Managing ICT Projects Successfully

This document delves into the complexities of Information and Communication Technology (ICT) project management. It outlines the various stages involved, including needs determination, software and hardware compatibility, test case development, system testing, risk assessment and mitigation, and final system evaluation. The document emphasizes the roles and responsibilities of different stakeholders throughout the project lifecycle, such as developers, project managers, testers, risk managers, and executives.

Running head: ICT PROJECT MANAGEMENT
[ICT Project
Management]
RALS Roistering Project

2ICT PROJECT MANAGEMENT
Table of Contents
Part One: MOV - Measurable Organisational Value.................................................................3
Define Scope and produce a Scope Management Plan..............................................................4
In scope-out scope items:.......................................................................................................5
Part Three: Gantt chart...............................................................................................................8
Milestone of the Project plan...............................................................................................13
Part Four: Project Risk Analysis and Plan...............................................................................15
Project assumptions:.............................................................................................................15
Part Five: Quality Management Plan.......................................................................................20
5.1 Philosophy for delivering a quality system to the client................................................20
5.2 Quality issues.................................................................................................................21
Part Six: Closure and Evaluation.............................................................................................22
Annotated Bibliography.......................................................................................................22
Closure checklist..................................................................................................................23
Bibliography.............................................................................................................................25

3ICT PROJECT MANAGEMENT
Part One: MOV - Measurable Organisational Value
This paper discussed about the show Riverina Agricultural and Lifestyle that mainly arranged
to display different types of agricultural events, different lifestyle products. It is mainly
identified that different manual techniques are get utilized by organization to manage the
large number details that is not in proper manner so the Globex business that mainly aligned
with the show which develop the roistering system.
In this paper, information about budget, project schedule, management plan and different
resources are discussed. It is also identified that this paper elaborates about different
challenges and risks identified in the project to develop the roster system of RALS.
Identification the desired area of impact:
Customer: It mainly identified about a developed system that is helpful to mitigate all related
queries that are mainly raised by people.
Strategy: It is found that the system is more beneficial to track various kinds of volunteer’s
details to track them.
Social: the developed system is mainly found to more advantageous for doing the
communication with different clients
Operational: the proper utilization of roistering system mainly helps to store significant
information of volunteers in the system that leads to make the different organizational
operations easier.
Financial: the roistering system that mainly developed by Globex become helpful to provide
large quantity of return money that is mainly invested by business.

4ICT PROJECT MANAGEMENT
In the context of RALS Roistering system project, the two types of project value are listed
below:
Better: this RALS venture checked the advancement of different framework to expand the
work proficiency with the help of data administration.
Cheaper: RALS task mainly helps to deal with various data that mainly diminish all types of
general costs related to general cost of data framework administration.
Rank Impact Metrics Timeframe
1 Financial Revenue and Money Profit era 6 months
2 Customer All clients returning to association based on different
administrative work.
2 months
3 Operational Reduction of consumption of time to finish different
hierarchical techniques.
2 months
4 Strategy All volunteers need to have the capacity for getting
associated with all clients
1 month
Define Scope and produce a Scope Management Plan
Define the scope: The RALS ticketing system advancement techniques helps to build up the
project team and different materials to develop all types of project operations.
Requirements: All project requirements are shown in the table format:
Resource Name Type
Budgeter Work

5ICT PROJECT MANAGEMENT
Computer Devices Material
Documenter Work
IT Engineer Work
Network Components Material
Planner Work
Project Manager Work
Storage Material
System Analyst Work
Tester Work
Wireless routers Material
In scope-out scope items:
The in-scope of project includes:
 Development of RALS Rostering system of the Globex business
 Incorporating of different volunteers details includes different personal details,
qualification details and different additional details

6ICT PROJECT MANAGEMENT
 Proper assistance of documentation of both functional and non-functional
project requirements
 Completion of the project within the timeframe of 244 days.
The out-scope of project includes:
 System maintenance is mainly related based on the service quality along
with data security that mainly not discussed.
 Training documentation is not provided to all employees of Globex
Deliverables: The deliverables of this project are listed below:
 To test this system, proper testing plan of the report is created
 Documentation of the development phase
 Documentation of budgetary plan
 Creation of training manual
 Scope verification techniques
 Preparation of system requirements report
Acceptance Criteria:
The acceptance criteria of this system discuss about the meeting of different
requirements along with the demands and needs of clients. Apart from that, it also
assists to minimize about response time to have proper solution of different queries.

