Project Management Planning and Execution

This assignment delves into the intricacies of project management planning. It examines key models and theories from sources like Dowson & Bassett's 'Event Planning and Management,' Marcelino-Sádaba et al.'s study on risk management for small firms, and Schwalbe's 'Information Technology Project Management.' The assignment highlights the significance of team building, program creation, procurement considerations, stakeholder management, event evaluation, and risk mitigation strategies. It also emphasizes the importance of effective communication planning in project management.

[Document title]
[Document subtitle]
[DATE]
[Company name]
[Company address]

Contents
Introduction...............................................................................................................................2
Project Description..................................................................................................................2
Measurable Organizational Value (MOV).....................................................................................2
Area of Impact........................................................................................................................2
Desired Value.........................................................................................................................3
Timeframe for MOV...............................................................................................................4
MOV Summary......................................................................................................................4
Scope Management Plan.............................................................................................................4
Project Scope..........................................................................................................................4
Project Management Methodology...........................................................................................5
Resources for the Project.........................................................................................................5
People Resources.................................................................................................................5
Technological Resources......................................................................................................8
Work Breakdown Structure.........................................................................................................8
Gantt chart............................................................................................................................10
Project Risk Analysis and Plan...................................................................................................11
Assumptions made................................................................................................................11
Dependencies.......................................................................................................................11
Constraints...........................................................................................................................12
Risk Identification.................................................................................................................12
Risk Assessment...................................................................................................................12
Risk Register........................................................................................................................12
Quality Plan.............................................................................................................................14
Verification Activities...........................................................................................................14
Validation Activities..............................................................................................................15
Closure Checklist......................................................................................................................15
Evaluation of the Project...........................................................................................................18
References..............................................................................................................................20

Introduction
BT & Sons is based out in Australia and they are an enterprise that offers farming equipment
to local farmers. They organize an annual event called RALS or Riverina Agriculture and
Lifestyle show. Since last several years, RALS has grown gradually and finally it has grown
so large that their manual ticketing system at place is starting to become restrictive. Globex is
a division created by the enterprise to look after the annual show. Their primary
responsibility is to be an event management company to look after the needs of RALs.
(Dowson, & Bassett, 2015) Globex has now decided to develop a computerised system so as
to handle the ticketing system and make the process automated and seamless both for
organizers and visitors.
Project Description
Since manual ticketing system has turned out to be limited, the automated ticketing system
was deemed to be a replacement. The system would feature a friendly user interface,
identification system, database system and capable reporting functions.
Measurable Organizational Value (MOV)
MoV or Management of Value is a tool for management which is meant to provide maximum
benefits to the efficient use of resources. It follows a specific set of methods, processes and
principles.
Area of Impact
Area Rank Impact
Strategy 3 ● Brand position in the market
● Heightened capacity for visitors
● Competitive edge for RALS

Customer 1
● Reduced waiting time
● Seamless access to the event
● Quicker information updates
Financial 5 ● Reduction in labour costs
● Faster accounting
● Improved control over expenditures
● Increased profits owing to reduced overheads
Organizational 2 ● Team management becomes easier
● Work allocation is easier
● Scheduling and other operations are streamlined.
Social 4 ● Benefits to farmers from updated information
● Easy access to farming equipments
● Increased opportunity to network
Desired Value
Better: Visitors are likely to enjoy the event while at the same time gaining information and
networking more. As a by-product this raises the quality of the event.
Faster: Even information and ticketing flow is speedier.
Cheaper: Operational costs are reduced.
MOV Metric
Stakeholder Expectation Target
B T & Sons Farming
Equipment
Improving RALS value for
customers and visitors
Increased in visitor count by
5% and increased positive
perception of RALS

