Project Management Analysis and Critique

This assignment requires a critical analysis of a project management approach, focusing on its success criteria, planning process, evaluation techniques, and identified challenges. It involves evaluating the effectiveness of specific project management practices by drawing upon provided research papers and examples. The goal is to highlight key strengths and weaknesses, propose improvements for future projects, and demonstrate a thorough understanding of successful project management principles.

Assessment 3 ICT Project Management
9 / 2 7 / 2 0 1 7
Student’s Name
Name of University

ICT Project Management
Table of Content
Project Charter............................................................................................................................................... 2
Part One..................................................................................................................................................... 2
Part Two..................................................................................................................................................... 3
Part Three................................................................................................................................................... 5
Part Four................................................................................................................................................... 10
Part Five................................................................................................................................................... 11
Part Six..................................................................................................................................................... 12
Appendix................................................................................................................................................... 13
References............................................................................................................................................... 15

ICT Project Management
Project Charter
Part One
Project Name: On-Line Ticketing System
Project Description: RALS/Globex corporation every year organizes a show, presenting their agricultural
equipment and lifestyle product in November every year for three days, and the capital they earn by selling
the tickets is donated to ICV, a charitable trust for indigenous people. The ticket counter gets overcrowded
as all the customers are in rush, and due to this situation some of the customers tumble the barrier and try
to enter inside without paying for the tickets. To control this situation the Globex corporation has decided to
convert it’s manual ticketing system to online ticketing system and allocated the project to Virtucon.
Area of Impact:
Rank 1 - Customer: Customers will be cheerful now because they will not have to stand in queue for
booking their tickets as now they can do their booking online.
Rank 2 - Operational: Due to this online ticket booking system, the ticket counter will no longer be
overcrowded by customers and the volunteers will be able to maintain their security in the gate.
Rank 3 – Finance: Because of this electronic mechanized ticketing system, more tickets will be sold
expanding the financial gathering.
Rank 4 – Strategy: Due to the facility of the online ticket booking system more tickets will get booked and
more customers will visit the show, so they will be able to make more donations to ICV.
Rank 5 – Social: RALS can earn more capital as more customers will visit the show, so they can donate
more money to ICV to show their communal benefits.
Project value:
Value 1 (Faster): More tickets will be booked due to this online ticket booking system before the inception
of the show and the ticket counter’s load can also be decreased.

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Value 2 (Do more): More tickets will be sold because of the presentation of the new ticketing framework
and RALS will procure more cash and will be ready to give more cash to ICV
Metrics with time target:
Metrics Target
Starting with income of capital before the beginning of the show. Early November
An increment in revenue generation and donation to ICV by 15 ℅ in the first year
after the execution of the project.
November after the
show
Excessive pressure of controlling crowd from the heap of work in the security
entryway and the ticket counter is decreased.
During the show
Assessment of the success rate of RALS fair even before the start of it, by the
advance booking of tickets
Early November
Part Two
Scope Management Plan (Monnappa, 2017)
Define Scope: In order to decrease the overcrowding of people in the gate and lessen the burden of work of
their volunteers, RALS introduced its new online ticket booking system which will allow its customers to
book their show tickets before the starting of the show.
Identify requirements: Needs customers registration proofs for signing in for the first time, should have
different groups of ticket booking plans, it should be simple to be accessed from all electronic gadgets, safe
from cyber-crimes, can be booked online properly and should make different IDs for different customers
who visit the page for their identification.
In-Scope: Enlarging online technique of a special code for the purchaser's recognition, supply a system
which will suit with all hardware, fast printing system at the counter and a bar code reader device with the
gate security staff for checking properly.
Out-of-Scope: Expanding the online ticketing system generation at the counter by simply spending the
money on one side according to the different types of schemes and on pressing the correct key the ticket
will get printed and delivered by the same time.

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Deliverables: The task should bear a proper, reasonable and straightforward ticket booking system where
each and every above component displays.
Acceptance criteria: the selling of tickets should start before the start of the show, increase in revenue
generation by 15% after the first year show, the pressure of crown controlling was controlled or not and
could the success rate of the show could be well judged before the start of the show are the criteria which
are required to be fulfilled for proper acceptance of the project.
List of Resources:
People: Project Manager, Network Designer, Database Manager, Software Expert
Technology: Laptops, Internet Connections, Printer
Facilities: Office Accessories
Others: Travel for training to abroad (cost already included in other items)

ICT Project Management
Part Three
MS Project Outputs
Work Breakdown Structure (Gordon & McDonough, 2016):

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Milestone List:
Activities & its associated Resources:

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Activities & its Costs: (DOE, 2017)

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Cost with high-level WBS wise:

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Gantt chart:

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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 (Lavanya & Malarvizhi, 2008)
RISK
No.
Description Probability Impact Product Rank
1 During initiation stage: If the stakeholders are not identified 8 8 64 2
2 During planning Stage: Due to wrong requirement
finalization of stakeholders the scope of work can be
increased
8 9 72 1
3 During execution stage: If the stakeholders do not manage
the work properly it can cause major problems in the
project
8 7 56 3
4 During monitoring & controlling stage: due to improper
finalization of requirement, the scope has increased vastly
6 7 42 4
5 During close-out & evaluation stage: th final documents are
not submitted fully and the project shall get more delayed
3 5 15 5
Risk Rank / Response / Owner (Educba, 2016)
Rank 1 (Owner – Project Manager): After the changes made in the project it should be checked properly
and ensured that it is safe from the any further change due to addition of requirement.

