Project Management Report

The assignment presents a project management report that delves into a specific case study. The focus is on how Information and Communication Technology (ICT) innovation influenced a large-scale hospital construction project. Students are expected to analyze various aspects of the project, including its planning, execution, and the role of ICT in driving success.

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

1PROJECT MANAGEMENT REPORT
Table of Contents
Part 1: MOV Values........................................................................................................................2
Part 2: Scope Management Plan......................................................................................................5
Part 3: Project Schedule...................................................................................................................8
Part 4: Project Risk Analysis.........................................................................................................12
Part 5: Quality Management Plan..................................................................................................13
Part 6: Project Closure and Evaluation..........................................................................................14
Bibliography..................................................................................................................................16
Appendix- Annotated Bibliography..............................................................................................17

2PROJECT MANAGEMENT REPORT
Part 1: MOV Values
Ranking: The project of Ticketing System Development for RALS is formed for ensuring that a
proper and systematic system for the storing and printing of the tickets for the Riverina
Agriculture and Lifestyle Show. The implication of the effective and improved processing
methods would imply the formation of the improved processing and the development of the
integration management. The project had to comprise the formation for enduring the specific
terms of finance, operations, client, strategy, and social issues for the development of the project
operations. The analysis of the these factors have been given in the table below,
Factor Description Ran
k
Operation The business operations are the most prominent factor that can impact
the operations of the improved processes for the project. The changes in
project operations would result in forming the tangibility of the specific
project operations.
1st
Client The client factor plays an important role in forming the impact on the
project activities. The client’s requirement is a major factor that would
form the assertive development factor for the project users.
2nd
Finance The financial impact on the project activities would tend to compel the
most appropriate and assertive impact factor for the project. The
financial factor is largely helpful for forming the modification in the
3rd

3PROJECT MANAGEMENT REPORT
change of the project activities.
Social Being an IT based system development would tend to form the
modification of the project due to social influence. The social influence
in the project activities would tend to outlast the development factor for
the project activities.
4th
Strategy Strategically the project faces very less change or modification as it can
be implemented by using any of the project management principles and
approach for IT system development and implementation.
5th
a. Better- The project of Ticketing System Development for RALS would be helpful for forming
an integrated information system that is capable for storing all the information in a single
database along with the specific and improved operations for the show.
b. Faster- The ticket generation system for the Riverina Agriculture and Lifestyle Show would be
helpful for listing the visitors of the show and easily form the ticket generation system. The
system would result in compiling and accessing the information by consuming very less amount
of time.
c. Cheaper- The cost of manual ticket generation, salaries of the people managing the operations,
and the information management at various places (files or drives) is very high compare to the
cost of using the ticketing system. Hence, it would decrease the overall cost of the processes and
make the process cheaper in comparison.

4PROJECT MANAGEMENT REPORT
d. Do more- The system would also serve as a medium for communication and future operations
as the data would be stored permanently. The system would result in easing the process of the
effective program development and operations.
Appropriate Metric with timeframe:
Factor Metrics Timeframe (in months)
Operation Operational Management Plan 4
Client Customer Review and Feedback Forums 6
Finance Profit Analysis, Net Present Value, and
Revenue Calculation
3
Social Social Implementation Model 2
Strategy Strategy Development and Analysis Matrix 3
MOV statement: The MOV statement signifies that, “Ticketing System Development for RALS
Project” can be implied for the modification of the existing information system so that a new
ticketing system for the Riverina Agriculture and Lifestyle Show would be formed for
developing the effective and improved processing methods. The system would also help in
easing the process of the information transfer and accessing.

