Ticketing System Development for RALS

The assignment focuses on developing a ticketing system for the Riverina Agriculture and Lifestyle Show. It involves creating a feasible project plan using Prince2 methodology, conducting cost budgeting and analysis (including NPV, Payback, and ROI), allocating resources, ensuring consistent implementation, meeting client requirements, and evaluating the project's performance, cost-effectiveness, and alignment with functional goals. The document also includes a closure checklist to manage the project effectively.

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 One: MOV................................................................................................................................2
Part Two: Scope Management Plan.................................................................................................3
Part Three: Project Schedule...........................................................................................................5
Part Four: Project Risk Analysis......................................................................................................6
Part Five: Quality Management Plan...............................................................................................6
Part Six: Closure and Evaluation.....................................................................................................6
Bibliography..................................................................................................................................10

2PROJECT MANAGEMENT
Part One: MOV
Ranking: The Development of Ticketing System for Riverina Agriculture and Lifestyle Show
has some specific areas of impact and they have been pointed out below,
Factor Description Ran
k
Financial
Area
The cost is the most important factor for the project as the sum of money
invested in the project has a huge impact on the deployment of the
project activities.
1st
Customer
Area
The customer’s involvement is another major factor that have impact on
the project operations as the client’s requirement can change the project
operations
2nd
Operational
Area
The operational area comprises of the operations that are helpful for the
management of the project operations
3rd
Strategy
Area
The Strategy area is a major source of the project integration and the
management of the improved processes
4th
Social Area The social area of the project is formed for the management of the
improved functional analysis and processes
5th
a. Better- Improved processes would be aligned for the Riverina Agriculture and Lifestyle
Show with the help of new information system
b. Faster- The operations would be faster and the overall time duration would be lessened
due to the integrated database

3PROJECT MANAGEMENT
c. Cheaper- The exhaustion of the resources would be limited due to the use of the
integrated database
d. Do more- The system would improve the communication in the organization for the
Riverina Agriculture and Lifestyle Show
Appropriate Metric with timeframe: The appropriate timeframe for the project is given
below,
Factor Financial Customer Operational Strategy Social
Metrics NPV, Revenue, and
Profit Calculation
Feedback and
Suggestions
Management
Plan
Strategic
Analysis
Matrix
Social
Sites
Timeframe
(in
months)
3 4 2 3 2
MOV statement: The project is formed for the acquisition of the system integration so that
improved and time efficient processes could be established for the process of improved analysis
system development.
Part Two: Scope Management Plan
Define the scope: The project scope is implied for the development of a ticketing system for the
RALS so that the improved processes can be implied. The system would increase the
performance proficiency and decrease the time taken for the operations.

4PROJECT MANAGEMENT
Requirements: The requirements of the project can be broadly classified into material
requirements and human requirements. The computer system, storage, wireless routers, and
network components are the materialistic requirements of the project. The Project Manager,
Documenter, Planner, Engineer, Tester, and Contractor are the human requirements of the
project.
In scope-out scope items: The planning, initializing, designing, developing, executing, and
closing are the in-scope items of the project. The transportation, communication plan, risk
management plan, and scope management plan are the out of scope items of the project.
Deliverables: The initiation documents, charter documentation, project schedule plan, design of
the system, implementation plan, and ticketing system are the deliverables of the project.
Acceptance Criteria: The project of developing ticketing system for RALS is made for the
management of the improved operations and the formation of the improved activities in the
estimated project duration of 23 days and the budget of $ 34.00.

