Information Systems Planning and Project Management

The assignment focuses on the development of information system plans and their successful execution. It emphasizes understanding key concepts like strategic information management, project management methodologies (including risk management and quality control), and the application of relevant tools and techniques for managing information systems projects effectively.

Running Head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University

1PROJECT MANAGEMENT
Table of Contents
Overview of Previous Assignment..................................................................................................2
Part One: MOV – Measurable Organizational Value......................................................................2
1.1 Desired Area of Impact..........................................................................................................2
1.2 Value of Project Plan.............................................................................................................3
1.3 Stakeholders Involved...........................................................................................................3
1.4 Appropriate Time Frame and Metric.....................................................................................4
Part Two: Scope and Scope Management Plan...............................................................................5
2.1 Project Scope.........................................................................................................................5
2.2 Resource List.......................................................................................................................11
Part Three: Gantt Chart..................................................................................................................12
Part Four: Project Risk Analysis and Plan.....................................................................................14
4.1 Assumptions in Terms of Risks...........................................................................................14
4.2 Risk Matrix and Management Plan.....................................................................................15
Part Five: Quality Management Plan.............................................................................................18
Part Six: Annotated Bibliography and Closure Checklist.............................................................19
Bibliography..................................................................................................................................22

2PROJECT MANAGEMENT
Overview of Previous Assignment
In the previous assignment, the same project was considered but it was about the
development of online ticketing system. In that assignment, the entire project was analyzed and
the requirements for the online ticketing system were determined. This assignment follows the
previous one and is based on the development of an online rostering system for the volunteers
who will be appointed for the management of the entire event.
Part One: MOV – Measurable Organizational Value
The name of this project is Riverina Agricultural and Lifestyle Show (RALS) and it is
based on the preparation of a rostering system. The event will be conducted for a period of three
days and a number of events related to agriculture, business and others will be hosted. However,
the management of the entire show will be trusted on the volunteers. Hence, a rostering system
needs to be implemented for the rostering of the volunteers and the management team. In this
part, the measurable organizational value (MOV) has been discussed and analyzed as follows.
1.1 Desired Area of Impact
The desired area of impact for this project includes the following.
Customer – The main objective of the RALS rostering system is to benefit a wide range
of customers and it is to be ensured that entire rostering system must be done in order to create a
beneficial environment of the customer.
Strategy – The RALS rostering project is also an important strategic move for the
company as it will help determine the entire management of the event.

3PROJECT MANAGEMENT
Financial – Another important objective of the RALS event is to earn sufficient revenue.
Moreover, the company will need to manage the entire project budget for payments of wages as
well as event management.
Social – The social aspect of the event is that the event itself is mainly based on social
reach and communication of the organization with different types of clients.
Operational – The rostering system will also address the operational issues that the
company may face during the hosting and execution of the event.
1.2 Value of Project Plan
The value of the project plan is discussed as follows.
Cheaper – With the help of the rostering system, it is expected that a lot of extra
expenses will be saved and the expenses will be done in a systematic manner.
Better – The rostering system will be created to provide better services to the clients so
that the organization can gain a good customer base.
Faster – The rostering project will be developed for reducing the overall response time to
the customers.
1.3 Stakeholders Involved
The stakeholder plan and the duties are shown in the following table.

4PROJECT MANAGEMENT
1.4 Appropriate Time Frame and Metric
The appropriate time frame and metric are shown in the following table.
Rank Impact Metrics Time Frame
1 Strategy It helps in preparation of
work plan as well as
management of the
volunteers
15 days
2 Social It helps in bringing in
more clients and
improving the
interaction process
between the company
and the clients
30 days
3 Operational It improves the entire 60 days

5PROJECT MANAGEMENT
business operations as
well as the entire event
4 Financial It helps in managing the
financial costs so that no
extra expenses are
required
120 days
5 Customer It improves the overall
response time
15 days
Part Two: Scope and Scope Management Plan
The scope and scope management plan of the project are explained as follows.
2.1 Project Scope
The main aim of this project is to prepare a rostering system for the volunteers who will
be used for the management of the RALS event. The rostering system will be able to record the
details of each volunteer in order to ensure security of the event.
The scopes of the project are explained as follows.
In Scope
The in scope deliverables of the project are as follows.
 Developing a suitable roster is within the scope of the project.
 Recording the names and other personal details like address, contact number of
the volunteers is within the scope of the project.

