Globex Roaster System Development

This assignment details the development of a rostering system within RALS (presumably an existing platform) for Globex, a company involved in organizing events. The project plan outlines the system's objectives, functionalities, development timeline (155 days), and potential risks with mitigation strategies. It emphasizes benefits like reduced response times, error-free results, and efficient volunteer management.

Running head: PROJECT MANAGEMENT
Topic- Project Management
Case Study-RALS Fostering System
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Measurable Organizational Value (MOV)................................................................................3
2.1 Desired area of Impact...........................................................................................................3
2.2 Value of project plan.............................................................................................................4
2.3 Stakeholder involved in the project work..............................................................................4
2.4 Appropriate timeframe and metric.........................................................................................5
3. Scope management Plan..............................................................................................................6
3.1 Detailed scope of the project.................................................................................................6
3.2 List of resources.....................................................................................................................7
4.0 Project schedule and Work Breakdown structure......................................................................8
4.1 Project schedule for RALS Rostering system.......................................................................8
4.2 Work Breakdown Structure.................................................................................................15
4.3 Milestone of the Project plan...............................................................................................15
5. Project risk analysis and plan....................................................................................................16
5.1 Project assumptions.............................................................................................................16
5.2 Risk Assessment..................................................................................................................17
6. Quality Management Plan.........................................................................................................20
6.1 Philosophy for delivering a quality system to the client......................................................20
6.2 Quality issues.......................................................................................................................20
7. Conclusion.................................................................................................................................22
Bibliography..................................................................................................................................23

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PROJECT MANAGEMENT
1.0 Introduction
The project mainly focuses on “Riverina Agricultual and Lifestyle Show (RALS)
rostering system. It is identified that RALS was a three-day event that displays various types of
agricultural events, local business, farmers as well as lifestyle products. It is found that the show
of RALS is mainly dependent on the volunteers and thus with the expansion of the show in the
recent years the business wants some system for managing the volunteers instead of using
manual techniques. Therefore, in order to manage the volunteers efficiently the management of
the show wants to develop a rostering system.
The report mainly elaborates the measurable organizational value (MOV), scope
management plan, resources, milestones, Gantt chart as well as quality management plan. It is
identified that the show will face number of challenges while progressing with the development
of the rostering system. Thus in order to resolve the issues, the paper also illustrates proper risk
mitigation strategies as well as methods.
2.0 Measurable Organizational Value (MOV)
2.1 Desired area of Impact
The desired area of impact includes:
Customer: The development of RALS rostering system would be helpful for the clients
as the system will be helpful in resolving different types of queries of the client quite easily.

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PROJECT MANAGEMENT
Strategy: It is identified that the development of “RALS rostering System” would be
helpful in tracking various types of information as well as details about the volunteers who are
mainly engaged with the show.
Financial: The rostering system that the show wants to develop for managing the
volunteers would be helpful in providing proper amount of profit to Globex by giving effective
amount of return the investment that is done by the business.
Social: The system is quite helpful in improving the entire procedure of communication
with the clients.
Operational: It is identified that with the implementation of the rostering system all the
details of the volunteers can be found quite easily as the operation by the business becomes less
time consuming and in addition to this, the utilization of system reduces human error.
2.2 Value of project plan
The value of the project plan is elaborated below:
Better: It is found that the new system is helpful in providing better services to both the
volunteers as well as clients in comparison to manual system. In addition to this, it is found that
the system would be helpful in securing the system.
Cheaper: With the implementation of the rostering system by the show, the costs that are
associated with the resources as well as operation generally reduce.
Faster: The system is quite advantageous in improving response time of both the
volunteers as well as the clients.

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PROJECT MANAGEMENT
2.3 Stakeholder involved in the project work
The table below reflects the stakeholders who are mainly involved with the entire project
plan:
Keep satisfied
Globex CEO
Manage closely
Project Team
Monitor
RALS Volunteers
Keep Informed
Staffs who are engaged with
volunteers detail
2.4 Appropriate timeframe and metric
Rank Impact Metrics Timeframe
1 Operational It assist in making the
business operation
3 months
Interest
Power

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PROJECT MANAGEMENT
very much less time
consuming
2 Strategy It helps in tracking
the various details of
the volunteers
1 month
3 Customer It helps in reducing
the response time.
2 months
4 Social It helps in improving
the interaction with
different volunteers
5who are mainly
engaged with RALS
3 months
5. Financial It assists in reducing
the operational cost
by 20%.
5 months
3. Scope management Plan
3.1 Detailed scope of the project
The detailed scope of the project is provided below:
Requirements: The main function of the system is to enter information about the
volunteers who are mainly engaged with the RAILS. The system that is proposed has the
capability of tracking the volunteers by utilizing their personal details.