ICT Project Management
Rank 2 (Owner – Project Manager): Before concluding something all the identified essentials should be
considered.
Rank 3 (Owner – Project Manager): Once the accessory prominent confirmation is done properly with the
quality checkup, they should be fulfilled as per the documented requirement list.
Rank 4 (Owner – Project Manager): In every stage, the degree check methodology like expert study should
be done.
Rank 5 (Owner – Project Manager): The last documentation of every single stage should be presented after
the grouping to reduce the totaling up for the end of the stage.
Part Five
Quality Management Plan (Atkinson, 1999)
Philosophy of Team towards Quality Management:
In order to meet the perceived and the associate’s needs the, meetings should try to put attempts to fulfill
the desired quality standard. Everything should be checked thoroughly in order to avoid any overwhelm of
anything gained and time. All the wants should be fulfilled within the given time. All co-workers should try to
concentrate on their work to make it more accurate.
Verification Activity:
Money spent on each activity should not result in budget failure of the overall project.
All the needs and wants of the associates should be met.
In the middle, each stage the risks should be identified and the preferable configurations should be made
properly.
The project should be delivered on time without any delay.
Validation Activity:
The main things against the set criteria or MOV should be declared before closing it.

ICT Project Management
All the classified rules should meet.
All the stages should be countersigned to check whether the standard requirements are met before the
completion of work.
Part Six
Project Closure & Project Evaluation
a. Annotated Bibliography on closure checklist and project evaluation:
Refer Appendix below.
b. Project Closure checklist: (Edwards, 2011)
Earned value criteria could be maintained throughout the project
All the quality features/standards are met
If any deviation, then it has been routed through the proper channel of change
management system
All the expectations noted of high interest and high influential stakeholders are met
All the procurement documentation is submitted in total, none of them are missed
All the resource has been informed regarding their demobilization plan
Lessons learned is recorded after conducting a meeting with the hardcore project team
and Globex
c. Project Evaluation: (A User's Guide, 2017)
Has the ticket booking started before the show?
Could the revenue growth cross the figure of 5% more than the last year’s collection?
Has more money could be donated to ICV?
Could the excessive pressure on volunteers to control the crowd could be minimized?
_____________________________
(SHAMROZ NAVEED)

ICT Project Management
Project Manager
E-Mail ID:
Phone:
Appendix
1:
Otieno, F. A. (2017). The Roles of Monitoring and Evaluation in Projects. Technikon Southern Africa:
Engineering Programme Group.
The author described in the report the reasons for the unsuccessfulness of the various projects especially
in the third world countries. Mainly the reasons are the improper monitoring and improper evaluation.
Evaluation of a project is very much important for assessing the degree of success in obtaining the aim and
objective. It also helps in generating a thinking process to find the issue or loopholes in the system while
the project was undergoing. The author has narrated a fantastic process of evaluating an observation from
the other side of the coin by not only involving the evaluation at the end of the project but in-between too.
We need to perform evaluation in-between the phase, at the end and after the operation has passed few
years. I think this is the best way we can do the evaluation of any project by conducting it at every stage
and its completion to improve the process at the early stage itself. This will definitely increase the chances
of project success.
2:
Ika, L. A. (2009). Project Success as a Topic in Project Management Journals. International Journal of
Project Management (IJPM), 6-19.
The author has suggested many observations to deliver a successful project in all conditions. Out of the
many such criteria, the author also touched the criteria of evaluation in very small part of the report. I
personally disagree with the author and his presentation, where the evaluation is not given the priority for
which it is capable of. The evaluation process is very much important to assess the success of the project
by evaluating the project outcome or the performance of the product. It can generate many outcomes of the
project and suggest the better way of doing the project in future; hence we can really save a lot of money
and time in our next project if we follow the process seriously.

ICT Project Management
3:
Jack, L., Okeke, O., Okechukwu, S., & Akinola, A. (2016). PROJECT MANAGEMENT: A SYSTEM
APPROACH TO PLANNING, IMPLEMENTATION, MONITORING AND EVALUATION.
International Journal of Advanced Academic Research, 65-79.
The author is very much correct in his presentation, where they have shared the success criteria of a
project. As we all know the proper planning and execution according to planning is important for the
success of the project, likewise, the evaluation process is also very important for the proper success of the
project. The author wanted to show the same using some example of wedding management. But I feel the
author has tried well to touch the topic of proper evaluation of a project to maintain the success rate, a
missed it to elaborate. Project evaluation is a technique by which we can do the exercise between the in-
house team or the external like clients can also be included to see the project outcomes from another
angle.
References
A User's Guide. (2017). Understanding and Monitoring the Cost-Determining Factors of Infrastructure
Projects. Retrieved September 19, 2017, from
http://ec.europa.eu/regional_policy/sources/docgener/evaluation/pdf/5_full_en.pdf
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 11, 2017, from
www.directives.doe.gov: https://www.directives.doe.gov/directives-documents/400-series/0430.1-
EGuide-1-Chp23/@@images/file
Educba. (2016, July). Retrieved from 6 Basic Steps to Develop a Project Risk Management Plan:
https://www.educba.com/project-risk-management-plan/
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/

ICT Project Management
Gordon, A., & McDonough, M. (2016). What is a Work Breakdown Structure? Retrieved August 20, 2017,
from brighthubpm.com: http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-
breakdown-structure/
Lavanya, N., & Malarvizhi, T. (2008). Retrieved from Risk analysis and management--a vital key to effective
project management: https://www.pmi.org/learning/library/risk-analysis-management-project-
management-7070
Monnappa, A. (2017, September 1). Project Scope Management: What It is and Why It’s Important.
Retrieved September 25, 2017, from www.simplilearn.com: https://www.simplilearn.com/project-
scope-management-importance-rar89-article