5PROJECT MANAGEMENT REPORT
Part 2: Scope Management Plan
Define Scope: The project of Ticketing System Development for RALS would be helpful for
forming a ticketing system that would be capable of forming the improved functional analysis
and modification of the existing functional development models. The project would involve the
development of a project charter document, project scheduling process, cost budget estimation,
and risk management plan.
Requirements: The project of Ticketing System Development for RALS would comprise of
forming an effective and improved system for ticketing process of Riverina Agriculture and
Lifestyle Show. The project would require the use of the IT system development technology,
project management principles, and effective leadership style. The project plan would also
comprise of using Waterfall Approach for developing the complete project plan. The human
resources required for the project are Analyst, Documenter, Project Manager, Planner, Designer,
IT Engineer, Database Developer, Programmer, Tester, and Trainer.
In Scope and Out of Scope: The in scope items are the factors or elements of the project that
would be included in the deliverables or activities of the project. The project of Ticketing System
Development for RALS would involve the formation of the project initiation documentation,
charter documentation, project scheduling plan, cost estimation planning, risk management
planning, communication planning, scope management planning, complete design development,
user interface development, database development, system is developed, user interface testing,
black box testing, white box testing, training manual development, staff training, and final
documentation. The out of scope items of the project are the elements or components of the
system development and implementation that are not a part of the project management plan. The

6PROJECT MANAGEMENT REPORT
change management plan, transportation requirements, and contractor agreements are not a part
of this project and can be said as out of scope items of the project.
Deliverables: The deliverables for the project of Ticketing System Development for RALS are
listed in the table below,
WBS Task Name Duration Start Finish
1.4 Project Initiation Documentation 2 days Fri 3/16/18 Mon 3/19/18
1.5 Charter Documentation 2 days Tue 3/20/18 Wed 3/21/18
2.1 Project Scheduling Plan 4 days Mon 3/26/18 Thu 3/29/18
2.2 Cost Estimation Planning 2 days Fri 3/30/18 Mon 4/2/18
2.3 Risk Management Planning 5 days Tue 4/3/18 Mon 4/9/18
2.4 Communication Planning 3 days Tue 4/10/18 Thu 4/12/18
2.5 Scope Management Planning 3 days Fri 4/13/18 Tue 4/17/18
3.1.4 Complete Design Development 5 days Mon 4/30/18 Fri 5/4/18
3.2.1 User Interface Development 6 days Tue 5/8/18 Tue 5/15/18
3.2.2 Database Development 5 days Wed 5/16/18 Tue 5/22/18
3.2.4 System Functional Programming 7 days Mon 5/28/18 Tue 6/5/18
3.2.6 System is Developed 1 day Tue 6/12/18 Tue 6/12/18
4.4 Testing Results Documentation 2 days Tue 6/26/18 Wed 6/27/18
5.1 Training Manual Development 3 days Thu 6/28/18 Mon 7/2/18
5.4 Final Documents are made 3 days Mon 7/16/18 Wed 7/18/18

7PROJECT MANAGEMENT REPORT
6 Project is Closed 1 day Mon 7/23/18 Mon 7/23/18
Acceptance Criteria: The project acceptance criteria for the project of Ticketing System
Development for RALS are,
a. Project Team would use the effective project management principles for implementing
the advances technology of ticketing system for RALS
b. Overall expense of the project would be limited to an estimated budget of $ 65,000.00
and a provisional budget for $ 5,000.00
c. Project life span would be limited to four months of time duration and the project life
cycle would be limited to the 101 working days
Provide a list of resources:
Resource Name Type of Resource Duration/Units
Analyst Human 72 hrs
Documenter Human 96 hrs
Project Manager Human 40 hrs
Planner Human 136 hrs
Designer Human 80 hrs
IT Engineer Human 88 hrs
Database Developer Human 64 hrs
Programmer Human 56 hrs

8PROJECT MANAGEMENT REPORT
Tester Human 104 hrs
Trainer Human 96 hrs
Computer devices Material 1
Database Storage Material 1
Network Components Material 1
Project Scheduling Method Principle 1
Cost Estimation Theory Principle 1
Risk Management Method Principle 1
Networking Protocols Technology 1
Network connection Technology 1
Part 3: Project Schedule
The schedule for the project of Ticketing System Development for RALS is given in the
table below,
WBS Task Name Duration Start Finish
0 Ticketing System Development for RALS 101 days Mon 3/5/18 Mon 7/23/18
1 Requirement and Documentation Phase 15 days Mon 3/5/18 Fri 3/23/18
1.1 Requirement Analysis 3 days Mon 3/5/18 Wed 3/7/18
1.2 Feasibility Analysis 3 days Thu 3/8/18 Mon 3/12/18
1.3 Sustainability Analysis 3 days Tue 3/13/18 Thu 3/15/18
1.4 Project Initiation Documentation 2 days Fri 3/16/18 Mon 3/19/18
1.5 Charter Documentation 2 days Tue 3/20/18 Wed 3/21/18
1.6 Document Submission 1 day Thu 3/22/18 Thu 3/22/18

