Reservation App for Soccer Field Project

Reservation App for Soccer Field Project

Abstract

The enthusiasm that surrounds sports in the United Arab Emirates (UAE) is growing, especially in football. The present report aims to provide a project on the development of a Reservation App under the UAE Reservation App Company. The specific details about the project will include project objectives, company’s background, Request for Proposals (RFPs), Costs, Materials or Resources, roles, and responsibilities of the stakeholders, and identification of the risks surrounding the project. Therefore, the project report will focus on four levels systematically, including initiating, planning, implementing, and closing of the project. In each level, the paper will focus on specific elements. In the project launching phase, the analysis will delve into the project charter and request for proposal.

Moreover, in project planning, the firm will focus on scheduling, resources, costs, and risks. Project implementation will include project execution, a summary of performance, changes, and project reviews. Finally, for project closing, the discussion will be about quality assurance, including audits, acceptance, and payments.

Table of Contents

Title……………………………………………………………………………………………………..1

Abstract………………………………………………………………………………………………….2Introduction 5

Project Objective 5

Statement of Work 6

Company Background…………………………………………………………………………6

Project Initiating 7

Project Charter 7

Request for Proposal 11

Project Planning…………….………………………………………………………………………..16

Project Schedule………………………………………………………………………………16

Resources……………………………………………………………………………………..18

Work Resources……………………………………………………………………..18

Cost Resources………………………………………………………………………18

Material Resources…………………………………………………………………..19

Costs…………………………………………………………………………………………………19

Project Control………………………………………………………………20

Earned Value Analysis……………….……………………………………..22

Risks…………..…………………………………………………………….22

Project Implementation……………………………………………………………………………..24

Project Execution…………………………………………………………………………….24

Summary of Performance……………………………………………………………………25

            Changes………………………………………………………………………………………25

Project Reviews………………………………………………………………………………26

Project Closing ……………………………………………………………………………………….26

Lessons Learned………..……………………………………………………………………………27

Conclusion……………………………………………………………………………………………28

References……………………………………………………………………………………………29

TABLES

Table 1………………………………………………………………………………………………8

Table 2……………………………………………………………………………………………..16

Table 3…………………………………………………………………………………………….23

FIGURES

Figure 1………………………………………………………………………………………………10

Figure 2……………………………………………………………………………………………..11

Figure 3……………………………………………………………………………………………..12

Reservation App for Soccer Field Project

1. Introduction
2. Project Objective

The UAE has embraced the love for football. The passion for the sport is gradually gaining momentum in the region, particularly the Gulf Region (Tejwani, 2017). In recent years, the UAE and the Gulf Cooperation Council, including Saudi Arabia and Qatar, have participated in the latest FIFA World Championships. The passion, therefore, has transcended into developing football stadiums in the region. Currently, the UAE boasts of more than ten football stadiums, including the national stadium, the Sheikh Zayed Stadium (Stadiums in the United Arab Emirates, 2020). The UAE Reservation App Company will use this as an opportunity to provide these stadiums platforms for people to enjoy playing football and hone their athleticism skills. Therefore, the proposed project aims to provide an intermediary service between the owner and the customers who wish to use the stadiums for personal or professional reasons. In detail, the main objective of the project is to design and develop a reservation or booking application for football fields in the United Arab Emirates. The specific aims are as follows:

1. To develop a reservation system and align the tools for use in the application
2. Prepare software for the application through outsourcing of the professional services under Request for Proposal (RFP) to contractors.

• Outsource for development services across the seven regions in the country, where the company will map out the football fields available.

1. Establish the management roles and responsibilities within the project implementation forum.
2. List and evaluate the resources required for the successful implementation and execution of the project.
3. Statement of Work

The Statement of Work will encompass all the roles, responsibilities, and activities required within the project. First, the scope of work will include deliberation on the different tasks, activities, establishment of project executives, and what their roles and responsibilities will entail. From this, each shareholder will be required to undertake a thorough analysis of the type of contractual service the project requires in developing the reservation App. Ideally, outsourcing is the best alternative for the project. The specificity of the contractual agreement is specified in the Request for Proposal regarding the qualification, expertise, experience, and type of services required. Hand in hand, the project will require a surveyor or a photographer whose duty will be to take photos of the fields after approval and signed contractual agreement with the football and stadium owners around the United Arab Emirates. Each role and responsibility will include the evaluation of project milestones based on the goals sets and timelines. The Statement of Work (SOW) of the project, therefore, entails the specific activities which include the development of a reservation-booking app, development of a field reservation system, tools, and acquisition of a business permit according to the Department of Economic Development (Start Your Business in Dubai, 2020). The SOW will include the RFP, as will be discussed later, including deliverables, timelines, and pricing requirements.