7ICT PROJECT MANAGEMENT
List of Resources:
Material resources: Different types of technical requirements to complete the project
according to pre-determined results discuss about secondary storage, operating
system, display adapter etc.
Human resource: The people who are needed to complete the project within the time
include system developer, project manager, business analyst, system analyst, project
sponsor, investment manager etc.
Resource
Name
Type
Materia
l Label
Initial
s
Grou
p
Max.
Unit
s
Std.
Rate
Ovt.
Rate
Cost/
Use
Accrue
At
Base
Calenda
r
Developer
Wor
k
D
100
%
$80.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
System
analyst
Wor
k
S
100
%
$90.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Accountant
Wor
k
A
100
%
$85.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Project
manager
Wor
k
P
100
%
$90.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Tester
Wor
k
T
100
%
$70.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard

8ICT PROJECT MANAGEMENT
Executive
sponsor
Wor
k
E
100
%
$75.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Requiremen
t analyst
Wor
k
R
100
%
$65.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Risk
manager
Wor
k
R
100
%
$70.00/
hr
$0.00/
hr
$0.00
Prorate
d
Standard
Part Three: Gantt chart
Task Name Duration Start Finish Resource Names
RAILS Rostering System 244 days
Mon
9/25/17
Thu 8/30/18
Specification determination 23 days
Mon
9/25/17
Wed 10/25/17
Undertaking feasibility study
for the different manual system
6 days Mon 9/25/17 Mon 10/2/17
Project manager,
Requirement
analyst
Business needs identification 6 days Tue 10/3/17 Tue 10/10/17
Requirement
analyst
Creation of SRS document 7 days
Wed
10/11/17
Thu 10/19/17
Project manager,
Requirement
analyst
Meeting arrangement 4 days Fri 10/20/17 Wed 10/25/17 Project manager

9ICT PROJECT MANAGEMENT
Milestone: completion of
specification determination
0 days
Wed
10/25/17
Wed 10/25/17
Development team selection 38 days
Thu
10/26/17
Mon 12/18/17
Development of vendor
selection
11 days
Thu
10/26/17
Thu 11/9/17
Accountant,
Project manager
Checking development
history of the vendors
12 days Fri 11/10/17 Mon 11/27/17
Executive
sponsor, Project
manager
Development task scheduling 7 days
Tue
11/28/17
Wed 12/6/17
Developer,
Project manager
Budget planning for
development
8 days Thu 12/7/17 Mon 12/18/17
Accountant,
Executive
sponsor, Project
manager
Milestone: completion of
team selection
0 days
Mon
12/18/17
Mon 12/18/17
Designing phase 69 days
Tue
12/19/17
Fri 3/23/18
Module improvement for
volunteer management
21 days
Tue
12/19/17
Tue 1/16/18
Developer,
Project manager
First prototype development 17 days Wed 1/17/18 Thu 2/8/18 Developer
Improvement within new
system installation
15 days Fri 2/9/18 Thu 3/1/18
Developer,
Project manager