5PROJECT MANAGEMENT
Provide a list of Resources:
ID Resource Name Work
1 Budgeter 112 hrs
2 Computer Devices 1
3 Documenter 100 hrs
4 IT Engineer 216 hrs
5 Network Components 1
6 Planner 72 hrs
7 Project Manager 76 hrs
8 Storage 1
9 System Analyst 128 hrs
10 Tester 120 hrs
11 Wireless routers 1
12 Contractor 48 hrs
Details
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
Work
S M W F S T T S M W F S T
Feb 11, '18 Mar 18, '18 Apr 22, '18 May 27, '18 Jul 1, '18 Aug 5, '18 Sep 9, '18
16h 72h 24h
1
58h 16h 26h
72h 80h 48h 16h
1
32h 40h
6h 48h 16h 6h
1
72h 24h 32h
48h 72h
1
16h 32h
Figure 1: List of resources for the project
Part Three: Project Schedule
ID Task
Mode
WBS Task Name Duration Start Finish Predecessors Resource Names Cost
0 0 Ticketing System
Development for RALS
109 days Mon
4/2/18
Thu
8/30/18
$49,990.00
1 1 Project Initialization 13 days Mon 4/2/18We d 4/18/18 $4,420.00
2 1.1 Feasibility Analysis 2 days Mon 4/2/18Tue 4/3/18 Budgeter $720.00
3 1.2 Analyzing the Requirements3 days Wed 4/4/18Fri 4/6/18 2 Planner $960.00
4 1.3 Project Charter Documentation4 days Mon 4/9/18Thu 4/12/183 Documenter $1,280.00
5 1.4 Project Initiation Documents3 days Fri 4/13/18 Tue 4/17/184 Documenter $960.00
6 1.5 Kick off meetings 6 hrs Wed 4/18/18Wed 4/18/185 Project Manager $420.00
7 1.6 Submission of documents 2 hrs Wed 4/18/18Wed 4/18/186 Documenter $80.00
8 M1 Signing the documents 0 days Wed 4/18/18Wed 4/18/187 $0.00
9 2 Project Planning and
Resource Accumulation
26 days Thu
4/19/18
Thu
5/24/18
$10,720.00
10 2.1 Selection of planning
methodology
1 day Thu
4/19/18
Thu
4/19/18
8 Planner $320.00
11 2.2 Developing plan outline 3 days Fri 4/20/18 Tue 4/24/1810 Planner $960.00
12 2.3 Reviewing the plan 2 days Wed 4/25/18Thu 4/26/1811 Planner $640.00
13 2.4 Client's requirement analysis3 days Fri 4/27/18 Tue 5/1/18 12 Project Manager $1,680.00
14 2.5 Team members are selected5 days Wed 5/2/18Tue 5/8/18 13 Project Manager $2,800.00
15 2.6 Budget development 4 days Wed 5/9/18Mon 5/14/1814 Budgeter $1,440.00
16 2.7 Resources are accumulated8 days Tue 5/15/18Thu 5/24/1815 Budgeter $2,880.00
17 M2 Project Plan is approved 0 days Thu 5/24/18Thu 5/24/1816 $0.00
18 3 System De velopment and Testing64 days Fri 5/25/18We d 8/22/18 $32,750.00
19 3.1 Designing the system 15 days Fri 5/25/18Thu 6/14/18 $6,120.00
20 3.1.1 Selecting design platform2 days Fri 5/25/18 Mon 5/28/1817 System Analyst $800.00
21 3.1.2 Making appropriate design7 days Tue 5/29/18Wed 6/6/1820 System Analyst $2,800.00
22 3.1.3 Reviewing the design 1 day Thu 6/7/18 Thu 6/7/18 21 IT Engineer $440.00
23 3.1.4 Prototyping the design 3 days Fri 6/8/18 Tue 6/12/1822 System Analyst $1,200.00
24 3.1.5 Design Simulation 2 days Wed 6/13/18Thu 6/14/1823 IT Engineer $880.00
25 M3 Design Approval 0 days Thu 6/14/18Thu 6/14/1824 $0.00
26 3.2 Developing the system 34 days Fri 6/15/18We d 8/1/18 $21,230.00
27 3.2.1 Storage system is developed5 days Fri 6/15/18 Thu 6/21/1825 IT Engineer,Storage[1] $3,770.00
28 3.2.2 Database is integrated 3 days Fri 6/22/18 Tue 6/26/1827 IT Engineer $1,320.00
29 3.2.3 User Interface is developed4 days Wed 6/27/18Mon 7/2/1828 IT Engineer $1,760.00
30 3.2.4 Programming and
Coding the ticketing
system
10 days Tue 7/3/18 Mon
7/16/18
29 IT Engineer $4,400.00
31 3.2.5 Functions Integration in
the system
4 days Tue
7/17/18
Fri 7/20/18 30 System Analyst $1,600.00
32 3.2.6 Infrastructure is developed6 days Mon 7/23/18Mon 7/30/1831 Contractor $2,640.00
33 3.2.7 Hardware components
are deployed
2 days Tue
7/31/18
Wed
8/1/18
32 Computer
Devices[1],IT
Engineer,Network
$5,740.00
34 M3 System is developed
for Globex
0 days Wed
8/1/18
Wed
8/1/18
33 $0.00
35 3.3 System Testing 15 days Thu 8/2/18We d 8/22/18 $5,400.00
36 3.3.1 User Interface is tested3 days Thu 8/2/18 Mon 8/6/1834 Tester $1,080.00
37 3.3.2 Black box testing 3 days Tue 8/7/18 Thu 8/9/18 36 Tester $1,080.00
38 3.3.3 White Box testing 3 days Fri 8/10/18 Tue 8/14/1837 Tester $1,080.00
39 3.3.4 User experience analysis3 days Wed 8/15/18Fri 8/17/18 38 Tester $1,080.00
40 3.3.5 Test run and Simulation 3 days Mon 8/20/18Wed 8/22/1839 Tester $1,080.00
41 M4 Testing Reports are
developed
0 days Wed
8/22/18
Wed
8/22/18
40 $0.00
42 4 Final Documentation 6 days Thu 8/23/18Thu 8/30/18 $2,100.00
43 4.1 Project Closure checklist
is formed
2 days Thu
8/23/18
Fri 8/24/18 41 Documenter $640.00
44 4.2 Final reports are developed3 days Mon 8/27/18Wed 8/29/1843 Documenter $960.00
45 4.3 Submission of documents 2 hrs Thu 8/30/18Thu 8/30/1844 Documenter $80.00
46 4.4 Reviewing the documents 5 hrs Thu 8/30/18Thu 8/30/1845 Project Manager $350.00
47 4.5 Signing the documents 1 hr Thu 8/30/18Thu 8/30/1846 Project Manager $70.00
48 M5 Project Closed 0 days Thu 8/30/18Thu 8/30/1847 $0.00
Budgeter
Planner
Documenter
Documenter
Project Manager
Documenter
4/18
Planner
Planner
Planner
Project Manager
Project Manager
Budgeter
Budgeter
5/24
System Analyst
System Analyst
IT Engineer
System Analyst
IT Engineer
6/14
IT Engineer,Storage[1]
IT Engineer
IT Engineer
IT Engineer
System Analyst
Contractor
Computer Devices[1],IT Engineer,Network Components[1],Wireless
8/1
Tester
Tester
Tester
Tester
Tester
8/22
Documenter
Documenter
Documenter
Project Manager
Project Manager
8/30
S W S T M F T S
Feb 11, '18 Apr 22, '18 Jul 1, '18 Sep 9, '18
Figure 1: Gantt chart showing project schedule