6PROJECT MANAGEMENT
 Preparation of the event management plan along with the rostering system is
within the scope of this project.
Out Scope
The out scope deliverables of the project are as follows.
 Development of the management team plan is out of scope of this project.
 Preparation of business strategies of the company is out of scope of this project.
 Financial management and budget allocation are out of scope of the project.
Project Milestones and Deliverables
The deliverables of the project plan are shown in the table as follows.
WBS Task Name Duration Start Finish
0 RALS Rostering Project
183
days
Mon 09-
10-17
Wed 20-
06-18
1 Conceptuliation and project initialization 28 days
Mon 09-
10-17
Wed 15-
11-17
1.1 Project charter and plan development 15 days
Mon 09-
10-17
Fri 27-10-
17
1.1.1 Requirements identification and analysis 5 days
Mon 09-
10-17
Fri 13-10-
17
1.1.2 Project analysis 5 days Mon 16- Fri 20-10-

7PROJECT MANAGEMENT
10-17 17
1.1.3 Team meeting 5 days
Mon 23-
10-17
Fri 27-10-
17
1.2 Vendor appointment 13 days
Mon 30-
10-17
Wed 15-
11-17
1.2.1 Selection of vendor 5 days
Mon 30-
10-17
Fri 03-11-
17
1.2.2 Meeting with vendor 2 days
Mon 06-
11-17
Tue 07-11-
17
1.2.3 Planning of budget 3 days
Wed 08-
11-17
Fri 10-11-
17
1.2.4 Time schedulling 3 days
Mon 13-
11-17
Wed 15-11-
17
1.2.5
Milestone: Initialization as well as
conceptualization completion
0 days
Wed 15-
11-17
Wed 15-
11-17
2 Rostering system design phase 25 days
Thu 16-11-
17
Wed 20-
12-17
2.1 Appointment of developers 10 days
Thu 16-11-
17
Wed 29-11-
17

8PROJECT MANAGEMENT
2.2 Installation and development of rostering system 5 days
Thu 30-11-
17
Wed 06-12-
17
2.3 Building initiation 5 days
Thu 07-12-
17
Wed 13-12-
17
2.4 Inclusion of features 5 days
Thu 14-12-
17
Wed 20-12-
17
2.5
Milestione: Rostering system design phase
completion
0 days
Wed 20-
12-17
Wed 20-
12-17
3 Rostering system implementatation system 34 days
Thu 21-12-
17
Tue 06-02-
18
3.1 Coding and programming 15 days
Thu 21-12-
17
Wed 10-01-
18
3.2 Implemenattion phase modification 4 days
Thu 11-01-
18
Tue 16-01-
18
3.3 Requirements Review 5 days
Wed 17-
01-18
Tue 23-01-
18
3.4 Debugging of the system 10 days
Wed 24-
01-18
Tue 06-02-
18
3.5 Milestone: Rostering system implementation 0 days Tue 06-02- Tue 06-02-

9PROJECT MANAGEMENT
system completion 18 18
4 Testing phase 45 days
Wed 07-
02-18
Tue 10-04-
18
4.1 Testing phase initiation 10 days
Wed 07-
02-18
Tue 20-02-
18
4.2 Test plan reporting 35 days
Wed 21-
02-18
Tue 10-04-
18
4.2.1 Testing the new system 5 days
Wed 21-
02-18
Tue 27-02-
18
4.2.2 Risk analysis 5 days
Wed 28-
02-18
Tue 06-03-
18
4.2.3 Analyze test results 5 days
Wed 07-
03-18
Tue 13-03-
18
4.2.4 Risk address 20 days
Wed 14-
03-18
Tue 10-04-
18
4.2.5 Milestone: Sign off the test result 0 days
Tue 10-04-
18
Tue 10-04-
18
5 Risk management phase 45 days
Wed 11-
04-18
Tue 12-06-
18

