Project Closure and Evaluation

The assignment content discusses the importance of risk management in project closure and evaluation. It highlights five risks that can occur during the initiation, planning, execution, monitoring, and closing stages of a project. The content also provides a quality management plan, which includes verification and validation activities to ensure the quality of the project deliverables. Finally, it provides a checklist for project closure and evaluation, including lessons learned and a project report writing template.

Assessment item 3
Project Charter
Student’s Name

Project Charter
Part 1
Project Name: E-Tickets RALS
Team Name: Virtucon at service
Description of project: Every year during the month of November, RALS organizes a show
presenting about the agricultural activities and lifestyle of people of that place for some days.
Tickets are sold for that show and the revenue or profit collected by selling the tickets is given to
ICV, a charitable trust which works for the indigenous people that place. As all the customers are
in hurry, the ticket counter gets overloaded in the first day only and some of them even collapse
the fence and try to get inside the boundary without paying for the ticket. To overcome this
problem the RALS /Globex Corporation have decided to transform its manual ticketing system
to web-based computerized ticketing system. Now the customers will be able to pre-book their
tickets online. For the development of the new ticketing system. Globex gave this project to
Virtucon.
MOV- Measurable organizational value
Area of Impact:
Operational: As now the ticketing system is PC based, the ticket counters will no more be
overcrowded by customers and the volunteers will be able to do their work properly. The people
sitting at the ticket counter will no more be overloaded with work, so now he can do his work
more accurately. The volunteers will be able to keep the security in the boundary avoiding
people to collapse it.
Customers: The customers will be happy as they no longer will need to stand at the ticket counter
in the crowd for the first day. Now due to this online ticketing system, they can book their tickets
online from home.
Strategy: As now the tickets can be easily booked online, increasing number of customers will
visit the show now. More and more tickets will be sold so now they will be able to fetch huge

profit and they can give the money to the charitable trust (ICV) which is concerned for the
welfare of the indigenous people
Finance: Due to this web-based computerized ticketing system, more tickets will be sold
increasing the economic collection.
Social: Because more tickets will be sold, RALS can donate more revenue or profit to the ICV
charitable trust to highlight social advantages.
Project value:
Do more: As because of the development of the new web-based computerized ticketing
system more tickets will be sold so RALS will earn more profit out of this show and this
will increase their income so more donations will be made to ICV.
Faster: New web-based ticketing system is introduced to increase the effectiveness of
work, so by utilizing this more tickets will be booked before the beginning of the show
and the load on the ticket counter can be reduced.
Project Metrics:
Every year accumulation in disposal volume before the beginning of the show in
November
Beginning of income even before the starting of show
Fewer volunteers can be hired if the load of work in the security gate and the ticket
counter is reduced.
Increase in a total gathering of income and donation to ICV by 20 ℅ in the first year after
the execution of the project.

Part 2
Define Scope: the scope of this project is to develop a computer-based system for the web-based
ticketing system to enable prospective visitors to book the tickets online prior to the show. This
shall cause less rush at the main gate and manual ticket counter. The project shall also lower the
pressure on the volunteers at the gate for maintaining the crowd.
Scope Management Plan:
Identify the requirement: for gathering the best possible prerequisite of the project,
colleagues might meet with various partners like RALS coordinators, Globex workers,
RALS's Volunteers and few key Customers/guests on consistent premise till the
conclusion of prerequisite rundown.
Define Scope: the general extent of the project and its expectations like the framework
status, lead trial test, give preparing and so forth might be very much characterized
subsequent to talking about the prerequisite rundown alongside the support. It is the key
part and obligation of the Project Manager to conclude the limit of the extension. This
ought to likewise incorporate the out of degree things like upkeep of the framework after
execution et cetera.
Develop WBS: to deal with the aggregate extent of work and present the advance against
every head the general extent of work is required to be subdivided and sort out in a work
breakdown structure (WBS). This improvement of this structure ought to be to such an
extent that the work bundles can be overseen legitimately.
Verify Scope: the extent of the task should be checked after the consummation of each
phase of improvement and before the begin of the new stage all through the project life
cycle. All the concurred and recorded expectations should be conveyed inappropriate
quality with the goal that every one of the expectations must be acknowledged by the
RALS coordinators and after the fruition of each stage, the expectations must be closed
down by the customer.
Control Scope: all the extent of work must be executed by the degree pattern created and
finished. Any progressions required in the middle of the project life burn ought to be

