Report: Learning Schedule and Communication Plan for Ticketing System

This report details the design and implementation of a digital ticketing system for Riverina Agriculture and Lifestyle (RALS). The project encompasses a learning schedule for team members, outlining activities and roles, along with a comprehensive communication plan targeting various stakeholders, including management, employees, suppliers, and customers. The report addresses key ideas such as securing the system from fraud, using serial numbers for ticket authentication, employing a smart card-based system, ensuring power backup, and prioritizing user-friendliness. It identifies potential risk factors, resource requirements, and team contributions, as well as procurement and cost considerations. The communication plan specifies methods and frequencies for interacting with stakeholders. The report also includes a reflection on the team's experience, emphasizing the crucial role of leadership, resource management, problem-solving, and the importance of IT knowledge in ensuring project success. The author, acting as the resource manager, highlights the significance of leadership in coordinating project elements and motivating team members, while also reflecting on the essential skills required for the role, such as knowledge of IT systems, software, and hardware, as well as accounting principles. References to relevant literature on project management and leadership are also provided.

Name
Institution
Course Name
Course Code
Instructor
Date

Introduction
This assessment aims at designing a learning schedule for the team working the project on digital
ticketing system in Riverina Agriculture and Lifestyle (RALS). The schedule helps in planning
activities and roles for all group members when they work outside the meeting schedule. The
paper also contains a communication plan for the group during the entire period of the project.
The communication plan highlights the methods that will be used to relay information among
members of the group and other stakeholders in the project. The final section of the paper is a
reflection of the team during the undertaking of the project.
Part two
Ideas by team members Action plan for the future
Securing the system from fraud by
manipulation.
The digital ticketing system should have
security features that will prevent it from
breaking down from time to time. The
system will be made secure by designing
complex software to detect and block any
security threat to the ticketing system.
The servers to the system will also be
located at a central secure point where
there are no disruptions
Use of serial numbers in the digital
tickets so as to make the tickets more
authentic
In order to improve the authenticity of the
tickets issued using the system, its
important that the system allocates

unique serial numbers for each ticket
issued and this would prevent the use of
fake tickets.
Use of smart card based system The smart card will be used to store data
on the tickets issued. The two tickets
inserted on a reader will do all the
calculations required and transfer the data
to the servers safely.
Power backup It is important that the ticketing system is
connected to a standby source of power
so as operations cannot stall as a result of
a power outrage.
User friendliness The ticketing system being designed
should be easy to use. Every customer
should be able to operate the machine
with ease and to understand the contents
of the receipt without struggling.
Assumptions
The tickets to be issued are not
transferable
All the materials will be procured through

the resource manager
The ticketing system will be smart card
based
Questions arising
What are the risk factors facing the
project?
What are the resources required for the
project?
To what extent is each member of the
project team contributing to development
of the system?
Which resource needs and procurement
needs are required in order to develop the
system successfully?
What are the costs that will be incurred to
develop the system successfully?

PART THREE
There are eight stakeholders to be involved in this project. Each of the eight stakeholders plays a
unique role in the company or in development of this system. It is therefore important to ensure
that all stakeholders understand the goals and objectives of the project as well as the working of
the system being developed (Callahan, Stetz & Brooks, 2011). The following are the
stakeholders involved in this project: management of the company, Employees, suppliers of the
project materials, customers of RALS. This can only be achieved through effective and timely
communication to all the stakeholders. The following is the communication plan that will be
used to communicate with stakeholders of RAL and those involved in this project.
Stakeholder Method of communication Frequency of
communication
Management Face to face informal
meeting
Writing of progress reports
Daily face to face
meetings
Weakly progress reports
Employees Internal memos Before the beginning of
the project.
After completion of the

project.
Suppliers of materials
required to develop the
system.
Use order papers to place
orders.
Mobile phone
communication
Payment vouchers
First week of commencing
the project.
During payment of goods
delivered.
Any time that need for
additional materials arises.
Customers Notices on the companies
premises
At the end of the project
Project team Project team meeting Daily
Team manager Weekly face to face
meetings
Emails
Weakly
Other Outside groups Notices As to be determined by
team members.
Resource manager Face to face meetings Weakly
The communication methods chosen to communicate with each of the stakeholders identified
above are very effective. The method is chosen depending on the role played by each of the
stakeholders in the project. The major stakeholders in this project are the team managers and the

