Project Management Plan for Event

This assignment presents a detailed project management plan for an unnamed event. It emphasizes key aspects like adhering to budget constraints, identifying and responding to risks at all levels, implementing quality checks against set standards, and completing the project successfully while meeting objectives. The document also includes a checklist for project closure, evaluation questions to assess the project's effectiveness, and references for further reading.

Name of University
Assessment 3 ICT Project Management
Project Charter
Student’s Name
2017

Project Charter
INDEX
Part One......................................................................................................................................................... 2
Project Description:.................................................................................................................................... 2
Area of Impact:........................................................................................................................................... 2
Project value:.............................................................................................................................................. 3
Metrics & Time target:.................................................................................................................................3
Part Two......................................................................................................................................................... 3
Scope Management Plan........................................................................................................................... 3
List of Resources:....................................................................................................................................... 4
People.................................................................................................................................................... 4
Technology............................................................................................................................................. 4
Facilities.................................................................................................................................................. 4
Others..................................................................................................................................................... 4
Part Three....................................................................................................................................................... 5
Work Breakdown Structure.........................................................................................................................5
Milestone List.............................................................................................................................................. 7
Resource & Cost loaded to each Activity....................................................................................................8
Cash Flow Curve........................................................................................................................................ 9
Gantt chart................................................................................................................................................ 10
Part Four....................................................................................................................................................... 12
Assumptions............................................................................................................................................. 12
Risk Analysis............................................................................................................................................ 12
Part Five....................................................................................................................................................... 13
Quality Management Plan........................................................................................................................ 13
Verification Activity:.................................................................................................................................. 13
Validation Activity:.................................................................................................................................... 13
Part Six......................................................................................................................................................... 14
Project Closure & Project Evaluation........................................................................................................14
Appendix................................................................................................................................................... 14

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References................................................................................................................................................... 16
Part One
Project Description:
A show is arranged by BT&Sons every year in November which they call RALS. In this show, they
display their agricultural and lifestyle equipment. They sell tickets for the show arranged. They
contribute the money they earn by selling tickets for the well-being of the native people to a trust
called ICV. The show lasts for three days. There the ticketing system is hand operated so many
problems occur, thus RALS decided to transform the hand-operated ticketing system to online
ticketing system. For this transformation, BT&Sons gave the project to Virtucon.
Area of Impact:
Rank 1 - Customer:
The customers who will visit show will be very happy and satisfied. This new system will help them
in the reservation of tickets before the show begins in November without standing in the queue
outside the ticket counter.
Rank 2 - Operational:
Majority of customers will reserve their tickets online due to this system so the workload can be
reduced.
Rank 3 – Finance:
RALS will get more money as more customers will attend the show.
Rank 4 – Strategy:
Globex will contribute more to ICV as more tickets will be sold and they will earn more.
Rank 5 – Social:
Since Globex will contribute more money to ICV it will become easier for them to show their
concerns for the society.

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Project value:
Value 1 (Faster):
The workers who manage the ticket counter and the security gate will get relief as there will be no
crowd in the main gate and they will be able to do their work faster.
Value 2 (Do more):
Globex will be inspired to develop the show more by these good results.
Metrics & Time target:
Metrics Target
Fewer workers can fulfill the desires in the main gate and ticket counter During the show in November
Beginning of earning money before the beginning of the show Before the start of RALS
For the increase in income, contribution to ICV by 38% more After RALS show
Starting with revenue income before the beginning of the show in
November
Before the start of RALS
Part Two
Scope Management Plan
Define Scope (Khan, 2006):
The main target of this project is to develop a web-based computerized ticket reserving system to
permit those who visit the show to reserve their tickets online before the show begins in November.
This will decrease the workload on the workers in the main gate and ticket counter. The system will
be easily open to all devices.
Collect Requirements:
The personal identity proof for first time sign in, open to all devices, free from cyber-attack and a
scanner ID for identification of customers should be contained.
In-Scope:

