Project Management and Evaluation

This assignment delves into the critical role of project evaluation throughout the project lifecycle. It emphasizes the need for continuous assessment at various stages, drawing upon the Project Management Institute's (PMI) PMBOK Guide as a reference. The student analyzes different methods of project evaluation, including evaluating the product, achieving objectives, and assessing outcomes. They also demonstrate how these principles apply to both personal and external projects, highlighting the significance of vendor evaluation during procurement.

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

Project Charter
Table of Content
Part One...................................................................................................................................................3
Project Description:..............................................................................................................................3
MOV - Measurable Organisational Value..........................................................................................3
Area of Impact...................................................................................................................................3
Project value......................................................................................................................................3
Metrics with time target:...................................................................................................................4
Part Two...................................................................................................................................................4
Scope Management Plan....................................................................................................................4
List of Resources:.................................................................................................................................5
Part Three................................................................................................................................................5
MS Project Outputs..............................................................................................................................5
Work Breakdown Structure..............................................................................................................5
Milestone List.....................................................................................................................................7
Activities & its associated Resources.............................................................................................8
Activities & its Costs.........................................................................................................................9
Gantt chart:......................................................................................................................................11
Part Four.................................................................................................................................................12
Assumptions........................................................................................................................................12
Risk Analysis.......................................................................................................................................12
Risk Rank / Response / Owner.........................................................................................................13
Part Five.................................................................................................................................................14
Quality Management Plan.................................................................................................................14
Philosophy of Team towards Quality Management....................................................................14
Verification Activity..........................................................................................................................14
Validation Activity............................................................................................................................14
Part Six...................................................................................................................................................15
Project Closure & Project Evaluation...............................................................................................15
Annotated Bibliography..................................................................................................................15
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Project Closure checklist................................................................................................................15
Project Evaluation:..........................................................................................................................15
Appendix................................................................................................................................................16
Appendix 1:..........................................................................................................................................16
Appendix 2:..........................................................................................................................................16
Appendix 3:..........................................................................................................................................17
References............................................................................................................................................17
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Project Charter
Part One
Project Description:
A show is organized by the Globex Corporation in the month of November every year,
where they present their agricultural and lifestyle equipment. The show is held for three
consecutive days. Tickets are sold for the show and the money they earn by selling
tickets are donated to the charitable trust ICV. The ticketing system is manual so the
ticket counter gets overcrowded by people and some of them topple the fence to get
inside the boundary without paying for the ticket. For controlling this situation the Globex
Corporation decided to change its manual ticket booking system to web-based ticket
booking system and then handed over the project to Virtucon.
MOV - Measurable Organisational Value
Area of Impact
Rank 1 - Customer: Now the customers will be delighted because they will no longer
have to stand in the long queue for booking their tickets on the first day.
Rank 2 - Operational: The distribution of tickets will become more simple and easy than
before.
Rank 3 – Finance: The financial condition will get increased as more tickets will be sold.
Rank 4 – Strategy: Globex Corporation will succeed now as more and more tickets will
be sold and afterward they can donate more money to the ICV.
Rank 5 – Social: Now more tickets will be sold so Globex can donate more money to
the Indigenous Community Volunteers (ICV) and will be able to show their social
benefits or advantages.
Project value
Value 1 (Faster): Now the load of the ticket counter can be decreased as the tickets will
be booked online by the customers before the start of the show, so the ticket incoming
visitors will not be required to halt at the counter for transaction rather they can just
show the pre-booked tickets to the volunteer and directly enter the premises. This will
save the time and the system will work faster.
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Project Charter
Value 2 (Do more): This positive outcome will inspire Globex to enlarge the show and
develop more. By using this system RALS can rest assured of assessing the success
rate of their show well before the start of the show and generate huge positive cash
flow.
Metrics with time target:
Metrics Target
Beginning of capital production before the show begins. October onwards
Decrease the load of work in the ticket counter and at the security
gate to reduce the number of volunteers.
During the show in
November
Growth in the ticket selling volume every year before the show
begins in November.
October onwards
After the project implementation in the first year the growth of
money collection and donation to ICV by 20%.
End of November,
after the show
Part Two
Scope Management Plan
Define Scope (PreparePM, 2017) & (Safari Books Online, 2017): The main scope of this
project is to make a web-based framework to allow all its customers to book their tickets
online to limit the overload of work on the ticket counter and security gate.
