Project Evaluation and Closure Analysis

This assignment delves into the crucial aspects of project evaluation and closure. It scrutinizes various sources to highlight the importance of assessing project outcomes and identifying areas for improvement. The analysis emphasizes the role of regular evaluation throughout the project lifecycle, not just at the end. Additionally, it explores different stages involved in project management, including post-project evaluation phases.

Name of University
ITC505
Assignment 3 Project
Charter
Student’s Name

Project Charter
Part One
Project Name: Smart Tickets for RALS
Team Name: Virtucon
Project Description: RALS organizes a show every year for displaying its agricultural and lifestyle
equipment in November every year. All the collections by selling tickets are donated to ICV (the
charitable trust). Due to manual ticketing system at the counter only, every year there has to be
a crowd gathering and then some used to infiltrate the fences to come inside without paying
for the tickets. Then, RALS representative decided to transform its manual ticketing system to
computer-based and handed over the project to Virtucon.
Team Members: Student’s Name, e-mail address, phone number
Area of Impact (ranked first on top):
Operational: Ticket distribution shall get simpler than previous.
Customer: Customers shall be very happy as they will not be required to wait for a long time in
the queue outside the gate especially for the first day.
Strategy: RALS will certainly get more success by using the system because more and more
people will now visit the show.
Finance: More tickets will be sold, so the financial collection will also increase.
Social: Since there is going to be more selling of tickets, so more donations can be made to ICV
to show the social benefits
Project value:
Faster: New system is designed to improve the efficiency by getting the tickets booked well

before the program and the load on the counter can be decreased.
Do more: This success story will definitely motivate RALS to expand the show and grow more.
Metrics with time target:
 Increase in sale of ticket volume before the beginning of the show in November every
year.
 Start of revenue generation even before the beginning of the show.
 Reduce workload on the ticket counter and security to gate, so fewer volunteers also
can manage the show.
 Increase in the total collection of revenue and donation to ICV by 10% in the first year
after the project is implemented.
Part Two
Scope Management Plan(Monnappa, 2017)
Define Scope: The extent of this project is to outline and actualize another PC based framework
to empower booking tickets by the guest even before the show utilizing web benefits; this will
limit the heap on the tickets counter and section.
Requirements: Need client enrollment as first time sign in ultra-fine elements, store distinctive
classes of ticket offering plans, simple access from all gadgets, secured to keep from any digital
assault, connected with the installment entrance to empower online booking and produce one
of a kind ID with scanner tag to empower legitimate acknowledgment.
Out of Scope: any purchase of equipment required for the maintenance of the project is out of
our scope of work
Deliverables: The task should convey a decent, valid and easy to understand ticket booking
framework where every single above element exhibits.

List of Resources:
People: Project Manager, Technical Manager, Administrative Manager, Software Manager
Technology: Internet, wi-fi, set of computers
Office space with all basic amenities
Others: training shall be provided to users after the implementation
In MSP:
Part Three
MS Project Outputs
Work Breakdown Structure:
WBS Task Name
1 Smart Tickets for RALS
1.1 Create Charter and Fix Requirement

1.1.1 Begin of Develop Charter and Fix Requirement
1.1.2 Create Charter
1.1.3 Finish prerequisite
1.1.4 Complete Develop Charter and Fix Requirement
1.2 Stakeholder management
1.2.1 Begin with Stakeholders identification
1.2.2 Distinguish Stakeholders
1.2.3 Assess Stakeholders
1.2.4 Complete Stakeholders assessment
1.3 Plan the project
1.3.1 Begin with Planning stage
1.3.2 Task administration Plan
1.3.3 Degree administration
1.3.4 Time administration
1.3.5 Complete the process of Planning stage
1.4 Database and System Design
1.4.1 Begin with Design database and framework
1.4.2 Plan the framework
1.4.3 Plan the database
1.4.4 Complete Design database and framework
1.5 Create database and framework
1.5.1 Begin of Develop database and framework
1.5.2 Develop System architecture
1.5.3 Develop Database
1.5.4 Complete Develop database and framework
1.6 Implement database and framework
1.6.1 Begin of Implement database and framework
1.6.2 Overall framework
1.6.3 Exchange data
1.6.4 Trial run
1.6.5 Complete Implement database and framework
1.7 Close-out stage
1.7.1 Begin with Close-out stage
1.7.2 Give training
1.7.3 Archive input
1.7.4 Compose Lessons learned
1.7.5 Complete Close-out stage
1.8 Evaluation of Project
1.8.1 Document the criteria
1.8.2 Evaluate the Outputs
1.8.3 Finish Project

Milestone List:
Resources linked to Activities:

Cost with resources:

Cost with high-level WBS wise:
Gantt chart:

