAGEMENT7.0- COMMUNICATION MANAGEMENT

8.0- QUALITY MANAGEMENT9.0- CHANGE MANAGEMENT

10.0- RISK MANAGEMENT

Antaraa Sdn Bhd (210378-U)

1.0 -introducti

on

1.0 - introduction


This Project Management Plan is being prepared for Khazanah Sdn Bhd

The purpose of the Project Management Plan• A detailed written overview of this projects.• It includes information related to staffing, budgets, time lines, deadlines,

goals and measurements.• Helps to keep the project on track and on budget

2.0 -summary of project

charter

2.0 - summary of project charter•Khazanah Sdn Bhd (KSB) is in the midst of implementing the new process design and solution development to close and resolve existing issue on the procurement, reporting and forecasting issues.

•This business charter will help KSB to identify the best partner in assisting KSB to refine the processes, identify the necessary technical solutions and to design, develop and implement the required solution.



PROJECT NAME

1. Procurement (Tenderwizard)

a. A comprehensive paperless eProcurement system, encompassing:i. eBidding ii. eTenderingiii. eAuctioniv. Catalogue Management v. E-Vendor Management

2.0 - summary of project charter


PROJECT NAME

2. Dashboard & Analysis Tool (Integrated Organizational Intelligence)

i. Decision makers have great difficulty in getting consistent and accurate information. Growing organizations are now waking up to the need to convert information to knowledge and knowledge to action to achieve their corporate goals and provide a single version of truth to their decision makers.



PROJECT BACKGROUND

• Khazanah Sdn Bhd (KSB) is in the midst of implementing the new process design and solution development to close and resolve existing issue on the procurement business process with its objectives to:

i. To reduce a minimal of 40% cost reduction and processing lead timeii. Facilitate procurement process by providing 90-95% auto approval /

recommendation processing based on agreed criteria



PROJECT SIGNIFICANCEi. Efficient distribution of Zakat to the recipients through better deliverable of goods and

services.ii. Leverage on ICT to elevate the wellbeing and financial status of Asnaf• Reduce process time and cost• Offline mobility to proactively deliver goods and services• Data to monitor pattern of needs and usage of Asnaf, to measure effectiveness of

strategies and forecast future procurement for Virtual Warehousing purpose iii. Productivity gain to facilitate value-adding activities• Automation to replace some manual processes• Get the data right from the source• Retrieve data and convert information into knowledge• Extended data analysis (trend analysis, forecasting etc.)


3.0 -scope management

3.0 – scope managementSCOPE STATEMENT

The scope of this project is to plan, analyze, design, develop, implement, test and commission an effective and systematic web based procurement (Tenderwizard) application system for KBS within the duration of 113 days with the following sub modules :

i. eBidding ii. eTenderingiii. eAuctioniv. Catalogue Management v. E-Vendor Management

The following are deliverables out of scope for this project:vi. Hardware to host the systemvii. Data cleaning and inserted of the previously published tender information. KBS will starts

publishing the new information tenders once the system goes live.

3.0 – scope managementWBS & DELIVERABLES

(PLEASE REFER NEXT SLIDE)

Task Name Duration(Weeks)

Deliverables

Cosmetic Setup 2 weeks System Up and ready to useFinalize front page look and template

User Requirement Study 3 weeks Creation of user id’s to access the system

Identify users to the systemUser Training & Vendor training

6 weeksRedefine associated roles to the system

Familiarization with system Vendors May begin to register to system

Floating mock tenders/ quotations

System Touchup 2 weeks SYSTEM LIVE

Final system run through with users

System clean up

Antaraa Solutions Sdn. Bhd. to provide onsite and offsite support

2 weeks System contract to be signed and system access rights to be handed over to agency

Total Weeks 16 weeks

3.0 – scope managementSCOPE CHANGE CONTROL

• Managing actual changes to the system• To ensure that any changes to the project’s scope will be

beneficial. • A scope change procedure will include a scope change request

form and request log.• Scope control procedures also allow the project team to stay

focused and on track and does not have to perform unnecessary work.