1. Company Background

The company is an online business with a commercial license (User name: CN-102 11921 and ADDCCI No. 3750). The firm is a limited liability company approved in 2018 through the Department of Economic Development.  The business’s trade name in the United Arab Emirates Reservation Booking App Company situated in Abu Dhabi. The company is seeking to develop an online platform through the Reservation Booking App as a service provider. Mainly, its goal is to aid athletes and football fanatics who wish to train or use the stadiums for personal and/ or professional purposes.

1. Project Initiating
2. Project Charter

A project charter provides a blueprint for the project, including the contract, roles, and responsibilities of stakeholders. A project charter is “any written instrument given as evidence of an agreement, transfer, or contract” (McKeever, 2006). Regarding the present project charter, the stakeholders are provided with mandated roles and responsibilities. Primarily, the project developers will perform the following specific activities for the project, including the development of software, identification of the tools needed for the software, request for proposal mandate, and design and develop the reservation booking application. The stakeholders are defined based on their duties. In this case, the company has at least three stakeholders. The specifics of the project charter are described as follows:

Roles and responsibilities. The first stakeholder is the executive management team. Additionally, the executive team comprises the project manager, assistant project manager, financial analyst, and resource manager. They are the individuals tasked with overseeing each professional recruited under the project’s objectives and activities. Notably, the executive management team members are the primary coordinators of a project. Their role is to outsource the required professionals who can help the firm achieve its mandated objectives within the specified timeline. For example, the management team has to ensure that the design and development of the reservation-booking app align with the customer’s needs, applications, user accessibility, and goals. Each stakeholder has specific deliverables and timelines to adhere to ensure that the project achieves critical success levels.

The second tiers of stakeholders are the developers. The developers will be contracted from outside. They will be required to have the necessary skill-set, proficiency, and capabilities in developing the app. The specifications of the project app are specified later on. However, in a nutshell, the app should work well with Android and iPhone software and be accessible to any user regardless of their internet reception and location. The app’s specifications are sensitive; thus, the stakeholder recruitment process will be attended to by the project manager alongside the resource manager. The two executive stakeholders should report back to the executive team on a timely basis to assess the progress.

The third tier of the stakeholders includes professionals whose responsibilities will be the assessment, photography, and Mapping of the stadiums in the UAE’s seven regions. These stakeholders will be seven in total, given the timeline to achieve this portion of the project. The executive stakeholder, resource manager, will be tasked with ensuring the project deliverables are fulfilled within the stipulated timeframe. The stakeholders’ role is to present quality pictures, photographs, and videos to the team, with specific details captioning each stadium in the seven regions.

Table 1: Responsibility Matrix Using the RACI Model.

Key: R= Responsible, A= Accountable,  C= Consultant and I = Informed.

            Management of the project. According to McKeever (2006), a project charter elaborates on the overall responsibilities of stakeholders involved in project success and risk management assessment. The main concern of the project at the initiation level is the overall success. According to the Project Management Body of Knowledge (PMBOK) Guide, a company should incorporate a model that best suits the project and its objectives (Suchcicki & Lokan, 2010). With this regard, the project’s team seeks to use the Persee model as a guide. The Persee model suggests the commitment of a project’s executive to the system, which is sized for the project (Suchcicki & Lokan, 2010). The development stakeholders should be involved at each level of the project to ensure that every player is committed and well informed about the deliverables required (Suchcicki & Lokan, 2010). The model also advocates for on-going governance and insight. As noted earlier, the project manager will continuously update each stage of development, including app development and software development.

To complement the model, the firm will employ the DeCarlo model as a counter-measure. Companies use the DeCarlo model to assess the achievements required from each stakeholder, including examining stakeholder satisfaction. (Suchcicki & Lokan, 2010). For the stakeholders to be satisfied, the project executive members will need to draft the specific objectives for each stakeholder. They will use these objectives to measure whether the deliverables have been achieved and evaluate the quality factor. If the deliverables do not satisfy the project scope and objectives, a discussion of how to go about meeting new deadlines will be determined. Overall, the firm will use the DeCarlo model to develop schedules and a budget, establishing a scope that will ensure it comes up with a return on investment, resulting in team satisfaction and quality assessment of each deliverable.