management of the company. Face to face meetings are important for this group of stakeholders
since it is necessary to explain and illustrate points physically concerning the project. The
information communicated to these stakeholders includes the progress of the project, the
challenges faced during implementation of the project (Pitagorsky, 2007). Any requirements for
the project may be communicated during these meetings. The frequency of communication
depends on the role played by the stakeholder and the impact that the project has on the
stakeholder. Employees of the company should be informed of changes in the ticketing system
so that they can be prepared for the change. All other stakeholders that will be affected by the
project are informed of the changes using the most convenient methods.
PART THREE
My involvement in this project as resource manager has provided myself and other team
member’s invaluable experience on the important role of leadership in undertaking a project
successfully (Australia & Blanton, 2015). Before undertaking this project, I didn’t give a lot of
weight on leadership in project management and precisely resource management. However, I
have come to appreciate the need of having good and committed leader in the project team in
order to ensure that all the factors and roles involved in the project are coordinated properly.
Team leaders also are important in assigning roles to team members and supervising to ensure
everyone is able to play their part fully (Kloppenborg, 2015). The resource manager is expected
to ensure that all the resource needed by the team are available on time. They are also in charge
of the procurement.A leader also is a source of motivation to team members when their morale is
low. The other importance of leadership that I witnessed as a resource manager in the team is the
great role that leaders play in solving problems when they arise (Chemuturi & Cagley, 2010).

An IT resource manager must be very skillful and full of knowledge concerning the IT systems
and must have a deep understanding of the software programming. This is because, this is a very
important component of any IT system and it determines the working of the whole process. In
addition to these, the resource manager must have knowledge about the hardware components of
the project being undertaken. Since any successful IT project is a combination of both hardware
and software components. The resource manager needs to have a deep knowledge in hardware
and software components needed in the project since they are in charge of the procurement
process.The resource manager should have knowledge on accounting processes and book
keeping since they have to account for all the resource used during the project.
Conclusion
The learning schedule prepared for this project is prepared to help track the progress of the
project, the challenges faced and the ideas generated by team members. The schedule also
discusses the questions raised by team members during the project implementation. The
communication plan prepared identifies the stakeholders for the project and outlines the
communication methods to be used communicate to each set of stakeholders. The frequency of
communication for each set of stakeholders is also determined depending on their role in this
project.

References
Australia, C. L., & Blanton, S. (2015). Information Technology Project Management.
Bruce, A., & Langdon, K. (2009). Project management.
Callahan, K. R., Stetz, G. S., & Brooks, L. M. (2011). Project management accounting:
Budgeting, tracking, and reporting costs and profitability. Hoboken, N.J: Wiley.
Chemuturi, M., & Cagley, T. M. (2010). Mastering software project management: Best
practices, tools and techniques. Ft. Lauderdale, FL: J. Ross Pub.
Ducros, M., & Fernet, G. (2010). Project management guide. Paris, France: Editions Technip.
Fox, W., & Van, . W. G. (2007). A guide to project management. Cape Town: Juta.
Heldman, K. (2011). Project management jumpstart. Hoboken, NJ: Wiley.
Kloppenborg, T. J. (2015). Contemporary project management: Organize, plan, perform.
Knight, J., Thomas, R., Angus, B., & Case, J. (2012). Project management for profit: A failsafe
guide to keeping projects on track and on budget.
Lock, D. (2013). Project management. Burlington, VT: Gower.

Lock, D. (2014). The essentials of project management.
McCarthy, J. F. (2010). Construction project management: A managerial approach.
Westchester, Ill: Pareto -- Building Improvement.
Meredith, J. R., & Mantel, S. J. (2012). Project management: A managerial approach. Hoboken,
NJ: Wiley.
Pitagorsky, G. (2007). The Zen approach to project management: Working from your center to
balance expectations and performance. New York: International Institute for Learning, Inc.
Schwalbe, K. (2009). Introduction to project management. Boston, Mass: Course Technology.