6PROJECT MANAGEMENT
Part Four: Project Risk Analysis
Risk Lack of pre-
information
Inappropriate
plan
methodology
Incompatible
Design
Methodology
Poor Quality
of raw
materials
Missing final
documents
Rank 4th 3rd 2nd 1st 5th
Related Project
Phase
Initiation
Phase
Planning Phase Designing
Phase
Execution
Phase
Documentation
& Closing
Phase
Risk
Owner/Member
Analyst Planner Designer Project
Manager
Documenter
Probability Almost
Certain
Likely Possible Likely Unlikely
Severity Minor Moderate Major Catastrophic Moderate
Potential
Response
Using
Internet as a
source for the
information
collection
Using Prince2
plan
development
methodology
Using SDLC
for the
designing
methodology
Quality
Management
plan for the
project raw
materials
Development of
project final
documents
Part Five: Quality Management Plan
The quality management plan is formed for ensuring that the appropriate ticketing system
is deployed for the project of developing ticketing system for RALS while including the
principles of the project management.
Set of Verification Activities: Testing methods like User Interface testing, black box
testing, and performance testing would be used for the project verification.
Set of Validation Activities: Quality Management, Issue Management Plan, and
Implementation Plan can be used for project validation.
Part Six: Closure and Evaluation
Annotated Bibliography: Kendrick (2015) has defined the role of the project management for
the management of the risk factors and the development of the risk mitigation strategies. The

