Project Management Lifecycle Evaluation

This assignment delves into the critical aspects of project management, particularly focusing on the closure and evaluation phases. It requires a thorough analysis of various sources, including research papers and academic texts, to understand the importance of accurate project closure and its subsequent evaluation. The goal is to evaluate the effectiveness of post-project assessment methodologies and their influence on future project planning and execution.

Name of University
Assessment 3 ICT Project Management
Project Charter
Student’s Name
10/12/2017

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Index
Part One...........................................................................................................................2
Area of Impact:............................................................................................................. 2
Project value:................................................................................................................ 2
Metrics with time target:................................................................................................3
Part Two...........................................................................................................................3
Scope Management Plan..............................................................................................3
List of Resources:.........................................................................................................4
Part Three........................................................................................................................ 4
Work Breakdown Structure (WBS):..............................................................................4
Milestones / Deliverables:.............................................................................................6
Resource & its associated cost to complete the task:...................................................6
Gantt chart:................................................................................................................... 7
Part Four.......................................................................................................................... 8
Assumptions................................................................................................................. 8
Risk Analysis................................................................................................................ 8
Risk Rank / Response / Owner.....................................................................................9
Part Five.........................................................................................................................10
Quality Management Plan...........................................................................................10
Verification Activity:.....................................................................................................10
Validation Activity:.......................................................................................................10
Part Six...........................................................................................................................10
Project Closure & Project Evaluation..........................................................................10
Appendix.....................................................................................................................11
References.....................................................................................................................12
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Part One
Project Description: Globex sells tickets for a show organized by them named RALS
every year in the month of November for three days where they display their lifestyle
and cultivating equipment and the money they earn by selling tickets is donated to a
charitable trust named ICV which looks after the welfare of the indigenous people. As
the ticketing system is manual it results in the occurrence of many issues. The visitors
have to stand in a long queue outside the ticket counter in the security gate and some of
them try to infiltrate the boundary and enter the show without getting tickets. When
Globex came to know about this issue, the corporation straightaway decided to develop
an online based ticket booking system to allow its visitors to reserve their tickets before
the show begins. Then Globex gave the project to Virtucon. This decision reduced the
workload of the volunteers who sit on the ticket counter and of those who work there in
the security gate.
Area of Impact:
Rank 1 - Customer: The visitors will no more have to stand in the long line outside the
ticket counter to buy tickets, so they will become happy.
Rank 2 - Operational: More visitors will reserve their tickets online so the heap of work
in the security gate and ticket counter will be decreased.
Rank 3 – Finance: Globex will earn more money by selling more tickets through the
online ticketing system
Rank 4 – Strategy: Globex will be able to donate more money to ICV as now it will earn
more money.
Rank 5 – Social: RALS will be able to show off their social concern by donating more
money to ICV because of the online ticket booking system.
Project value:
Value 1 (Faster): The workers in the main gate and the ticket counter will get a chance
to do their work accurately and even faster because the heap of the workload on them
will be diminished due to the new online ticketing system.
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Value 2 (Do more): After introducing the new online ticketing system RALS will get
positive results which will inspire RALS to do more shows and develop more.
Metrics with time target:
Metrics Target
Less number of volunteers can be hired for the ticket
counter and security gate
During the show from
November 2018 onwards
Donation to ICV by 15% due to increase in income After the show in November
2018
The online ticketing system will help RALS ingathering
the profit before the beginning of the show in November
Before the start of show in
November 2018
Earlier than the show begins, start of income of money Before the start of show in
November 2018
Part Two
Scope Management Plan
Scope (Wich, 2009): The main criteria of this whole project are to introduce a new
online-based ticketing system. This system will allow its visitors to reserve their tickets
before the beginning of the show in advance. This will reduce the workload on the
workers who are there at the ticket counter. It should be enough easy to be used from
any electronic device.
Functional & Non-functional Requirements: The visitor’s personal identification proof for
registration required for the first time. It should be easily available through all electronic
devices and it needs to be free from any kind of computer-based crimes. A scanner ID
tag should be there, for the identification of visitors.
In the Scope: A scanner tag for the identification proof of the visitors and the ability to be
assessed from all devices should be confirmed.
Out-of the Scope: From hardware maintenance to providing the usage and support
should be contained in this stage.
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Deliverable list: The project must fulfill the client’s desires and ought to be very simple,
