Closing IT Projects: A Swedish Public Sector Study

This assignment analyzes the process of closing IT projects within the Swedish public sector. It examines a study conducted on two prominent Swedish public companies involved in IT projects, revealing two crucial steps: communicating results and planning future stages. The assignment also references other academic works that discuss various project management phases, including post-project evaluation, highlighting the importance of assessing project outcomes and benefits. The provided text delves into specific details about each stage, drawing from multiple sources to offer a comprehensive understanding of closing IT projects effectively.

Assessment 3 ICT Project Management
Project Charter
Student’s Name
17Name of University

Project Charter
Table of Content
Part One...........................................................................................................................2
Part Two...........................................................................................................................3
Part Three........................................................................................................................ 4
Part Four.......................................................................................................................... 5
Part Five...........................................................................................................................7
Part Six.............................................................................................................................8
References.....................................................................................................................10
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Project Charter
Part One
Project Description:
RALS is being organized by Globex Corporation every year organizes a show revealing
about their farming and lifestyle appliances in the month of November for three days.
Globex sells tickets for the show and they donate their earnings to a charitable trust for
the indigenous people named ICV. They sell tickets manually which leads to many
problems like the ticket counter gets overloaded by people and some of them without
paying topples the fences to enter the show. Globex keeping the problem in mind
decided to introduce an online ticket booking system which will enable its visitor’s to
book their tickets online. For changing this system Globex gave the project to its old
consultant Virtucon.
MOV – Measurable Organizational Value (Miller, 2008)
Area of Impact:
Rank 1 - Customer: After the introduction of this new ticketing system the customers will
no longer have to stand in the long queue. This will make them happy.
Rank 2 - Operational: Most of the visitors will book their tickets reducing the workload of
the volunteers in the ticket counter and security gate.
Rank 3 – Finance: More customers will visit the show and more tickets will be booked
now enlarging Globex’s financial condition.
Rank 4 – Strategy: Globex will earn more money and more money will be donated to
the ICV.
Rank 5 – Social: Globex will get the opportunity of showing its social concern because
now they will earn more money by selling tickets and will be able to donate more money
to ICV.
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Project Charter
Project value:
Value 1 (Faster): Visitors will book their tickets online and the load on the ticket counter
will be reduced. The volunteers on the ticket counter will get a chance to complete their
work even faster than before.
Value 2 (Do more): Globex will be inspired by the positive feedback to develop the show
further.
Metrics with time target:
Metrics Target
Improvement in revenue generation and contribution to ICV by 8% November end
Beginning of earning revenue before the beginning of show October
The crush of people in the security gate and ticket counter can be
minimized
November during
the show
Due to the net ticket booking device, RALS will get the profit
earlier than the show starts in November
October
Part Two
Scope Management Plan
Define Scope: The main aim of this project is to set up a web-based ticketing system
which will be easily accessible from all electronic devices in order to reduce the stack of
work among the volunteers in the security gate and the ticket booking counter as now
the visitors will book their tickets online without making crowd there.
Identify requirements: The guest's identity verification for first-time enrollment, available
from all gadgets, free from digital violations and a scanner tag is required for
recognizing its guests.
In-Scope: The internet ticketing framework ought to be available from all gadgets, and a
scanner tag for distinguishing the guests ought to be contained.
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Project Charter
Out-of-Scope: Everything from the maintenance of the hardware to providing the
implementation to the change and the support ought to be there.
Deliverables: The task ought to be basic, tolerable and respectable containing the
stated things.
List of Resources:
People:
People Roles
Project In-charge Overall responsible to make the project successful & to
coordinated among the internal & external stakeholders
Technical Manager To lead the technical team and maintain proper quality of work
Software Engineer To develop the facility system and responsible for overall
functioning of the system
Web Developer To develop the website and web page for making ticket booking
easy
System Analyst To analyze the whole system
Technology: Local area network to connect all the hardware for easy transfer of data
Facilities: High bandwidth internet facility, cafeteria, emergency exit, fire protective
equipment
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Part Three
MS Project Snapshot
Work Breakdown Structure (Project Smart, 2017) with milestones, activities, resource &
cost (Project Management Knowledge, 2017) included:
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Gantt chart view of the schedule:
Part Four
Assumptions
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Budget is not always a problem in the Project
Resources shall be usually during the project, so no problem with their availability
Stakeholders are nicely identified and need not to worry about their analysis, as
Virtucon is an old representative of Globex
Volunteers are well certified so they may be trained after the implementation of
computerized ticketing arrangement
Risk Analysis
RIS
K
No.
Description Likelih
ood
Impac
t
Produ
ct
(L*I)
Rank Owner Response Plan
1 Initiation:
incomplete and
improper
identification of
stakeholders may
raise many issues
