ICT Project Management Evaluation

This assignment evaluates a proposed ICT project. The analysis covers various aspects such as the project's objectives, timeframe, budget, team structure, risk assessment, and cultural considerations. It highlights the project's strengths and weaknesses, assesses its feasibility, and provides recommendations for successful implementation.

ICT Project Management:
Virtucon/Globex Scenario

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Table of Contents
3. Part 1- Project Charter.............................................................................................................................................................................3
3.1 Measurable Organization Value.........................................................................................................................................................3
3.2 Desired areas of Impact.....................................................................................................................................................................3
3.3 Project’s value....................................................................................................................................................................................4
3. 4 Stakeholder’s expectation and target................................................................................................................................................5
3.5 Proper time-frame to achieve different Measurable Organizational Value.......................................................................................6
3.6 summary of Measurable Organizational Value.................................................................................................................................7
4. Part 2: Scope Management Plan (a brief version)...................................................................................................................................8
4. 1 Scope of the Project..........................................................................................................................................................................8
4.2 Resource List...................................................................................................................................................................................10
5. Part 3: Work Breakdown Structure (WBS) of the project.....................................................................................................................12
5.1 Work Breakdown Structure of the project.......................................................................................................................................13
5.2 Project Milestones...........................................................................................................................................................................13
6. Part Four: Project Risk Analysis and Plan.............................................................................................................................................15
6.1 Assumptions.....................................................................................................................................................................................15

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6.2 Risk Assessments.............................................................................................................................................................................15
6.2.1 Rating of Risk...............................................................................................................................................................................15
6.2.2 Proper Risk Mitigation.................................................................................................................................................................16
7. Part Five: Quality Management Plan.....................................................................................................................................................17
7.1 Team Philosophy..............................................................................................................................................................................17
7.2 Quality Assurance............................................................................................................................................................................18
Bibliography..............................................................................................................................................................................................19

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3. Part 1- Project Charter
In this particular report it mainly discussed about the information related to the RALS Rostering Project that mainly taken in
consideration by Virtucon, on behalf of Globex.
3.1 Measurable Organization Value
This particular Riverana Agriculture and Lifestyle show is mainly held in November 2009 by B T & Sons Farming Equipment. This
particular show is mainly held based on the aim to display different agricultural materials, local businesses, products and etc. From
previous few years, the RALS mainly increased in their size maintaining the significant manner and in the present stage it mainly
requires the participation of various volunteers to have some successful demonstration. It also discussed that some professionals are
get appointed by Globex to manage all related information that mainly associated with the volunteers. Therefore, the management of
related details become tedious because of the increased numbers of volunteers working in RALS. Therefore, Globex mainly has
undertaken the work to develop a particular rostering system so that it can easily store all types of volunteer’s related details that
mainly participated in RALS.
3.2 Desired areas of Impact
The rate of impact caused in this project is mainly observed based on some different domains:

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i. Strategies: the success implementation of RALS Rostering System helps to track of numbers of volunteers who mainly participated
in the show.
ii. Operations: Roster System implementation helps to prepare the marinating various tasks easier based on the RALS volunteers
details.
iii. Customer: This particular show is mainly designed to have the integral usage of Globex and also have the considerable causing
effect on customers.
iv. Financial: This particular system implementation mainly requires having numbers of initial investments that mainly expected in the
long run Globex scenario.
v. The project does not cause any impact on society.
3.3 Project’s value
Sl. No Value Project Attribute
1 Better Quality of project
Data security
2 Faster Response time
3 Cheaper Resource cost

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4 Do more Store contact details of the volunteers
Store previous work experience of the volunteers
3. 4 Stakeholder’s expectation and target
Keep satisfied
organizational heads of Globex
Manage closely
The project management team
appointed by Virtucon
Monitor
The volunteers participating in
RALS
Keep Informed
The employees who manage
the volunteer records
Interest

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3.5 Proper time-frame to achieve different Measurable Organizational Value
The time-frame estimation to achieve all measurable organization value is provided in below table format:
Task Name Duration Start Finish
RALS Roster Project 260 days
Mon
01/02/17
Fri 12/29/17
Project starts 0 days
Mon
01/02/17
Mon
01/02/17
Phase 1: Project Startup 25 days
Mon
01/02/17
Fri 02/03/17
Phase 2: Solution Requirements Analysis 36 days
Mon
02/06/17
Mon
03/27/17
Phase 3: Solution Design 47 days
Tue
03/28/17
Wed
05/31/17
Phase 4: Prototype 38 days
Thu
06/01/17
Mon
07/24/17
Phase 5: Iteration 1 35 days Tue Mon

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07/25/17 09/11/17
Phase 6: Iteration 2 18 days
Tue
09/12/17
Thu
10/05/17
Phase 7:Iteration 3 18 days Fri 10/06/17
Tue
10/31/17
Phase 8: Final Release 10 days
Wed
11/01/17
Tue
11/14/17
Phase 9: Project Completion 33 days
Wed
11/15/17
Fri 12/29/17
End of project 0 days Fri 12/29/17 Fri 12/29/17
3.6 summary of Measurable Organizational Value
Sl.
No
Measurable Organizational
Value
Attributes
1 Goal of the project To develop an automated roster system that
mainly records different volunteers details who

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takes part in RALS.
2 Area of impact Operational impact, Strategy, Financial,
customer, society
3 Stakeholder All Globex organizational heads, all employees,
volunteers of RALS, and the project team that
mainly allotted by Virtucon.
4 Time frame for achieving the
Measurable Organizational
Value
260 day
4. Part 2: Scope Management Plan (a brief version)
4. 1 Scope of the Project
In-scope: in RALS Rosterting Project, different in-scope mainly includes different system functionalities, system documentation etc.
Out-scope: Some of out-scope of this project that will not provide include: training, proper system maintenance, system enhancement
and proper supports.