Figure 1: Work structure for the Reservation App Project

Figure 2: Work Breakdown Structure for the Successful Implementation and Execution of the Reservation App.

1. Request for Proposal

REQUEST FOR PROPOSAL FOR SOFTWARE SERVICES FOR RESERVATION BOOKING APP

Date:

To: Invited Parties

From: Reservation Booking App Company

Subject: Software Development

The Reservation Booking App Company is soliciting from qualified firms and persons experienced in developing apps to develop reservation software for the business.

Project objective:

To provide an online platform on which clients can reserve or book for a football stadium using the company’s reservation-booking app.

Statement of Work

The contractor will be required to design and develop the software needed to program the app for the business. An app is a software that any individual with a suitable platform can install without technical expertise (Martin et al., 2016). The business requires the contractor to provide the technical and non-technical attributes of the software, as shown in Figure 2.

Figure 3: The Technical and Non-technical Attributes of the Software Development Required for an App. Source: https://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=7765038

In particular, the firm will require the contractor to initiate the system. The contractor will institute a method for developing the software for the application for it to be subsequently used in mobile devices. According to Nigel, an application should be configured to communicate over a network with a data source through a transaction server (2009). Notably, the app software’s specific technical attributes include an interface component for providing access to a defined interface component for use in communicating between the application and the local software configured for the mobile devices. Moreover, the second component is the composer module for identifying the text file, including a structured definition language specific to the UAE (Neil, 2009). Furthermore, the software developers will be required to encode definitions describing the message section of the data component and user interface section of the application.

However, the business is open to a progressive discussion on the modeling and development of software applications for the reservation-booking app. The app should be supported by current app platforms, including Android and iPhone. For example, Google Android has specific recommendations for app software development and compatibility with the system. The contractor should be aware of the legal and technical ramifications if any issues arise during pilot testing.

Customer Requirements

The quality aspect of the app should be compatible with the app store search. The primary criteria for a project deliverable of the current undertaking are the variability in acceptance of the app under iOS and Google Play Store services. When creating apps, companies consider keyword usage, description, visuals, branding for the app, and marketing approach for the app (Wilson, 2018). A study was done on iOS and Android apps discovered that the title of an app might result in a 10.3% increase in the ranking (Wilson, 2018). Simultaneously, the study found out that 63% of iOS users and 58% of Google Play Store users discovered apps by browsing through an app store (Wilson, 2018). Therefore, emphasis should be placed on Search Engine Optimization (SEO) parameters for the business app.

The design and security features of the app should be user-friendly and limit any vulnerability of consumer information. The contractor should ensure quality in work remittance, including data protection, which is the utmost concern for the business (Wilson, 2018). Also, the app should have limited input to make it easier for the client to use the app, ensuring that they do not have a terrible experience.

The type of database chosen should be efficient. An efficient database should have a competent data structure, scalability potential, and the capacity for increased data storage and security provisions (Anurag, 2020). The specifications of the database should be safe, secure, and competent to give the user a non-stressful experience while using the app (Anurag, 2020). The contractor is obliged to propose a practical software database, which is crucial to enabling the firm to achieve the scope of its project’s objectives.

Deliverables

During the stated period of delivery, the contractor should present a prototype of the app, including attributes of non-technical and technical aspects. The presentation will include the technical concept of how the app software was developed, the database used, security features, usability, compatibility, and marketability factors. On the other end, the contractor should demonstrate how the app works from a mobile device using iOS and Android smartphones. Usability pilot testing will be conducted in the presence of the executive project members, where they will consider any concerns arising. Performance criteria will be assessed. The establishment of software licenses and technical infrastructure should be done after the app development.

Acceptance Criteria

The business will conduct independent pilot testing using selected randomized clients first before accepting the app. The participants will assess the quality and ease of use of the app. A 90% success rate is required for the firm to accept the app. A failure to meet the threshold will automatically lead the company not to approve the app.