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PROJECT MANAGEMENT
In scope as well as out scope items:
In scope: The system that was proposed is helpful in keeping the details of the volunteers
who are mainly engaged with RAILS including information about name, contact, details,
qualification, certificate and more on behalf of time, days, rotator, ICV and more It also assists in
documenting all the non-functional as well as functional requirements.
Out Scope: It assists in providing proper training to the different workers of Globex for
using the system. System maintenance is very much needed for including both data security as
well as quality of service.
Deliverables: The deliverables of the project plan are as follows:
1. Providing detailed report on the requirements of the system
2. Test plan report for testing the system
3. Proper documentation of both non-functional as well as functional of RALS
4. Documentation of development phase
5. Document for the budget plan
6. Providing training document
Procedure of scope verification: The acceptance criteria of the system are meeting the
different demands as well as needs of the client. It also assists in reducing the response time of
the clients for providing instant solution to different queries.

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PROJECT MANAGEMENT
3.2 List of resources
The person who are mainly engaged with the project “development of RALS rostering
system” include business analyst, system developer, investment manager, system tester, risk
analyzer as well as project manager.
Resource
Name
Type
Materia
l Label
Initial
s
Grou
p
Max.
Units
Std. Rate
Ovt.
Rate
Cost/
Use
Accrue
At
Base
Calendar
Project
Manager
Work P 100%
$200.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
Investment
Manager
Work I 100%
$100.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
Project
Sponsor
Work P 100%
$120.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
System
Analyst
Work S 100%
$150.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
System
Developer
Work S 100%
$100.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
Risk
Analyzer
Work R 100% $90.00/hr $0.00/hr $0.00
Prorate
d
Standard
Business
Analyst
Work B 100%
$100.00/
hr
$0.00/hr $0.00
Prorate
d
Standard
System
Tester
Work S 100% $80.00/hr $0.00/hr $0.00
Prorate
d
Standard

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PROJECT MANAGEMENT
Technology: For installing the new RALS system in Globes, the business requires
hardware as well as software devices, which include CPU, operating system, secondary storage,
display adapter and many more.
4.0 Project schedule and Work Breakdown structure
4.1 Project schedule for RALS Rostering system
WBS Task Name Duration Start Finish Resources
0 RALS Rostering System 155 days Mon
9/25/17
Fri
4/27/18
1 Initialization as well as
conceptualization of project
28 days Mon
9/25/17
Wed
11/1/17
1.1 Development of project
plan and charter
10 days Mon
9/25/17
Fri
10/6/17
1.1.1 Business requirements
identification
2 days Mon
9/25/17
Tue
9/26/17
Project Manager
1.1.2 Project specification
utilization
3 days Wed
9/27/17
Fri 9/29/17 Business
Analyst, Project
Manager
1.1.3 Meeting with project
plan
5 days Mon
10/2/17
Fri 10/6/17 Business
Analyst, Project
Manager,
Project Sponsor

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PROJECT MANAGEMENT
1.2 Appointment of vendor 18 days Mon
10/9/17
Wed
11/1/17
1.2.1 Vendor identification 2 days Mon
10/9/17
Tue
10/10/17
Project
Manager,
System
Developer
1.2.2 Analyzing the capability
of vendor
4 days Wed
10/11/17
Mon
10/16/17
Business
Analyst, Project
Manager
1.2.3 Budget planning 5 days Tue
10/17/17
Mon
10/23/17
Investment
Manager,
Project
Manager,
Project Sponsor
1.2.4 Planning the entire time
for completing the project
7 days Tue
10/24/17
Wed
11/1/17
Business
Analyst, Project
Manager
1.2.5 Milestone: Initialization
as well as conceptualization
completion
0 days Wed
11/1/17
Wed
11/1/17
2 Rostering system design
phase
19 days Thu
11/2/17
Tue
11/28/17
2.1 Labour management
improvement
2 days Thu
11/2/17
Fri 11/3/17 Project Manager
2.2 Procedure installation 3 days Mon Wed Project