9PROJECT MANAGEMENT REPORT
1.7 Review and Sign up 1 day Fri 3/23/18 Fri 3/23/18
2 Planning Phase 18 days Mon 3/26/18 Wed 4/18/18
2.1 Project Scheduling Plan 4 days Mon 3/26/18 Thu 3/29/18
2.2 Cost Estimation Planning 2 days Fri 3/30/18 Mon 4/2/18
2.3 Risk Management Planning 5 days Tue 4/3/18 Mon 4/9/18
2.4 Communication Planning 3 days Tue 4/10/18 Thu 4/12/18
2.5 Scope Management Planning 3 days Fri 4/13/18 Tue 4/17/18
2.6 Plan Approval 1 day Wed 4/18/18 Wed 4/18/18
3 System Development 39 days Thu 4/19/18 Tue 6/12/18
3.1 Designing Phase 13 days Thu 4/19/18 Mon 5/7/18
3.1.1 Selection of design methodology 2 days Thu 4/19/18 Fri 4/20/18
3.1.2 Development of Design Outline 3 days Mon 4/23/18 Wed 4/25/18
3.1.3 Simulation of the design 2 days Thu 4/26/18 Fri 4/27/18
3.1.4 Complete Design Development 5 days Mon 4/30/18 Fri 5/4/18
3.1.5 Review and Approval of Design 1 day Mon 5/7/18 Mon 5/7/18
3.2 Developing Phase 26 days Tue 5/8/18 Tue 6/12/18
3.2.1 User Interface Development 6 days Tue 5/8/18 Tue 5/15/18
3.2.2 Database Development 5 days Wed 5/16/18 Tue 5/22/18
3.2.3 Integration of the database 3 days Wed 5/23/18 Fri 5/25/18
3.2.4 System Functional Programming 7 days Mon 5/28/18 Tue 6/5/18
3.2.5 System Components Integration 4 days Wed 6/6/18 Mon 6/11/18
3.2.6 System is Developed 1 day Tue 6/12/18 Tue 6/12/18
4 Testing 11 days Wed 6/13/18 Wed 6/27/18
4.1 User Interface Testing 3 days Wed 6/13/18 Fri 6/15/18
4.2 Black Box Testing 3 days Mon 6/18/18 Wed 6/20/18

10PROJECT MANAGEMENT REPORT
4.3 White Box Testing 3 days Thu 6/21/18 Mon 6/25/18
4.4 Testing Results Documentation 2 days Tue 6/26/18 Wed 6/27/18
5 Training and Documentation 17 days Thu 6/28/18 Fri 7/20/18
5.1 Training Manual Development 3 days Thu 6/28/18 Mon 7/2/18
5.2 Training Program development 2 days Tue 7/3/18 Wed 7/4/18
5.3 Training is Provided 7 days Thu 7/5/18 Fri 7/13/18
5.4 Final Documents are made 3 days Mon 7/16/18 Wed 7/18/18
5.5 Documents are Submitted 1 day Thu 7/19/18 Thu 7/19/18
5.6 Review and Sign off 1 day Fri 7/20/18 Fri 7/20/18
6 Project is Closed 1 day Mon 7/23/18 Mon 7/23/18