finished the legitimately created change administration design. In which any progressions
which can have an effect on the degree, time, cost and quality must be gone through the
change control method.
List of Resources:
People: Project Coordinator, System Designer, Database Designer, Technical Manager, Deputy
Project Coordinator
Technology: Few computers with internet connections
Facilities: Conference meeting room
Resource Name Type Initials Max. Units Std. Rate
Project Coordinator Work PC 100% $175.00/hr
System Designer Work SD 100% $120.00/hr
Database Designer Work DD 100% $85.00/hr
Technical Manager Work TM 100% $150.00/hr
Deputy Project Coordinator Work DPC 100% $150.00/hr
Part 3
Work Breakdown Structure:
WBS Task Name
1 E-Tickets RALS Project
1.1 Create Charter, Manage Stakeholders & Requirement
1.1.1 Milestone 1: Start developing Charter
1.1.2 Create Charter
1.1.3 Identify Stakeholders
1.1.4 Analyze Stakeholders
1.1.5 Finalize the project requirement
1.1.6 Get it signed and approved by sponsor
1.1.7 Milestone 2: Developing charter, Managing plan for Stakeholder & requirement finalized
1.2 Project Planning
1.2.1 Milestone 3: Start the planning stage

1.2.2 Develop the Project Management Plan
1.2.3 Develop Scope Management Plan
1.2.4 Develop Time Management Plan
1.2.5 Milestone 4: Finish Planning Documents
1.3 Design & Develop database and system
1.3.1 Milestone 5: Start the designing & developing the database and system
1.3.2 Design
1.3.2.1 Plan the framework
1.3.2.2 Plan the database
1.3.3 Develop
1.3.3.1 Develop System architecture
1.3.3.2 Develop Database
1.3.4 Milestone 6: Finish designing & developing the database and system
1.4 Implementation
1.4.1 Milestone 7: Start of Implementation Stage
1.4.2 Implement overall system
1.4.3 Manage Database
1.4.4 Conduct trial of the system
1.4.5 Milestone 8: Finish Implementation Stage
1.5 Close-out & Evaluation phase
1.5.1 Milestone 9: Start of Close-out & Evaluation phase
1.5.2 Train the staff/volunteers
1.5.3 Conduct group meeting
1.5.4 Document lessons learned
1.5.5 Document the outcome of the project
1.5.6 Evaluate the Outcome of the project
1.5.7 Milestone 8: Finish Close-out & Evaluation phase
Milestone of each deliverable:
WBS Task Name Duration Start Finish
1 E-Tickets RALS Project 186 days Tue
10/31/17
Wed
7/18/18
1.1 Create Charter, Manage Stakeholders & Requirement 23 days Tue
10/31/17 Fri 12/1/17
1.1.1 Milestone 1: Start developing Charter 0 days Tue
10/31/17
Tue
10/31/17
1.1.7 Milestone 2: Developing charter, Managing plan for
Stakeholder & requirement finalized 0 days Fri 11/24/17 Fri 11/24/17
1.2 Project Planning 15 days Fri
11/24/17
Fri
12/15/17