10ICT PROJECT MANAGEMENT
Determining the needs of the
system
16 days Fri 3/2/18 Fri 3/23/18
Project manager,
System analyst
Milestone: Completion of
design phase
0 days Fri 3/23/18 Fri 3/23/18
System implementation
system
33 days
Mon
3/26/18
Wed 5/9/18
Different business objectives
development
13 days Mon 3/26/18 Wed 4/11/18
Developer,
Requirement
analyst
Amendments within the part
of the system that is implemented
12 days Thu 4/12/18 Fri 4/27/18
Developer,
Project manager
Using compatible software
and hardware
8 days Mon 4/30/18 Wed 5/9/18
Accountant,
Project manager,
System analyst
Milestone: Completion of
system implementation system
0 days Wed 5/9/18 Wed 5/9/18
Testing phase 26 days Thu 5/10/18 Thu 6/14/18
Identifying test cases as well
as test plan
7 days Thu 5/10/18 Fri 5/18/18 Tester
Testing the developed system 8 days Mon 5/21/18 Wed 5/30/18
Project manager,
Tester
Information system analysis
from the data
9 days Thu 5/31/18 Tue 6/12/18
Executive
sponsor, Project
manager

11ICT PROJECT MANAGEMENT
Results documentation 2 days Wed 6/13/18 Thu 6/14/18 Project manager
Milestone: acceptance of the
test results by client
0 days Thu 6/14/18 Thu 6/14/18
Risk management phase 30 days Fri 6/15/18 Thu 7/26/18
Assessment as well as risk
identification
11 days Fri 6/15/18 Fri 6/29/18
Project manager,
Risk manager
Presenting risks impact 7 days Mon 7/2/18 Tue 7/10/18 Risk manager
Risks mitigation 8 days Wed 7/11/18 Fri 7/20/18
Project manager,
System analyst
Impact of the risk registering 4 days Mon 7/23/18 Thu 7/26/18
Project manager,
Risk manager
Milestone: Acceptance of the
risk document by the client
0 days Thu 7/26/18 Thu 7/26/18
Closure of the project 25 days Fri 7/27/18 Thu 8/30/18
Evaluating roistering system
functions
13 days Fri 7/27/18 Tue 8/14/18
Executive
sponsor, Project
manager
Final developed product roll
out
12 days Wed 8/15/18 Thu 8/30/18 Project manager
Milestone: Completion of
closure phase of the project
0 days Thu 8/30/18 Thu 8/30/18

12ICT PROJECT MANAGEMENT

13ICT PROJECT MANAGEMENT
RAILS Rostering System
Specification
determination
Undertaking
feasiability study for
the different manual
system
Business needs
identification
Creation of SRS
document
Meeting
arrangement
Milestone:
completion of
specification
determination
Development team
selection
Development of
vendor selection
Checking
development history
of the vendors
Development task
schedulling
Budget planning for
development
Milestone:
completion of team
selection
Designining phase
Module
improvement for
volunteer
management
First prototype
development
Improvement within
new system
installation
Determining thw
needs of the system
Milestone:
Completion of
design phase
System implementation
system
Different business
objectives
development
Ammendments within
the part of the system
that is implemented
Using compatible
software and
hardware
Milestone:
Completion of
system
implemenatation
system
Testing phase
Identifying test cases
as well as test plan
Testing the
developed system
Information system
analysis from the
data
Results
documentation
Milestone:
acceptance of the
test results by client
Risk management phase
Assesment as w ell as
risk identification
Presennting risks
imapct
Risks mitigation
Impcat of the risk
registering
Milestone:
Accepetance of the
risk document by the
client
Closure of the project
Evaluating rostering
system functions
Final developed
product roll out
Milestone: Completion
of closure phase of
the project
Milestone of the Project plan
WBS Task Name Expected Date
0 RALS Roistering System Fri 9/23/16
1 Achievement of specific determination Wed 10/25/17
2 Proper selection of team based on project
requirements
Mon 12/18/17
3 Completion of design phase Fri 3/23/18
4 Closure of system implementation system Wed 5/9/18
5 Acceptance of t risk document Thu 7/26/18
6 Completion of closure phase of the project Thu 8/30/18