11PROJECT MANAGEMENT REPORT
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 Ticketing System Development for RALS101 days Mon 3/5/18 Mon 7/23/18
1 1 Requirement and Documentation Phase15 days Mon 3/5/18 Fri 3/23/18
2 1.1 Requirement Analysis 3 days Mon 3/5/18 Wed 3/7/18
3 1.2 Feasibility Analysis 3 days Thu 3/8/18 Mon 3/12/18
4 1.3 Sustainability Analysis 3 days Tue 3/13/18 Thu 3/15/18
5 1.4 Project Initiation Documentation 2 days Fri 3/16/18 Mon 3/19/18
6 1.5 Charter Documentation 2 days Tue 3/20/18 Wed 3/21/18
7 1.6 Document Submission 1 day Thu 3/22/18 Thu 3/22/18
8 1.7 Review and Sign up 1 day Fri 3/23/18 Fri 3/23/18
9 2 Planning Phase 18 days Mon 3/26/18 Wed 4/18/18
10 2.1 Project Scheduling Plan 4 days Mon 3/26/18 Thu 3/29/18
11 2.2 Cost Estimation Planning 2 days Fri 3/30/18 Mon 4/2/18
12 2.3 Risk Management Planning 5 days Tue 4/3/18 Mon 4/9/18
13 2.4 Communication Planning 3 days Tue 4/10/18 Thu 4/12/18
14 2.5 Scope Management Planning 3 days Fri 4/13/18 Tue 4/17/18
15 2.6 Plan Approval 1 day Wed 4/18/18 Wed 4/18/18
16 3 System Development 39 days Thu 4/19/18 Tue 6/12/18
17 3.1 Designing Phase 13 days Thu 4/19/18 Mon 5/7/18
18 3.1.1 Selection of design methodology2 days Thu 4/19/18 Fri 4/20/18
19 3.1.2 Development of Design Outline3 days Mon 4/23/18 Wed 4/25/18
20 3.1.3 Simulation of the design 2 days Thu 4/26/18 Fri 4/27/18
21 3.1.4 Complete Design Development5 days Mon 4/30/18 Fri 5/4/18
22 3.1.5 Review and Approval of Design1 day Mon 5/7/18 Mon 5/7/18
23 3.2 Developing Phase 26 days Tue 5/8/18 Tue 6/12/18
24 3.2.1 User Interface Development 6 days Tue 5/8/18 Tue 5/15/18
25 3.2.2 Database Development 5 days Wed 5/16/18 Tue 5/22/18
26 3.2.3 Integration of the database 3 days Wed 5/23/18 Fri 5/25/18
27 3.2.4 System Functional Programming7 days Mon 5/28/18 Tue 6/5/18
28 3.2.5 System Components Integration4 days Wed 6/6/18 Mon 6/11/18
29 3.2.6 System is Developed 1 day Tue 6/12/18 Tue 6/12/18
30 4 Testing 11 days Wed 6/13/18 Wed 6/27/18
31 4.1 User Interface Testing 3 days Wed 6/13/18 Fri 6/15/18
32 4.2 Black Box Testing 3 days Mon 6/18/18 Wed 6/20/18
33 4.3 White Box Testing 3 days Thu 6/21/18 Mon 6/25/18
34 4.4 Testing Results Documentation 2 days Tue 6/26/18 Wed 6/27/18
35 5 Training and Documentation 17 days Thu 6/28/18 Fri 7/20/18
36 5.1 Training Manual Development 3 days Thu 6/28/18 Mon 7/2/18
37 5.2 Training Program development 2 days Tue 7/3/18 Wed 7/4/18
38 5.3 Training is Provided 7 days Thu 7/5/18 Fri 7/13/18
39 5.4 Final Documents are made 3 days Mon 7/16/18 Wed 7/18/18
40 5.5 Documents are Submitted 1 day Thu 7/19/18 Thu 7/19/18
41 5.6 Review and Sign off 1 day Fri 7/20/18 Fri 7/20/18
42 6 Project is Closed 1 day Mon 7/23/18 Mon 7/23/18
Analyst
Analyst
Analyst
Documenter
Documenter
Documenter
Project Manager
Planner
Planner
Planner
Planner
Planner
Project Manager
Designer
Designer
Tester
Designer
Project Manager
IT Engineer
Database Developer
Database Developer
Programmer
IT Engineer
IT Engineer
Tester
Tester
Tester
Tester
Documenter,Trainer
Trainer
Trainer
Documenter
Documenter
Project Manager
Project Manager
2/25 3/18 4/8 4/29 5/20 6/10 7/1 7/22 8/12
January 11 March 1 April 21 June 11 August 1
Figure 1: Project Gantt chart
(Source: created by the author)

