Developing a Rostering System for RALS

This assignment proposes the development of a new rostering system for the Riverina Agriculture and Lifestyle Show (RALS). The project aims to reduce costs associated with information management and ticket processing. The proposal includes a feasibility plan, detailed project schedule and budget, resource allocation, implementation strategy, client expectation alignment, and evaluation criteria based on time, cost, and functionality.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student:
Student ID:
Name of the University:
Author’s note:

1PROJECT MANAGEMENT
Table of Contents
Part 1: MOV Values........................................................................................................................2
Part 2: Scope Management Plan......................................................................................................4
Part 3: Project Schedule...................................................................................................................6
Part 4: Project Risk Analysis...........................................................................................................8
Part 5: Quality Management Plan....................................................................................................8
Part 6: Project Closure and Evaluation............................................................................................9
Bibliography..................................................................................................................................11

2PROJECT MANAGEMENT
Part 1: MOV Values
Ranking: The project of Developing new rostering system for RALS is helpful for forming a
ticket generation system for the Riverina Agriculture and Lifestyle Show. The project would
have to endure impact in terms of finance, operations, client, strategy, and social acquisition.
These factors for the project are given below,
Factor Description Ran
k
Finance The business is dependent on the financial strengths and hence the
impact on the financial stability of the project is the most crucial factor
of impact for the project owners
1st
Operation The business operations have largely induced the proper functioning of
the business organization and hence it holds an integral position for
determining the project completion and impact area
2nd
Client The business client is the most impactful factor for the deployment of
the successive project integration. The client factor plays a significant
role in calculating the overall impact on the project
3rd
Strategy The business strategy is largely helpful for signifying the management
of the operations and it forms the support in aligning the profound
system development for the project owners
4th
Social The social impact has the least proficiency for the project of Developing 5th

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Acquisition new rostering system for RALS as it is largely based on technology and
there is less scope for the social development
a. Better- Management of the information related to the Riverina Agriculture and Lifestyle Show
would be improved with the help of the completion of the Developing new rostering system for
RALS project
b. Faster- Transfer of the information from one point to another or one person to another would
be eased as all the records would be stored on a digital platform capable of transmitting the
information in few seconds
c. Cheaper- The ticketing system would help the RALS for reducing the total amount of money
spent on management of the information and completion of the ticketing process for RALS
d. Do more- It would also help in forming the appropriate information database for future
programs and operations
Appropriate Metric with timeframe:
Factor Finance Operational Customer Strategy Social
Metrics NPV,
Revenue, and
Profit
Calculation
Management
Plan
Feedback and
Suggestions
Strategic
Analysis
Matrix
Social Sites
Timeframe 4 2 4 3 5

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(in months)
MOV statement: The improved ticketing system developed after the completion of the project
of Developing New Rostering System for Riverina Agriculture and Lifestyle Show would help in
forming the improved analysis of the project operations.
Part 2: Scope Management Plan
Define the scope: The scope development for the project of Developing New Rostering System
for Riverina Agriculture and Lifestyle Show includes the development of an information system
based ticketing system for RALS so that faster operations can be carried on.
Requirements: Budgeter, Documenter, IT Engineer, Planner, Project Manager, System Analyst,
Tester, Analyst, and Contractor are the human resources and Computer Devices, Network
Components, Storage, and Wireless routers are the material resources for the project of
Developing New Rostering System for Riverina Agriculture and Lifestyle Show.
In scope-out scope items: The in scope items of the project are design of the system, project
plan, system database, complete system, and final reports. The transportation requirements,
communication plan, and change management are out of scope for the project of Developing
New Rostering System for Riverina Agriculture and Lifestyle Show.
Deliverables: The deliverables along with appropriate timeline for the project of Developing
New Rostering System for Riverina Agriculture and Lifestyle Show is given in the table below,

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WBS Task Name Duration Start Finish
1.2 Project Charter Documentation 4 days Thu 3/29/18 Tue 4/3/18
1.3 Project Initiation Documents 3 days Wed 4/4/18 Fri 4/6/18
2.6 Cost Estimation 2 days Thu 5/3/18 Fri 5/4/18
2.7 Resources are accumulated 7 days Mon 5/7/18 Tue 5/15/18
3.1.2 Making appropriate design 10 days Mon 5/21/18 Fri 6/1/18
3.2.1 Storage system is developed 10 days Mon 6/18/18 Fri 6/29/18
3.2.3 User Interface is developed 4 days Thu 7/5/18 Tue 7/10/18
3.2.6 Infrastructure is developed 7 days Wed 8/1/18 Thu 8/9/18
3.2.7 Hardware components are deployed 3 days Fri 8/10/18 Tue 8/14/18
M3 System is developed for Globex 0 days Tue 8/14/18 Tue 8/14/18
M4 Testing Reports are developed 0 days Tue 9/4/18 Tue 9/4/18
4.2 Final reports are developed 3 days Fri 9/7/18 Tue 9/11/18
Acceptance Criteria: The acceptance criteria for the project of Developing New Rostering
System for Riverina Agriculture and Lifestyle Show are,
 Time taken for project completion should be less than 5 months