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A scanner ID tag for the customer’s identification proof should be there. It should be open to all
devices.
Out-of-Scope items/activities:
From upkeep of hardware to provide the support and usage need to be contained in this level.
Deliverables:
The stakeholder’s desires must be fulfilled with the delivery of an accurate, valid and project.
List of Resources:
People
Resource
Name
Notes (Value Based Management, 2016) Type Initials Max.
Units
Std. Rate Accrue
At
Executive
Sponsor
Responsible for the overall arrangement
of funds whenever required
Work ES 100% $225.00/hr Prorated
Project
Manager
Overall responsible for the completion of
project & coordinate with the internal
and external stakeholders
Work PM 100% $120.00/hr Prorated
Web
Developer
Develop the web page for booking
tickets
Work WD 100% $95.00/hr Prorated
Expert
Leader
Overall responsible for the technical
matters and implementation of the
program
Work EL 100% $105.00/hr Prorated
IT
Supporter
Design and Develop the system and
database
Work ITS 100% $85.00/hr Prorated
IT Security
Team
Design, develop and implement the
security features for the system
development
Work ITST 100% $70.00/hr Prorated
Executive
Stakehold
ers
Responsible for the overall coordination
of the stakeholders
Work ES 100% $80.00/hr Prorated
Vendor Design, Develop and Implement the
System & it’s hardware
Work VEN 100% $1,000.00/
hr
Prorated
Technology
Local Area Network System for connecting all the hardware
Facilities
Printing facility with Internet connectivity

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Others
Provide training facility & travel
Part Three
Work Breakdown Structure (Hans, 2013)

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Milestone List (Thakur, 2011)

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Resource & Cost loaded to each Activity

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Cash Flow Curve

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Gantt chart (Smartsheet, 2017)

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Part Four
Assumptions
1. No difficulty needs to be there with the price range of the task.
2. Resources have to be there for the duration of the project execution.
3. For schooling the employees after the implementation of the online ticketing machine, they
have to be well known.
Risk Analysis (ProjectEngineer, 2017)
RISK
No.
Description Proba
bility
Impact Produ
ct
Rank Owner Response / Mitigation
1 During initiation stage:
unsuitably recognition
of stakeholders
4 4 16 2 Project
Manag
er (PM)
All the identified
essentials with the co-
workers should be
discussed and
continued
2 During planning Stage:
unsuitable project
management could
increase the time and
work in it, which can
further result in delay
in project submission
4 5 20 1 PM After completing the
employee's
conspicuous evidence
they must be changed
as necessities
3 During execution
stage: many problems
may take place during
the project execution if
not managed properly
3 3 9 4 PM All the stakeholders
should be identified and
the project work should
be checked after every
alteration
4 During monitoring &
controlling stage:
increase in scope of
work if stakeholders
are not identified
4 3 12 3 PM Scope checking method
like expert study should
be done in each level

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properly
5 During close-out &
evaluation stage: due
to incomplete
submission the project
may get delayed
2 2 4 5 PM the last conclusions of
every stage should be
submitted after the
movement to
diminished totaling up in
the last level
Part Five
Quality Management Plan
Team’s Philosophy for Quality (International Organization for Standardization, 2015):
The meeting tries to save the specified benchmarks of the problem and normally meet the
apparent and documented associate's dreams. Every one of the dangers must be checked
possibly to avoid any overwhelm of increase in time. All employees must focus on their work to
save it from any kind of development.
Verification Activity:
Activity Target
Client’s dreams are fulfilled 3/April/2018
Project brought on time 3/April/2018
The single spending on any work must now not overshoot the overall finances of the
project
3/April/2018
Recognition of risks and response configurations should be grabbed in every level 3/April/2018
Validation Activity:
Activity Target
Quality standards or rules meet 3/April/2018
Basic things need to be affirmed against set standards or MOV 3/April/2018
Before finishing each level need to be recommended in opposition to every
benchmark criteria
3/April/2018

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Part Six
Project Closure & Project Evaluation
a. Annotated Bibliography is noted in Appendix below.
b. Project Closure checklist:
Valued criteria earned mist should be maintained inside the project
Quality requirements need to satisfy
All the goals which can be of excessive interest ought to meet
Lessons found out have to be stated with the assignment group and Globex
c. Project Evaluation:
Can more money be contributed to ICV?
Can the weight of labor at the employees in the price tag counter and safety gate be
reduced?
Has the price ticket reserved begun earlier than the beginning of the show?
Will the complete income increase by 38% extra than the remaining year’s collection?
Appendix
Appendix1:

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Appendix2:
Appendix3: