1.

Scope
This section defines the works that are included and not included in the project by using the
step by step approach available in the PMBOK 5th edition (Project Management Institute,
2013). The key processes that will be followed are a scope management plan, requirements
collection, scope statement and create a WBS (Work Breakdown Structure):
1.1. Define Scope statement
1.1.1. Project scope description
This project will develop a solar powered mobile fly catcher that can be used in open fields.
The fly catcher will be fully operated by the solar powered energy and will have a battery
which will enable the fly catcher to work during the night time as well. The mechanical,
electrical and chemical components of the fly catcher are discussed in detail below:
1.1.1.1. Mechanical components
The mechanical components of the fly trapper include the DC motor, Fly trap and removal
module, wheels and aroma panels.
1.1.1.2. Electrical components
The electrical components of the fly trapper include the wiring and cabling, LED lights, solar
panel, GPS tracking system and motor guiding sensors.
1.1.1.3. Chemical components
The chemical components of the fly trapper include the parapheromone, insecticide and the
fly trapping glue.

The scope of the project is to procure the mechanical, electrical and chemical components
and put together the machine. Only three machines will be built for this project.

1.1.2. Acceptance criteria

The project will be considered successful if the following objectives (desired outcomes as
well as the benefits forecasted) are fulfilled.
a. Insects are trapped effectively, and dust accumulation issues don’t obstruct the glue
strength.
b. The motor control sensors effectively navigate the farm fields as per the
programming commands from the user.
c. The pest control frequency is lowered for the client.
d. The fruits and crops infection are reduced.
e. Soil fertility preserved and pollution reduced due to the low frequency of pesticides
and insecticides use.
f. Production improved for fresh fruit and vegetable farmers.

1.1.3. Project deliverables

The deliverables from the project has been separated into the following four categories.
1.1.3.1. Documentation
a. Instruction manual – this document will have visual and text instructions to safely
operate the fly catcher.
b. Technical specifications – this document will have the technical details such as
battery capacity, solar cell voltage, machine parts and service frequency, maximum
operating speed and angle.
 1.1.3.2. Hardware
The fly catcher machine.
1.1.3.3. Software
The basic programming ability for the fly catcher to periodically move to different places in
the farm.
1.1.3.4. Product usage training/demonstration video
A 1 (one) minute video to demonstrate the features and basic operational techniques.

1.1.4. Project exclusions

a. No after sales maintenance service provided.
b. No more than three units to be produced for this project.
c. No allowance for design modifications or added functionality options.
d. No allowance for an Environmental impact assessment for the chemicals to be used.

1.1.5. Project constraints

The PMBOK guide 5th edition (Project Management Institute, 2013) suggests Scope, time,
cost and quality as four major constraints plus the risk and resources. However, it also states
that there are many other constraints which depend on the nature of the project.
1.1.5.1. Scope
The scope of the project is to build only 3 operational mobile fly trap units.
1.1.5.2. Time
The time allowed is a maximum of one year as per client’s brief.
1.1.5.3. Cost
The cost is a major limiting factor for the project as budget is limited to a maximum of
A$50,000.
1.1.5.4. Quality
The client has not outlined any quality related constraints.
1.1.5.5. Risk
The project has been programmed for eight months and two weeks and a budget of
A$30,069.00 is estimated. This is done to allow for unforeseen cost over runs of up to
$19,000 and 3 months of unforeseen delays.
1.1.5.6. Resources
The client has not outlined specific resources constraints.

1.1.6. Project assumptions

a. Permits required for acquiring and storing hazardous substances such as insecticides
are already in place or project is exempt from obtaining such approvals.
b. Parts are all available locally.
c. The finished product will not need any certification from the Environmental
Protection Agency.
d. No need of special licences required to test and operate the mobile fly trap.
 1.2. Create WBS (Work Breakdown Structure)
The work breakdown structure has been presented in the flow chart below.

Project
Portable solar fly
controller (WBS)

4. End-user
1. Procurement 2. Assembly 3. Testing
documentation

1.1 Mechanical 1.2 Electrical Mechanical Mechanical

1.3 Chemicals User manual
components components assembly functions

Electrical Electrical Technical

DC Motor Wires and cables Parapheromone
assembly functions specifications

Fly trap and Motor guiding Prototype Demonstration

Insecticide
removal module sensors testing video

Wheels LED lights Fly trapping glue

Aroma panels Solar panels

Hand power GPS tracking

tools system
2. Project Risk management
The PMI guide (Project Management Institute, 2013) defines project risk as uncertainty that
can either have a negative or positive impact on the project objectives.
2.1. Risk identification
2.1.1. Negative
R1. Manual handling injuries to a team member.
R2. Site break-ins and property damaged and/or stolen.
R3. Parts unavailable.
R4. Exposure to hazardous chemicals.
R5. Electrocution of team member during electrical fit-out.
R6. Prototype machine breakdown during testing.
R7. Prototype damaged during transit.
R8. Chemical spill into waterways and creeks due to rain during prototype testing.
R9. Guiding sensor failure leading to uncontrolled movement of the machine
R10. Funding cut from client for delay in project delivery

2.1.2. Positive
R11. Parts cheaper than original project budget.
R12. Unusually high interest from clients leading to boost in investment.
R13. Prototype testing without any problems leading to early project completion.
2.2. Qualitative Risk analysis
A qualitative risk analysis has been presented in the form of probability/impact matrix in the
section below:

Table 1 Probability impact matrix based on the risks identified in Section 2.1 Risk identification.

