Project Management & Closure Analysis

The assignment delves into the critical aspects of project closure, examining different approaches and frameworks used to effectively conclude projects. It analyzes three primary sources: a Swedish public sector IT project study, a comprehensive six-phase project life cycle model, and an exploration of project close-out methodologies. Each source provides insights into planning, communication, evaluation, and documentation processes essential for successful project closure.

Name of University
ITC505 Assignment 3
Project Charter
Name of the student
10/3/2017

ITC Assignment 3 Project Charter
Table of Content
Part One......................................................................................................................................... 2
Part Two........................................................................................................................................ 3
Part Three...................................................................................................................................... 4
Part Four........................................................................................................................................ 7
Part Five....................................................................................................................................... 10
Part Six......................................................................................................................................... 11
References................................................................................................................................... 13
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ITC Assignment 3 Project Charter
Project Description:
BT & Sons or Globex Corporation coordinates a program where they reveal their cultivating and
lifestyle products during November month for three consecutive days. They trade tickets and
donate their tickets tongue ICV charitable trust. The ticket selling system is manmade so this
cause many issues like the counter gets crowded by people and it forces them to break the
boundary and get inside the show. When RALS (name of the show) knew about this they issue
they determined to change the manual ticket selling system to online ticket selling system. They
gave this project to Virtucon.
Part One
MOV - Measurable Organisational Value
Area of Impact ranked in terms of importance:
Ran
k
Area Description
1 Finance More individuals will visit the show and more tickets will be saved now
building up Globex's cash-related condition
2 Operational Greater part of the visitors will book their tickets decreasing the work
heap of the volunteers in the ticket counter and security entryway
3 Customer The customers will become gladder now as they never again will have to
stand in queue in the ticket selling counter
4 Strategy Globex will get more revenue and ICV will get more donation
5 Social Globex will find the opportunity of exhibiting it's social worry since now
they will gain more money by offering tickets and will have the ability to
give more money to ICV
Project value
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ITC Assignment 3 Project Charter
1 Faster Individuals will book their tickets on the web and the group on the ticket counter
will be reduced. The volunteers on the ticket counter will get a chance to
complete their work speedier than some time recently
2 Do more Globex will be propelled by the positive outcomes to develop the show more
Metric & its Timeline:
 The pre-booking of tickets will generate revenue even before the start of the show. It
will generate 35% of the overall profit even before the start of show
 Begin of procuring cash sooner than the start of show
 The number of people in the security entryway and ticket counter can be diminished
 On the account of the net ticketing framework, RALS will get the advantage sooner than
the show starts in November
Part Two
Define Scope and produce a Scope Management Plan
Define Scope (Piscopo, 2017): The principal target of this task is to set up a web-based ticketing
framework which will be effortlessly open from each and every electronic gadget remembering
the true objective to diminish the measure of work among the volunteers in the security
passage door and the ticket booking counter as now individuals will book their tickets online
without making crowd there.
Requirement: The guest's personality affirmation for first-time enrollment, available from all
gadgets, free from digital assault and a scanner tag is required for distinguishing its guests. The
system must be able to store all different schemes of tickets to be booked.
In Scope: The online ticketing framework ought to be open from all gadgets, and a scanner tag
for perceiving the guests ought to be contained in this stage.
Out of scope: Everything from keeping up the equipment to giving the utilization to the change
and the help ought to be there.
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ITC Assignment 3 Project Charter
Deliverables: The work must contain the wants of the customers and it ought to be simple, fair
and intelligent
Acceptance Criteria: the deliverable must be delivered within time, cost and quality and result
with the increase in the revenue collection.
List of Resources:
Sponsor RALS, Technical Head RALS, Project Manager, Software Administrator, Database
Administrator, Web Designer, Trainer, Staff / Users RALS
Technology: latest hardware with software loaded, Network system to transfer e-mail & data
Facilities: Internet connection
Others: Travel for training overseas
Snapshot of resources & roles in MS Project:
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ITC Assignment 3 Project Charter
Part Three
Snapshots of MS Project Outcome
WBS, Resources, and Cost (Academlib, 2017) (Project Management Knowledge, 2017):
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Gantt chart view
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ITC Assignment 3 Project Charter
Part Four
Project Risk Analysis and Plan (Eight to Late, 2009) (OneCampus, 2017)
Risk No.: 1
Rank: 2
Risk: Identification of the stakeholder may be wrong
Description: it can cause abnormal increase in requirement by wrongly identified stakeholders
Category: people
Root cause: less experience & interaction with client
Triggers: scope may increases
Risk Response: always refer all stakeholder identification with some experienced Globex
employee.
Risk Owner: Project Manager
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ITC Assignment 3 Project Charter
Probability: Medium
Impact: High
Status: PM to discuss the issue with RALS Head & Representatives
Risk No.: 2
Rank: 3
Risk: Collection of requirement is incomplete & wrong
