Assignment 3 CPM VVP.docx

Page 1 Passport Seva Project Contemporary Project Management (BB5109_M_TY13_21) ASSESSMENT 3 - AgilePM Foundations Summary and Discussion KU ID: K2060779

Page 2 Table of Contents S. NO Title Page No 1 Executive Summary 3 2 Business Case 4 3 Delivery Plan 7 4 Requirements and User stories 7 5 Prioritization 7 6 Management 9 7 Approach to Quality 10 8 Risks 11 9 Bibliography 13 10 Appendix 14 Executive Summary TCS got the PSP from the MEA, as the government couldn’t fulfil the need to improve the system that would be reliable and be quick enough to no cause any problems in the process of issuing a passport. Thus, they had outsourced the project to TCS, and given

Page 3 them the responsibility to build 77 PSKs including the infrastructure for it, a centralized which connected all the PSKs and postal and police department, and a service charge for the issue of every passport. With the use of MoSCoW prioritization, all the requirements set by the union cabinet were then classified if they were needed or not, thus helping to understand the unnecessary things during the project, and also the important factors which weren’t highlighted. Moreover, the management was provided by TCS and the government as well as this was a BOOT model project thus having a transfer in the project from the private sector to the public sector, and also the risks of not happening an online portal. How the project maintained its quality was by the strict government guidelines, and the feedback process they made. Lastly a comparison, between agile and waterfall method being done. Business Case The Project (Passport Seva Project) For this research I will be choosing Tata Consultancy Services (TCS) project for e- Governance plan of the Passport Seva Project (PSP) in 2008. The reason why

Page 4 Ministry of external affairs (MEA) outsourced this project was that despite their regular attempts to constantly improve the passport issue system and make the whole process more transparent (Kataria, 2022). This wasn’t possible because of increase in the number of passport seekers, making it impossible to improve the process without changing the whole process. The aim of PSP was to, deliver all the passport-related services timely, transparent, being more accessible to the passport service seekers, reliable and in a comfortable environment through a streamlined process, and with the help of devoted, skilled and motivated workforce. About the company TCS a software and service provider all over the world was founded on 1st April 1968 in Mumbai, by JRD TATA, Faquir Chand Kohli, and the Tata sons’ group (2022) . In 2021 TCS had a revenue of $ 25 billion, which is a 16.3 % increase from the previous year (TCS hits $25 billion in annual revenue, promotes 1.1 lakh employees, 2022) . Why the Passport Seva Project ? Agile management is an approach where requirements are delivered iteratively and incrementally until the project is completed. Agile project management approach provides flexibility, as they are implemented in sprints thus one comes to know what is going to work and what isn’t. it involves working close to the customer throughout the process and checks if the solution meets the business needs (Srivastava, 2022) . There are a lot of reasons for choosing the PSP, but the main reason would be that organizations such as TCS which is pursuing digital transformation, helps in software development and helps manage changing business priorities (Srivastava, 2022) .

Page 5 Another reason why I chose this project is that TCS improved the whole system of issuing a passport, however I wanted to understand what the problems were faced by them during this time of 4 years. Moreover, they followed the DSDM method under the agile approach, which is more extensive, helpful in complex environments, ability to meet the need, on time delivery and greater ownership on how the work should be done. Moreover, when we studied agile DSDM approach there were few factors which were considered while doing a project, which were time, cost, and quality, and these three factors were fixed, and the fourth factor features which is variable. Thus, this made me curious would it be possible for a business to do a project under fixed conditions, as the time frame for this project was 4 years, and the cost is 1000 cr, and post the project ₹ completion TCS got the service charge for every new passport issued under Master Service Agreement (MSA) (Kataria, 2022), 2022), which was applicable until 2018, and the quality would be known by comparing it to other global practices and the existing system (Kataria, 2022) . Features of the project which was variable in this scenario as TCS could add features to streamline the whole process, with the help of sprints to get to know if that would work or not. Cost Benefit Analysis Cost ₹ 10,00,00,00,000 Revenue 30000 passports per day 65700000 In 6 years ₹200 per passport earning ₹ 13,14,00,00,000 (65700000*200=13140000000 ) Profit 3,14,00,00,000 ₹

Page 6 Anticipated PSP Profit = 314 Cr ₹ The table is made on assumptions. The assumptions Delivery Plan Requirements and User stories

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