Question:
Task
You are to prepare and submit Assessment 3 as an individual, based on the Virtucon/Globex scenario, and your peer to peer learning from Assessment 2.
You are required to develop a charter for the Project including:
Include the Project description and overview you developed as part of Assessment 2.
Part One:
MOV – Measurable Organisational Value
(This is the goal of the project and is utilised to define the value that your team project will bring to your client)
• Identify the desired area of impact – Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social
• With reference to your project, identify one or two of the following types of value:
- Better – is improving quality important to your client?
- Faster – does your client want to increase efficiency?
- Cheaper – is cutting costs important?
- Do more – does your client want to continue its growth?
- Develop an appropriate metric – this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money.
• Determine the timeframe for achieving the MOV – ask yourselves, when do we want to achieve this target metric?
• SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE
(Note: the MOV should inform everyone what the project will achieve, not how it will be achieved. It should also focus on the organisation, not on the technology that will be used to build or support the information system).
Part Two:
Define Scope and produce a Scope Management Plan
Define the scope of the project and detail how the scope will be managed.
Provide a list of Resources
Identify and detail the resources for the project using MS Project where appropriate, including:
- People (and their roles), plus any extra personnel that is required for the project.
- Technology – any hardware, network and software needs to support the team and your client.
- Facilities – where will most of the teamwork be situated?
- Other – for example, travel, training etc.
Part Three:
Using MS Project, develop a schedule using a high level Work Breakdown Structure (WBS) (About 50 WBS tasks). It should include:
Milestones for each phase and deliverable
- This will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.
Activities / Tasks
- Define a set of activities / tasks that must be completed to produce each deliverable.
Resource Assignments
- Assign people and resources to each individual activities.
Estimates for Each Activity / Task
- Develop a time estimate for each task or activity to be completed.
Part Four:
Project Risk Analysis and Plan
- Document any assumptions you have made about the project
- Using the Risk Identification Framework as a basis, identify five risks to the project – one for each of the five phases of the methodology.
- Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk.
Part Five:
Quality Management Plan. It should include:
- A short statement that reflects your team’s philosophy or objective for ensuring that you deliver a quality system to your client.
- Develop and describe the following that your project team could implement to ensure quality;
- A set of verification activities
- A set of validation activities
Part Six: 550 words
Closure and EvaluationResearching for the closure checklist and project evaluation
- To prepare for this task, you will be required to provide an annotated bibliography.
Write an Annotated Bibliography for three (3) relevant texts or readings around project evaluation. The Annotated Bibliography is a critical examination of the most relevant, recent and scholarly research on the topic area that is not just a summary of the articles you have read.
You will submit this as an appendix to your project evaluation documentation.
Ensure that the AB submitted by you is your own work and has not been submitted elsewhere and comply with the University’s requirements for academic integrity.
Use the following resource to guide you around the research tools:
http://student.csu.edu.au/__data/assets/pdf_file/0009/186444/annotate1.pdf
http://libguides.csu.edu.au/itc
- Develop a closure checklist that the project team will use to ensure that the project has been closed properly.
c. Develop a project evaluation –outline and discuss how your project’s MOV will be evaluated.
Rationale
This assessment addresses the following learning outcomes:
- be able to understand and apply appropriate communication practices within a project management context;
- be able to research and apply established IT project management principles, skills and techniques to a case study;
- be able to research and critically evaluate how a practising IT project manager applies IT project management techniques, project management skills, methods and software tools in the IT industry;
- be able to research and apply established IT project management principles, skills and techniques to a case study.
Prior to the establishment of Globex, founding business B T & Sons Farming Equipment established the annual Riverina Agriculture and Lifestyle Show (RALS) in the year 2000. The RALS is a 3-day event held in November each year and showcases farmers, local business, agricultural equipment suppliers and lifestyle products. The management of the RALS requires the coordination of show stands, demonstrations, live displays, catering, and volunteers, and was originally undertaken by B T & Sons.