valid and decent.
List of Resources:
People:
Technology: LAN connectivity with all hardware system like PC, Printer, Projector
Facilities: Internet facility, cafeteria, office accessories, office attender, round the clock
security person
Others: Travel for training in abroad location
Part Three
Work Breakdown Structure (WBS):
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Milestones / Deliverables:
Resource & its associated cost to complete the task:
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Gantt chart:
(Smartsheet, 2017)
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Part Four
Assumptions
No issue should be there with the budget of the project.
Resources should be available during the project execution.
For training the workers after the implementation of the online ticketing system, they are
needed to be well educated
Risk Analysis
RISK
No.
Description (MyManagementGuide, 2010) Probability Impact Product
1 During initiation stage: not proper recognition
of workers
4 3 12
2 During planning Stage: inappropriate
management of work may increase the time of
3 5 15
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work and can get delayed
3 During execution stage: if the project is done
carelessly, many problems can occur during
the project execution
4 5 20
4 During monitoring & controlling stage: due to
inappropriate identification of workers the
scope of work can get increased
3 3 9
5 During close-out & evaluation stage: delay in
project due to incomplete submission
3 1 3
Risk Rank / Response / Owner
(Science Engineering Medicine, 2017) Rank 1, Execution stage (Owner – Joe Black): All the
workers should be identified and the project must be checked after every single
alteration.
Rank 2, Planning stage (Owner – Joe Black): All the identified essentials are required to
be discussed with the project workers earlier than concluding anything.
Rank 3, Initiation stage (Owner – Joe Black): After completing the worker's conspicuous
evidence they should be changed as per the necessities.
Rank 4, Monitoring stage (Owner – Joe Black): Expert review of degree check
methodology should be done in each stage.
Rank 5, closing stage (Owner – Joe Black): The different stage's last documents should
be submitted to decrease the totaling up in the last stage.
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Part Five
Quality Management Plan
Philosophy of Team: The meeting tries to save the required benchmarks of the problem
and normally meet the obvious and documented associate's desires. Every single one
of the risks should be checked maximum probably to avoid any overwhelm of increase
in time. All workers should focus on their work to save it from any kind further of
development.
Verification Activity:
Activity Target
Client’s desires are fulfilled Monday 21/05/2018
Project delivered on time Monday 21/05/2018
The single spending on any work should not overshoot the
overall budget of the project
Monday 21/05/2018
Recognition of dangers and response configurations are
appropriately grabbed in each stage
Monday 21/05/2018
Validation Activity:
Activity Target
Quality standards meet Monday 21/05/2018
Basic things ought to be affirmed against set criteria or MOV Monday 21/05/2018
Before completing each stage ought to be endorsed against
each benchmark criteria
Monday 21/05/2018
Part Six
Project Closure & Project Evaluation
a. Annotated Bibliography (refer appendix)
b. Project Closure checklist (Lewinson, 2011):
Valued criteria earned must be maintained in the project
Quality standards need to meet
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All the desires are which are of high interest of associates should meet
Lessons learned should be noted with the project group and Globex
c. Project Evaluation (Otieno, 2017):
Can more money be donated to ICV?
Can a load of work on the workers in the ticket counter and security gate
be diminished?
Has the ticket booking begun before the start of the show?
Will the whole profit growth increase by 15% more than the last year’s
collection?
Appendix
----Appendix ‘A’----
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 11, 2017, from http://www.dphu.org:
http://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
The writer here stated each one of the phases which might be there in the
project management lifecycle along with the importance of another extra
advance inside the project’s close-out. After the close-out, the other
development inside the project is the evaluation stage. In this stage, the team
members need to evaluate the accuracy, merits, and demerits inside the task. I
watched that the writer examined several things which are identified with some
phrases that are compared to the evaluation stage. Yet the additional matters
which the writer targeted approximately about the exam are needed after the
close-out to assess the outcomes.
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----Appendix ‘B’----
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public
sector. Master Thesis in Informatics, 1-61.
Among the two well-known Swedish public business companies that are
concerned in IT projects the author surveyed. In his record, he stated the two
fundamental functions required to carry out before and throughout the execution
stage. The two main features are making plans about the stages and outcome
conversation. Before ending the writer gave a wonderful message. He stated
that this process isn't always too tough until the described degrees are
accomplished nicely.
----Appendix ‘C’----
Banda, S. S. (2017). Project Close-out and Reasons for Success or Failure of
projects. ZM: SSB & Associates.
The creator has communicated inside the report about the significance of the
appraisal methodology which consists the desired information for the decision of
the project. I expect the writer couldn't set up the significance of the strategy of
evaluation in the record made. The author expressed the estimation of the
materials as said can be received from the course book itself.
References
Lewinson, M. (2011, January 17). Project Closure Template – Key Steps to Closing a
Project. Retrieved October 11, 2017, from MyManagementGuide.com:
http://www.mymanagementguide.com/project-closure-template-key-steps-to-
closing-a-project/
MyManagementGuide. (2010, May). Retrieved October 11, 2017, from 2. Risk
management plan for a project: Definition, Purpose, Software, Content and
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Approaches: http://www.mymanagementguide.com/guidelines/project-
management/risk-management/risk-management-plan-for-a-project-definition-
purpose-software-content-and-approaches/
Otieno, F. A. (2017). The Roles of Monitoring and Evaluation in Projects. Technikon
Southern Africa: Engineering Programme Group.
Science Engineering Medicine. (2017). Retrieved October 11, 2017, from Chapter: 5
Risk Mitigation: https://www.nap.edu/read/11183/chapter/7#51
Smartsheet. (2017). All About Online Gantt Chart Software. Retrieved October 11,
2017, from https://www.smartsheet.com/all-about-online-gantt-chart-software-b
Wich, D. (2009, June 11). Project Scope Management. Retrieved October 11, 2017,
from http://www.umsl.edu:
http://www.umsl.edu/~sauterv/analysis/6840_f09_papers/Wich/scopemanageme
nt.html
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