Identify requirements: It needs the customer’s identity proof to log in for the first time, a
secret ID with a scanner tag for identifying each visitor, to be secured from cybercrime;
it should be simple and should be accessed from all electronic devices.
In-Scope: While creating the web-based online ticket booking system, a new code for
determining the proof of the customer, give a system which is easy to access, should
contain all the necessary equipment and a scanner tag machine for checking the
customer’s identity proof and the originality of the tickets too.
Out-of-Scope: all kind of after-sales services like the maintenance of the hardware and
then providing training for continuous improvement and maintenance of the system or
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Project Charter
any other upgrading related matter. For availing such services, different orders are
required to be awarded by Globex Corporation.
Deliverables: All the above-mentioned things should be contained in the ticket booking
framework and it should be easy to understand and should be decent and valid.
List of Resources:
People: Project Manager, Network Developer, Database Manager, Software Expert
Technology: Laptops, Internet Connections, Printer
Facilities: Office Accessories & other set-ups
Others: abroad travel for training
Resource Name Type Initials Max. Units Std. Rate
Project Manager Work PM 100% $125.00/hr
Software Expert Work SE 100% $85.00/hr
Database Manager Work DM 100% $90.00/hr
Network Developer Work ND 100% $110.00/hr
Part Three
MS Project Outputs
Work Breakdown Structure
WBS (Gordon &
McDonough, 2016) Task Name
1 Computerized Ticketing Facility Project
1.1 Conceptualize and Initialize Project
1.1.1 MILESTONE: Start of Project
1.1.2 Task conceptualization
1.1.3 Create Business case
1.1.4 MILESTONE: Finish start organize
1.2 Create Sanction and Plan
1.2.1 MILESTONE: Start Develop sanction
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1.2.2 Build up the Project sanction
1.2.3 Create Project Management design
1.2.3.1 Extension Management
1.2.3.1.1 Recognize prerequisite
1.2.3.1.2 Characterize scope
1.2.3.1.3 Create WBS
1.2.3.2 Risk Management
1.2.3.2.1 Distinguish Risk
1.2.3.2.2 Assess Risk
1.2.3.2.3 Create reaction design
1.2.3.3 Cost Management
1.2.3.4 Human Resource Management
1.2.3.5 Purchase Management
1.2.4 MILESTONE: Finish Plan
1.3 Analyze the Requirement
1.3.1 MILESTONE: Start of Analyzing criteria
1.3.2 Break down the necessity
1.3.3 Build up a liquidation design
1.3.4 MILESTONE: Finish the liquidation design
1.4 Plan
1.4.1 Database
1.4.1.1 MILESTONE: Start of Design
1.4.1.2 Plan Database
1.4.1.3 Create Database
1.4.2 Framework
1.4.2.1 Plan System
1.4.2.2 Build up the framework
1.4.3 MILESTONE: Finish the Design organize
1.5 Test
1.5.1 Develop test design
1.5.1.1 Milestone: Start test design
1.5.1.2 Create report
1.5.1.3 Get it endorsed by RALS representative
1.5.2 Direct test
1.5.2.1 Plan for the test
1.5.2.2 Test the framework
1.5.3 MILESTONE: Finish Test Plan
1.6 Execute
1.6.1 Execute the framework
1.6.2 Prepare the staff
1.6.3 MILESTONE: Finish usage
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1.7 Close
1.7.1 MILESTONE: Start to finish off process
1.7.2 Present all documentation
1.7.3 Create lessons learned
1.7.4 MILESTONE: Finish Close-out stage
1.8 Project Evaluation
1.8.1 Create assessment criteria
1.8.2 Assess the results
1.8.3 MILESTONE: Finish Project
Milestone List
WBS Task Name
1 Computerized Ticketing Facility Project
1.1 Conceptualize and Initialize Project
1.1.1 MILESTONE: Start of Project
1.1.4 MILESTONE: Finish start organize
1.2 Create Sanction and Plan
1.2.1 MILESTONE: Start Develop sanction
1.2.4 MILESTONE: Finish Plan
1.3 Analyze the Requirement
1.3.1 MILESTONE: Start of Analyzing criteria
1.4 Plan
1.4.1 Database
1.4.1.1 MILESTONE: Start of Design
1.4.3 MILESTONE: Finish the Design organize
