Implementing RALS Project with Methodologies

This assignment focuses on creating a project management plan for the implementation of an RALS project. It emphasizes the use of suitable methodologies, leadership techniques, and tools like risk registers and stakeholder analysis to ensure successful project delivery. The plan draws upon various sources such as Gido & Clements' 'Successful Project Management' and the PMBOK Guide to establish a comprehensive framework for managing risks, quality, scope, and scheduling.

A PROJECT PLAN PROPOSAL OF DEVELOPING AN ONLINE TICKETING SYSTEM
FOR THE ANNUAL RIVERINE AGRICULTURE AND LIFESTYLE SHOW (RALS)
Submitted by
Affiliation
Supervisor’s name
Date of submission

Part one: Measurable organization value
The main goal of the project is to develop an online computer based ticketing system for the
annual Riverine agriculture and lifestyle show. The project is purposed to bring two general
values to the sponsoring organization (Bryde, Broquetas & Volm , 2013). The organization will
be able to eliminate long delays during the event and increase accountability of the money
collected at the gate. There are also other values that through analysis can be identified this are
ranked according to strategy, customer, financial, operational, and social. The ranking of the
values will be done according to the phases of implementing the project (conceptualization,
initiation, planning, implementation and closure) Table1 shows a ranking summary of the values.
Table1 ranking summary of the values
Type of value Phase in
implementation
Nature of impact
Strategy
Time frame: within two
week of generating idea
Conceptualization The implementation of the system will
increase competitiveness of the event.
Social
Time frame: One week
after initiation as taken
place
Initiation The entire process will involve a
participative approach where everyone
will be participating
Operational
Time frame: three week
process
Planning The project will help increase
accountability and efficiency.
Customer
Time frame: 6 week
month process
Implementation The customer time will be saved there will
be no delays on the gate. They can
conveniently get accessed to tickets easily
Financial
Last weeks before
handing over the project
Project closure The client will benefit from increased
revenue collection and easy monitoring
and evaluation of the entire process

Ranking of the customer value
o Better – the customer will benefit from improved service delivery
o Faster – the acquisition of the tickets will be faster and efficiently
o Cheaper – the customer will need not need to travel thus reduction in costs
o Do more – the customer expects improved performance
The project implementation will involve a number of stakeholders with different expectations of
how it will be carried out (Gido & Clements, 2014). The stakeholders can be those affected
directly or those affected indirectly it is important for the projects management to take
considerations of this expectations. Table 2 shows a summary of the expectations.
Stakeholder Expectations
Project sponsor –Globex The expectation is that the ticketing system will reduce
delay and increase gate collections
Project team –Virtucon The expectation is that the ticketing system will be
implemented according to the client specifications and
deliverables
Volunteers They expect to participate in the event and be engaged
in the entire process
Customers The will get value from the event.
Part two: Project scope and project scope plan
1.1.1. Project scope: It shows a summary of description explaining the project. It explains the
aims, objectives, key milestones, in/out frame items, project business case and project
information in a charter (PMI., 2013).
1.1.2. Requirements
The requirements are necessary items used to support project deliverables they can be classified
into technical and operative. Technical requirement will include: system equipment and tools,

technical staff. Operative requirements will include: evaluation of system provider, system trials
and implementations, training of volunteers.
1.1.3.. In/out scope items
The in and out scope items define what the project will do and not do in delivering the goal
(Gido & Clements, 2014). The in scope items (do’s) include; plan definition, ensuring standard
online ticketing system device is developed, integrated and implemented, the volunteers are
trained on its usage, creation of public awareness on changes in ticketing system and system runs
effectively, systems will be monitored and evaluated. The out scope items (don’ts) will include:
training customers on its usage, manual printing of the tickets the day of the event.
1.1.4. Deliverables
Deliverables show the key activities needed to accomplish the intended goal of the project
(Heagney, 2016). The project deliverable are provided with milestones as indicated as follows:
i. Description of the specifications of the project- Should be completed after milestone 1
ii. Project budgeting and estimations- should be accomplished following milestone 2
iii. Designing and development of the ticketing system- They will begin after milestone 3
iv. Systems trainings of volunteers- Trainings will take place after milestone 4
v. Trial and full implementation of the system- the deliverable will be accomplished as
milestone 5
vi. Monitoring the System and reporting- will take place as per milestone 6
vii. Project evaluation and closure- Signifies the end of the project will be milestone 7
1.1.5. Acceptance criteria
The company needs a system that will enable to solve the problems. The online ticketing system
to be adopted is purported to increase accessibility to tickets, increase accountability in collection
of revenue and increase performance reporting to the patrons. The flow chart shows the
acceptance criteria.