Globex Improvement in
administration as well as
operations
A savings of 15% time and
reduction of operational
costs.
Indigenous Community
Volunteers (ICV)
Increase in donations 15% rise in donations
RALS Volunteers Satisfaction of volunteers
would increase
Volunteers are more
satisfied
Timeframe for MOV
 Benefits with respect to the project must end by next RALS event
MOV Summary
 Project is perceived to bring net positive results to RALS with respect to visitors
satisfaction, revenue generation and cost management.
Scope Management Plan
Project Scope
Scope of the project defines the ultimate goals of the project, it’s timeframe, functions,
project outcomes and costs. (Schwalbe, 2015)
Resources that would be benefits from the project are listed below :
● Contributors of the project namely Globex, ICV, Virtuocon and BT & Sons
● Helping the stakeholders gain a better experience and improving the operational
process of the event.
● Management of volunteers, retrieving of information and capture of critical data needs
to be improved.
● This new system implementation is meant for ticketing system and management
Globex and not the entire operations (Watt, 2016)..

Project Management Methodology
Among many project management methodologies at disposal, the PMBOK methodology is
one of the most famous and respected. The biggest feature of PMBOK is that it allows for a
lifecycle model that includes the initiation phase (Spaho, 2016), the execution phase, the
planning phase and the control phase. Each of these phases have some critical function that is
associated with the activities of the project including system design, system analysis,
estimation of costs, quality testing, training and installation, program testing and the final
closure of the project.
Resources for the Project
In order to get the project completed, the resources given below need to achieve a particular
outcome.
People Resources
Role Organization Responsibilities Timeframe/s
Sponsor B T & Sons Supporting RALS
as well as Globex
with all kinds of
management,
funding and
leadership.
A commitment to
the project that
goes up to and
beyond the
project

Administration
Manager
Globex Organization of
event, management
of service providers
at virtuocon and
meeting of the
objectives at RALS
A commitment to
the project that
goes up to and
beyond the
project
Volunteer
Management
Associate
ICV or
Indigenous
Community
Volunteers
Assigning the
relevant volunteers
to RALS event as
well as working on
the social workers
identity. Searching
and assigning
volunteers to
achieve the
respective goals of
the event.
A complete
commitment to
the project that
goes up to the
project
Project
Manager
Virtucon Providing
leadership to
execute, initiate as
well as completing
the project with
provided resources
Through the
entirety of the
project

Project Leader Virtucon Understanding the
objectives and
scope of the project
within the
timeframe and the
available resources.
Through the
entirety of the
project
Technical
Consultant
Virtucon Conducting system
analysis,
development of the
high level
architecture,
designing of
modules and
implementation of
the project.
Through the
entirety of the
project
Coding
resources
Virtucon Conducting system
analysis,
development of the
high level
architecture,
designing of
modules and
implementation of
the project.
Through the
entirety of the
project
Technological Resources
 Hardware: Desktop workstations and laptop workstations along with necessary
networking hardware and servers to complete the project.
 Software: Development platforms, operating system, testing tools, reporting and
database tools (Westland, 2016).
 Network: Network plan and implementation for the success of the project.

Infrastructure Resources
 Meeting with staff
 Implementation of a space to showcase, test as well as install the system being
developed.
Work Breakdown Structure

Gantt chart

Project Risk Analysis and Plan
Assumptions made
 The resources that are currently available to the project would suffice.
 The said resources would be made available on time.
 Project would not face any administrating issues for RALS events
 Project would not run into political or other external issues that would otherwise
hamper the development.
Dependencies
 Resources must be provided by BT & Sons