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4.2 Resource List
Resource Name Type
Material
Label
Initials Group
Max.
Units
Std. Rate
Project Manager Work P 100% $150.00/hr
Business analyst Work B 200% $80.00/hr
System designer Work S 500% $70.00/hr
System developer Work S 1,000% $70.00/hr
System Tester Work S 600% $70.00/hr
Technical writers Work T 300% $50.00/hr
Hardware components
required for
developing the ICT
system
Material H $10,000.00
Software components
required for
developing the ICT
Work S 100% $0.00/hr

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system
Testing manager Work T 100% $105.00/hr
Development manager Work D 100% $105.00/hr

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5. Part 3: Work Breakdown Structure (WBS) of the project
RALS Rostering Project
Project starts Phase 1: Project Startup
Gathering information
regarding the client
requirements
Developing a
project charter
Developing an initial
management plan of
the project
Identification of the
resources that would
be required for the
project
Estimation of
budgetary
requirements
Estimation of time
requirements
End of project
startup phase
Phase 2: Solution
Requirements Analysis
Communication with
the representatives of
the client to gather
information regarding
the specific
requirements of the
client
Developing use case
models of the
system
Review of the use
case models by the
representatives of
the client
Developing the test
strategy to be utilized
after the rostering
system has been
implemented
Updating the project
plan
End of requirement
analysis phase
Phase 3: Solution Design
Developing the
architectural plan of
the proposed system
Architectural plan
reviewed by the
representatives of
the client
Developing detailed
architectural plans
Developing the test
plan in details
End of solution
design phase
Phase 4: Prototype
Developing a
prototype of the
proposed solution
Making the prototype
available to the
clients
Client accepts
system design after
reviewing the
prototype
End of prototype
phase
Phase 5: Iteration 1
Including all
functionalities in the
prototype accepted
by the client
Designing the test
cases that would be
utilized for verifying
the operational
activities of the ICT
system
End of iteration 1
Phase 6: Iteration 2
Conducting tests on
the ICT system based
in adherence to the
test cases defined in
the last phase
Publishing the
results of the test
cases
End of Iteration 2
Phase 7:Iteration 3
Including changes in
the application in
accordance to results
of the test cases
Conducting tests on
the application
Publishing the results
of the testing
activities
End of Iteration 3
Phase 8: Final Release
Developing all
necessary
documents
Delivering the
application and
project documents
to the client
End of final release
phase
Phase 9: Project
Completion
Developing
evaluation reports for
all resources
associated with the
project
Developing review
reports
Releasing resources
End of project
completion phase
End of project

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5.1 Work Breakdown Structure of the project
5.2 Project Milestones
Project Milestone Deliverable Expected Date
Project Startup Charter and Management Plan 3rd February, 2017
Solution
Requirements
Specification of Requirements (use cases
or similar)
Test Strategy
Updated Project Plan
27th March, 2017
Solution Design Fully worked out architecture and detail of
design
Test Plan in detail
31st May, 2017
Prototype Basic component of solution 24th July, 2017
Iteration Additional functionality
Test Cases
11th September,
2017
Iteration Test results 5th October, 2017
Iteration Test results 31st October, 2017

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Final Release Solution plus all documentation, on CD 14th November,
2017
Project Completion Individual evaluation reports 29th December,
2017
6. Part Four: Project Risk Analysis and Plan
6.1 Assumptions
All the plans and estimation of project are mainly based on some assumptions:
 All volunteers need to be associated with the rostering system to share all types of personal information.
 All Globex employees related with the proper maintenance of volunteers information that have the capabilities to utilize all IT
functionalities.
 Different benefits achieved from the system installation mainly outgrow all financial investments done by Globex.

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6.2 Risk Assessments
6.2.1 Rating of Risk
Id Possible Unwelcome Event Likelihood
(L)
1, 2, 3
Severity
(S)
1,2,3
Ranking
L * S
1 Initial Phase of project: Wrong budget
estimation
2 3 6
2 Requirements Analysis Stage:
Improper identification of project
requirements
1 3 3
3 Design Phase: Imperfect test plans 1 2 2
4 Prototype phase: Prototype not
approved by client
2 3 6
5 Iteration phase: All bugs or
irregularities and bugs are not getting
identified in testing phase.
3 3 9

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6.2.2 Proper Risk Mitigation
Id Event Risk
responsibility
Risk mitigation or
contingency
1 Project Start-up Phase Business analyst,
project manager
All budget requirements need
to have proper update based on
the project progress report.
2 Solution Requirements
Analysis Phase
project manager Numbers of meetings are
conducted with client himself or
any representative.
3 Solution Design Phase Test manager The test plans are needed to
revise before the finalization.
4 Prototype phase Development
manager
All types of changes are
required to include based on the
provided instruction.
5 Iteration phase Test manager All test actions are
accomplished with proper care.