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 Project budget is set to be approx $ 30,000.00
 System developed would be functional and aligned to the RALS
Provide a list of Resources:
ID Resource Name Work
1 Budgeter 72 hrs
2 Computer Devices 1
3 Documenter 106 hrs
4 IT Engineer 288 hrs
5 Network Components 1
6 Planner 56 hrs
7 Project Manager 86 hrs
8 Storage 1
9 System Analyst 176 hrs
10 Tester 120 hrs
11 Wireless routers 1
12 Contractor 56 hrs
13 Analyst 24 hrs
Details
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
S S S S S S S S S S S S S S S S
Mar 11, '18 Apr 8, '18 May 6, '18 Jun 3, '18 Jul 1, '18 Jul 29, '18 Aug 26, '18 Sep 23, '18
16h 56h
0.33 0.67
56h 8h 24h 18h
48h 80h 80h 56h 8h 16h
0.33 0.67
56h
16h 64h 6h
1
24h 80h 32h 24h 16h
64h 56h
0.33 0.67
56h
24h
Figure 1: List of resources for the project
Part 3: Project Schedule

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ID Task
Mode
WBS Task Name Duration Start Finish
0 0 Developing new rostering
system for RALS
123 days Mon 3/26/18 Wed
9/12/18
1 1 Project Initialization 12 days Mon 3/26/18 Tue 4/10/18
2 1.1 Requirement Analysis 3 days Mon 3/26/18 Wed 3/28/18
3 1.2 Project Charter Documentation4 days Thu 3/29/18 Tue 4/3/18
4 1.3 Project Initiation Documents3 days Wed 4/4/18 Fri 4/6/18
5 1.4 Initialization Meeting 1 day Mon 4/9/18 Mon 4/9/18
6 1.5 Submission of documents 1 day Tue 4/10/18 Tue 4/10/18
7 M1 Documents are signed 0 days Tue 4/10/18 Tue 4/10/18
8 2 Project Planning and
Resource Accumulation
25 days Wed 4/11/18 Tue 5/15/18
9 2.1 Selection of planning
methodology
1 day Wed 4/11/18 Wed
4/11/18
10 2.2 Developing plan outline 4 days Thu 4/12/18 Tue 4/17/18
11 2.3 Reviewing the plan 2 days Wed 4/18/18 Thu 4/19/18
12 2.4 Client's requirement analysis3 days Fri 4/20/18 Tue 4/24/18
13 2.5 Team members are selected6 days Wed 4/25/18 Wed 5/2/18
14 2.6 Cost Estimation 2 days Thu 5/3/18 Fri 5/4/18
15 2.7 Resources are accumulated7 days Mon 5/7/18 Tue 5/15/18
16 M2 Project Plan is approved 0 days Tue 5/15/18 Tue 5/15/18
17 3 System Development and Testing80 days Wed 5/16/18 Tue 9/4/18
18 3.1 Designing the system 23 days Wed 5/16/18 Fri 6/15/18
19 3.1.1 Selecting design platform3 days Wed 5/16/18 Fri 5/18/18
20 3.1.2 Making appropriate design10 days Mon 5/21/18 Fri 6/1/18
21 3.1.3 Reviewing the design 3 days Mon 6/4/18 Wed 6/6/18
22 3.1.4 Prototyping the design 4 days Thu 6/7/18 Tue 6/12/18
23 3.1.5 Design Simulation 3 days Wed 6/13/18 Fri 6/15/18
24 M3 Design Approval 0 days Fri 6/15/18 Fri 6/15/18
25 3.2 Developing the system 42 days Mon 6/18/18 Tue 8/14/18
26 3.2.1 Storage system is developed10 days Mon 6/18/18 Fri 6/29/18
27 3.2.2 Database is integrated 3 days Mon 7/2/18 Wed 7/4/18
28 3.2.3 User Interface is developed4 days Thu 7/5/18 Tue 7/10/18
29 3.2.4 Programming and
Coding the ticketing
system
10 days Wed 7/11/18 Tue 7/24/18
30 3.2.5 Functions Integration
in the system
5 days Wed 7/25/18 Tue 7/31/18
31 3.2.6 Infrastructure is developed7 days Wed 8/1/18 Thu 8/9/18
32 3.2.7 Hardware components
are deployed
3 days Fri 8/10/18 Tue 8/14/18
33 M3 System is developed
for Globex
0 days Tue 8/14/18 Tue 8/14/18
34 3.3 System Testing 15 days Wed 8/15/18 Tue 9/4/18
35 3.3.1 User Interface is tested3 days Wed 8/15/18 Fri 8/17/18
36 3.3.2 Black box testing 3 days Mon 8/20/18 Wed 8/22/18
37 3.3.3 White Box testing 3 days Thu 8/23/18 Mon 8/27/18
38 3.3.4 User experience analysis3 days Tue 8/28/18 Thu 8/30/18
39 3.3.5 Test run and Simulation3 days Fri 8/31/18 Tue 9/4/18
40 M4 Testing Reports are
developed
0 days Tue 9/4/18 Tue 9/4/18
41 4 Final Documentation 6 days Wed 9/5/18 Wed 9/12/18
42 4.1 Project Closure checklist
is formed
2 days Wed 9/5/18 Thu 9/6/18
43 4.2 Final reports are developed3 days Fri 9/7/18 Tue 9/11/18
44 4.3 Submission of documents 2 hrs Wed 9/12/18 Wed 9/12/18
45 4.4 Reviewing the documents 5 hrs Wed 9/12/18 Wed 9/12/18
46 4.5 Signing the documents 1 hr Wed 9/12/18 Wed 9/12/18
47 M5 Project Closed 0 days Wed 9/12/18 Wed 9/12/18
Analyst
Documenter
Documenter
Project Manager
Documenter
4/10
Planner
Planner
Planner
Project Manager
Project Manager
Budgeter
Budgeter
5/15
System Analyst
System Analyst
IT Engineer
System Analyst
IT Engineer
6/15
IT Engineer,Storage[1]
IT Engineer
IT Engineer
IT Engineer
System Analyst
Contractor
Computer Devices[1],IT Engineer,Network Compone
8/14
Tester
Tester
Tester
Tester
Tester
9/4
Documenter
Documenter
Documenter
Project Manager
Project Manager
9/12
S W S T M F T S W
Feb 11, '18 Apr 22, '18 Jul 1, '18 Sep 9, '18 Nov 18, '18
Figure 2: Gantt chart showing project schedule