Part Four
Risk Analysis(Science Enginerng Medicine, 2017)&(ThreatsAndOpportunities, 2017)
RISK
No.
Date of
Entry
Description Probability Impact
1 7/08/17 On the off chance that the stakeholder
distinguishing proof amid start arrange is not done
accurately; it can cause a huge issue if we leave
behind an opportunity because of some influential
stakeholder
High High
2 10/08/17 Data gathering may lead to a high increase in scope
due to the improper assessment of the requirement
and not finalize th at the beginning of the project
itself.
Medium Medium
3 14/08/17 Stakeholder’s administration is not done
legitimately, then afterward it can likewise have a
negative effect on the project. Since there is a the
chance of the highly influential stakeholder’s
expectation is missed to comply with or provide
feature in the system.
Medium High
4 28/08/17 The huge loop-hole in scope from the start to
execution arranged uncommonly towards the end,
which may cause the team to work extra and the
time schedule is going to be extended and even the
cost too.
High Low
5 12/09/17 Deficient or inappropriate accommodation of
definite documentation can expand the task span
and the cost of the project as well.
Low Low

RISK
No.
Rank Owner Response Plan
1 1 Project
Manager
Each one of the accomplices ought to be recognized suitably
and the summary should be rechecked after every alteration.
2 3 Project
Manager
All the recognized essentials ought to be discussed in order
with help and gathering before concluding.
3 2 Project
Manager
Once the accomplice conspicuous evidence is done properly
with a quality examination, they ought to be satisfied as
necessities are.
4 4 Project
Manager
Degree check methodology like expert study ought to be
driven in each stage.
5 5 Project
Manager
All the last documentation of each different stages ought to
be submitted after the movement to decline to total up for
the last stage
Part Five
Quality Management Plan
Team’s Philosophy The gathering must put attempts to keep up the required quality
standards of the thing and continually meet the perceived and filed
accomplice's wants. All the recognized desires must be passed on inside
time with adequate quality benchmarks. All associates need to
concentrate on work quality to evade any kind of modification.
Verification(Jordan,
2012)
Expansion points of confinement ought to be checked earlier and
afterward a short time later every stage
Cost of each activity should not overshoot the individual spending intend
to control the general cost of a thing
Each one of the wants of accomplices are being met
All risks are recognized and the response configuration made are all

considered and properly grabbed in the midst of each stage
On time Delivery of the desires ought to be ensured
Validation Before closing, the basic things need ought to be affirmed against set
criteria or MOV
Quality rules are being met
Each stage in the wake of completing ought to be endorsed against the
benchmark criteria
Part Six
Project Closure & Project Evaluation
Project Closure checklist:
Need to check the quality of the highlights of ticketing structure for meeting the base
according to standard
All the documentation has been done and submitted after the item is conveyed
Asset deactivation design made and gave to the social event
Lessons learned recorded and gave to Globex/RALS administrators
Project Evaluation Check-list:
Could the ticket booking begin before the beginning of the show?
Has the income begun producing before the beginning of the RALS appeared?
Has the group stack been decreased at section entryway and so in ticket counter?
Has there been an increment in gift add up to ICV?

Annotated Bibliography for project Evaluation:
Appendix A:
The author (Banda, 2017) has described in the report that general significance of the evaluation
of project and incorporated system of closing down which are the important aspects of the
project management. I figure the author couldn't build up the significance of the assessment
procedure in the report created. The author specified different agendas too in the report. I
don't perceive any point in perusing the material worth, as the agenda can be acquired from
the course reading itself.
Appendix B:
The author (Anglesey County Council , 2012) has said suitably that the examination philosophy
of a plan at the last time of the project life cycle is a seeing of the achievement, and also rather
it gives all-around data concerning the errand criteria or result that how far the goals of the
project has been met or how sensible are the results like the CPI and SPI. The author has
comparatively fittingly verified that the evaluation of a plan always gives a noteworthy
examination of the substance of disappointment or achievement. The producer additionally
said which is in like way fulfilling for me is the assessment methodology ought not to be as of
late organized towards the end while it is required to be driven at every conceivable and
advantageous interim to get to the plan in the midst of the stages as well.
Appendix C:
The author (Archibald, Filippo, & Filippo, 2008) has specified every one of the stages associated
with the task management life cycle with the significance of one more stage after the nearby
outcome of the project. The additional phase after close-out is the project assessment
arrangement in which the group needs to assess the accuracy, benefit, and misfortune from the
task. I feel the author has talked about considerably more identified with various stages
contrasted with the assessment organized as it were. Yet at the same time, the specification of
an extra level of examination is required after the nearby out stage to assess the result.

References
Anglesey County Council . (2012). End of Project Evaluation & Project Closure. EU Project
Management Guidelines, 1-14.
Archibald, R. D., Filippo, I. D., & Filippo, D. D. (2008). The Six-Phase Comprehensive Project Life
Cycle Model Including the Project Incubation/Feasibility Phase and the Post-Project
Evaluation Phase. Retrieved September 25, 2017, from http://www.dphu.org:
http://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
Banda, S. S. (2017). Project Close-out and Reasons for Success or Failure of projects. ZM: SSB &
Associates.
Jordan, A. (2012, October). Retrieved September 25, 2017, from Scope Verification: The
Forgotten Process: https://www.projectmanagement.com/articles/275424/Scope-
Verification--The-Forgotten-Process
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
Science Enginerng Medicine. (2017). Retrieved September 25, 2017, from Chapter: 5 Risk
Mitigation: https://www.nap.edu/read/11183/chapter/7#51
ThreatsAndOpportunities. (2017). Limitations to Risk Management. Retrieved September 25,
2017, from http://threatsandopportunities.com:
http://threatsandopportunities.com/introduction/limitations-to-risk-management/