10PROJECT MANAGEMENT
5.1 Other risks identification 5 days
Wed 11-
04-18
Tue 17-04-
18
5.2 Risk analysis 10 days
Wed 18-
04-18
Tue 01-05-
18
5.3 Damage control 5 days
Wed 02-
05-18
Tue 08-05-
18
5.4 Risk Control 15 days
Wed 09-
05-18
Tue 29-05-
18
5.5 Post Risk Management Review 10 days
Wed 30-
05-18
Tue 12-06-
18
5.6 Milestone: Sign off the risk plan document 0 days
Tue 12-06-
18
Tue 12-06-
18
6 Close project phase 6 days
Wed 13-
06-18
Wed 20-
06-18
6.1 Project success evaluation 5 days
Wed 13-
06-18
Tue 19-06-
18
6.2 Review of final project 1 day
Wed 20-
06-18
Wed 20-06-
18
6.3 Milestone: Sign off the final completion document 0 days Wed 20- Wed 20-

11PROJECT MANAGEMENT
06-18 06-18
Scope Verification
The scope verification criterion is to determine whether the rostering system has been
designed and developed according to the plan or not. Moreover, it should be ensured that
throughout the course of the project, all the deliverables are met and the rostering system is
completely developed within time and budget.
Acceptance Criteria
The project will be accepted if:
 All deliverables and requirements are met
 The project is completed within time
 No budget overshoot happens
2.2 Resource List
The resource list is shown in the following table.
Resource
Name
Type
Material
Label
Initials Group
Max.
Units
Std. Rate
Ovt.
Rate
Cost/Use
Accrue
At
Base
Calendar
Project
Manager
Work P 100% $200.00/hr $0.00/hr $0.00 Prorated Standard
Investment Work I 100% $100.00/hr $0.00/hr $0.00 Prorated Standard

12PROJECT MANAGEMENT
Manager
Project
Sponsor
Work P 100% $120.00/hr $0.00/hr $0.00 Prorated Standard
System
Analyst
Work S 100% $150.00/hr $0.00/hr $0.00 Prorated Standard
System
Developer
Work S 100% $100.00/hr $0.00/hr $0.00 Prorated Standard
Risk
Analyzer
Work R 100% $90.00/hr $0.00/hr $0.00 Prorated Standard
Business
Analyst
Work B 100% $100.00/hr $0.00/hr $0.00 Prorated Standard
System
Tester
Work S 100% $80.00/hr $0.00/hr $0.00 Prorated Standard
Part Three: Gantt Chart
The Gantt Chart is shown in the following diagram.