Resources lists
It defines the required resources to accomplish the project and proper estimation and budgeting
of resources. Table 3 shows a summary of resources that will be used by the project.
Table 3 Resources summary
Item required Units/costs ($) Amount ($)
Stationery Assorted 100.00
Contract payment (20%=1000) - 15000.00
Refreshments Assorted 2000.00
Software purchase Approximate 9000.00
Computer accessories Assorted 5000.00
Software licensing 5pc x 500 2500.00
Hiring technical person 6months x 800 5400.00
Wages fees 6 months x 600 3600.00
Maintenance fees - 2000.00
Internet charges 6 months x 1200 7200.00
Power charges - 3200.00
Legal fees 3000.00
Increased accountability
and reporting’s
More revenue
collection
Increased ticket
accessibility

TOTAL 60500.00

Running head: project plan 7
Part three: Activity planning
Project scheduling will involve dividing a project into work packages and establishing
relationships, responsibility and authority by use of WBS and Gantt charts by aid of project
management software.
Work breakdown structure (WBS)
WBS is a scheduling tool that divides a project into smaller workable units for easy
implementation (Burke, 2013). It describes project in terms of sub-project, tasks, sub tasks and
work packages. Figure 1 presents WBS organizational structure.

Running head: project plan 8
Figure 1 Gantt chart
ID Task
Mode
Task Name Duration Start Finish
1 Project planning development 15 days Wed 9/13/17 Tue 10/3/17
2 Project charter creation 6 days Thu 9/14/17 Thu 9/21/17
3 Charter formulations 3 days Thu 9/14/17 Mon 9/18/17
4 Project document approval 2 days Tue 9/19/17 Wed 9/20/17
5 Sourcing resources 5 days Wed 9/27/17 Tue 10/3/17
6 Sourcing materials 2 days Thu 9/21/17 Fri 9/22/17
7 Sourcing specialists 2 days Mon 9/25/17 Tue 9/26/17
8 Clients signs approves project takeoff 1 day
9 Wsite ticketing system development 40 days Wed 10/4/17 Tue 11/28/17
10 Designing application 10 days Thu 10/5/17 Wed 10/18/17
11 system integrations 2 days Wed 10/4/17 Thu 10/5/17
12 Scanners purchases 1 day Fri 10/6/17 Fri 10/6/17
13 Verification of scanners 3 days Thu 10/19/17 Mon 10/23/17
14 Designing websites 11 days Thu 10/19/17 Thu 11/2/17
15 Website developments 4 days
16 Designing electonic tickets 5 days Mon 11/6/17 Fri 11/10/17
17 Designing security features on tickets 2 days Fri 11/3/17 Mon 11/6/17
18 communication equipments setups 3 days Tue 10/3/17 Thu 10/5/17
19 Configurations of communication
tools
3 days Tue 10/3/17 Thu 10/5/17
20 Project manager signs for execution 1 day
21 Project execution process 60 days Thu 10/5/17 Wed 12/27/17
22 Web hosting 3 days Wed 11/8/17 Fri 11/10/17
23 Prototype testing 12 days Mon 11/13/17 Tue 11/28/17
24 Communicating to volunteers 3 days Fri 12/1/17 Tue 12/5/17
25 Training of volunteers 7 days Wed 11/29/17 Thu 12/7/17
26 Printing of manual tickets 5 days Wed 11/15/17 Tue 11/21/17
27 Serializing of the tickets 2 days Wed 11/29/17 Thu 11/30/17
28 Distribution of the tickets 3 days Fri 11/17/17 Tue 11/21/17
29 Launching and selling of electronic tickets
in websites
30 days Mon 11/13/17 Fri 12/22/17
30 Creation of awareness 8 days Fri 12/1/17 Tue 12/12/17
31 System audits 2 days Wed 12/13/17 Thu 12/14/17
32 Maintainance and repairs of system 2 days Fri 12/15/17 Mon 12/18/17
33 Designing control measures 3 days Fri 12/15/17 Tue 12/19/17
34 Project takes off 2 days Fri 12/22/17 Mon 12/25/17
35 Project closure 15 days Fri 12/22/17 Thu 1/11/18
36 Evaluations and reviews 8 days Mon 12/25/17 Wed 1/3/18
37 Evaluation reporting 2 days Thu 1/4/18 Fri 1/5/18
38 Project closure meeting 1 day Mon 1/8/18 Mon 1/8/18
39 Documents and contracts closure 4 days Wed 1/3/18 Mon 1/8/18
40 Handing over of the project 2 days Tue 1/9/18 Wed 1/10/18
Business consultant fees,Stationeries
Business consultant fees,Stationeries,Wages
Cables purchase,Laptops purchase,Walk talkies
Cables purchase,Laptops purchase,Walk talkies
System fees
Scanners
System fees,Web hosting fees,internet services
System fees,Wages
Business consultant fees,internet services,System fees,Web hosting fees
Wages ,Walk talkies
internet services,Web hosting fees
Licensing ,System fees,Web hosting fees
Wages
Stationeries,Wages
salaries
Wages
System auditor fees,System fees
System auditor fees,System fees
System auditor fees,System fees
evaluation expert fees
Stationeries
Business consultant fees
Scanners[10%],evaluation expert fees,Business consu
10 17 24 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14
Sep '17 Oct '17 Nov '17 Dec '17 Jan '18

