RALS Rostering Project Report: ICT Project Management Analysis

This report details the RALS Rostering Project undertaken by Virtucon on behalf of Globex, focusing on the development of a rostering system for volunteers at the Riverana Agriculture and Lifestyle Show (RALS). The report includes a project charter outlining the Measurable Organizational Value (MOV), desired areas of impact, stakeholder expectations, and a detailed timeline. It further presents a scope management plan, resource list, and a Work Breakdown Structure (WBS) with project milestones. A risk analysis and mitigation plan are provided, along with a quality management plan that covers team philosophy and quality assurance measures. The report concludes with a closure checklist, project evaluation, and an annotated bibliography of relevant project management references. The project aims to automate volunteer management, enhancing operational efficiency and data security, with a focus on strategic, operational, customer, and financial impacts.

ICT Project Management:
Virtucon/Globex Scenario

2
ICT PROJECT MANAGEMENT
Table of Contents
3. Part 1- Project Charter.............................................................................................................................................................................3
3.1 Measurable Organization Value.........................................................................................................................................................3
3.2 Desired areas of Impact.....................................................................................................................................................................3
3.3 Project’s value....................................................................................................................................................................................4
3. 4 Stakeholder’s expectation and target................................................................................................................................................5
3.5 Proper time-frame to achieve different Measurable Organizational Value.......................................................................................6
3.6 summary of Measurable Organizational Value.................................................................................................................................7
4. Part 2: Scope Management Plan (a brief version)...................................................................................................................................8
4. 1 Scope of the Project..........................................................................................................................................................................8
4.2 Resource List...................................................................................................................................................................................10
5. Part 3: Work Breakdown Structure (WBS) of the project.....................................................................................................................12
5.1 Work Breakdown Structure of the project.......................................................................................................................................13
5.2 Project Milestones...........................................................................................................................................................................13
6. Part Four: Project Risk Analysis and Plan.............................................................................................................................................15
6.1 Assumptions.....................................................................................................................................................................................15

3
ICT PROJECT MANAGEMENT
6.2 Risk Assessments.............................................................................................................................................................................15
6.2.1 Rating of Risk...............................................................................................................................................................................15
6.2.2 Proper Risk Mitigation.................................................................................................................................................................16
7. Part Five: Quality Management Plan.....................................................................................................................................................17
7.1 Team Philosophy..............................................................................................................................................................................17
7.2 Quality Assurance............................................................................................................................................................................18
Bibliography..............................................................................................................................................................................................19

4
ICT PROJECT MANAGEMENT
3. Part 1- Project Charter
In this particular report it mainly discussed about the information related to the RALS Rostering Project that mainly taken in
consideration by Virtucon, on behalf of Globex.
3.1 Measurable Organization Value
This particular Riverana Agriculture and Lifestyle show is mainly held in November 2009 by B T & Sons Farming Equipment. This
particular show is mainly held based on the aim to display different agricultural materials, local businesses, products and etc. From
previous few years, the RALS mainly increased in their size maintaining the significant manner and in the present stage it mainly
requires the participation of various volunteers to have some successful demonstration. It also discussed that some professionals are
get appointed by Globex to manage all related information that mainly associated with the volunteers. Therefore, the management of
related details become tedious because of the increased numbers of volunteers working in RALS. Therefore, Globex mainly has
undertaken the work to develop a particular rostering system so that it can easily store all types of volunteer’s related details that
mainly participated in RALS.
3.2 Desired areas of Impact
The rate of impact caused in this project is mainly observed based on some different domains:

5
ICT PROJECT MANAGEMENT
i. Strategies: the success implementation of RALS Rostering System helps to track of numbers of volunteers who mainly participated
in the show.
ii. Operations: Roster System implementation helps to prepare the marinating various tasks easier based on the RALS volunteers
details.
iii. Customer: This particular show is mainly designed to have the integral usage of Globex and also have the considerable causing
effect on customers.
iv. Financial: This particular system implementation mainly requires having numbers of initial investments that mainly expected in the
long run Globex scenario.
v. The project does not cause any impact on society.
3.3 Project’s value
Sl. No Value Project Attribute
1 Better Quality of project
Data security
2 Faster Response time
3 Cheaper Resource cost

6
ICT PROJECT MANAGEMENT
4 Do more Store contact details of the volunteers
Store previous work experience of the volunteers
3. 4 Stakeholder’s expectation and target
Keep satisfied
organizational heads of Globex
Manage closely
The project management team
appointed by Virtucon
Monitor
The volunteers participating in
RALS
Keep Informed
The employees who manage
the volunteer records
Interest