 Their cooperation is expected out of Globex staff
 The employees of Virtuocon should have the necessary skills and competence.
 The organizational as well as communicational process of the Virtuocon and Globex
team
Constraints
 The project needs to be completed within 150 days and prior to 3 months of RALS
event
 Timeframe should not be changed
 Project needs to be finished entirely within all the allocated resources
 Project should achieve all its goals and objectives.
Risk Identification
Risks have significant effect on each and every part of the project and no project comes
without it’s risk. (Skorupka, & Duchaczek, 2015). The probable risks are enumerated below
along with the required action by the project manager to eliminate or reduce them:
● Initiation phase : Misunderstanding of the project’s needs
● Planning phase : Errors in estimation, decisions on methodology and technology
● Execution phase : Impedance towards resource flow as well as occurrence in
unexpected flaws and events
● Control phase : Cost overrun or changes in requirements
● Closure phase: Solution’s inappropriateness, quality issue, failure to function, bugs
ridden and over complicated for the user.
Risk Assessment
Risk assessment is an important area of the risk management plan. It enables project manager
to test and understand the risks in a methodological way. Both the probability and the impact
enables the project manager to classify a risk as an acceptable or non-acceptable risk. The
table below outlines the risks of the event which is derived using risk assessment tools and
quantitative methods.
Risk Register
No Ran Descriptio Catego Root Triggers Respons Risk Probabi Impac Status

k n ry Cause e Owner lity t
R1 3 Technolog
ical
failures,
implement
ation
failures
and design
errors
Initiati
on
phase
Incomplete
technologi
cal
knowledge
Initiation
phase and
the
implement
ation
phases
Selecting
a suitable
technolo
gical
alternativ
e
Expert in
technolog
y
Mediu
m
Mediu
m
Assess
ment
and
mitigati
on
strategie
s
R2 3 Incomplet
e
resources
or skills
Plannin
g
Underesti
mation of
project’s
demands
During the
project’s
implement
ation
Extendin
g the
project’s
budget
and
acquiring
new
resource
Project
manager
and
sponsor
Mediu
m
SevereAssess
ment
meeting
s for
resource
s
R3 5 Schedule
overflow
Executi
on
phase
Delays for
completing
the project
goal
During the
project’s
execution
phase
Accident
s,
negligen
ce and
errors
Tightenin
g of
implement
ation plan,
strengthen
ing of
parameter
and
reallocatio
n of some
responsibi
lities
High Mediu
m
Review
meeting
s and
assessm
ent
meeting
s
R4 2 Risks
associate
with
quality
Freque
nt
issues
in
system
During the
project’s
closure
stage
Incomplet
e
verificatio
n as well
as
During
the
closure
phase of
Rigorous
applicatio
n as well
as
verificatio
Project
leader
and
manage
High Frequen
t team
meeting
s to
develop

and
lack of
coding
standar
ds
validation project n process r the
required
standard
s
Quality Plan
Project’s quality needs to be monitored at every stage with respect to documentation,
checklists and verifications. The quality standards are necessary to achieve user satisfaction
and system effectiveness. The agile method of software development would be used to
develop the project and it is imperative that a rigorous testing plan be integrated in the
development process.
Verification Activities
Process of verification is an important process and every single item of the given project must
move ahead according to the plan specified. The following elements are important for the
verification:
● Document verification of project charter
● System’s source code verification
● Verifying the project’s implementation plan
● Verifying the project’s closure
● Verifying the project’s communication plan
● Verifying the project’s system design
● Verifying the project’s plan
The activities listed above for verification, each includes the items as follows :
 Regular meetings
 Reviews of status
 Project’s inspection
 Testing of the project
Validation Activities

Actual software being developed in this project would be tested against a varied list of
requirements so as to ensure that everything being currently developed goes according to the
plan. Along with this, testing would also be carried and following tests would be done
(Spector, 2014):
● System overall testing
● System sanity testing
● System performance testing
● System regression testing
Closure Checklist
1. Introduction: The checklist for closure is a way to ensure that the tasks are complete
before the project is signed off in this phase. The activities that has been defined here
needs to be completed.
2. Project info
Name of the Project: RALS Rostering system development
Description of the Project: Developing a rostering system for RALS volunteers
3. Project Implementation and Acceptance
Mark (x) if
completed
1. All project task are completed:
·SOW or Statement of Work
· CMP or Change Management Plan
· Project Management Plan
· Budget
2. Functional Requirements are completed
3. Technical Features are fulfilled
4. All Testing are duly completed