1.5 Test
1.5.1 Develop test design
1.5.1.1 Milestone: Start test design
1.5.3 MILESTONE: Finish Test Plan
1.6 Execute
1.6.3 MILESTONE: Finish usage
1.7 Close
1.7.1 MILESTONE: Start to finish off process
1.7.4 MILESTONE: Finish Close-out stage
1.8 Project Evaluation
1.8.3 MILESTONE: Finish Project
Activities & its associated Resources
WBS Task Name Resource Names
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Project Charter
1 Computerized Ticketing Facility Project
1.1 Conceptualize and Initialize Project
1.1.1 MILESTONE: Start of Project
1.1.2 Task conceptualization Project Manager
1.1.3 Create Business case Project Manager
1.1.4 MILESTONE: Finish start organize
1.2 Create Sanction and Plan
1.2.1 MILESTONE: Start Develop sanction
1.2.2 Build up the Project sanction Project Manager
1.2.3 Create Project Management design
1.2.3.1 Extension Management
1.2.3.1.1 Recognize prerequisite Software Expert
1.2.3.1.2 Characterize scope Project Manager
1.2.3.1.3 Create WBS Project Manager
1.2.3.2 Risk Management
1.2.3.2.1 Distinguish Risk Project Manager
1.2.3.2.2 Assess Risk Project Manager
1.2.3.2.3 Create reaction design Project Manager
1.2.3.3 Cost Management Project Manager
1.2.3.4 Human Resource Management Project Manager
1.2.3.5 Purchase Management Project Manager
1.2.4 MILESTONE: Finish Plan
1.3 Analyze the Requirement
1.3.1 MILESTONE: Start of Analyzing
criteria
1.3.2 Break down the necessity Database Manager
1.3.3 Build up a liquidation design Software Expert
1.3.4 MILESTONE: Finish the liquidation
design
1.4 Plan
1.4.1 Database
1.4.1.1 MILESTONE: Start of Design
1.4.1.2 Plan Database Database Manager
1.4.1.3 Create Database Network Developer
1.4.2 Framework
1.4.2.1 Plan System Database Manager
1.4.2.2 Build up the framework Network Developer
1.4.3 MILESTONE: Finish the Design
organize
1.5 Test
1.5.1 Develop test design
1.5.1.1 Milestone: Start test design
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1.5.1.2 Create report Software Expert
1.5.1.3 Get it endorsed by RALS
representative Project Manager
1.5.2 Direct test
1.5.2.1 Plan for the test Database Manager, Network Developer, Project
Manager, Software Expert
1.5.2.2 Test the framework Database Manager, Network Developer, Project
Manager, Software Expert
1.5.3 MILESTONE: Finish Test Plan
1.6 Execute
1.6.1 Execute the framework Software Expert
1.6.2 Prepare the staff Software Expert
1.6.3 MILESTONE: Finish usage
1.7 Close
1.7.1 MILESTONE: Start to finish off
process
1.7.2 Present all documentation Project Manager
1.7.3 Create lessons learnt Project Manager
1.7.4 MILESTONE: Finish Close-out stage
1.8 Project Evaluation
1.8.1 Create assessment criteria Project Manager
1.8.2 Assess the results Project Manager
1.8.3 MILESTONE: Finish Project
Activities & its Costs
WBS Task Name Cost
1 Computerized Ticketing Facility Project $246,000.00
1.1 Conceptualize and Initialize Project $10,000.00
1.1.1 MILESTONE: Start of Project $0.00
1.1.2 Task conceptualization $3,000.00
1.1.3 Create Business case $7,000.00
1.1.4 MILESTONE: Finish start organize $0.00
1.2 Create Sanction and Plan $71,200.00
1.2.1 MILESTONE: Start Develop sanction $0.00
1.2.2 Build up the Project sanction $7,000.00
1.2.3 Create Project Management design $64,200.00
1.2.3.1 Extension Management $17,200.00
1.2.3.1.1 Recognize prerequisite $10,200.00
1.2.3.1.2 Characterize scope $5,000.00
1.2.3.1.3 Create WBS $2,000.00
1.2.3.2 Risk Management $15,000.00
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1.2.3.2.1 Distinguish Risk $5,000.00
1.2.3.2.2 Assess Risk $3,000.00
1.2.3.2.3 Create reaction design $7,000.00
1.2.3.3 Cost Management $12,000.00
1.2.3.4 Human Resource Management $5,000.00
1.2.3.5 Purchase Management $15,000.00
1.2.4 MILESTONE: Finish Plan $0.00
1.3 Analyze the Requirement $10,400.00
1.3.1 MILESTONE: Start of Analyzing criteria $0.00
1.3.2 Break down the necessity $3,600.00
1.3.3 Build up a liquidation design $6,800.00
1.3.4 MILESTONE: Finish the liquidation design $0.00
1.4 Plan $57,760.00
1.4.1 Database $36,400.00
1.4.1.1 MILESTONE: Start of Design $0.00
1.4.1.2 Plan Database $14,400.00
1.4.1.3 Create Database $22,000.00
1.4.2 Framework $21,360.00
1.4.2.1 Plan System $10,800.00
1.4.2.2 Build up the framework $10,560.00
1.4.3 MILESTONE: Finish the Design organize $0.00
1.5 Test $44,720.00
1.5.1 Develop test design $15,200.00
1.5.1.1 Milestone: Start test design $0.00
1.5.1.2 Create report $10,200.00
1.5.1.3 Get it endorsed by RALS representative $5,000.00
1.5.2 Direct test $29,520.00
1.5.2.1 Plan for the test $22,960.00
1.5.2.2 Test the framework $6,560.00
1.5.3 MILESTONE: Finish Test Plan $0.00
1.6 Execute $12,920.00
1.6.1 Execute the framework $4,760.00
1.6.2 Prepare the staff $8,160.00
1.6.3 MILESTONE: Finish usage $0.00
1.7 Close $22,000.00
1.7.1 MILESTONE: Start to finish off process $0.00
1.7.2 Present all documentation $15,000.00
1.7.3 Create lessons learned $7,000.00
1.7.4 MILESTONE: Finish Close-out stage $0.00
1.8 Project Evaluation $17,000.00
1.8.1 Create assessment criteria $5,000.00
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Project Charter
1.8.2 Assess the results $12,000.00
1.8.3 MILESTONE: Finish Project $0.00
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
Sl.
No.
Description
(OpenCampus, 2017) & (Palmetto Document
Systems, 2017)
Probability
(1 to 9)
Impact
(1 to 9)
Product
(P * I)
Rank
R.1 During initiation stage: stakeholders are
not recognized
7 9 63 1
R.2 During planning Stage: the scope of the
work can get increased due to wrong
requirement finalization of stakeholders
6 8 48 3
R.3 During execution stage: If the work is
not managed by the stakeholders
8 7 56 2
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Project Charter
properly it can cause many problems in
the project.
R.4 During monitoring & controlling stage:
because of wrong selection of
stakeholder, there is threat of abnormal
increase in project scope
4 7 28 4
R.5 During close-out & evaluation stage:
incomplete submission of all
procurement documents may delay the
project and cost may get increase
2 5 10 5
Risk Rank / Response / Owner
Rank 1 (Owner – Project Manager) (Science Enginerng Medicine, 2017): All the
accomplices should be identified properly and the project work should be checked again
and again the occurrence of every change in the project.
Rank 2 (Owner – Project Manager): Earlier than concluding anything all the identified
essentials should be discussed.
Rank 3 (Owner – Project Manager): After doing the associates’ clear evidence suitably
they should be altered as per the necessity.
Rank 4 (Owner – Project Manager): In each stage expert study like degree check
methodology should be done.
Rank 5 (Owner – Project Manager): All the conclusions of every different stage should
be submitted in the last stage after the movement of the decreased numbering up.
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Part Five
Quality Management Plan
Philosophy of Team towards Quality Management
The team members should try to maintain required quality of the things and should meet
the stakeholder’s expectations. To avoid the need of increased time, everything should
be checked wisely by the end of each stage. All the requirements should be fulfilled with
a quality standard and given time. All the workers should focus on their work to prevent
further escalation.
Verification Activity
Activity Target
The project should be delivered on time. 30-May-2018 (schedule
for project completion)
All the needs of the customers should meet. 30-May-2018
The money spent on each and every work of the project
should not exceed the overall project's budget.
Throughout the project
The risks of this project ought to be recognized and the
changes made should be received in the middle of each
stage.