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7. Part Five: Quality Management Plan
7.1 Team Philosophy
The basic objective this project management team is mainly provides different quality system solutions based on different client
requirements of this particular project.
7.2 Quality Assurance
7.2.1 Set of various verification activities: The mentioned verification code set is mainly considered to ensure better quality of the
proposed system. Apart from that, different verification activities mainly include:
 All project team members mainly encouraged in order to review of the system based on the identification of all issues
 The inspection criteria can also be conducted to identify the proper domain that will get further improved.
 Reviews of different testing techniques are applied for the software identification without doing the execution.
7.2.2 Set of different validation activities: Different validation activities are mentioned below:
 It conducts acceptance testing to authenticate all design facts. Different testing forms are mainly get utilized in the project
consists of beta testing, acceptance testing, alpha testing etc.
 The system end users are mainly requested to offer review report after the proper use of system.

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7. Part Six: Closure and Evaluation for closure checklist and project evaluation
6.1. Annotated bibliography
Project Management: The Managerial Process with MS Project
References: Larson, E. W., & Gray, C. (2013). Project Management: The Managerial Process with MS Project. McGraw-Hill.
The differences between the fixed costs and the variable cost are stated in this paper. This paper also discusses the impact of
the production of the project and also the successes for the project are discussed in this paper.
Project management toolbox: tools and techniques for the practicing project manager
References: Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project
manager. John Wiley & Sons.
This paper provides the information about the different project milestones. The paper also provides the information about the
project closure in the project and also the project perimeters are also provided in this paper.
Lessons learned from the fate of AstraZeneca's drug pipeline: a five-dimensional framework
References: Cook, D., Brown, D., Alexander, R., March, R., Morgan, P., Satterthwaite, G., & Pangalos, M. N. (2014). Lessons learned
from the fate of AstraZeneca's drug pipeline: a five-dimensional framework. Nature reviews. Drug discovery, 13(6), 419.
The paper provides information about the lessons that are learned during the implementation of the project. In addition to this
the paper also provides a five dimensional framework is also used for the project evaluation.

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6.2. Closure checklist
Project Name:
1. Project Implementation and Acceptance
Check (x)
if
completed
All deliverables are completed with evidence of acceptance and acceptance dates,
including:
X Work Statement
Change Management Plan
X Budget and Cost
X Project Plan
Other
X All functional requirements met successfully
X All technical Requirements met successfully
Complete testing with proper accreditation and certification
X Complete certification of controlling and security
X Implementation of support agreement
Implementation of Data Archiving Plan

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Implementation of Data Recovery and Back-up
X Maintenance Plans executed
X Licensing Agreements completed
Management procedures as well as account authorization
Deployment Plan implemented successfully
X Maintenance team access artefacts that helps to maintain the system
X Customer formal acceptance

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2. Final Documentation
Check (x)
if
completed
Archive final versions of approved project documentation. Required documents
include:
X Project Charter and Signoff
X Functional Requirements Signoff
X Project Statement of Work and Signoff
X Formal Customer Acceptance
Other
Locate hardcopy repository in a designated documentation area to create a project history
for easy access by future teams
3. Personnel Plan
Check (x) if
completed
Personnel Transition
X Demonstrated knowledge transfer among personnel
X Communication regarding project closeout (or project process group) sent to

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customer(s) and team members(s)
Project personnel released or re-allocated
X Security badges returned from appropriate personnel and/or consultants
X Application disabled or changed based on proper personnel
X Personnel Training
Skills inventory system established
Training completed to ensure necessary skill sets for all appropriate personnel (i.e.
End-User, Service Desk, Developers, DBA’s, etc.)
X Personnel Performance Feedback
X Document performance feedback on each project team member
X Discussion of performance based on the feedback shared by team members
X Feedback shared with team member’s immediate supervisor

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6.3. Project evaluation
Number Measurable Organizational
Values
Description Remarks
1.1 Project Description and
Overview
The RALS committee is looking to
implement this digital ticket system for the
benefit of the company.
The ticket system is implemented for the
benefit of the company.
1.2 Identification of the Desired
Area of Impact
This would enable the company to
implement digital tickets that would be
increasing the efficiency of the system and
also reduce the anomalies in the system.
The digital tickets would be increasing the
efficiency of the system.
1.3 Value of the Project The project is required to implement within
the allocated budget.
The budget allocated for the project is
enough for the implementation of the
project and also quite reasonable for the
company.
1.4 Expectation and Target of
the Stakeholders
This would help the organization to set the
aims and objectives of the project.
The expectation of the stakeholders are
quite reasonable and hence they can be

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implemented quite easily.
1.5 Timeframe for MOV 145 Days The project timing is very optimized and
the timing for the completion for the project
is more than enough.