13PROJECT MANAGEMENT
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 RALS Rostering Project 183 days Mon 09-10-17Wed 20-06-18
1 1 Conceptuliation and project
initialization
28 days Mon
09-10-17
Wed
15-11-17
2 1.1 Project charter and plan
development
15 days Mon
09-10-17
Fri
27-10-17
3 1.1.1 Requirements identification
and analysis
5 days Mon
09-10-17
Fri
13-10-17
4 1.1.2 Project analysis 5 days Mon 16-10-17Fri 20-10-17
5 1.1.3 Team meeting 5 days Mon 23-10-17Fri 27-10-17
6 1.2 Vendor appointment 13 days Mon 30-10-17Wed 15-11-17
7 1.2.1 Selection of vendor 5 days Mon 30-10-17Fri 03-11-17
8 1.2.2 Meeting with vendor 2 days Mon 06-11-17Tue 07-11-17
9 1.2.3 Planning of budget 3 days Wed 08-11-17Fri 10-11-17
10 1.2.4 Time schedulling 3 days Mon
13-11-17
Wed
15-11-17
11 1.2.5 Milestone: Initialization
as well as
conceptualization
0 days Wed
15-11-17
Wed
15-11-17
12 2 Rostering system design phase25 days Thu 16-11-17Wed 20-12-17
13 2.1 Appointment of developers 10 days Thu 16-11-17Wed 29-11-17
14 2.2 Installation and development of
rostering system
5 days Thu
30-11-17
Wed
06-12-17
15 2.3 Building initiation 5 days Thu 07-12-17Wed 13-12-17
16 2.4 Inclusion of features 5 days Thu
14-12-17
Wed
20-12-17
17 2.5 Milestione: Rostering
system design phase
completion
0 days Wed
20-12-17
Wed
20-12-17
18 3 Rostering system
implementatation system
34 days Thu
21-12-17
Tue
06-02-18
19 3.1 Coding and programming 15 days Thu
21-12-17
Wed
10-01-18
20 3.2 Implemenattion phase
modification
4 days Thu
11-01-18
Tue
16-01-18
21 3.3 Requirements Review 5 days Wed
17-01-18
Tue
23-01-18
22 3.4 Debugging of the system 10 days Wed 24-01-18Tue 06-02-18
23 3.5 Milestone: Rostering
system implementation
system completion
0 days Tue
06-02-18
Tue
06-02-18
24 4 Testing phase 45 days Wed 07-02-18Tue 10-04-18
25 4.1 Testing phase initiation 10 days Wed 07-02-18Tue 20-02-18
26 4.2 Test plan reporting 35 days Wed 21-02-18Tue 10-04-18
27 4.2.1 Testing the new system 5 days Wed 21-02-18Tue 27-02-18
28 4.2.2 Risk analysis 5 days Wed 28-02-18Tue 06-03-18
29 4.2.3 Analyze test results 5 days Wed 07-03-18Tue 13-03-18
30 4.2.4 Risk address 20 days Wed
14-03-18
Tue
10-04-18
31 4.2.5 Milestone: Signn off the test result0 days Tue 10-04-18Tue 10-04-18
32 5 Risk management phase 45 days Wed 11-04-18Tue 12-06-18
33 5.1 Other risks identification 5 days Wed 11-04-18Tue 17-04-18
34 5.2 Risk analysis 10 days Wed 18-04-18Tue 01-05-18
35 5.3 Damage control 5 days Wed 02-05-18Tue 08-05-18
36 5.4 Risk Control 15 days Wed 09-05-18Tue 29-05-18
37 5.5 Post Risk Management Review 10 days Wed 30-05-18Tue 12-06-18
38 5.6 Milestone: Sign off the risk
plan document
0 days Tue
12-06-18
Tue
12-06-18
39 6 Close project phase 6 days Wed 13-06-18Wed 20-06-18
40 6.1 Project success evaluation 5 days Wed 13-06-18Tue 19-06-18
41 6.2 Review of final project 1 day Wed 20-06-18Wed 20-06-18
42 6.3 Milestone: Sign off the final
completion document
0 days Wed
20-06-18
Wed
20-06-18
Project Manager
Business Analyst,Project Manager
Business Analyst,Project Manager,Project Sponsor
Project Manager,System Developer
Business Analyst,Project Manager
Investment Manager,Project Manager,Project Sponsor
Business Analyst,Project Manager
15-11
Project Manager
Project Manager,System Developer
Project Sponsor,System Analyst
Project Manager,System Analyst,System Developer
20-12
Project Manager,System Analyst
System Analyst,System Developer
Project Manager
System Analyst,System Developer,System Tester
06-02
System Developer,System Tester
System Analyst,System Tester
System Analyst,System Developer
System Developer,System Tester
System Analyst,System Developer,System Tester
10-04
Risk Analyzer,System Developer,System Tester
Project Manager,Risk Analyzer,System Analyst
Project Manager,System Developer,System Tester
Project Manager,Risk Analyzer,System Analyst
Project Manager,Risk Analyzer
12-06
Project Manager,Project Sponsor
Business Analyst,Project Manager,Project
20-06
W S T M F T S W S T M F T S W S T
10 Sep '17 22 Oct '17 03 Dec '17 14 Jan '18 25 Feb '18 08 Apr '18 20 May '18 01 Jul '18
Figure 1: Gantt Chart of the Project
(Source: Created by Author)
The Work Breakdown Structure is shown in the following diagram.