14ICT PROJECT MANAGEMENT

15ICT PROJECT MANAGEMENT
Part Four: Project Risk Analysis and Plan
Project assumptions:
Some of project assumptions that are made in this project are mainly listed below:
Budget: the project manager mainly estimates the exact budget that required executing
different project activities. Initially, it is set that the estimated budget is $400,000, where as
$298.040 will be required to complete all activities and $200, 00 will be required for all other
materials including different additional resources.
Time: the project manager also predicted the entire required time to complete all project
activities to develop the roster system. The time estimated by the project manager is near
about 244 days.
Resources: the project team also assumes about different project resources that is mainly
needed to develop the RALS system. Hence, it is also deduced that proper assumptions of
project resources mainly helps to have proper summary that mainly needed to calculate the
budget.
Risk Assessment
N
o.
Ra
nk
Risk Descri
ption
Cate
gory
Root
Cause
Trigge
rs
Potenti
al
Respon
ses
Risk
Ow
ner
Prob
abilit
y
Imp
act
Sta
tus
R
4
4
1 Syste
m
failure
If
system
is not
Tec
hnic
al
The
lack-
age of
The
particu
lar
This
particul
ar
Proj
ect
man
Medi
um
Hig
h
Set
up
in

16ICT PROJECT MANAGEMENT
get
installe
d in
proper
manne
r inside
the
busine
ss that
will
increas
e the
risks
numbe
r along
with
challen
ges
risk proper
knowl
edge
of
syste
m
develo
per,
the
install
ation
techni
ques
are not
mainta
ined
proper
ly.
system
is not
installe
d
properl
y by
taking
require
time.
system
is
require
to be
installe
d in
proper
manner.
ager 1
we
ek
R
1
9
2 inappr
opriate
budget
estima
tion
The
estimat
ion of
budget
by
Fina
ncial
risk
They
also
assum
e the
create
Differe
nt
budget
ary
issues
Suitabl
e
budget
estimati
on are
Fin
anci
al
man
ager
Medi
um
Hig
h
Set
up
in
3
we

17ICT PROJECT MANAGEMENT
project
manag
er is
not
occurri
ng in
accurat
e
manne
r.
budget
will
not be
accura
te due
to in
experi
enced
projec
t
manag
er to
do
analys
is of
marke
t
share.
that
mainly
occurs
becaus
e of in
approp
riate
market
analysi
s.
require
to be
done
after
the
market
analysis
in
effectiv
e
manner.
eks
R
8
3 Inapp
ropriat
e
schedu
ling
The
project
mange
r does
not
gather
better
Proj
ect
risk
All
types
of
sched
uling
related
risks
In
approp
riate
underst
anding
about
project
The
project
manage
r also
needed
to
analyse
Proj
ect
man
ager
Medi
um
Hig
h
Set
up
in
2
we
ek

18ICT PROJECT MANAGEMENT
underst
anding
about
the
project
goals
and
objecti
ves
due to
which
the
created
schedu
les will
not be
exact.
occur
becaus
e of
unacc
eptabl
e
amoun
t of
inform
ation
of
client’
s
requir
ement.
created
differe
d types
of
schedu
ling
risks.
and
also
determi
ne all
project
require
ments
having
the
proper
underst
anding.
R
3
2
4 Impro
per
manag
ement
Inaccu
rate
manag
ement
of
differe
d
project
Proj
ect
risk
It
occurs
becaus
e of
lack
age of
proper
experi
Improp
er
knowle
dge of
project
manag
er
created
The
project
manage
r also
manage
s the
project
by
Proj
ect
man
ager
s
Medi
um
Hig
h
Set
up
in
1
we
ek

19ICT PROJECT MANAGEMENT
activiti
es
created
various
challen
ges.
ence
of
related
manag
er.
weak
project
manag
ement.
maintai
ning
exact
strategi
es
includi
ng
exact
method
ologies.
R
2
8
5 Resour
ces
Unacc
eptable
use of
project
resourc
es
Reso
urce
risk
Impro
per
uses
of
differe
d
resour
ces
becaus
e of
proper
experi
ence.
Correct
techniq
ues
used
for
resourc
es
manag
ement
are not
mainly
used.
The
organiz
ation
must
not
gathers
experie
nce of
project
manage
rs
Proj
ect
man
ager
Medi
um
Me
diu
m
Set
up
in
1
we
ek