Running head: project plan 9
Figure 3 critical path method analyses
3
4 5 6 7
8
9 10 11
2
12
1
The critical path is indicated using red color it is calculated as follows 1 (13 days) + 2 (7 days) + 3 (3 days) + 4 (92 days) + 5 (4 days)
+ 6 (11 days) + 7 (7 days) + 8 (56 days) + 9 (61 days) = 254 days. Where 1, 2,3,4,5,6,7,8,9 represents plan development, budget
development, schedule development, project implementation, sourcing service/product provider, rolling of system, training of staff,
monitoring & reporting, and project termination respectively.

Running head: project plan 10
Part four: Project risk analysis plan
A number of uncertainties are facing the project this are identified and mitigated for easy
implementation and managed (Andrew, 2014). There are several risks that face implementation
of the online ticketing system they include both positive and negative risks. Positive risk
includes; increased performance leading to higher purchase of ticketing over the event capacity.
The negative risks include: failure of the system during the event, customers non responsiveness
to buy tickets, resistance from the volunteers.
ID Project phase Type of risk
A Initiation System complexity
B Planning Lack of co-operation from volunteers
C Launching Failure of the system
D Implementation Over performance
E Project closure Unsatisfied customers
Risk analysis: The impact/ probability matrix is used to analysis the risk to identify their raking
and mitigation methodology. Impact explains how the outcome will affect the end results, while
probability explains the likelihood the risk will occur.
The risks identified will be categorized as follows for easy analysis: A= Increased purchase
ticketing over event capacity, B= Failure of tickets system during the event, C= Volunteer
resistances and D= customer non-responsiveness in buying tickets. Table 3 presents
probability/impact matrix

Running head: project plan 11
Table 3 probability/impact matrix
High
Impact
Low
Low high
Probability
the ranking will be shown as follows using probability/impact matrix:
B= (failure of online ticketing system) will have a high probability of occurrence and a higher
impact if it occurs
D= (non -responsiveness of buying tickets online) will have a lower probability of occurring but
a higher impact to overall performance
A= (Unfulfilled demand over event capacity) will have a higher probability of occurring but a
less impact at the end of the function.
C= (volunteer resistance) will have a higher impact when it occurs but a lower probability of
occurrence.
E= Customers are unsatisfied will have high probability and high occurrence
Risk register
It is a risk management technique useful for project manager in assigning risks roles,
identification and mitigation of the risks. It is a useful tool in communicating the needs of the
project in terms of challenges and ways to overcome them. Table 4 presents a risk register for the
project.
C D
B
A

Running head: project plan 12
No: Risk A Risk B Risk C Risk D Risk E
Rank 3 5 2 4 1
Risk Complexity of system
application
volunteers become
un co-operatives
System failure Performance
increase
Unsatisfied customers
Description
s
The complexity in
implementing the
project
The community
volunteers refusal to
participate
The system
application collapse
Excess purchase of
tickets over event
capacity
Lack of tangible
results
Category Project initiations Stakeholder
communications
Project design Projects
implementation
Customers’ needs
Root cause Product investigations
survey
Poor involvement Lack of product
design and
execution
Lack of ticket
controls
Lack of customer
needs survey
Triggers The project team and
application lacking
information’s
Lack of trainings and
engagement
Poor prototype
launching and trials
Capacity and
number of tickets
sold
Customer needs
Risk
responses
The teams deliver
proper market survey to
gather information’s
Proper trainings and
engagement needs to
take place effectively
Launching and trials
need to be done
The number of the
tickets per session
need to be taken in
considerations
Carrying out pre
market and post
market surveys for
the customers
Risk owners Project manager/system
specialists
Project manager Project team and
subject experts
Project manager Project sponsor
Probability LOW LOW HIGH HIGH HIGH

Running head: project plan 13
Impact LOW HIGH HIGH LOW HIGH
Status Project manager and
subject specialist will
carry out market survey
three weeks before
initiations
Project manager will
carry out group
training sessions with
volunteers
Project managers
and subject experts
need to carryout
reviews and
maintenance
Project manager
constituting
ticketing controlling
measures
Project sponsor will
need to carry out
feasibility studies to
identify customer
needs.
Table 4 Project risk register Compiled/authorized by………………………..Date…………………………

Running head: project plan 14
Project five: Quality management plan
Quality is one of the most important issues facing projects and organizations today. Quality can
be experienced but describing it may be difficult.
Quality objective of the project: The project will ensure that the online system will perform
efficiently and customer gets value of their money.
Quality philosophy of the project
The project will adopt the seven point action philosophy which is as follows: Management must
agree the meaning of the quality program, direction to take, top management to communicate the
plan to the people, every activity must be recognized as a step in a process, each stage employ
the PDCA cycle as for quality implement technique, team work to be encouraged, and
organization for quality to be constructed by help of statisticians
Quality verification
Quality verification is important in the implementation of the project to ensure standards and
deliverables are according to the plan. The verification process will be done to the products and
processes to ensure quality is maintained. Table 3 shows a summary of verifications.
Table 2 Quality verifications
Item Purpose of verifying Method of verification
Online system
functionality
The purpose is to ensure
the system works
consistently with
efficiency with no system
failures
Verification of functionality will
be done using system audits
periodically
Tickets That is to ensure that
integrity and originality of
the tickets is maintained
to avoid any kind of
Special security features designed
to ensure no forgery is done on the
tickets. Inspection and monitoring
done occasionally to know the

Running head: project plan 15
forgery. turnover of the tickets
Ticketing process The process was to ensure
that the entire process is
carried out well without
any deficiencies
Carrying out monitoring and
corrective measures to ensure that
process is done according to the
specifications.
Performance That is to ensure that the
entire event is done in a
professional manner.
Verifications will be done using
survey among the customers on the
nature of the service offered.
Quality validation activities
The project validation process is important in ensuring quality is maintained and controlled. It
works with verification process to ensure that the project activities and functions meet
international standards. The process of quality validation will take place at each stage and
activities of the project. Table 3 shows a summary of the validation process
Table 3 Validation process
Project activity Means of validation
Design of online ticketing
system
The system will be validated according to the
international and national online system
specifications and legislations.
Design of tickets The design will be based on organization policy
defining security features and characteristics
Types and number of tickets The type of tickets produced will be according to
the organization standards, category of customers
and serialization
Scanning machinery Trial test done using a prototype to check on its
scanning ability. The machine purchased from a
competitive market value machinery
Event performance The validation will be done by carrying out a trial
test using a prototype designed

Running head: project plan 16
Quality checklists
The use of quality management checklist is an important component in monitoring and carrying
out quality controls during project implementation. It provides a summary of quality components
for the management to use in ensuring quality is maintained and followed. Table 4 shows a
checklist for the project.
Table 4 Project quality checklist
Items/components Descriptions
Project management plan  Ensure quality management is followed
 Quality management is done in all activities and
functions
No. and type of tickets  Sufficient secure tickets are produced according
to specifications
 Meets the six category of the users
 No. of ticket sold/breakdown of ticket type
Online ticketing system  The design of system follows international and
national legislations and standards
 Easily accessible to customers found at
convenient locations
 Provide a detailed reporting system to the patrons
Performance  Ensure that customer satisfaction through surveys
is done
 Ensure no stoppages at different stages and risks
are managed
 How much tickets purchased and location of
ticket purchase
Tools and machinery  Competitive materials are sourced
 Proper maintenance of the tools and machinery
are done
Project quality audits  They are done occasionally
Project verifications and  Process and methodology are followed