14PROJECT MANAGEMENT
RALS Rostering Project
Conceptuliation and
project initialization
Project charter and plan
development
Requirements
identification and
analysis
Project analysis
Team meeting
Vendor appointment
Selection of vendor
Meeting with vendor
Planning of budget
Time schedulling
Milestone:
Initialization as well as
conceptualization
completion
Rostering system design
phase
Appointment of
developers
Installation and
development of
rostering system
Building initiation
Inclusion of features
Milestione:
Rostering system
design phase
completion
Rostering system
implementatation system
Coding and
programming
Implemenattion
phase modification
Requirements
Review
Debugging of the
system
Milestone:
Rostering system
implementation
system completion
Testing phase
Testing phase
initiation Test plan reporting
Testing the new
system
Risk analysis
Analyze test results
Risk address
Milestone: Signn off
the test result
Risk management phase
Other risks
identification
Risk analysis
Damage control
Risk Control
Post Risk
Management
Review
Milestone: Sign off
the risk plan
document
Close project phase
Project success
evaluation
Review of final
project
Milestone: Sign off
the final completion
document
Figure 2: WBS of the Project
(Source: Created by Author)
Part Four: Project Risk Analysis and Plan
4.1 Assumptions in Terms of Risks
Before risk analysis and preparation of the risk management plan, several assumptions
have been made, which are as follows.
 It has been assumed that the estimated budget for the project will be sufficient and
no further funding will be necessary.
 It has been assumed that the proposed time schedule for the project will be
sufficient and no extension of time will be necessary.
 It has been assumed that the prepared resource plan is sufficient for the project
and no further additional resources will be required.

15PROJECT MANAGEMENT
4.2 Risk Matrix and Management Plan
The risk management plan has been shown in the following risk matrix table.
N
o.
Ra
nk
Risk Descrip
tion
Cate
gory
Root
Cause
Trigge
rs
Potenti
al
Respo
nses
Risk
Owner
Proba
bility
Imp
act
Sta
tus
R
44
1 Cost Due to
unforese
en
incident
s and
imprope
r budget
estimati
on,
significa
nt extra
costs
may be
encount
ered
resulting
in
budget
Fina
ncial
The
root
cause of
the
problem
is the
inability
of the
project
manage
r to
identify
possible
areas of
extra
expense
or
chance
Budget
oversho
ot and
withdra
wal of
sponsor
in
extreme
cases,
resultin
g in
project
failure
Proper
budget
estimat
ion
along
with
some
buffer
budget
to
compe
nsate
for the
losses
later on
Project
manage
r
Mediu
m
High Set
up
in 4
wee
ks.

16PROJECT MANAGEMENT
oversho
ot.
of
occurrin
g
unfores
een
incident
s
R
19
2 Custo
mers /
Client
s
There
may
arise a
case
where
the
custome
r
demand
s are not
met and
they
become
dissatisf
ied
Servi
ce
Risk
The
entire
event is
conduct
ed with
knowin
g the
client
expectat
ions or
require
ments
The
project
manage
r did
not
underta
ke any
survey
to
determi
ne
custom
er
require
ments
or
expecta
Custo
mer
satisfac
tion
should
be the
priority
of
executi
ng the
RALS
event.
Project
manage
r
Mediu
m
Hig
h
Set
up
in 1
mo
nth

17PROJECT MANAGEMENT
tions
R
8
3 Syste
m
failure
Unavail
ability
of
sufficien
t
technica
l support
may
result in
technica
l failure
during
the
event
Tech
nical
risk
Lack of
technica
l
mainten
ance as
well as
unavaila
bility of
technica
l
support
The
system
is not
maintai
ned or
updated
on
regular
basis.
The
system
must
be
update
d as
well as
maintai
ned on
time.
Syste
m
Manag
er
High High Set
up
in
four
wee
ks
R
32
4 Time Lack of
sufficien
t time
for
executin
g the
project
Sche
dule
risk
Lack of
efficien
cy
during
project
schedul
e
estimati
on
The
project
manage
r has
not
been
able to
prepare
suitable
timelin
More
efficien
t time
schedul
e using
schedul
ing
softwar
es
Project
manage
r
Mediu
m
Med
ium
Set
up
in
two
wee
ks

18PROJECT MANAGEMENT
e for
the
project
R
28
5 Resou
rces
Lack of
quality
in the
procure
d
resource
s or
insuffici
ent
resource
s
Reso
urce
risk
Lack of
experie
nce of
procure
ment
manage
r and no
quality
analysis
while
procurin
g
No
quality
standar
ds were
set
before
allocati
ng
budget
Experie
nced
procure
ment
manage
r
require
d
Procure
ment
manage
r
Mediu
m
Med
ium
Set
up
in 2
wee
ks
Part Five: Quality Management Plan
The key elements for conveying different sorts of quality administrations to the customer
incorporate engagement of the workers, client encounter, benefit culture and in addition quality
of administration. It has been found that the framework that is proposed is very compelling and
invaluable for the organization as it helps in giving high satisfaction of the general population. It
is distinguished that administration culture mostly involves different sorts of elements including
vision, mission, initiative and in addition distinctive standards of the association. The quality of