5. Security optimization is completed
6. Support systems are completed
7. Data migration is completed
8. Data is backed up
9. Recovery plan in place
10. Licensees are taken
11. Management Due diligence is completed
12. Implementation is effectively done
13. Project artefacts are already documented
14. Customer acceptance test is completed successfully
4. Final Documentation
Mark (x) if
completed
1. Following documents related to the project are archived:
· Project Charter
· Requirements documentation
· Statement of Work
· Project Sign off
· Customer Acceptance
2. A repository for storage of documents
5. Personnel Plan
Mark (x) if
completed
1. Personnel

· Information transfer to personnel
· Intimating the projects closeout
· Releasing of team members
System access to team members being disabled
2. Training
· Skills listed and identified
· Training of employees
3. Feedback
· Noting the performance feedback
· Discussing the said feedback with members
· Sending the feedback to superiors
6. Lessons Learned
Mark (x) if
completed
1. Compiling of results that have been obtained from the project’s
closure
2. Conducting a meeting to understand lessons-learnt
3. Report completion
Evaluation of the Project

Evaluation of the project needs to be done based on the Measurable Organizational value or
MOV:
Area Rank Impact
Strategy 3 ● Brand position in the market
● Heightened capacity for visitors
● Competitive edge for RALS
Customer 1 ● Reduced waiting time
● Seamless access to the event
● Quicker information updates
Financial 5 ● Reduction in labour costs
● Faster accounting
● Improved control over expenditures
● Increased profits owing to reduced overheads
Organizational 2 ● Team management becomes easier
● Work allocation is easier
● Scheduling and other operations are streamlined.
Social 4 ● Benefits to farmers from updated information
● Easy access to farming equipments
● Increased opportunity to network
Dowson, R., & Bassett, D. (2015) Event Planning and Management: A Practical Handbook
for PR and Events Professionals. Kogan Page Publishers.
This paper explores the management planning process including key models and theories
related to project management. The models that are covered here by Dowson helps a reader to

understand the importance of team building, the program creation, procurement
considerations, stakeholder management as well as event evaluation.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014).
Project risk management methodology for small firms. International Journal of Project
Management, 32(2), 327-340.
This journal paper speaks about risk management methods that are critical for small
organizations and the respective projects they handle. The author Marcelino details 5 cases of
different types and the risk involved therein to better state his points.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
This book by Schwalbe talks about the project management principles specific to IT which is
further backed by PMBOK methodologies. It also lists techinques and tools for management
of project and explains each of the 10 PMBOK knowledge areas on how they should be
effective managed.
References
Dowson, R., & Bassett, D. (2015) Event Planning and Management: A Practical Handbook
for PR and Events Professionals. Kogan Page Publishers.
Kelly, J., Male, S., & Graham, D. (2014). Value management of construction projects. John
Wiley & Sons.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014).
Project risk management methodology for small firms. International Journal of Project
Management, 32(2), 327-340.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Skorupka, D., & Duchaczek, A. (2015). Risk Management in Projects using the Example of
Construction Undertakings. International Journal of Contemporary Management, 12(2).
Spector, J. M. (2014). Program and project evaluation. In Handbook of research on
educational communications and technology (pp. 195-201). Springer New York.
Spaho, K. (2016). Organizational Communication. Retrieved 29 August 2017, from
http://www.saycocorporativo.com/saycouk/bij/journal/vol4no2/case_2.pdf
Watt, A. (2016). 15. Communication Planning | Project Management. Opentextbc.ca.
Retrieved 29 August 2017, from
https://opentextbc.ca/projectmanagement/chapter/chapter-15-communication-planning-

project-management/
Westland, J. (2016). Project Manager. Project Manager. Retrieved 29 August 2017, from
http://projectmanager.com.au/7-critical-skills-for-project-managers/