7
ICT PROJECT MANAGEMENT
3.5 Proper time-frame to achieve different Measurable Organizational Value
The time-frame estimation to achieve all measurable organization value is provided in below table format:
Task Name Duration Start Finish
RALS Roster Project 260 days
Mon
01/02/17
Fri 12/29/17
Project starts 0 days
Mon
01/02/17
Mon
01/02/17
Phase 1: Project Startup 25 days
Mon
01/02/17
Fri 02/03/17
Phase 2: Solution Requirements Analysis 36 days
Mon
02/06/17
Mon
03/27/17
Phase 3: Solution Design 47 days
Tue
03/28/17
Wed
05/31/17
Phase 4: Prototype 38 days
Thu
06/01/17
Mon
07/24/17
Phase 5: Iteration 1 35 days Tue Mon

8
ICT PROJECT MANAGEMENT
07/25/17 09/11/17
Phase 6: Iteration 2 18 days
Tue
09/12/17
Thu
10/05/17
Phase 7:Iteration 3 18 days Fri 10/06/17
Tue
10/31/17
Phase 8: Final Release 10 days
Wed
11/01/17
Tue
11/14/17
Phase 9: Project Completion 33 days
Wed
11/15/17
Fri 12/29/17
End of project 0 days Fri 12/29/17 Fri 12/29/17
3.6 summary of Measurable Organizational Value
Sl.
No
Measurable Organizational
Value
Attributes
1 Goal of the project To develop an automated roster system that
mainly records different volunteers details who

9
ICT PROJECT MANAGEMENT
takes part in RALS.
2 Area of impact Operational impact, Strategy, Financial,
customer, society
3 Stakeholder All Globex organizational heads, all employees,
volunteers of RALS, and the project team that
mainly allotted by Virtucon.
4 Time frame for achieving the
Measurable Organizational
Value
260 day
4. Part 2: Scope Management Plan (a brief version)
4. 1 Scope of the Project
In-scope: in RALS Rosterting Project, different in-scope mainly includes different system functionalities, system documentation etc.
Out-scope: Some of out-scope of this project that will not provide include: training, proper system maintenance, system enhancement
and proper supports.

10
ICT PROJECT MANAGEMENT
4.2 Resource List
Resource Name Type
Material
Label
Initials Group
Max.
Units
Std. Rate
Project Manager Work P 100% $150.00/hr
Business analyst Work B 200% $80.00/hr
System designer Work S 500% $70.00/hr
System developer Work S 1,000% $70.00/hr
System Tester Work S 600% $70.00/hr
Technical writers Work T 300% $50.00/hr
Hardware components
required for
developing the ICT
system
Material H $10,000.00
Software components
required for
developing the ICT
Work S 100% $0.00/hr

11
ICT PROJECT MANAGEMENT
system
Testing manager Work T 100% $105.00/hr
Development manager Work D 100% $105.00/hr

12
ICT PROJECT MANAGEMENT
5. Part 3: Work Breakdown Structure (WBS) of the project
RALS Rostering Project
Project starts Phase 1: Project Startup
Gathering information
regarding the client
requirements
Developing a
project charter
Developing an initial
management plan of
the project
Identification of the
resources that would
be required for the
project
Estimation of
budgetary
requirements
Estimation of time
requirements
End of project
startup phase
Phase 2: Solution
Requirements Analysis
Communication with
the representatives of
the client to gather
information regarding
the specific
requirements of the
client
Developing use case
models of the
system
Review of the use
case models by the
representatives of
the client
Developing the test
strategy to be utilized
after the rostering
system has been
implemented
Updating the project
plan
End of requirement
analysis phase
Phase 3: Solution Design
Developing the
architectural plan of
the proposed system
Architectural plan
reviewed by the
representatives of
the client
Developing detailed
architectural plans
Developing the test
plan in details
End of solution
design phase
Phase 4: Prototype
Developing a
prototype of the
proposed solution
Making the prototype
available to the
clients
Client accepts
system design after
reviewing the
prototype
End of prototype
phase
Phase 5: Iteration 1
Including all
functionalities in the
prototype accepted
by the client
Designing the test
cases that would be
utilized for verifying
the operational
activities of the ICT
system
End of iteration 1
Phase 6: Iteration 2
Conducting tests on
the ICT system based
in adherence to the
test cases defined in
the last phase
Publishing the
results of the test
cases
End of Iteration 2
Phase 7:Iteration 3
Including changes in
the application in
accordance to results
of the test cases
Conducting tests on
the application
Publishing the results
of the testing
activities
End of Iteration 3
Phase 8: Final Release
Developing all
necessary
documents
Delivering the
application and
project documents
to the client
End of final release
phase
Phase 9: Project
Completion
Developing
evaluation reports for
all resources
associated with the
project
Developing review
reports
Releasing resources
End of project
completion phase
End of project