4.0 -schedule & time

management

4.0 – schedule & time managementGANTT CHART & NETWORK

DIAGRAM

• Project Schedule (Gantt Chart)Refer to Appendix

• Project Network DiagramRefer to Appendix

5.0 -cost/ budget

management

5.0 – cost/ budget managementCONSULTATION & SERVICES

CONSULTANT & SERVICES BY ANTARAA

Consultation and

Services

Rate per hour * No. of

hour per day*Days

work

TOTAL

• Project Manager RM84*3*100 25,200• Change Management RM40*4*100 16,000• Functional Team Leader RM52*5*90 23,400• Application/ Training/ Testing (RM30*5*100)*2 30,000• Technology/ Infrastructure Team Leader RM52*5*50 13,000• Data Migration/Integration Team Leader RM34*5*70 11,900

TOTAL AMOUNT RM119,500

5.0 – cost/ budget managementTRANSACTION CHARGES BASED ON A (SAAS) MODULE

TOTAL

Shared Environment Annual Registration Charges With Tenderwizard website (Per Vendor/Supplier/ Contractor)

RM 150 Per Year * 100 RM 15,000.00

Tender Document Fees / Form

• (Sale Of Tender Documents)

NA

Tender / Quotation / Direct Purchases

• Processing Fee On Successful Bidder / Awarded Bidder

0.8% of awarded project value

(UP TO A CAP OF 1.2 MILLION RINGGIT)

• PKI Server Certificate License (https) • RM1,500 / Per Domain (Per year) RM1,500.00

TOTAL AMOUNT RM16,150.00

5.0 – cost/ budget managementDASHBOARD ANALYSIS

A. Dashboard, Forecasting and Business Intelligence AMOUNT

BI Dashboard - 10 users

One Time Set Up fee (as per consultation fee)

Yearly License fee RM50,000 RM50,000.00


5.0 – cost/ budget managementTRAINING

ITEM PRICE AMOUNT

Venue RM2500 * 4 RM10,000.00

Training Material RM50 * 100 RM5,000.00

Food & Beverages RM20 * 100 RM2,000.00

Trainer RM2750 * 4 RM11,000.00

Miscellaneous RM500 * 4 RM2,000.00


Training will be provided for 4 sessions which will accommodate 25 persons for each session.

5.0 – cost/ budget managementITEM HOSTED BY ANTARAA

ITEMS HOSTED BY ANTARAA

Tenderwizard Application Software

Tenderwizard User Licenses • Unlimited

Hardware

• 2 x Servers Application & Database

• Network Equipment Routers, Firewall, etc.

• PKI Device (Client USB token) Vendor

System Software • O/S Linux

• Database PostGres

Bandwidth

• Dedicated Bandwidth 512 Kbps- 1.0 Mbps

5.0 – cost/ budget managementOVERALL TOTAL COST

ITEM AMOUNT

Consultation and Services RM119,500.00

SASS Module RM16,150.00

Dashboard Analysis RM50,000.00

Training RM30,000.00


(RM215,650.00)

6.0 -resource

management

6.0 – resource managementPOST SUPPORT EXPERIENCES

No System/Project Client Support and Maintenance Timeline

Start Date End Date WarrantyPeriod

1 eCampus System Kolej Islam Pahang Sultan Ahmad Shah (KIPSAS)

4/06/2013 3/06/2014 1 year

2 eCampus System Johor Skills Development Centre (PUSPATRI)

30/01/2013 29/01/2014 1 year

3 Portal e-Cost Malaysian Palm Oil Board(MPOB) 29/06/2011 28/06/2012 1 year

4 e-Labour System 13/10/2010 12/10/2011 1 year5 Biodiesel Survey System 24/01/2011 23/01/2012 1 year

6 Dynamic Portal-MPOB 27/09/2011 26/09/2012 1 year7 BooksOnline System Penerbit UTMPress 01/10/2009 01/10/2010 1 year

8 Support & Maintenance for MyNODC Portal

NOD Directorate, MOSTI 19/11/2012 31/12/2012 1 month

6.0 – resource managementPROJECT KEY TEAM MEMBERS

Project Key Team Members

Project Manager Mohd Khairi Bin Ismayuddin

Change Management Team Leader Mohamad Nazreen bin Tahir

Functional Team Leader Nurulaini Shariffudin

Functional Team (Application/ Testing) Razman Md Zaki Elisabrina Idris

Technology / Infrastructure Team Leader Noor Aishah Binti Jamaludin

Data Conversion/Migration/Integration Team Leader

Syed Ahmad Najmi

Maintenance & Support/ Helpdesk Sothy Sundara Raju

6.0 – resource managementPROJECT ORG STRUCTURE

(refer next slide)