1.2.1 Milestone 3: Start the planning stage 0 days Fri 11/24/17 Fri 11/24/17
1.2.5 Milestone 4: Finish Planning Documents 0 days Fri 12/15/17 Fri 12/15/17
1.3 Design & Develop database and system 75 days Fri
12/15/17 Fri 3/30/18
1.3.1 Milestone 5: Start the designing & developing the
database and system 0 days Fri 12/15/17 Fri 12/15/17
1.3.4 Milestone 6: Finish designing & developing the database
and system 0 days Fri 3/30/18 Fri 3/30/18
1.4 Implementation 43 days Fri 3/30/18 Wed
5/30/18
1.4.1 Milestone 7: Start of Implementation Stage 0 days Fri 3/30/18 Fri 3/30/18
1.4.5 Milestone 8: Finish Implementation Stage 0 days Wed
5/30/18
Wed
5/30/18
1.5 Close-out & Evaluation phase 35 days Wed
5/30/18
Wed
7/18/18
1.5.1 Milestone 9: Start of Close-out & Evaluation phase 0 days Wed
5/30/18
Wed
5/30/18
1.5.7 Milestone 8: Finish Close-out & Evaluation phase 0 days Wed
7/18/18
Wed
7/18/18
List of Activities:
WBS Task Name Duration Start Finish
1 E-Tickets RALS Project 186 days Tue
10/31/17
Wed
7/18/18
1.1 Create Charter, Manage Stakeholders & Requirement 23 days Tue
10/31/17 Fri 12/1/17
1.1.1 Milestone 1: Start developing Charter 0 days Tue
10/31/17
Tue
10/31/17
1.1.2 Create Charter 5 days Wed
11/1/17 Tue 11/7/17
1.1.3 Identify Stakeholders 3 days Wed
11/8/17 Fri 11/10/17
1.1.4 Analyze Stakeholders 15 days Mon
11/13/17 Fri 12/1/17
1.1.5 Finalize the project requirement 10 days Mon
11/13/17 Fri 11/24/17
1.1.6 Get it signed and approved by sponsor 2 days Mon
11/27/17
Tue
11/28/17
1.1.7 Milestone 2: Developing charter, Managing plan for
Stakeholder & requirement finalized 0 days Fri 11/24/17 Fri 11/24/17
1.2 Project Planning 15 days Fri
11/24/17
Fri
12/15/17

1.2.1 Milestone 3: Start the planning stage 0 days Fri 11/24/17 Fri 11/24/17
1.2.2 Develop the Project Management Plan 5 days Mon
11/27/17 Fri 12/1/17
1.2.3 Develop Scope Management Plan 5 days Mon
12/4/17 Fri 12/8/17
1.2.4 Develop Time Management Plan 5 days Mon
12/11/17 Fri 12/15/17
1.2.5 Milestone 4: Finish Planning Documents 0 days Fri 12/15/17 Fri 12/15/17
1.3 Design & Develop database and system 75 days Fri
12/15/17 Fri 3/30/18
1.3.1 Milestone 5: Start the designing & developing the
database and system 0 days Fri 12/15/17 Fri 12/15/17
1.3.2 Design 55 days Mon
12/18/17 Fri 3/2/18
1.3.2.1 Plan the framework 30 days Mon
12/18/17 Fri 3/2/18
1.3.2.2 Plan the database 20 days Mon
12/18/17 Fri 1/12/18
1.3.3 Develop 55 days Mon
1/15/18 Fri 3/30/18
1.3.3.1 Develop System architecture 20 days Mon 3/5/18 Fri 3/30/18
1.3.3.2 Develop Database 15 days Mon
1/15/18 Fri 2/2/18
1.3.4 Milestone 6: Finish designing & developing the database
and system 0 days Fri 3/30/18 Fri 3/30/18
1.4 Implementation 43 days Fri 3/30/18 Wed
5/30/18
1.4.1 Milestone 7: Start of Implementation Stage 0 days Fri 3/30/18 Fri 3/30/18
1.4.2 Implement overall system 15 days Mon 4/2/18 Fri 4/20/18
1.4.3 Manage Database 25 days Mon
4/23/18 Fri 5/25/18
1.4.4 Conduct trial of the system 3 days Mon
5/28/18
Wed
5/30/18
1.4.5 Milestone 8: Finish Implementation Stage 0 days Wed
5/30/18
Wed
5/30/18
1.5 Close-out & Evaluation phase 35 days Wed
5/30/18
Wed
7/18/18
1.5.1 Milestone 9: Start of Close-out & Evaluation phase 0 days Wed
5/30/18
Wed
5/30/18
1.5.2 Train the staff/volunteers 10 days Thu 5/31/18 Wed
6/13/18
1.5.3 Conduct group meeting 10 days Thu 6/14/18 Wed
6/27/18
1.5.4 Document lessons learned 5 days Thu 6/21/18 Wed