in subsequent
stages of the
project lifecycle
40% 80% 32% 2 Projec
t In-
Charg
e
Each one of
the
accomplices
should be
diagnosed
suitably and
the summaries
have to be
rechecked after
each alteration
2 Planning Stage:
increase in duration
of work, if
stakeholders not
analyzed properly
30% 90% 27% 3 Projec
t In-
Charg
e
All the
diagnosed
essentials have
to be
mentioned so
as with help
and
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accumulating
before
concluding
3 Execution: many
problems can occur
during project
execution if
stakeholder
analysis is not done
properly
50% 70% 35% 1 Projec
t In-
Charg
e
Once the
Stakeholder
analysis proof
is done well
with high-
quality
examination,
they ought to
be satisfied as
requirements
be
4 Monitoring:
increase in scope
due to unusual
expectations of
stakeholders
30% 40% 12% 4 Projec
t In-
Charg
e
Degree check
methodology
like
professional
study should
be carried on in
every stage
5 Close-out &
evaluation: project
may get delayed
due to incomplete
submission
20% 20% 4% 5 Projec
t In-
Charg
e
All the final
documentation
of each level
ought to be
submitted after
the motion to
decline to total
up for the
remaining level
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Part Five
Quality Management Plan
Teams’ Objective towards Quality Management:
The team members should try to preserve up the required high-grade standards of the
quality and usually meet the perceived and filed accomplice's wants. Each one of the
threats must be checked surely to avoid any overpower of augmentation and time. All
the diagnosed desires should be passed on inner time with excellent benchmarks. All
workers need to concentrate on the quality of work to save it from any kind of change.
Verification Activity:
Activity Target
Each one of the need of associates are being met 13/Jul/2018
Cost of every work should now not overshoot the spending intend to
govern the overall value of the project
13/Jul/2018
On time Delivery of the desires need to be ensured 13/Jul/2018
Development purposes of restriction should be checked before and a
while later a brief span later every stage
13/Jul/2018
Validation Activity:
Activity Target
Quality principles are being met 13/Jul/2018
Before shutting, the essential things required should be certified
against set criteria or MOV
13/Jul/2018
Each phase in the wake of finishing should be supported by the
benchmark criteria
13/Jul/2018
Part Six
Project Closure & Project Evaluation
a. Annotated Bibliography: refer appendix
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b. Project Closure checklist: (Lewinson, 2011)
The valued criteria earned should be maintained during the project
All the quality features should meet
All the expectations noted of high influential associates should meet
Lessons learned is noted after a meeting with the project team and Globex
c. Project Evaluation: (Anglesey County Council , 2012), (Gustafsson & Yadav,
2013) & (Archibald, Filippo, & Filippo, 2008)
Before the beginning of the show has the ticket booking started?
Can the profit margin increase the value by 8% more than the last year’s
collection?
Could more money be given to ICV?
Can the pressure on volunteers for controlling the crowd be lessened?
Appendix
Appendix-1
Anglesey County Council . (2012). End of Project Evaluation & Project Closure. EU
Project Management Guidelines, 1-14.
The author has said appropriately that the examination procedure of a plan at the last
time of the project life cycle is a seeing of the achievement, and in addition rather it
gives all-around data concerning the task criteria or result that how far the goals of the
assignment has been met or how sensible are the results like the CPI and SPI. The
author has appropriately discovered that the evaluation of a plan continually gives a
critical examination of the substances of achievement. The author additionally said
which is in like way fulfilling for me is the assessment methodology ought not to be as of
late planned towards the end while it is required to be driven at every advantageous
interval to get to the plan in the midst of the stages as well.
Appendix-2
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public sector.
Master Thesis in Informatics, 1-61.
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The author has done a study among the two most famous Swedish public companies
which are associated with IT projects. In this overview, it was uncovered that there are
two main steps which are required to be performed earlier and during the concluding
stage. The functions are communicating the result and planning to direct the stages.
The author finished the report with a positive message that the conclusion procedure is
not a difficult process, as long and as all the characterized stages are performed well.
Appendix-3
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 discussed every one of the phases which are there in the project
management lifecycle along the significance of one more stage in the close-out of
project. After close-out the procedure in the project is the stage of evaluation. In this
stage, the gathering needs to assess the accuracy, benefit and disadvantages in the
project. I saw that the author examined a number of things which are identified with
several other stages and compared to the evaluation stage. However, still the additional
things which the author specified about the investigation are required after the close-out
phase to assess the outcomes.
References
Anglesey County Council . (2012). End of Project Evaluation & Project Closure. EU
Project Management Guidelines, 1-14.
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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
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public sector.
Master Thesis in Informatics, 1-61.
Lewinson, M. (2011, January 17). Project Closure Template – Key Steps to Closing a
Project. Retrieved September 30, 2017, from MyManagementGuide.com:
http://www.mymanagementguide.com/project-closure-template-key-steps-to-
closing-a-project/
Miller, S. A. (2008, January 22). Overview of Measurable Organizational Value (MOV).
Retrieved September 30, 2017, from http://www.sheepguardingllama.com:
http://www.sheepguardingllama.com/2008/01/overview-of-measureable-
organizational-value-mov/
Project Management Knowledge. (2017). Cost Baseline. Retrieved September 30,
2017, from https://project-management-knowledge.com: https://project-
management-knowledge.com/definitions/c/cost-baseline/
Project Smart. (2017). Work Breakdown Structure (WBS). Retrieved September 30,
2017, from projectsmart.co.uk: https://www.projectsmart.co.uk/work-breakdown-
structure.php
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