Steering Committee

Technical Committee

Project ManagerKSB (1)

ANTARAA (1)

Change Management TeamKSB (*)

ANTARAA (1)ANTARAA (1)

Functional Team LeaderKSB (1)

ANTARAA (1)

Functional Team (Application & Testing)KSB (*)

ANTARAA (2)

Technology / Infrastructure Team Leader KSB (1)

ANTARAA (1)

Maintenance & Support/ Helpdesk KSB (*)

ANTARAA (1)

Data Migration & IntegrationKSB (*)

ANTARAA (1)

Project Management OfficeKSB (*)

ANTARAA (1)

6.0 – resource managementTEAM COMPOSITION &

QUALIFICATION

(refer next slide)

NO. NAME POSITION IN THIS PROJECT QUALIFICATION AREA OF EXPERTISE EXPERIENCE IN ICT

EXPERIENCE OF SIMILAR SCOPE

1. Mohd Khairi Bin Ismayuddin

Senior Project Manager Bachelor of Information Technology (Multimedia

Systems), MMU

Senior Project Manager 7 Y

2. Mohamad Nazreen Tahir

Configuration/ Change Management Team Leader

Degree in Industrial Management, UNISEL

Change Management 5 Y

3. Nurulaini Shariffudin

Functional Team Leader-(Application) IT Solution

Architect

B.Sc. Computer Science and Mathematics,Universite de

Montpellier Montpellier, France

IT Solution Architect 5 Y

4. Elisabrina Idris (Application) Overall Software Expertise

Bachelor in Computer Science, UM

Software Expertise 6 Y

5. Razman Md Zaki

(Application) .Net Bachelor in Information Technology, Uniten

.Net Expertise 8 Y

6. Syed Ahmad Najmi

Cross Platform Integration Bachelor of Science in Mathematics, University of

Calcutta

Cross Platform Integration 7 Y

7. Noor Aishah Binti Jamaludin

Technical, Infrastructure and Architecture Leader

CCIE, MBA, Uni. of Southern Queensland, Diploma in Electronic Engineering

Data Centre and Network Consultant

13 Y

8. Sothy Sundara Raju

Maintenance & Support/ Helpdesk (AVP, Operation and

Support Office)

Bachelor in IT, Unitar Infrastructure, support and maintenance

8 Y

6.0 – resource managementRESOURCE REQUIRED

Facilities

Room / workplace A room needed is a workplace for the development team to do their work. The room which occupied with air-conditioner, a round table for meeting and a section for the developers to stationed their computers. In addition, the team also need the workplace complete with the basic furniture such as table, partition, rack and a special room for a server. In addition, other equipment needed as below: • Storage area of materials • Location and storage of equipment • Lounge and toilets for team members in the office area

Furniture Furniture needed is as follows:

• 1 Round Table with chairs • Partition including the basic furniture example table and chair for 5 staff • 5 Computer table • Rack for printer scanner • Cupboard for the files • 1 whiteboard • 1 magnetic boar

7.0 -communication

management

7.0 – communication managementPURPOSE

The Communication Management Plan defines the processes required to ensure timely and appropriate identification, collection, distribution, storage, retrieval, and disposition of project information to the project team, stakeholders, Project Sponsor, and Executive Sponsor

7.0 – communication managementSTAKEHOLDER COMMUNICATION

REQ.Stakeholder Group

Communication Items Purpose

Steering Committee

Schedule updates, status reports, and change control logs

Update agency management on project progress and issues.

Provide project performance information (cost, schedule, and quality) and risk information for decision making purposes.

Provide summary information regarding proposed project changes.

Project Manager Quarterly project updates, SDLC artifacts

Provide clients with information regarding project performance, cost, and schedule, risk, and SDLC compliance.