6/27/18
1.5.5 Document the outcome of the project 10 days Thu 6/14/18 Wed
6/27/18
1.5.6 Evaluate the Outcome of the project 15 days Thu 6/28/18 Wed
7/18/18
1.5.7 Milestone 8: Finish Close-out & Evaluation phase 0 days Wed
7/18/18
Wed
7/18/18
Resources assigned to each task:
Task Name Duration Resource Names
E-Tickets RALS Project 186 days
Create Charter, Manage Stakeholders &
Requirement 23 days
Milestone 1: Start developing Charter 0 days
Create Charter 5 days Project Coordinator
Identify Stakeholders 3 days Deputy Project Coordinator, Project
Coordinator
Analyze Stakeholders 15 days Project Coordinator
Finalize the project requirement 10 days Technical Manager
Get it signed and approved by sponsor 2 days Project Coordinator
Milestone 2: Developing charter, Managing plan for
Stakeholder & requirement finalized 0 days
Project Planning 15 days
Milestone 3: Start the planning stage 0 days
Develop the Project Management Plan 5 days Project Coordinator
Develop Scope Management Plan 5 days Project Coordinator
Develop Time Management Plan 5 days Deputy Project Coordinator
Milestone 4: Finish Planning Documents 0 days
Design & Develop database and system 75 days
Milestone 5: Start the designing & developing the
database and system 0 days
Design 55 days
Plan the framework 30 days System Designer
Plan the database 20 days Database Designer
Develop 55 days
Develop System architecture 20 days System Designer
Develop Database 15 days Database Designer
Milestone 6: Finish designing & developing the
database and system 0 days
Implementation 43 days
Milestone 7: Start of Implementation Stage 0 days

Implement overall system 15 days Database Designer, System Designer,
Technical Manager
Manage Database 25 days Database Designer
Conduct trial of the system 3 days Technical Manager
Milestone 8: Finish Implementation Stage 0 days
Close-out & Evaluation phase 35 days
Milestone 9: Start of Close-out & Evaluation phase 0 days
Train the staff/volunteers 10 days Technical Manager
Conduct group meeting 10 days Deputy Project Coordinator, Project
Coordinator, Technical Manager
Document lessons learned 5 days Project Coordinator
Document the outcome of the project 10 days Project Coordinator
Evaluate the Outcome of the project 15 days Project Coordinator
Milestone 8: Finish Close-out & Evaluation phase 0 days
The Cost estimate for each task (Pmbook, 2017):

Gantt chart:

Part 4
Risk Management Plan
List of assumptions:
Stakeholder identification and their analysis shall not be an issue as Virtucon & Globex
are longtime partners
Scope of the project is clear and need not worry about
All the procedure of closing the project is also well known to all the team members
Risk Register (Reincke, 2009):
Risk No. 1 (Initiation: Stakeholder Identification): In case the accomplice recognizing
confirmation in the midst of beginning orchestrate is not done precisely; it can cause the
enormous issue on the off chance that we desert a great open entryway of some high effect
assistant.
Risk No. 2 (Planning: Requirement Finalization): Off course, get-together of information in
orchestrating stage can put the absurd effect on the level of the project and need the nonsensical
update.
Risk No. 3 (Execution: Stakeholder Management): Accomplice's organization is not done
authentically, at that point a short time later it can similarly have the negative impact on the
project. Since the first class accessory may get abraded.
Risk No. 4 (Monitoring & Control: Verification of requirement and scope): A massive gap in
scope from the begin to execution organized phenomenally towards the end, we may arrive up
with an intemperate additional level of work and thusly the cost assault in the midst of the errand
itself.
Risk No. 5 (Closing: Procurement Documentation): Inadequate or improper settlement of distinct
documentation can grow the assignment traverse and the cost of the task also.

Probability, Impact, Product & Rating of the above-identified risks:
Risk No. Probability Impact Product Rank
1 3 7 18 4
2 6 7 42 2
3 4 6 24 3
4 8 6 48 1
5 2 6 12 5
Risk Response:
Rank 1 (Monitoring & Control: Verification of requirement and scope): Degree check system
like master think about should be driven in each stage.
Rank 2 (Planning: Requirement Finalization): All the perceived basics should be talked about all
together with help and assembling before finishing up.
Rank 3 (Execution: Stakeholder Management): Once the assistant obvious confirmation is done
appropriately with the quality examination, they should be fulfilled as necessities be.
Rank 4 (Initiation: Stakeholder Identification): Every single one of the accessories should be
perceived appropriately and the synopsis ought to be rechecked after each adjustment.
Rank 5 (Closing: Procurement Documentation): All the last documentation of each extraordinary
stages should be submitted after the development to decrease totaling up for the last stage
Part 5:
Quality Management Plan
Philosophy of Team for Quality Management: Our reasoning is to give the customers with on-
time tickets related data that enables them to settle on sound business choices while continually