Description: stakeholders provided extraordinary requirements and can cause schedule & cost
overrun
Category: Scope
Root cause: Excess scope quantity
Triggers: increase in scope
Risk Response: after every stage, the scope must be get approved by the head technical of RALS
Risk Owner: Project manager
Probability: Medium
Impact: High
Status: Project Manager to conduct meeting with RALS Technical Head.
Risk No.: 3
Rank: 1
Risk: Stakeholder’s expectation management
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ITC Assignment 3 Project Charter
Description: due to excess stakeholders, the expectations could not be fulfilled
Category: people
Root cause: excess number of stakeholder identified
Triggers: impact time
Risk Response: revisit the stakeholder’s expectations to review and update.
Risk Owner: Project manager
Probability: High
Impact: High
Status: PM to review expectation among the sponsor
Risk No.: 4
Rank: 4
Risk: verification of scope not conducted
Description: increase scope
Category: Scope
Root cause: excess scope quantity identified due to excess stakeholders
Triggers: increase in scope
Risk Response: the document is required to be checked and verified after every stage
Risk Owner: Project Manager
Probability: Low
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ITC Assignment 3 Project Charter
Impact: Medium
Status: PM shall follow the response accordingly
Risk No.: 5
Rank: 5
Risk: full documents not submitted
Description: while closing it was discovered that some final document is still missing and not
submitted yet.
Category: Purchase
Root cause: missed the stage and in rush incomplete document submitted
Triggers: delay the project
Risk Response: at the end of each stage the final documents are required to be submitted
Risk Owner: Project Manager
Probability: low
Impact: low
Status: PM to follow the paths
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ITC Assignment 3 Project Charter
Part Five
Quality Management Plan
Team’s Philosophy: The team member must try to save the required benchmarks of the issue
and generally address the evident and recorded partner's issues. Each and every one of the
threats must be checked well on the way to avoid any overpower of increment in time. All
workers need to concentrate on the idea of work to spare it from any kind of advance.
Set of Verification activities:
Activity Target
Every one of the partners needs should meet 24-May-2018
The work ought to be conveyed on time 24-May-2018
Every one of the issues is distinguished and the progressions ought to be
checked amid the execution of each project
24-May-2018
The financial plan of the general project ought not to overshoot the project’s
financial plan
24-May-2018
Set of Validation activities:
Activity Target
Guidelines of value should meet 24-May-2018
The principal things ought to be checked against set previously finishing the
project
24-May-2018
Every one of the phases in the season of completion ought to embrace
against every benchmark criteria
24-May-2018
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ITC Assignment 3 Project Charter
Part Six
Project Closure using annotated bibliography
Closure check-list:
The criteria of money earned ought to be maintained in the project
It ought to be guaranteed that all the quality measures are met
Every one of the wants noted of high intrigue partners is met
Lessons learned should be noted after a meeting with the task associates and Globex.
Evaluation check-list:
Prior to the beginning of the show has the ticket booking started?
Will the general income development increment by 24% more than the most recent
year's aggregation?
Could more money be given to ICV?
Can the weight on volunteers for controlling the gathering be lessened?
Annotated Bibliography
Appendix-1:
Gustafsson, B., & Yadav, B. (2013). Closing IT projects: A Swedish public sector. Master Thesis in
Informatics, 1-61.
Among the two famous Swedish public companies which are involved in IT projects the author
surveys. In his report, he stated the two main functions required to perform before and
throughout the execution stage. The two main functions are planning about the stages and
outcome communication. In the end, the author gave a positive message yang this process is
not too hard till the defined stages are performed properly.
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Appendix-2:
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 October 2, 2017, from http://www.dphu.org:
http://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
The author here said every one of the phases which are there in the project management
lifecycle alongside the significance of one more advance in the project's close-out. After close-
out, the progression in the project is the evaluation stage. In this stage, the team members
need to assess the exactness, benefit, and misfortune in the project. I watched that the author
examined numerous things which are identified with a few phases which are compared to the
evaluation stage. Yet the additional things which the author specified about the examination
are required after the close-out to evaluate the outcomes.
Appendix-3:
Banda, S. S. (2017). Project Close-out and Reasons for Success or Failure of projects. ZM: SSB &
Associates.
The creator has communicated in the report about the typical importance of the appraisal
methodology including the required records for the project's decision. I expect the creator
couldn't set up the significance of the evaluation strategy in the report made. The writer
expressed the estimation of the material, as indicated can be acquired from the course book
itself.
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ITC Assignment 3 Project Charter
References
Academlib. (2017). 4. Cost Management. Retrieved October 2, 2017, from
https://academlib.com: https://academlib.com/3369/management/cost_management
Eight to Late. (2009). On the limitations of scoring methods for risk analysis. Retrieved October
2, 2017, from https://eight2late.wordpress.com:
https://eight2late.wordpress.com/2009/10/06/on-the-limitations-of-scoring-methods-
for-risk-analysis/
OneCampus. (2017). Retrieved October 2, 2017, from Plan Risk Responses:
https://www.greycampus.com/opencampus/project-management-professional/plan-
risk-responses
Piscopo, M. (2017). Scope Management Plan. Retrieved October 2, 2017, from
http://www.projectmanagementdocs.com:
http://www.projectmanagementdocs.com/project-planning-templates/scope-
management-plan.html#axzz4tfIbGW8q
Project Management Knowledge. (2017). Cost Baseline. Retrieved October 2, 2017, from
https://project-management-knowledge.com: https://project-management-
knowledge.com/definitions/c/cost-baseline/
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