Project Team Project Announcements Communicate new information about project status, activities, and issues.

7.0 – communication managementINFO COLLECTION &

RESPONSIBILITYCommunication Items

Data Sources (frequency of data collection) Dissemination Responsibility


Project team individual status reports (weekly from all team members)

Project schedule (Microsoft Project Plan) updates (weekly from Project Manager)

Verbal progress reports (weekly from all team members) Change control requests (as identified by the Project Manager)

Project Manager and Team Member

Quarterly project updates, SDLC artifacts

Project status reports (weekly from the Project Manager) Project schedule (Microsoft Project Plan) updates (weekly from the

Project Manager)

Project Manager

Project announcements

Project Manager (as needed) Project Manager

7.0 – communication managementDISTRIBUTION CHANNEL

Communication Item Distribution Channel

Quarterly project updates, SDLC artifacts

Email Collaboration Site

Project announcements Email Collaboration Site Instant Messaging


Email Collaboration Site Group Status Meetings

7.0 – communication managementPROJECT MEETING SCHEDULE

(refer next slide)

7.0 – communication managementPROJECT MEETING SCHEDULE

Communication Target Audience Purpose FrequencyProject Kick-off Meeting

All stakeholders Communicate the project plan, and confirm project roles and responsibilities.

On the project start date

Team Meeting Project team members Review detailed project schedule, tasks, assignments, issues, risks, and action items.

Weekly

Project Sponsor or Steering Committee Meeting

Project Sponsor or Steering Committee

Update the Project Sponsor or Steering Committee on the project status, budget, critical issues, and change requests.

Monthly or as necessary to address significant project issues and/or decisions

Lessons Learned Meeting

All stakeholders Capture lessons learned that may benefit future project work and/or other projects.

Upon completion of major project activities and during Post Implementation Review

Portfolio Review Meeting

PMO Ensure mutual understanding of objectives.Monitor the overall project plans and intended expenditures.Improve analysis of cost, scope, and schedule.Acknowledge successful completions.Flag any anticipated issues.Include the Project Management Office (PMO) Project Manager in project update meetings.Report formally to PMO on project progress.

Biannually (at minimum)

8.0 -quality

management

8.0 – quality managementINTRODUCTION

• The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery that is acceptable with level of quality

• Various controls are built in the project work plan at major activities to assure quality:

1. Team walkthroughs and process owner reviews2. Monitoring and Status Reporting3. Internal Control & Security

8.0 – quality managementVERIFICATIO

There are two types of reviews will be conducted during this project for verification purposes:

• Technical reviews – ensure the system will conform to the specified requirements. Two approaches of common technical reviews describe as in below:

Approach Description Walkthrough Review process in which System Analyst and

Programmers to lead through a program or technical design during the progress meeting. Participants may ask questions, make comments or point out errors Inspections Peer reviews among project team in which the key

feature is the use of a checklist to help identify errors or area of improvement

• Management reviews – Compare the project’s actual progress against the baseline project plan

8.0 – quality managementVALIDATION

Validation will be conducted by Project Team with the involvement of Quality Assurance committee

Test DescriptionUnit Testing Unit testing is done at the module level and

focuses on whether specific functions work properly.

Integration Testing focuses on integration with other modulesTesting in the system. It is done after unit testing is

completed. Testing for integration with external party will be conducted as well (i.e. payment gateway)Systems Testing The system is tested as a whole in an operating

environment to verify functionality and fitness for use. May include tests to verify usability, performance, stress, compatibility and documentation.

9.0 -change

management

9.0 – change managementPROCEDURE OF CHANGE

MANAGEMENTStep Description Generate A submitter completes a CR Form and sends the

CR completed form to the Change Manager Log CR The Change Manager enters the CR into the CR Log. Status The CR’s status is updated throughout the CR process

as needed. Evaluate Project personnel review the CR and provide an

CR estimated level of effort to process, and develop a proposed solution for the suggested change

Authorize Approval to move forward with incorporating the suggested change into the project/product

Implement If approved, make the necessary adjustments to carry out the requested change and communicate CR status to the submitter and other stakeholders