Contractual Agreement

A contractual agreement is a legal binding document between the customer and the contractor. For the business project, the preferred contract is a cost-plus agreement (Manuel, 2014). The actual cost of designing and developing the software will be discussed from the onset of the acceptance of the contractor. Additional costs, such as overhead expenses and other expenditures, will be addressed during pre-negotiation, with detailed documentation about the contractor’s proposed direct and indirect costs.

Payment Types

The payment will be made in installments within the agreed duration. It will also depend on the achievement of the deliverables set under specific timelines. A 30% down payment will be processed at the beginning of the undertaking for a contractual basis. Additionally, a commitment by the business on a 30% payment on the total agreed amount will be done consecutively based on the achievement of deliverables.

Specifications of Proposal

The business has no standard RFP format. Therefore, contractors are independent and can choose how they present their work to the customer. The evaluation criteria of the proposals will be done independently, and competitive assessment will be considered. Parameters include the contractor with the best app development criteria, cost, budget assumptions, and proposals and deliverables. Details about the experience of the competitors will be used as an evaluation criterion.

Due Date

The expected date for delivery of the proposals is within 90 days after the company requests for proposals through an advertisement.

Proposal Content

As a minimum requirement, the contractor proposal should contain:

1. Approach: A discussion about the understanding of the RFP and the project’s objectives
2. Deliverables: An understanding of how each project target is to be achieved.
3. Schedule: The timeline for completion of the contract.
4. Experience: A thorough description of professional expertise aligning with the current project requirements
5. Staffing: The names and details of the resumes of individuals who will be involved in the project
6. Costs: A thorough and descriptive budget on each charge and resources required.

Proposal Evaluation Criteria

Each of the above factors will be assessed as follows:

1. Approach 30%
2. Experience 30%
3. Price 30%
4. Schedule 30%

• Project Planning

1. Project Schedule

The following table highlights the project schedule based on the requirements.

Table 2: Table indicating information regarding project planning on scheduling.

1. Resources
2. Work Resources

Project Manager: A project manager is an individual who is responsible for overseeing the success in project initiation, planning, design, implementation, monitoring, and controlling as well as completion of the project. In the current project, the appointed project manager is required to oversee each task and objective designated. The goal of the project manager is to ensure that each aspect is achieved within the specified timeline. Moreover, the individual is required to assess the quality of deliverables from each stakeholder.

Assistant project manager: This individual’s role and responsibility depend on the roles and tasks provided by the project manager. The assistant project manager has to ensure that all the deliverables in meetings, objectives, and stakeholders are attained within the mandated timeline. Failure to which, the individual has to inform the project manager.

Resource manager: The resource manager is tasked with ensuring the company uses the resources for the business project in the right manner. The individual is tasked with handling the issues about the workforce and cost resources along with the financial manager. Ideally, the resource manager lists all the resources needed for the project, including the contractors, surveyors, and photographers, based on their qualities, proficiencies, and skill-set.

1. Cost Resources

Cost resources include the capital needed for the project. The project cost estimates are listed under the costs below, which include salaries, operational, overhead, and miscellaneous costs. The financial manager is tasked with the responsibility of overseeing the capital use of the project. The individual is also responsible for observing and evaluating the expenditures and income for the business during the project. The analysis will look into financial statements, including expenses.

• Material Resources

The material resources required for the project include information technology tools, including app assessment software, which is vital in evaluating how well the software works based on customer usability. Additional materials include computers, desks, vehicles, and cafeteria, where staff can consume beverages. Other materials include software licenses, and hardware such as technical infrastructure, equipment, and property space.

1. Costs

1. Project Control

Project control is pivotal for the current process with emphasis on measures of the project’s performance against the plan. The idea is to enable the executive shareholders to measure the variables through their identification and correction along the way to ensure that the milestones are achieved.

1. The Planning Phase

The first process will be the establishment of the planning fundamentals. In this project, the fundamentals including cost evaluation, financial planning, project management with respect to achievement of milestones, and ensuring that the project objectives are met (Vanhoucke et al., 2016). As part of the plan, each executive shareholder will attend to the specific milestones and objectives of the project with the need to report every two weeks regarding any limitations, hurdles, successes, and additional expenses required to the board. Billable and non-billable financial factors will be highly regarded in this project to ensure that the shareholders adhere to the provided capital.