The RALS has grown significantly since its inception and is now managed by a community committee. Globex however is still committed to the RALS and has strong community engagement through the management and coordination of the volunteers required for the RALS to run smoothly
All takings from the show gates are donated to charity Indigenous Community Volunteers (ICV), who are very active in the Riverina Region. ICV are invited by communities to help them achieve their own goals through their national network of skilled volunteers, who provide practical hands-on help where skills and resources are limited. The ICV also provides volunteers to assist with the RALS, giving back to the community they are working in.
In order to maximise gate takings and therefore donations to ICV, the RALS is heavily dependent on ticket sales.
Currently, tickets can only be purchased at the RALS gates, which causes significant delays, especially on opening day. It is also suspected that when crowds are large and the ticket sales process is slow, people are slipping through the gates without paying to avoid a lengthy wait. The gates are currently manned by volunteers who simply observe that each person entering is carrying a valid ticket. When crowd numbers are large or during peak periods, it is difficult for volunteers to check all tickets.
To improve this process and maximise ticket sales, the RALS committee have made the decision to outsource the development of a ticketing system. As founders of the RALS and trusted committee members Globex has been asked to take the lead role in sourcing a suitable business to develop the ticketing system. As such, based on their long-standing relationship, Globex has contracted Virtucon to develop the required system.
Project Description
The RALS committee have requested a computer-based ticketing system to replace their current manual system.
Currently tickets can only be purchased at the RALS gates which causes significant delays, especially on opening day. It is also suspected that when crowds are large and the ticket sales process is slow, people are slipping through the gates without paying to avoid a lengthy wait.
To improve this the RALS committee have recommended an online ticketing system be implemented. The system should enable patrons to access ticket sale from any online platform and mobile device so that tickets can be purchased before the event. Tickets need to be digitally enabled and can be scanned at the gate so that a range of reports can be generated by the system. As well as digital sales, tickets should also be available for purchase from a number of locations in the town and at the gates for those who do not have access to a computer or suitable device. It is expected however that the ability to purchase tickets prior to the event will significantly reduce the queues at the gates and ticket evasion.
The RALS committee have indicated that a number of ticket options should be made available
- Single day passes
- 2 & 3 day passes
- Family passes (2 adults and max 3 kids under 16)
- Kids passes (under 16)
- Student passes (valid with student id for over 16s)
- Concession passes (valid with a pension card)
- Stall holders pass (3 free passes per stall. If more are required they are charged at the concession rate).
The RALS committee have also requested that:
- A cost estimate and budget be prepared for the cost of the system development and implementation
- Barcodes or QR codes are used on tickets and that turnstiles with barcode readers be installed (to capture data, reduce number of volunteers and reduce ticket evasion)
- Tickets may be printed as well as e-tickets generated
- Detailed reporting system to include (but not limited to):
- sales of tickets & breakdown of ticket type
- how many bought tickets vs how many were redeemed
- how many people came through the gates each day / peak times
where tickets were purchased (online / outlet / gate
Answer:
BT & Sons or Globex Corporation coordinates a program where they reveal their cultivating and lifestyle products during November month for three consecutive days. They trade tickets and donate their tickets tongue ICV charitable trust. The ticket selling system is manmade so this cause many issues like the counter gets crowded by people and it forces them to break the boundary and get inside the show. When RALS (name of the show) knew about this they issue they determined to change the manual ticket selling system to online ticket selling system. They gave this project to Virtucon.