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PROJECT MANAGEMENT
improvement 11/6/17 11/8/17 Manager,
System
Developer
2.3 Initiation of building the
system
6 days Thu
11/9/17
Thu
11/16/17
Project Sponsor,
System Analyst
2.4 System requirements
understanding
8 days Fri
11/17/17
Tue
11/28/17
Project
Manager,
System Analyst,
System
Developer
2.5 Milestone: Rostering
system design phase
completion
0 days Tue
11/28/17
Tue
11/28/17
3 Rostering system
implementation system
36 days Wed
11/29/17
Wed
1/17/18
3.1 Implementing the system
as per goals
9 days Wed
11/29/17
Mon
12/11/17
Project
Manager,
System Analyst
3.2 Modification within the
implementation phase
8 days Tue
12/12/17
Thu
12/21/17
System Analyst,
System
Developer
3.3 Resources as well as
equipments requirement
10 days Fri
12/22/17
Thu 1/4/18 Project Manager
3.4 Equipment verification 9 days Fri 1/5/18 Wed
1/17/18
System Analyst,
System

11
PROJECT MANAGEMENT
Developer,
System Tester
3.5 Milestone: Rostering
system implementation
system completion
0 days Wed
1/17/18
Wed
1/17/18
4 Testing phase 34 days Thu
1/18/18
Tue 3/6/18
4.1 Initiation of testing phase 4 days Thu
1/18/18
Tue
1/23/18
System
Developer,
System Tester
4.2 Reporting the test plan 30 days Wed
1/24/18
Tue 3/6/18
4.2.1 Reviewing the test plan 6 days Wed
1/24/18
Wed
1/31/18
System Analyst,
System Tester
4.2.2 Carrying out the entire
test plan
8 days Thu 2/1/18 Mon
2/12/18
System Analyst,
System
Developer
4.2.3 Test result analyze 7 days Tue
2/13/18
Wed
2/21/18
System
Developer,
System Tester
4.2.4 Test result presentation
to the client
9 days Thu
2/22/18
Tue 3/6/18 System Analyst,
System
Developer,
System Tester
4.2.5 Milestone: Sign off the 0 days Tue 3/6/18 Tue 3/6/18

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PROJECT MANAGEMENT
test result
5 Risk management phase 33 days Wed
3/7/18
Fri
4/20/18
5.1 Recognizing possibility of
risk
4 days Wed
3/7/18
Mon
3/12/18
Risk Analyzer,
System
Developer,
System Tester
5.2 Address risk 5 days Tue
3/13/18
Mon
3/19/18
Project
Manager, Risk
Analyzer,
System Analyst
5.3 Mitigation steps 7 days Tue
3/20/18
Wed
3/28/18
Project
Manager,
System
Developer,
System Tester
5.4 Risk register 8 days Thu
3/29/18
Mon
4/9/18
Project
Manager, Risk
Analyzer,
System Analyst
5.5 Reviewing the impact of
the risks
9 days Tue
4/10/18
Fri 4/20/18 Project
Manager, Risk
Analyzer
5.6 Milestone: Sign off the
risk plan document
0 days Fri
4/20/18
Fri
4/20/18

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PROJECT MANAGEMENT
6 Close project phase 5 days Mon
4/23/18
Fri
4/27/18
6.1 Project success evaluation 2 days Mon
4/23/18
Tue
4/24/18
Project
Manager,
Project Sponsor
6.2 Review of final project 3 days Wed
4/25/18
Fri 4/27/18 Business
Analyst, Project
Manager,
Project Sponsor
6.3 Milestone: Sign off the
final completion document
0 days Fri
4/27/18
Fri
4/27/18

14
PROJECT MANAGEMENT
Figure 1: Gantt chart
(Source: Created by author)

15
PROJECT MANAGEMENT
4.2 Work Breakdown Structure
RAILS Rostering System
Initialization as well as
conceptualization of
project
Development of project
plan and charter
Business
requirements
identification
Project specification
utilization
Meeting with project
plan
Appontment of vendor
Vendor identification
Analyzing the
capability of vendor
Budget planning
Planning the entire
time for completing
the project
Milestone:
Initialization as well as
conceptualization
completion
Rostering system design
phase
Labour management
improvement
Procedure
installation
improvement
Initiation of building
the system
System
requirements
understanding
Milestione:
Rostering system
design phase
completion
Rostering system
implementatation system
Implementing the
system as per goals
Modification w ithin
the implemenation
phase
Resources as well
as equipments
requirement
Equipment
verification
Milestone:
Rostering system
implementation
system completion
Testing phase
Initiation of testing
phase Reporting the test plan
Reviewing the test
plan
Carryig out the
entire test plan
Test result analyze
Test result
presentation to the
client
Milestone: Signn off
the test result
Risk management phase
Recognizing
possibility of risk
Address risk
Mitigation steps
Risk register
Reviewing the
impact of the risks
Milestone: Sign off
the risk plan
document
Close project phase
Project success
evaluation
Review of final
project
Milestone: Sign off
the final completion
document
Figure 2: Work Breakdown Structure
(Source: Created by author)
4.3 Milestone of the Project plan
WBS Task Name Expected Date
0 RALS Rostering System Fri 9/23/16
1
Initialization as well as conceptualization
completion
Wed 11/1/17
2 Rostering system design phase completion Tue 11/8/17
3 Rostering system implementation phase Wed 1/17/18