1. Development Phase

• Planning/scheduling: the project manager will be responsible for the scheduled monitoring and reporting of the scheduled work to the executive board (Vanhoucke et al., 2016). The role will ensure that each shareholder is aware of the roles, responsibilities, duties, and milestones as well as objectives to achieve within a stated timeline. Any deviations will be corrected immediately so as not to side-step the progress of the overall project.
• Cost control: the financial manager will be keen on evaluating and monitoring any expenses to ensure that the performance metrics of the project align within the budgetary limitations (Vanhoucke et al., 2016). Any deviation will prompt quick action to reduce over-expenditure.
• Cost estimation: the board with an emphasis on the financial manager will promote cost control and management through the prediction of the quantities and prices of the resources required.
• Cost and schedule risk analysis: the project manager will conduct an assessment of the risks of the project schedule alongside the costs. The analysis will be done monthly on account of the delivery date, likelihood of meeting deadlines and identification and appreciation of the risks associated with the project cost.
• Implementation Phase

The final aspect of the project will be the implementation phase, which includes the team being highly focused on each project objective, milestone, and agenda (Vanhoucke et al., 2016). The proposition is to invest in a project team management tool that contains real-time key performance index (KPI) tracking for each project objective, shareholder, and timeline. The project tool will ensure quick allocation of problems and identify quality issues within each task. The tool will further breakdown shareholder and employee number, activity, budget for each shareholder an hour per employee for billing purposes.

1. Close-out phase

The final concept of project control entails the review of the overall project performance and achievement of success (Vanhoucke et al., 2016). The factors to consider will be the ability to achieve all the objectives, progress expected in rolling out the Reservation App, and control measures in case of budgetary over-expenditure (Vanhoucke et al., 2016).

1. Earned Value Analysis

The implementation of the earned value analysis is pivotal to the project regarding the measure of the project’s progress along the way. The earned value analysis will allow the project manager and the financial manager to determine the forecast of the final budget and schedule analysis on how to get there (Bryde et al., 2018). There are various steps to consider in earned value analysis. They include (1) examination of the percentage of the completed task, (2) planned value, (3) determined earned value, (4) obtain actual cost, (5) determine schedule variance, (6) calculate cost variance, (7) determine schedule performance index and cost performance index and (8) compilation of results (Bryde et al., 2018). The earned value analysis will be conducted during the implementation phase, where the actual cost of undertaking the projects will be retrieved from the contractors, and during each task (Bryde et al., 2018). Arithmetically, the expected value analysis will be done as follows:

Earned value analysis (EV)= planned value (PV) * percent complete (PC)

CPI (Cost performance index) = EV/AC (Actual Cost)

SPI (Schedule performance index) = EV/PV (planned value).

1. Risks

The following are the risks assumed or projected to occur during the implementation of the project. The following is a list of the risks associated with the project.

• Governance risk relates to the management performance concerning ethical conduct and stewardship of the project.
• Strategic risks: An example is choosing an under-performing database or API
• Market risk: The competition factor and a high risk of inflation.
• Legal risks: The lack of a software license before the launch of the app
• External hazard: The sabotage of the app by third-party individuals.
• Inability to meet the deadline for deliverables

Table 3: Table Showing Risk Matrix in Project Planning

Key:

1. Project Implementation
2. Project Execution

The critical success of the project is vital to the achievement of the objectives of the project under the business. Usually, a project manager is tasked with managing people, following processes, and proper communication during the initiation, planning, and implementation process (Heeks & Stanforth, 2014). Essentially, the management of people includes conducting individual meetings with each stakeholder. The project manager will initiate a meeting about the process of seeking permission to use football fields from owners of the stadiums. The sessions are crucial in aiding the company to create a platform for the app development without which the project’s implementation will be unsuccessful. Subsequent meetings will take place with other stakeholders, such as contract developers, photographers, surveyors, and project teams. Ideally, the sessions aim to ensure that each party understands the objectives of the project, requirements, roles, responsibilities, and duties.

The consecutive process includes the follow-up. The project managers will have follow-up timelines for each deliverable from every stakeholder. Project managers should communicate with other stakeholders through follow-up reports that are bi-weekly (Heeks & Stanforth, 2014). For the developers, the follow-up reports will be accompanied by demonstrations on how far the project is going. The firm will assess the project during this period. The project manager will also need to updates each stakeholder about the business members, explaining the milestones of the project and whether the risks identified have been mitigated or not.