Part One
MOV – Measurable Organisational Value
Area of Impact ranked in terms of importance:
| Rank | Area | Description |
| 1 | Finance | More individuals will visit the show and more tickets will be saved now building up Globex’s cash-related condition |
| 2 | Operational | Greater part of the visitors will book their tickets decreasing the work heap of the volunteers in the ticket counter and security entryway |
| 3 | Customer | The customers will become gladder now as they never again will have to stand in queue in the ticket selling counter |
| 4 | Strategy | Globex will get more revenue and ICV will get more donation |
| 5 | Social | Globex will find the opportunity of exhibiting it’s social worry since now they will gain more money by offering tickets and will have the ability to give more money to ICV |
Project value
| 1 | Faster | Individuals will book their tickets on the web and the group on the ticket counter will be reduced. The volunteers on the ticket counter will get a chance to complete their work speedier than some time recently |
| 2 | Do more | Globex will be propelled by the positive outcomes to develop the show more |
Metric & its Timeline:
- The pre-booking of tickets will generate revenue even before the start of the show. It will generate 35% of the overall profit even before the start of show
- Begin of procuring cash sooner than the start of show
- The number of people in the security entryway and ticket counter can be diminished
- On the account of the net ticketing framework, RALS will get the advantage sooner than the show starts in November
Part Two
Define Scope and produce a Scope Management Plan
Define Scope (Piscopo, 2017): The principal target of this task is to set up a web-based ticketing framework which will be effortlessly open from each and every electronic gadget remembering the true objective to diminish the measure of work among the volunteers in the security passage door and the ticket booking counter as now individuals will book their tickets online without making crowd there.
Requirement: The guest’s personality affirmation for first-time enrollment, available from all gadgets, free from digital assault and a scanner tag is required for distinguishing its guests. The system must be able to store all different schemes of tickets to be booked.
In Scope: The online ticketing framework ought to be open from all gadgets, and a scanner tag for perceiving the guests ought to be contained in this stage.
Out of scope: Everything from keeping up the equipment to giving the utilization to the change and the help ought to be there.
Deliverables: The work must contain the wants of the customers and it ought to be simple, fair and intelligent
Acceptance Criteria: the deliverable must be delivered within time, cost and quality and result with the increase in the revenue collection.
List of Resources:
Sponsor RALS, Technical Head RALS, Project Manager, Software Administrator, Database Administrator, Web Designer, Trainer, Staff / Users RALS
Technology: latest hardware with software loaded, Network system to transfer e-mail & data
Facilities: Internet connection
Others: Travel for training overseas
Snapshot of resources & roles in MS Project:
Part Three
Snapshots of MS Project Outcome
WBS, Resources, and Cost (Academlib, 2017) (Project Management Knowledge, 2017):
Gantt chart view
Part Four
Project Risk Analysis and Plan (Eight to Late, 2009) (OneCampus, 2017)
Risk No.: 1
Rank: 2
Risk: Identification of the stakeholder may be wrong
Description: it can cause abnormal increase in requirement by wrongly identified stakeholders
Category: people
Root cause: less experience & interaction with client
Triggers: scope may increases
Risk Response: always refer all stakeholder identification with some experienced Globex employee.
Risk Owner: Project Manager
Probability: Medium
Impact: High
Status: PM to discuss the issue with RALS Head & Representatives
Risk No.: 2
Rank: 3
Risk: Collection of requirement is incomplete & wrong
Description: stakeholders provided extraordinary requirements and can cause schedule & cost overrun
Category: Scope
Root cause: Excess scope quantity
Triggers: increase in scope
Risk Response: after every stage, the scope must be get approved by the head technical of RALS
Risk Owner: Project manager
Probability: Medium
Impact: High
Status: Project Manager to conduct meeting with RALS Technical Head.
Risk No.: 3
Rank: 1
Risk: Stakeholder’s expectation management
Description: due to excess stakeholders, the expectations could not be fulfilled
Category: people
Root cause: excess number of stakeholder identified
Triggers: impact time
Risk Response: revisit the stakeholder’s expectations to review and update.
Risk Owner: Project manager
Probability: High
Impact: High
Status: PM to review expectation among the sponsor
Risk No.: 4
Rank: 4
Risk: verification of scope not conducted
Description: increase scope
Category: Scope
Root cause: excess scope quantity identified due to excess stakeholders
Triggers: increase in scope
Risk Response: the document is required to be checked and verified after every stage
Risk Owner: Project Manager
Probability: Low
Impact: Medium
Status: PM shall follow the response accordingly
Risk No.: 5
Rank: 5
Risk: full documents not submitted
Description: while closing it was discovered that some final document is still missing and not submitted yet.