Running head: project plan 17
validation is done
Part six: Project evaluation and closure
Project evaluation: the project evaluation is important in assessing the project performance. The
evaluation is done at the end of the event and reporting done. The online ticketing system is
expected to provide a suitable reporting system. The patron are able to evaluate performance of
the project based on: sales of tickets, breakdown of tickets type, how many tickets vs. how many
were redeemed, how many people came for the event and where was the outlets of the tickets
purchased.
Project closure: It will be done when the project goal is achieved and evaluation as taken place.
The project will end after tests have been done that the online ticket system can function.
Handing over to the project client will take place. Table 4 shows a summary of project closure
checklists.
Table 4 Project closure checklists
Project item/lists Not done Done Remarks
Online ticket system is functioning
Prototype system tested
Proper maintenance of system is
provided
Client satisfaction and approval
Public awareness is created
All expenses paid
Contract closures
Documentation storage & closure
Stakeholders communicated on
closure
Business accounts closed

Running head: project plan 18
PART 6: Annotated bibliography
Heagney, J. (2016). The project manager leader, in fundamentals of project Management. New
York: Adventure works press, pp.23-109
The author provides a critical requirement for a project manager to ensure that goal is achieved.
That includes using suitable leadership and managerial roles in ensuring project meet customer
needs. Any success of any project is directly attributed to project leadership and management.
The RALS project leadership and management can be felt if the project is delivered using
suitable methodologies and standards. The current paper borrowed some of the project
leadership techniques and methodologies in creating a project management plan. The aim of the
project is to use suitable project methodologies and leadership techniques to enable project be
implemented according to the required standards. RALS management will need to employ
project management techniques and tools to ensure deliverables are met. For example using risk
register, stakeholder analysis, work and breakdown structure. The major deliverables of the
RALS project is to ensure that it is implemented to have measurable verifiable objectives. That
objective can be achieved by providing measurable indicators provided from the guidance of the
author in the book.
Gido & Clements. (2014). Successful project management. Chicago: Nelson Education, pp.56-96
The author in the book addresses suitable methodologies that can be applied in project risk and
quality management. Risk and quality aspects in project contribute to a higher percentage of
project failure in meeting efficiency according to the authors. That makes RALS project
management team to ensure that quality and risks management are provided for in the project.
The author mentions the various element that can contained in a quality management plan and
processes followed when carrying out quality validation and verification. In addition they discuss
the entire process of risk management which starts from analysis to mitigations. The current
study was able to borrow some knowledge on the components of quality management plan. The
two suitable techniques risk management and quality management is suitable in providing
necessary support for RALS projects. The management is using them to manage quality and risk
issues in the project. Successful project risk and quality management plan are important
components of RALS project to be able to meet customer expectations. Risks and quality issues

Running head: project plan 19
if not maintained well can contribute to failed deliverables and expectations of RALS general
deliverables.
PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI,
pp.23-267
This book is a suitable framework for project professionals who intend to have their project
implemented according to international recognized standards. The book mentions components of
a project management plan which include: the scope plan, activity scheduling plans, financial
plans and other in detailed. The current study borrowed information on how to write the project
scope plan from the author of the guideline. The development of RALS project plan was based
on the guidelines provided by the author. Following the plan provided by the author makes
RALS project plan to have universal approach, and enabling it to be achieved smoothly. The
author provides a clear scope plan for project implementation and execution that is followed in
RALS project scope management. In addition the contributions of the author were used to
develop the schedule plans for RALS project that included the work breakdown structure and
network diagram. The author clearly specifies the requirements of a project management
schedule plan which are factored in RALS project plan.
References

Running head: project plan 20
Andrew, F. (2014). Effects of risk management in projects. New York: Mc Graw Hill.
Bryde, Broquetas & Volm . (2013). The project benefits of building information modelling.
International Journal of project management, 31(7), 971-980.
Burke, R. (2013). Project management: planning and control tecniques. New Jersey: Wiley
publishers.
Gido & Clements. (2014). Successful project management. Chicago: Nelson Education.
Heagney, J. (2016). The project manager leader. In fundamentals of project Management. New
York: Adventure works press.
PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI.