Project Management and Evaluation

This assignment focuses on the crucial aspects of project management, particularly the closing stages and evaluation. It outlines a comprehensive Project Closure Checklist encompassing essential criteria such as maintaining performance indices (CPI & SPI) and positive variances (CV & SV), adhering to change management procedures, and meeting stakeholder expectations. The document also delves into a Project Evaluation framework, examining key performance indicators (KPIs) like revenue generation and volunteer pressure reduction against pre-defined targets set in the Measurement of Value (MOV). Additionally, it provides space for appendices containing relevant project information.

Name of University
Assessment 3 ICT Project Management
Project Charter
Student’s Name
9/30/2017

Project Charter: E-Ticket for the Grand Show (RALS)
Table of Content
Part One...........................................................................................................................................2
Part Two...........................................................................................................................................3
Part Three.........................................................................................................................................4
Part Four..........................................................................................................................................5
Part Five...........................................................................................................................................7
Part Six.............................................................................................................................................9
Appendix........................................................................................................................................10
References......................................................................................................................................11
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Project Charter: E-Ticket for the Grand Show (RALS)
Part One
Project Description: A show is organized during November every year for three days by the
RALS organization where they demonstrate their farming and lifestyle appliances. For this show,
tickets are sold and the earnings are given to the ICV, a charitable trust for indigenous people.
The ticket reserving system is manual, leading to overcrowding by people and some of them
even break the fence for getting inside the boundary without buying tickets, so RALS thought of
changing its manual ticket reserving system to online ticket reserving system and gave the
project to Virtucon.
Area of Impact:
Rank 1 - Customer: The customers will be happier now as they no longer will have to stand
outside in the long line for buying tickets.
Rank 2 - Operational: The division of tickets among the customers will become simpler and
easier than before.
Rank 3 – Finance: More tickets will be sold increasing the financial condition.
Rank 4 – Strategy: RALS will be able to give more money to the ICV as more and more tickets
will be sold.
Rank 5 – Social: RALS will be able to show more social concerns by giving more money to ICV
as more tickets will be sold
Project value:
Value 1 (Faster): Because the tickets will be booked before the beginning of show online, this
will reduce the load on the ticket counter.
Value 2 (Do more): The positive results will encourage RALS to develop more and expand the
show.
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Project Charter: E-Ticket for the Grand Show (RALS)
Metrics with target:
Metrics Target
Reduce the workload in the ticket counter and the security gate to
decrease the number of volunteers.
During the show in
November
Start of revenue production before the start of show Before the start of
show in November
After the implementation of the project in the first year the increase in
money gathering and donation to ICV by 15%.
After the show in
November
Development in the volume of selling tickets every year before the
beginning of the show in November.
After the show in
November
Part Two
Scope Management Plan
Define Scope: The aim of this project is to transform its manual ticket reserving system to online
ticket reserving system to decrease the working load among the volunteers in the ticket counter
and main gate.
Identify requirements: Customer ID proof for registration, unveiled ID with a scanner tag for
recognizing its visitors, should be safe from computer-based crimes, should be straightforward to
be used from any electronic gadgets.
In-Scope: While working on the online ticket reserving system, a different user ID, accessible
and a scanner tag with all volunteers are required to be there.
Out-of-Scope: all the required support beyond the 10 working days after the test and
implementation is done. That is training beyond 10 days, maintenance support beyond 10 days.
Deliverables: Everything as per the requirements of the associates should be contained in the
ticketing framework which will be simple, satisfactory and legal.
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Project Charter: E-Ticket for the Grand Show (RALS)
List of Resources:
People: Project Manager, Network Specialist, Web-page Designer, Database Manager
Technology: Network system to connect all the PCs, Printer connected with Wi-Fi system
Facilities: Office set-up for the team members
Others: Tour, Training
Part Three
MS Project Outputs (Screenshots)
Work Breakdown Structure: (Wrike, 2017)
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Project Charter: E-Ticket for the Grand Show (RALS)
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Project Charter: E-Ticket for the Grand Show (RALS)
Milestone List:
Activities & its associated Resources:
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Project Charter: E-Ticket for the Grand Show (RALS)
Activities & its Costs:
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Project Charter: E-Ticket for the Grand Show (RALS)
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Project Charter: E-Ticket for the Grand Show (RALS)
High-Level Cost Estimates (Bottom-up estimation): (DOE, 2017) (Pmbook, 2017)
Gantt chart: (ProjectManager, 2017) (Gantt, 2017)
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Project Charter: E-Ticket for the Grand Show (RALS)
Part Four
Assumptions
Budget is not an issue for the Project
Resources shall be always available throughout the project, so no issue with their
availability
Stakeholders are well identified and need not worry about their analysis, as Virtucon is a
longtime consultant of Globex
Volunteers are well qualified so that they can be trained after the implementation of
computerized ticketing system
Risk Analysis (Institute of Risk Management, 2016) (ThreatsAndOpportunities, 2017)
(WordPress, 2009)
RISK
No.
Description Probability Impact Product
of P & I
Rank Owner Response /
Mitigation
Plan
1 During initiation
stage: non-
recognition of
50% 90% 45% 1 PM proper
identification
of
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Project Charter: E-Ticket for the Grand Show (RALS)
stakeholders accomplices
and
rechecking
the summary
of the project
after every
change is the
must
2 During planning
Stage: increase in
scope of work
because of wrong
requirement
finalization of
stakeholders
40% 90% 36% 3 PM
&
NS
Once
associates
clear
evidence is
done suitably
they should
be examined
as necessities
be
3 During execution
stage: inappropriate
management of
work by the
stakeholders can
lead to many
problems in the
project.
50% 80% 40% 2 PM Before
concluding
anything all
the
recognized
essentials are
required to
be discussed
4 During monitoring
& controlling stage:
scope may get
increase due to non-
finalization of
requirement
40% 70% 28% 4 PM,
NS,
WD
&
DM
An expert
study like
degree check
methodology
should be
done in each
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Project Charter: E-Ticket for the Grand Show (RALS)
stage
properly
5 During close-out &
evaluation stage:
improper and
incomplete
submission of final
documents can
delay the project
20% 40% 8% 5 PM All the
conclusions
made in each
stage should
be submitted
in the last
stage
Part Five
Quality Management Plan (Atkinson, 1999)
Philosophy of Team towards Quality Management:
The gathering should put aims to follow the required quality measures of the required things and
constantly meet the clear and documented associate's need. The dangers should be checked
thoroughly to keep the project away from any effect of increased time. All the following wants
must be followed with proper quality benchmarks. All co-workers need to focus on their project
quality to avoid any change.
Verification Activity:
Activity Target
On time delivery of project 31/August/2018
Customers’ needs are certified 31/August/2018
Spending money on each and every stage of project should not overrun the
budget of the project
Throughout the
project
All the dangers should be identified and the answers made should be
considered and seized in each stage
Throughout the
project
Validation Activity:
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Project Charter: E-Ticket for the Grand Show (RALS)
Activity Target
Meeting the quality rules Throughout the
project
Declaration of basic things against the MOV before closing 31/August/2018
After completing the project each stage ought to be supported by each
benchmark criteria
31/August/2018
Part Six
Project Closure & Project Evaluation
a. Annotated Bibliography:
The appendix attached below point ‘c’.
b. Project Closure checklist:
CPI & SPI could be maintained above 1, CV & SV could be maintained positive
throughout the project.
All standards are met
All the changes are routed through approved change management plan
Stakeholder’s expectations met
Final documentation submitted in totality
Resource demobilization plan discussed and distributed to all stakeholders
Lessons learned documented
c. Project Evaluation:
Did all the criteria set in MOV are fulfilled?
Could ticket booking be started before the show?
Did revenue generate 15% higher than the last year?
The pressure of crowd on volunteers is reduced?
Appendix
Appendix 1:
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Project Charter: E-Ticket for the Grand Show (RALS)
Appendix 2:
Appendix 3:
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Project Charter: E-Ticket for the Grand Show (RALS)
References
Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a
phenomenon, its time to accept other success criteria. International Journal of Project
Management, 337-342.
DOE. (2017). LIFE-CYCLE COST ESTIMATE. Retrieved September 29, 2017, from
www.directives.doe.gov: https://www.directives.doe.gov/directives-documents/400-
series/0430.1-EGuide-1-Chp23/@@images/file
Gantt. (2017). What is a Gantt Chart? Retrieved September 29, 2017, from
http://www.gantt.com/: http://www.gantt.com/
Institute of Risk Management. (2016). Retrieved September 29, 2017, from About Risk
Management: https://www.theirm.org/the-risk-profession/risk-management.aspx
Pmbook. (2017). 5. Cost Estimation. Retrieved September 29, 2017, from
http://pmbook.ce.cmu.edu: http://pmbook.ce.cmu.edu/05_Cost_Estimation.html
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Project Charter: E-Ticket for the Grand Show (RALS)
ProjectManager. (2017). What is a Gantt Chart? Retrieved September 29, 2017, from
https://www.projectmanager.com/gantt-chart
ThreatsAndOpportunities. (2017). Limitations to Risk Management. Retrieved September 29,
2017, from http://threatsandopportunities.com:
http://threatsandopportunities.com/introduction/limitations-to-risk-management/
WordPress. (2009, July). Retrieved September 29, 2017, from Eight to Late: Cox’s risk matrix
theorem and its implications for project risk management:
https://eight2late.wordpress.com/2009/07/01/cox%E2%80%99s-risk-matrix-theorem-
and-its-implications-for-project-risk-management/
Wrike. (2017). What is Work Breakdown Structure in Project Management? Retrieved
September 29, 2017, from https://www.wrike.com/project-management-guide/faq/what-
is-work-breakdown-structure-in-project-management/
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