Category: Purchase
Root cause: missed the stage and in rush incomplete document submitted
Triggers: delay the project
Risk Response: at the end of each stage the final documents are required to be submitted
Risk Owner: Project Manager
Probability: low
Impact: low
Status: PM to follow the paths
Part Five
Quality Management Plan
Team’s Philosophy: The team member must try to save the required benchmarks of the issue and generally address the evident and recorded partner’s issues. Each and every one of the threats must be checked well on the way to avoid any overpower of increment in time. All workers need to concentrate on the idea of work to spare it from any kind of advance.
Set of Verification activities:
| Activity | Target |
| Every one of the partners needs should meet | 24-May-2018 |
| The work ought to be conveyed on time | 24-May-2018 |
| Every one of the issues is distinguished and the progressions ought to be checked amid the execution of each project | 24-May-2018 |
| The financial plan of the general project ought not to overshoot the project’s financial plan | 24-May-2018 |
Set of Validation activities:
| Activity | Target |
| Guidelines of value should meet | 24-May-2018 |
| The principal things ought to be checked against set previously finishing the project | 24-May-2018 |
| Every one of the phases in the season of completion ought to embrace against every benchmark criteria | 24-May-2018 |
Part Six
Project Closure using annotated bibliography
Closure check-list:
The criteria of money earned ought to be maintained in the project
It ought to be guaranteed that all the quality measures are met
Every one of the wants noted of high intrigue partners is met
Lessons learned should be noted after a meeting with the task associates and Globex.
Evaluation check-list:
Prior to the beginning of the show has the ticket booking started?
Will the general income development increment by 24% more than the most recent year’s aggregation?
Could more money be given to ICV?
Can the weight on volunteers for controlling the gathering be lessened?
Annotated Bibliography
Appendix-1:
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public sector. Master Thesis in Informatics, 1-61.
Among the two famous Swedish public companies which are involved in IT projects the author surveys. In his report, he stated the two main functions required to perform before and throughout the execution stage. The two main functions are planning about the stages and outcome communication. In the end, the author gave a positive message yang this process is not too hard till the defined stages are performed properly.
Appendix-2:
Archibald, R. D., Filippo, I. D., & Filippo, D. D. (2008). The Six-Phase Comprehensive Project Life Cycle Model Including the Project Incubation/Feasibility Phase and the Post-Project Evaluation Phase. Retrieved October 2, 2017, from http://www.dphu.org: http://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
The author here said every one of the phases which are there in the project management lifecycle alongside the significance of one more advance in the project’s close-out. After close-out, the progression in the project is the evaluation stage. In this stage, the team members need to assess the exactness, benefit, and misfortune in the project. I watched that the author examined numerous things which are identified with a few phases which are compared to the evaluation stage. Yet the additional things which the author specified about the examination are required after the close-out to evaluate the outcomes.
Appendix-3:
Banda, S. S. (2017). Project Close-out and Reasons for Success or Failure of projects. ZM: SSB & Associates.
The creator has communicated in the report about the typical importance of the appraisal methodology including the required records for the project’s decision. I expect the creator couldn’t set up the significance of the evaluation strategy in the report made. The writer expressed the estimation of the material, as indicated can be acquired from the course book itself.
References
Academlib. (2017). 4. Cost Management. Retrieved October 2, 2017, from https://academlib.com: https://academlib.com/3369/management/cost_management
Eight to Late. (2009). On the limitations of scoring methods for risk analysis. Retrieved October 2, 2017, from https://eight2late.wordpress.com: https://eight2late.wordpress.com/2009/10/06/on-the-limitations-of-scoring-methods-for-risk-analysis/
OneCampus. (2017). Retrieved October 2, 2017, from Plan Risk Responses: https://www.greycampus.com/opencampus/project-management-professional/plan-risk-responses
Piscopo, M. (2017). Scope Management Plan. Retrieved October 2, 2017, from http://www.projectmanagementdocs.com: http://www.projectmanagementdocs.com/project-planning-templates/scope-management-plan.html#axzz4tfIbGW8q
Project Management Knowledge. (2017). Cost Baseline. Retrieved October 2, 2017, from https://project-management-knowledge.com: https://project-management-knowledge.com/definitions/c/cost-baseline/