12PROJECT MANAGEMENT REPORT
Part 4: Project Risk Analysis
Risk name: Scope Change
Ranking: 1st
Related Project Phase: Project Initiation Phase
Risk Owner: Project Manager
Probability: Likely
Severity: Catastrophic
Potential Response: Scope Management Plan
Risk name: Issues in Design
Ranking: 2nd
Related Project Phase: Designing Phase
Risk Owner: Designer
Probability: Possible
Severity: Major
Potential Response: Using Software Development Lifecycle for designing process
Risk name: Shortage of Resources
Ranking: 3rd
Related Project Phase: Execution Phase
Risk Owner: Project Client
Probability: Possible

13PROJECT MANAGEMENT REPORT
Severity: Moderate
Potential Response: Using provisional budget allocation and involving more stakeholders
Risk name: Delay in Project Operations
Ranking: 4th
Related Project Phase: Planning Phase
Risk Owner: Planner
Probability: Possible
Severity: Minor
Potential Response: Proper Scheduling Methods should be used for project planning
Risk name: Absence of Final Documents
Ranking: 4th
Related Project Phase: Closure and Documentation Phase
Risk Owner: Documenter
Probability: Rare
Severity: Minor
Potential Response: Proper Documentation should be followed for ensuring that final
documents are being made
Part 5: Quality Management Plan
Development of Verification Activities: Use of specific design methods, simplified database
operations, and interface analysis method

14PROJECT MANAGEMENT REPORT
Development of Validation Activities: Management of quality, change operations, and risk
implementation
Part 6: Project Closure and Evaluation
Annotated Bibliography: See in appendix
Closure Checklist: The closure checklist is shown in the table below,
Factor Check?
Is the Plan developed feasible for the project? 
Are the resources available for completing the project? 
Is the implementation plan implied appropriately? 
Is the project completed in the specified project budget and timeline? 
Is Scope of the project met? 
Project Evaluation: The evaluation of the project of Ticketing System Development for RALS
can be done on the factors of functionality, cost, and performance.
Functionality: The system developed would be helpful for forming an integrated information
system that is capable for storing all the information in a single database along with the specific
and improved operations for the show. The ticket generation system would be helpful for listing
the visitors of the show and easily form the ticket generation system.

15PROJECT MANAGEMENT REPORT
Cost: The cost of manual ticket generation, salaries of the people managing the operations, and
the information management at various places (files or drives) is very high compare to the cost of
using the ticketing system and hence its implementation would decrease the overall cost of the
processes and make the process cheaper in comparison.
Other factors: The system would also serve as a medium for communication and future
operations as the data would be stored permanently. The system would result in easing the
process of the effective program development and operations.

16PROJECT MANAGEMENT REPORT
Bibliography
Davies, R., & Harty, C. (2013). Implementing ‘Site BIM’: a case study of ICT innovation on a
large hospital project. Automation in Construction, 30, 15-24.
Gido, J., Clements, J., & Clements, J. (2014). Successful project management. Nelson Education.
Heagney, J., (2012). Fundamentals of project management. AMACOM Div American Mgmt
Assn.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kroczek, A., van Stam, G., & Mweetwa, F. (2013). Stakeholder theory and ICT in rural Macha,
Zambia. In International Conference on ICT for Africa.
Kuster, J., Huber, E., Lippmann, R., Schmid, A., Schneider, E., Witschi, U., & Wüst, R.
(2015). Project management handbook. Heidelberg: Springer.
Leach, L.P., (2014). Critical chain project management. Artech House.
Marchewka, J.T., (2014). Information technology project management. John Wiley & Sons.
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.