8PROJECT MANAGEMENT
Part 4: Project Risk Analysis
Risk name Change in
Requirements
Design Issues Cost Overrun Delay in
Project
Ranking 1st 2nd 3rd 4th
Related Project
Phase
Initialization Designing Execution Closure
Risk Owner Project Client Designer Project Manager Project
Manager
Probability Likely Possible Likely Possible
Severity Catastrophic Major Moderate Minor
Potential Response Scope
Management
Plan
Implementation
of SDLC
methodology
Provisional
budget
development
Alignment of
Prince 2 Plan
development
process
Part 5: Quality Management Plan
The quality management for the project of Developing New Rostering System for Riverina
Agriculture and Lifestyle Show is given below,

9PROJECT MANAGEMENT
Development of Verification Activities: Various testing methods for database, design, user
interface, and system developed
Development of Validation Activities: Quality Management Plan, Change Management Plan,
and Process Implementation Plan
Part 6: Project Closure and Evaluation
Annotated Bibliography: According to Ruehl and Ingenhoff (2015), project development
lifecycle hold an integral part in the implication of the improved project operations and the
development of the project operations and it would also provide ease in project completion. The
project activities would be aligned in improved operations for sorting the probability of the
success. The project life cycle consists of initiation, planning, designing, executing, and testing
phases. McNeil, Frey and Embrechts (2015), have considered project management and risk
management very helpful for effective project success. The risk management can be done by
analysis of the project risk factors and developing appropriate solutions to the risk factors. Risk
management comprises of the process of risk identification, risk prioritization, risk evaluation,
risk mitigation, and risk control. Kerzner (2017) has stated that the role of the project
management is very important in all types of project activities. The synthesis of the effective
project integration management would help the users for the formation of the profitable and
selective solutions to the project activities.
Closure Checklist: The general closure checklist for the project is given below,
Factor Check?
Feasible Plan for the project activities 

10PROJECT MANAGEMENT
Project Schedule and budget is made cohesively 
Appropriate project resources are implied 
Implementation of the project is done cohesively 
Expectation of the client is met and project operation is achieved 
Figure 3: Project Closure Checklist
Project Evaluation: The project evaluation is done based on the factors of the time, cost, and
functionality. The evaluation criteria of the project of Developing New Rostering System for
Riverina Agriculture and Lifestyle Show are,
Time: The project is bound to be completed in 4 months of time
Cost: The project should be completed in the estimated project budget of $ 30,000.00
Functionality: Project should be helpful for reducing the total amount of money spent on
management of the information and completion of the ticketing process for RALS

11PROJECT MANAGEMENT
Bibliography
Barker, S., & Cole, R. (2015). Brilliant project management. Pearson UK.
Dybå, T., Dingsøyr, T., & Moe, N. B. (2014). Agile project management. In Software project
management in a changing world (pp. 277-300). Springer Berlin Heidelberg.
Gido, J., Clements, J., & Clements, J. (2014). Successful project management. Nelson Education.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kloppenborg, T. (2014). Contemporary project management. Nelson Education.
Kuster, J., Huber, E., Lippmann, R., Schmid, A., Schneider, E., Witschi, U., & Wüst, R.
(2015). Project management handbook. Heidelberg: Springer.
McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative risk management: Concepts,
techniques and tools. Princeton university press.
Ruehl, C. H., & Ingenhoff, D. (2015). Communication management on social networking sites:
Stakeholder motives and usage types of corporate Facebook, Twitter and YouTube
pages. Journal of Communication Management, 19(3), 288-302.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Young, T. L. (2016). Successful project management. Kogan Page Publishers.