19PROJECT MANAGEMENT
administration is essentially reliant on the vital arrangement that is taken fundamentally by the
association for introducing the framework that further helps with satisfying the different
destinations and in addition objectives of the association.
The set of verification activities are as follows.
 The project report will be created where all the activities and outcomes of the
project will be documented.
 This project report will be read by all the related stakeholders and they will sign
the document if they are satisfied with the outcomes.
 Finally, the project manager will evaluate the entire project and close the project.
Part Six: Annotated Bibliography and Closure Checklist
Article 1: McCabe, M. F., Ershadi, A., Jimenez, C., Miralles, D., Michel, D., &
Wood, E. F. (2016). The GEWEX LandFlux project: evaluation of model evaporation using
tower-based and globally gridded forcing data. Geoscientific Model Development, 9(1), 283-
305.
Throughout the years, evaluation has habitually been seen as an ill-disposed process. Its
principle utilize has been to give a "thumbsup" or "thumbs-down" about a program or project. In
this part, it has very frequently been considered by program or project chiefs and facilitators as
an outer burden that is undermining, problematic, and not extremely supportive to project staff.
The idea of providing details regarding the results of elected ventures has gotten expanded
accentuation in the course of the most recent quite a long while with the foundation of the
Government Performance and Results Act (GPRA). While that might be valid in a few

20PROJECT MANAGEMENT
circumstances, evaluations require not be, and frequently are not, directed in an ill-disposed
mode. Evaluation gives data to imparting to an assortment of partners. It enables projects to
better recount their story and demonstrate their value. It additionally gives directors the
information they have to report "up the line," to advise senior decisionmakers about the results of
their ventures. GPRA requires government offices to report every year on the achievements of
their subsidized endeavors. The objective of evaluation is to decide the value or value of some
method, project, process, or item. All around planned evaluations likewise give data that can help
clarify the discoveries that are watched. Both sound judgment and acknowledged proficient
practice would propose an orderly way to deal with these evaluation challenges.
Article 2: Salling, K. B., & Leleur, S. (2015). Accounting for the inaccuracies in
demand forecasts and construction cost estimations in transport project
evaluation. Transport Policy, 38, 8-18.
The part that evaluation may play will shift contingent upon the planning, the particular
inquiries to be tended to, and the assets accessible. It is best to consider evaluation not as an
occasion, but rather as a procedure. The Break-even purpose of a speculation project is the level
of creation and deals where the project produces neither salary nor misfortunes; the level which
still makes the money related outcome positive. The Break-even level is the limit between the
benefits and misfortunes. The objective ought to be to give a continuous wellspring of data that
can help decisionmaking at different strides en route.
Article 3: Van de Gaer, D., Vandenbossche, J., & Figueroa, J. L. (2013). Children's
health opportunities and project evaluation: Mexico's Oportunidades program. The World
Bank Economic Review, 28(2), 282-310.

21PROJECT MANAGEMENT
Utilization of the Break-even Analysis in venture project evaluation in instances of
vulnerability depends on the possibility of the basic estimations of specific parameters which
apply an awesome impact on the aggregate productivity of the project. Earn back the original
investment Analysis is an extremely straightforward technique, with loads of shortcomings. It
ought to subsequently be utilized just for the underlying examination in speculation project
evaluation in instances of vulnerability. At the end of the day, this implies computation and
examination of the basic or the base estimations of the creation degree and salary from deal
beneath which the project ends up noticeably inadmissible, and in addition finding a way to stay
away from such.
The closure checklist is as follows.
Task Stakeholder Signature
Deliverables met Project Team Leader
No budget overshoot Finance Manager
All resources used Procurement Manager
All requirements met Project Manager
Project Evaluation Outline
The project evaluation will be done by the project manager. He will judge the project
based on the MOVs that have been predefined. Unless the predefined MOVs are achieved, the
project cannot be considered as successful. These MOVs will be evaluated based on the
deliverables that have been achieved during the course of the project.