Throughout the project
Validation Activity
Activity Target
Before closing the project, all deliverables must be delivered
as per the baseline schedule time & cost
30-May-2018
All the required Quality Standards are met 30-May-2018
After completing each stage, all the criteria need to be
checked to assure regarding the proper delivery
Throughout the project
Validate the deliverables against the stakeholder’s
requirement list
Throughout the project
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Project Charter
Part Six
Project Closure & Project Evaluation
Annotated Bibliography
Refer Appendix below
Project Closure checklist
(Lewinson, 2011)Earned value criteria could be maintained throughout the project &
CPI, SPI was more than 1
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, RALS representatives and other employees of Globex Corporation
Project Evaluation:
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?
Has the excessive pressure on volunteers to control the crowd could be
minimized?
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Appendix
Appendix 1:
United States Office of Personnel Management. (2008). Best Practices: mentoring.
Washington, DC: United States Office of Personnel Management.
The author has mentioned in the report very rightly that for the proper implementation of
any project for getting success needs to first do the proper requirement analysis, and
then be properly planned, implemented and evaluated. So the author has mentioned the
evaluation process as the important factor as other known factors like scope finalization,
planning, and implementation. The author mentioned that the mentoring is the critical
consideration which is required to be done to each individual to keep them focused and
motivated. But in this report, the author has mainly focused on the mentoring and its
types and benefits. The author did not focus towards the evaluation of the project or the
closure checklist. So I feel that the article/report is needed not to be read for further
understanding, the only finding is the evaluation which author has mentioned is
important for the success.
Appendix 2:
Canadian Society for Training and Development. (2010). Competencies for Training and
Development Professionals. Canada: OSTD.
The author has mentioned the importance of the process ‘Evaluation’ in all kind of
project irrespective of its nature and complexity. Evaluation of the project after all stages
and even in-between the processes are required to be performed for generating the
outcome of the project. The author has first found and finalized the requirement, then
did the planning and finally the evaluation too. Like other authors, this author also
mentioned the equal importance of evaluation stage like of the other stages of project
life cycle. The checklists used in the project for conducting the evaluation stages are
evaluate the product, evaluate the achieving of the objectives and then evaluate the
outcomes. The same process we need to follow for all the projects irrespective of its
size and complexity.
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Appendix 3:
Project Management Institute. (2013). A guide to the project management body of
knowledge (PMBOK® guide). -- Fifth edition. Newtown Square, Pennsylvania:
Project Management Institute, Inc.
It is clearly mentioned in the bible of project management, i.e. the PMBoK that the
evaluation is the process which we need to follow at every stage and in-between each
major stages. I fully agree with what is given in the section of the book, that we need to
evaluate after ‘first cut of design is completed’, then again after the ‘second cut of
design is completed’ (detailed in page no. 16). Then after the design stage, the
evaluation is done in the major part of the project like during the procurement stage,
when the probable suppliers are assessed or evaluated for their all past performances
and accordingly the decision is being taken to take their service or not. So it can be
summarized that evaluation is not only required for our own project, but other’s also to
take the decisions like in vendor finalization stage.
References
Gordon, A., & McDonough, M. (2016). What is a Work Breakdown Structure? Retrieved
September 28, 2017, from brighthubpm.com:
http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-
structure/
Lewinson, M. (2011, January 17). Project Closure Template – Key Steps to Closing a
Project. Retrieved September 28, 2017, from MyManagementGuide.com:
http://www.mymanagementguide.com/project-closure-template-key-steps-to-
closing-a-project/
OpenCampus. (2017). Risk categories. Retrieved September 28, 2017, from
www.greycampus.com: https://www.greycampus.com/opencampus/project-
management-professional/risk-categories
Palmetto Document Systems. (2017). Retrieved September 28, 2017, from Risk Plan:
http://www.method123.com/risk-management-plan.php
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PreparePM. (2017). Project Scope Management. Retrieved September 28, 2017, from
http://preparepm.com: http://preparepm.com/notes/scope.html
Safari Books Online. (2017). 5.3 Define Scope. Retrieved September 28, 2017, from
Safari Books:
https://www.safaribooksonline.com/library/view/a-guide-to/9781935589679/
sub5.3.xhtml
Science Enginerng Medicine. (2017). Retrieved September 28, 2017, from Chapter: 5
Risk Mitigation: https://www.nap.edu/read/11183/chapter/7#51
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