20ICT PROJECT MANAGEMENT
Probability of
occurrence
Impact of occurrence
Very low Low Medium High Very high
Very low
Low
Medium Resource
risk
Technical risk
High Schedule risk Technical risk
Very high
Part Five: Quality Management Plan
5.1 Philosophy for delivering a quality system to the client
It is mainly recognized that numbers of key elements that are considered become more
helpful; to deliver various types of quality based services to all customers including service
culture, employee engagement, customer experience etc. Moreover, it is also identified that
different types of elements are used to form service culture and different elements are vision,
mission, leadership and also various types of organizational norms.
The projected system is identified to be an effective engaging more people with the
organization. It is identified that service quality is mainly depends of strategic plan that

21ICT PROJECT MANAGEMENT
mainly get utilized by the organization for the proper system installation and maintaining
various objectives and goals of the organization.
5.2 Quality issues
Project Name:RALS Rostering System Project manager Name:
(<<Name of the Student>>)
Sl.No Quality related issues that
are possible
Mitigation
time
Method for
mitigation
Owner Status
1 Various documents are
reports are mainly prepared
by completing all phases is
not having appropriate
quality and adequate
information.
2 moths Inspection Project
manager
Open
2 Both the software and
hardware materials are
mainly get utilized to
develop the project that is
found to be of low quality.
3 months Inspection Project
manager
Open
3 The organizational staffs are
not very much skilled that
results the works done by
them have various quality
2 months Inspection project
manger
Open

22ICT PROJECT MANAGEMENT
related issues.
 A set of verification activities
The verification activities that help to elaborate all the proposed system meet different
conditions and regulation of system and organization. It is mainly identified that all
criteria are needed to get fulfilled by the system installed by Globex
 A set of validation activities
The validation testing is needed to be done to elaborate the proposed system quality in
this project development phase. The implemented testing method is utilized to meet
different needs to businesses as well as clients.
Part Six: Closure and Evaluation
Annotated Bibliography
Article 1: In this paper of roles of monitoring and evaluation in projects”, Boulmetis and
Dutwin (2014) discussed that various project numbers that are associated with third work
countries fails because of lack understanding of needs evaluation and proper monitoring. The
researchers also highlighted the implication of different project monitoring techniques and
proper evaluation of successful completion of project. Moreover, in this paper it also
discussed about various common constraints that helps to overcome all related problems.
Apart from that, evaluation is a technique that mainly helps to determine the sustainability,
relevancy and the impacts of activities based on project performance.
Article 2: This paper mainly discussed about the project management roles to achieve
success. Heagney (2016) discussed that roles of different types of project management

23ICT PROJECT MANAGEMENT
activities to implement the project is mainly established in different areas that also includes
cost controlling, planning, quality, time etc. The researchers mainly identified to determine
the overlapping that exists between the project management techniques and the project
definition. The researchers also identified that people that involves within the project and
different project management techniques based on the objectives, expectations as well as
their influences. On the other hand, it also helps to demonstrate the appreciation of the
distinction between project management and project to bring the advanced possibilities of
project success.
Article 3: In this paper, it mainly reflects about the risk identification techniques by project
manager (Anca, Cezar & Adrian, 2015). However, it is mainly identified that project risks is
mainly defined as an uncertain events that causes either negative or positive impact based on
project objectives. Different risks conditions mainly include various characteristics of project
that mainly helps to contribute in the project, lack age of integrated systems and
dependencies of different external participants. Apart from that, it is also identified that the
risk identification is a basic step to manage different project risks.
Closure checklist
Task Name Stakeholder
Signature
Doing the feasibility study for different
manual system
Project manager,
Requirement analyst
Identification of Business Needs Requirement analyst
Advancement of vendor selection
Accountant, Project
manager
Checking development history of the Executive sponsor,