7PROJECT MANAGEMENT
concept of the risk analysis factors involves the use of the previous documentation and reports
for the alignment of the improved functional analysis. The risk evaluation has largely covered
the alignment of the activities and the formation of the systematic development of the operations.
The risk evaluation would also comprise of the analysis of the impact, probability of occurrence,
and their ratings as per the probability-consequences analysis. The mitigation strategies would
allow the users for the deployment of the improved mitigation strategies. Another paper by
Braglia and Frosolini (2014), have provided an insight on the use of the project management
principles and aligning them to the development strategies. The analysis has provided the use of
system integrated operations for the management of the project activities and the comprising of
the developed operations. The profound deployment of the activities of the project is formed for
ensuring that the system development for the program management would comprise of the
improved functional development. The hazard management is formed for the modification of the
operations so that the users can overcome the probable issues of the project and the alignment of
the improved functional development. The study done by Stark (2015) has formed the
deployment of the improved functional analysis. The examination of the communication plan is
implied for effective employment of the project activities and the alignment of the developed
platform management. The formation of the system development would require the use of
effective and improved transfer of the information and processes. The use of improved
communication medium would allow the modification of the profound development. The
communication has been largely induced for the management of the activities in a signified and
straight method of the communication process.

8PROJECT MANAGEMENT
Closure checklist: The project of the Development of Ticketing System for Riverina Agriculture
and Lifestyle Show requires the use of an effective closure checklist that can manage the project
closure in the specified project operation. The closure checklist for the project is given below,
Item of Checklist Check?
Feasible Project Plan is developed with the use of project planning process as used in
Prince2

Cost Budgeting is done cohesively along with the cost benefit analysis for calculating
the NPV, Payback, and ROI

Resources are accumulated so that activities of the project can be deployed with the
help of the resources gathered

Consistent Implementation is done so that each phases of the project is consistent
method

Client’s requirement is fulfilled and the expected outcome of the project is achieved 
Project Evaluation: The project of Development of Ticketing System for Riverina Agriculture
and Lifestyle Show has the end product of a system and hence its evaluation is based on the
deployment of the improved functional analysis and the modification of the system development
and activity management. The evaluation of the project can be done on the following criteria,
Performance- The first factor of the evaluation of the project is aligned to the functions of the
ticket system for the RALS. The improved processes of the system would be helpful for the
development of the activities and the alignment of the operations.

9PROJECT MANAGEMENT
Cost Effectiveness- The cost effectiveness of the processes of the project is another major factor
for the development of the improved project operations. The amount of money invested on the
project can be managed by the cost benefit analysis.

10PROJECT MANAGEMENT
Bibliography
Braglia, M., &Frosolini, M. (2014).An integrated approach to implement project management
information systems within the extended enterprise.International Journal of Project
Management, 32(1), 18-29.
Kendrick, T. (2015). Identifying and managing project risk: essential tools for failure-proofing
your project. AMACOM Div American Mgmt Assn.
Laudon, K. C., & Laudon, J. P. (2016). Management information system. Pearson Education
India.
Olson, D. (2014). Information systems project management. Business Expert Press.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Sligo, J., Gauld, R., Roberts, V., & Villa, L. (2017). A literature review for large-scale health
information system project planning, implementation and evaluation. International
journal of medical informatics, 97, 86-97.
Snyder, C. S. (2014). A Guide to the Project Management Body of Knowledge: PMBOK (®)
Guide. Project Management Institute.
Stark, J. (2015). Product lifecycle management.In Product Lifecycle Management (pp. 1-
29).Springer International Publishing.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.