guaranteeing predominant customer benefit. The association's essential objective is to guarantee
that all engagements are being performed to the most noteworthy conceivable standard in a
convenient manner so as Globex can settle on ideal choices.
Few Verification activities (Basu, 2017):
Cost of every action ought to not overshoot the individual burning through plan to control
the general cost of a thing
All dangers are perceived and the reaction setup made are altogether considered and
appropriately snatched amidst each stage
Development purposes of imprisonment should be checked before and thereafter a brief
timeframe later every stage
On time Delivery of the wants should be guaranteed
Every last one of the needs of accessories is being met
Few Validation activities:
Quality principles are being met
Before shutting, the fundamental things require should be asserted against set criteria or
MOV
Each phase in the wake of finishing should be supported by the benchmark criteria
Part 6:
Project Closure & Project Evaluation
Project Closure checklist (Edwards, 2011):
All the project phases have been completed

All the stakeholders have been communicated regarding the completion of stages
Notify the vendors regarding closing the project
Check whether the entire final documents submitted properly
All the lessons learned are documented properly
Project Evaluation Check-list:
Are all the MOV criteria met?
Has there been an increase in the volume of ticket selling?
Could the revenue generation and donation amount to ICV have increased by 20%?
Are the volunteers facing fewer problems in maintain security by having less crowd
management for the ticket booking at the counter?
Annotated Bibliography:
Appendix A:
European Regional Development Fund (ERDF). (2017). Stage 5: Project Closure. In INTERact,
PROJECT
MANAGEMENT HANDBOOK (pp. 1-9). European Regional Development Fund (ERDF).
The author has explained the steps and the action plan we need to do in advance for the
closure stage. The defined steps are so impressive, that I took few of them as my closure
activity for this project report. As per the author, once all the related project activities are over
then we need to communicate to the whole team members about the outcome. We need to
gather whole team members for discussing the hurdles that all have faced during the project
life cycle and accordingly develop a list. Few major steps of project closure are whether the

activity completed, then have all been communicated, then is the final documentation
submission & finally the submission of closure report with lessons learned.
Appendix B:
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public sector. Master Thesis in
Informatics, 1-61.
The author has done a survey among the two famous Swedish public companies involved in IT
projects. In this survey, it was revealed that there are two main functions or steps which are
required to be performed before and during the closure stage. The functions are
communicating the outcome and planning to conduct the stages. The author ended the report
with a positive message that the closure process is not a very difficult method, as long and as all
the defined stages are performed well.
Appendix C:
Hussein, N. (2007). The Basics of Project Implementation. USA: Cooperative for Assistance and
Relief Everywhere (CARE).
This is a book which has mentioned the basics of the project implementations, so almost all the
stages of the project implementation are mentioned and among them at the last stage is the
documenting and name the stage very rightly as ‘Project Report Writing’. Because in this stage
we always need to gather the information of all the events that have happened during the
course of the project along with the lessons learned while clearing the blocks. One of the
portions of report writing needs to cover the performance of the project which mentions the
outcome of the project. We need to be very concise and clear while writing the report.
References
Basu, R. (2017). Project Success Criteria and Success Factors. Retrieved September 3, 2017, from
Informa UK Limited:
http://www.gpmfirst.com/books/managing-quality-projects/project-success-criteria-
and-success-factors

Edwards, G. (2011, May 21). Key Activities During the Project Closure Phase. Retrieved
September 25, 2017, from http://www.brighthubpm.com:
http://www.brighthubpm.com/monitoring-projects/102293-key-activities-during-the-
project-closure-phase/
Pmbook. (2017). 5. Cost Estimation. Retrieved September 23, 2017, from
http://pmbook.ce.cmu.edu: http://pmbook.ce.cmu.edu/05_Cost_Estimation.html
Reincke, K. (2009). Retrieved from (8.5) Risk Response Planning:
http://www.mypmps.net/en/mypmps/knowledgeareas/risk/risk-response-
planning.html