1. Summary of Performance

The performance of each stakeholder will be evaluated using the following:

1. Delivery of expected output: The project manager will evaluate stakeholders and whether they will accomplish the expected deliverables or outcomes. The process includes an evaluation of timelines, quality of work, achievement of the objective, and competence in achieving the task provided.
2. The project manager will also assess the performance of the implementation progress. The implementation process’s satisfaction rate is based on actual achievement of dynamic project objectives, including the acquisition of software license, quality of photography, app development, and launch as well as permission from owners of the football fields.

• The stakeholders should comply with standard policies recommended under the UAE. The evaluation will include the criteria for the finalization of license acquisition for software purposes and app development.

1. Management of risks. The management of risks, including mitigation or prevention, will be evaluated during the implementation period. The project manager will evaluate the lack or inadequate capability of parties involved to achieve the outcomes of the project by the parties, governance ethics, and mitigation measures involved for each risk.
2. Changes

Any changes or modifications made within the implementation process will require the approval of the project management team. Ideally, the discussion will include consultations from the stakeholders responsible for the change. The project managers will be required to expound on the reason for the change, the financial incentives, delays in attaining timelines, and the effect on the project’s deliverable objective. Overall, the project management will detail how changes in the project will improve the quality of the output.

1. Project Reviews

Reviews will be done every two weeks, including the rating of each output alongside the stakeholder involved. Satisfactory deliverables will be recognized, whereas unsatisfactory deliverables will be deliberated on to see how well to improve on them. Meetings will be held every two weeks from the period of project implementation.

1. Project Closing

The firm will assess the quality of the project through a quality assurance model. Quality assurance focuses on the deliverables, including material, quality of work, and services rendered (Grieskamp et al., 2011). All people involved in completing the deliverables should all work cohesively and effectively. For this project, the quality assurance process will be an on-going, systematic, and comprehensive evaluation of the materials, resources, stakeholders, output, and quality of work done. Quality assurance for the current project aims to ensure that any risks are identified and mitigated or prevented.

Furthermore, the aspects of the code of ethics and professional conduct are adhered to, especially by the executive management team. The approach will be either general or specific. A specific approach to quality assurance will include assessing the performance of each stakeholder alongside the expected outcome (Grieskamp et al., 2011). In the end, the overall or general performance of the project will be examined based on its capability of achieving the objectives.

Concerning payments, audits, and acceptance, the financial manager will carry out quality assurance.  The process will include an assessment of financial statements, such as balance sheets, income statements, cash flow statements, and shareholder equity. According to the contractual agreements, the financial statements will be made based on quarterly or full payments.

1. Lessons Learned

The first lesson learned throughout the preparation of the above report is the amount of work required while conducting a successful project. The activities are crucial and paramount to how well each shareholder will achieve their project milestones. For instance, I have learned that determining the roles of shareholders, their tasks and duties, cost budget, and allocation of resources is crucial to ensuring that cost estimation and project objective achievement are established.

Another lesson I have learned is that project management requires intricate and pre-determined tasks to undertake. Throughout the report, it is evident that there are three main tasks to undertake in a project. They include initiation, implementation, and planning. Each factor has its differentiated tasks to consider, and each must be approved based on the type of project undertaking. All in all, the lesson learned in this is that project management requires careful thought-process articulation, which is paramount to understanding how each task is to be conducted.

An additional lesson learned is based on the request for a proposal. Initially, the thought is that determining the qualifications of a contractual agreement was simple and straightforward. However, in this report, it has enlightened me that it is not always the case. There intricate details to acknowledge when determining the qualifications of a contractor. They include past experience, the scope of the project, qualifications, process of request for proposal, and there is the issue of timeline and decision-making process.

The final lesson learned is on shareholders. The project development phase has shown me that the shareholders, especially the executive shareholders, are crucial to how the project implementation and planning phase will be conducted. It requires a project manager who oversees the other shareholders, a financial, resource, and planning manager who reports to the project manager. The delegation of duties and responsibilities eases the work done.

• Conclusion

The evaluation of the above project shows that it has an elaborate work structure based on the roles and responsibilities, deliverables, milestones, and stakeholders involved. The project may require extreme professionalism from the developers of the project, given the proficiency necessary, especially when handling the owners of the field. Additionally, the cost deliverables of the project are high, which necessitates exercising extreme caution when handling the financial aspects of the business. Overall, the project’s achievement and success are reliant on the risk management, proficiency of the project management team, and the excellent work output that the stakeholders present.

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