Generate CR

Evaluate CR

Authorize CR

Implement CR

Log Updated Status Report Status

9.0 – change managementSAMPLE OF CHANGE MANAGEMENT

FORM

9.0 – change managementEVALUATING & AUTHORIZING CR

In order to evaluate and prioritize a change request, the “priority” and “type” of the change are taken into consideration. The tables below list and define the “priority” and “type” data elements. The third table provides described the project status types as determined by Project Manager

Priority DescriptionHigh Change Request will likely stop the project, move the

project back in terms of budget or timeline, or will

materially affect quality or scope. Medium Change Request will have material effect on project,

has potential to be moved to high category and/or

requires significant resources to manage. Low Change Request is expected to have a moderate effect

on the project, but will require resources to address.

9.0 – change managementTYPE & STATUS CR

Type DescriptionScope Change affecting scopeSchedule Change affecting scheduleCost Change affecting costQuality Change affecting quality

Status DescriptionOpen Entered/Open but not yet approved or assignedWork in Progress CR approved, assigned, and work is progressingIn Review CR work is completed and in final review prior to testingTesting CR work has been reviewed and is being testedClosed CR work is complete, has passed all tests, and updates have been released.

9.0 – change managementCHANGE CONTROL BOARD

A Change Control Board (CCB) is a formally constituted Project Sponsors and Project Champion who responsible for approving or rejecting changes to the project baselines. There will be Business Manager, Project Manager and Technical Lead (System Analyst) representing the provider in CCB group

ROLE NAME DESCRIPTIONProject Sponsors Chairman Evaluate, Make decision

Project Champion CEO Evaluate, Make decision

Project Manager Mohd Khairi Bin Ismayuddin Manage Change Activity,Support CR proposal defense,Manage approved CR execution

Business Manager Zainudin Johari Manage Change Activity, Support CR proposal defense, ensure approved CR execution

System Analyst Nurulaini binti Shariffudin Present CR & defend

9.0 – change managementTRANSFER OF TECHNOLOGY

Transfer of technology (ToT) will be provided to the core IT staff in KSB to manage and evolve the system at the end of the project and after our contractual commitments is fulfilled. As such equipping KSB’s staff with the technology skills will be vital to the long-term sustainability of the system.

10.0 -risk management

plan

10.0 – risk management planINTRODUCTION

Generally Risk Management consists of several phases:

Risk Identification

Risk Analysis

Risk Action Planning

Risk Tracking

Risk Control

10.0 – risk management planSAMPLE TYPICAL ISSUES

Risk Possible Impact Containment Strategy Contingency Plan

The availability of key resources

This applies equally to people and equipment. The possible impact of this is that the implementation go live date may be delayed or there may be a poor implementation with low staff acceptance.

Obtain a commitment from the agencies that resources will be allocated.

There are a number of options that can be used either individually or in combination. The Project Team will address all of these options during the progress meetings. Firstly, apply extra resources to the project. Secondly, resources can be obtained to conduct day-to-day work, while key users can dedicate their time to the project.

Extension of the Scope of the Project

Should the scope of the project extend beyond that originally planned, there is a risk that the project will be delayed and that the projected ‘go live’ date will not be met.

Perform an initial scoping study to ensure that the full scope of the implementation is fully understood and obtain sign-off of this understanding.

Should the scope of the project increase the contingency plan is similar to that of the previous item.

The experience of the project team members.

A thorough understanding of the business requirements of agencies is essential for the success of the implementation. The worst possible outcome from this is a system which is implemented that does not meet the key requirements of the organisation

These requirements should be discussed and approved by the Project Team. The aim is for research document and system prototype should be tested, and presented to key users and approved.

This is essential to an optimum implementation of the project. However our consultants are in a position to structure the key areas of the system in a way, which provides maximum potential flexibility, which will allow changes to the structure in the future.

10.0 – risk management planMAJOR AREA

However the major project area that we need to be cautious and identify is listed as below:• Project Scope of Work Changes• Project Timeline Control• Quality Control• Resources • Vendor Reliance• User Perceptions & Team Effort

Risks will be defined at the Project level. It will be the responsibility of the customer and our Project Managers to address the project risks from milestone to milestone and make sure the respective responsibilities are managed.

THE END

• thanx

Education

E-Procurement System