High R11 R13 R8

Probability

Medium R1 R6 R3, R4
Low R7, R9 R5, R12 R2, R10
Low Medium High
Impact

2.3. Risk response planning

The risk response plan will be based on the type of risk, whether it is positive or negative.
The strategies are discussed below and described in Section 2.4 Risk register.
2.3.1. Negative risks
The negative risks will be treated on a case by case basis to either eliminate the, transfer,
mitigate or accept the risk.
2.3.2. Positive risks
The positive risks will be managed on a case by case basis to either accept, enhance, share
or exploit the risks.
Please refer to the risk register for the template and the details
 2.4. Risk register
The initial risk register is as below for the project. The risk register is considered as a live document, which is updated continuously based on
the stage of the project and any trigger events. Due to the all discipline coverage of the register the register will be updated as project
progresses, until then the risk status for all risks are classed as Inactive.
The risks identified for the project objectives are as below
Ris Ran Risk Description Category Root cause Triggers Potential Risk owner Probabili Impact Status
k k responses ty
ID
R1 3 Cost savings Parts Cost Buying Availabilit Exploit by Engineer High Low Inactiv
1 cheaper market y of obtaining e
than competitiv cheaper multiple
original e materials products quotation
project for parts
budget.
R1 2 Increased Unusually Supply chain An Good Enhance Sales team Low Mediu Inactiv
2 demand high extremely build risk by m e
interest beneficial quality showing
from clients machine project
leading to financer
boost in the client
investment demands
.
R1 1 Early Prototype Project Prototype Proper Acceptanc Project High Mediu Inactiv
3 completion testing program testing planning e by taking manager m e
without success no action
any due to
problems excellent
leading to design.
early
Ris Ran Risk Description Category Root cause Triggers Potential Risk owner Probabili Impact Status
k k responses ty
ID
project
completion
.
R1 2 Back injury Manual Health and Poor lifting Not askingAvoidance Site Medium Low Inactiv
handling safety technique for help to
by single supervisor e
injuries to a and heavy carry big lift up to
team lifting or heavy 5kgs, and
member. items team lift
for 6 to
20kg
R2 9 Theft and Site break- Site safety Inadequat Poor Securely Project Low High Inactiv
robbery ins and e site security or lock manager e
property security no project
damaged measures security compound
and/or and install
stolen. CCTV if
required
R3 5 Material Parts Demand Production Remote Order Procureme Medium High Inactiv
supply unavailable difficulties location of material in nt e
. project advance
during
design to
ensure on
time
delivery
Ris Ran Risk Description Category Root cause Triggers Potential Risk owner Probabili Impact Status
k k responses ty
ID
R4 3 Chemical Exposure to Health and Incorrect Incorrect Use Site Medium High Inactiv
hazard hazardous safety or lack of chemical correct PPE supervisor e
chemicals. use of handling
Personal
protective
equipment
(PPE)
R5 1 Electrical Electrocuti Health and Working Incorrect Always Electrical Low Mediu Inactiv
hazard on of team safety with live isolation check for tradesmen m e
member systems procedure dead
during for before
electrical electrical working in
fit-out. equipmen a machine
t
R6 8 Poor Prototype Testing and Incorrectly Poor Design to Engineer Medium Mediu Inactiv
machine machine commissioni fitted planning be checked m e
design breakdown ng machine by
during independe
testing. nt
certifiers
before
building
R7 6 Logistical Prototype Testing and Substanda Poor Use a Procureme Low Low Inactiv
failure damaged commissioni rd delivery planning backup nt e
during ng techniques transport
transit. company
Ris Ran Risk Description Category Root cause Triggers Potential Risk owner Probabili Impact Status
k k responses ty
ID
R8 10 Environment Chemical Environment Haphazard Negligenc Use spill Site High High Inactiv
al hazard spill into al project handling of e kits on site supervisor e
waterways compliance chemicals to contain
and creeks the
due to rain leakage
during
prototype
testing.
R9 4 Navigational Guiding Electrical Sensor Electrical Install Project Low Low Inactiv
failure sensor blockage malfunctio extra manager e
failure n sensors
leading to
uncontrolle
d
movement
of the
machine
R1 7 Financial Funding cut Organisation Project Missing Proper Project Low High Inactiv
0 crisis from client al delay milestone planning to manager e
for delay in s avoid crisis
project
delivery
 2.5. Risk Management plan
The project risk management plan is discussed below:
2.5.1. Methodology
The work experience of the group members from Group I will be drawn to identify risks and
appropriate responses. Mind maps will be used for generating ideas.
2.5.2. Roles and responsibilities
The project manager will lead the team, the engineer will lead the mechanical and electrical
fit-out, the chemical set-up will be done by the project chemical engineer.
2.5.3. Budget and schedule
During the project, as the risks become apparent and start materialising, a detail project
objectives and deliverables will be provided to the client.
2.5.4. Risk categories
The risk categories identified in this project (from the risk register) are cost, supply chain,
project program, health and safety, site safety, demand, testing and commissioning,
environmental project compliance, electrical, and organisational.
2.5.5. Risk probability and impact
The initial risk rating is based on Low, medium and high. The team’s experience will be used
for determining the rank of risk.
2.5.6. Risk documentation
All risk related actions have been documented in the risk register in section 2.4. Detailed
documentation will also be available on the work-site during the project. The document will
be referred to and revised before and after every task has been completed.