16
PROJECT MANAGEMENT
completion
4 Sign off the test results Tue 3/6/18
5 Sign off the risk plan document Fri 4/20/18
6 Sign off the final completion document Fri 4/27/18
5. Project risk analysis and plan
5.1 Project assumptions
The assumptions that are made include:
Budget: The budget that is required for completing the project is assumed by the project
manager for checking the feasibility of the project.
Time: The time that is required for the completing the development of the rostering
system is assumed by the project manager.
Schedule: The project manager assumes the various activities of the project and analyzes
the time or budget that is sufficient for project completion.
Resources: The project manager assumes the requirements of resources that will be
required for developing the restoring system. It is identified that assumptions of the requirement
provides an overview of the budget that will be spent of project resources.

17
PROJECT MANAGEMENT
5.2 Risk Assessment
No. Ran
k
Risk Descriptio
n
Categor
y
Root
Cause
Triggers Potential
Response
s
Risk
Owner
Probabilit
y
Impact Statu
s
R4
4
1 Cost Due to
improper
budget
estimation,
numbers of
finanacial
challenges
are
occurring.
Financia
l risk
The
problem
mainly
arises as the
project
manager do
not
analyzes
the market
before
estimating
the budget
The
project do
not provide
proper
requiremen
t of budget
to the
sponsor
Budget
of the
project
must be
done
effectivel
y
Project
manager
Medium High Set
up in
3
weeks
.
R1
9
2 Clients The
business
faces
difficulty
in knowing
the needs
of the new
People
risk
Without
knowing
the
requirement
s of the
people, the
system is
The project
manager
are not
familiar
with the
customer’s
requiremen
It is very
much
necessary
to
understan
d the
various
Project
manager
Medium High Set
up in
two
weeks

18
PROJECT MANAGEMENT
customers generally
conducted
ts needs of
the
customers
R8 3 System
failure
Improper
maintenanc
e of the
system can
create
number of
challenges
Technic
al risk
Due to
improper
maintenanc
e of the
developed
system
The
system is
not
properly
updated or
maintained
on time.
The
system
must be
updated
as well as
maintaine
d on time.
System
develope
r
High High Set
up in
four
weeks
R3
2
4 Time Poor
estimation
of time for
completing
the project
Schedul
e risk
Due to
inappropriat
e estimation
of project
time
The
project
manager do
not
estimate the
accurate
time that is
required for
completing
the project.
The
project
schedule
prepared
by
experienc
e project
managers
Project
manager
Medium Mediu
m
Set
up in
two
weeks
R2
8
5 Resource
s
The
resources
of the
Resourc
e risk
Improper
managemen
t of
The
techniques
for
The
business
must
Project
manager
Medium Mediu
m
Set
up in
2

19
PROJECT MANAGEMENT
project are
not
managed
properly
resources
due to lack
of
experience
managing
the
resources
are not
applied
recruit
experienc
e project
managers
weeks
Probability of
occurrence
Impact of occurrence
Very low Low Medium High Very high
Very low
Low
Medium Resource
risk
People risk and Budget
risk
High Schedule risk Technical risk
Very high
Figure 3: Qualitative Risk Analysis
(Source: Created by author)

20
PROJECT MANAGEMENT
6. Quality Management Plan
6.1 Philosophy for delivering a quality system to the client
The key elements for delivering various types of quality services to the client
include engagement of the employees, customer experience, service culture as well as
quality of service. It is identified that service culture mainly comprises of various
types of elements including vision, mission, leadership as well as different norms of
the organization. It is found that the system that is proposed is quite effective as well
as advantageous for the organization as it helps in providing high enragement of the
people. The quality of service is mainly dependent on the strategic plan that is taken
mainly by the organization for installing the system that further assists in fulfilling the
various objectives as well as goals of the organization.
6.2 Quality issues
Name of the project: RALS Rostering System Name of the Project Manager:
(Please enter your name)
SL.
Number
Quality issues that are
possible
Time to
mitigate
Method to
overcome it
Owner Status
1 The hardware devices
that are utilized for the
system are not of
appropriate quality
1 month Inspection System
analyst
Open
2 Improper skills of the 2 months Inspection Project Open