ITC505 Assignment 3: Project Charter for RALS Ticketing System

This assignment is a comprehensive project charter for a new computer-based ticketing system for the RALS (presumably a performance venue) to improve customer experience and increase revenue. The project charter includes the Measurable Organizational Value (MOV), scope management plan, Work Breakdown Structure (WBS), risk management plan, and quality management plan. The MOV outlines the area of impact, values, and project metrics. The scope management plan defines the project's scope, requirements, in-scope and out-of-scope items, and resource requirements. The risk management plan identifies and assesses various risks, along with response strategies. The quality management plan emphasizes maintaining quality standards and addresses verification and validation tasks. The project also includes a project close-out and evaluation checklist, along with appendices citing relevant academic resources. The goal is to improve ticket sales, reduce wait times, and enhance the overall experience.

ITC505 Assignment 3
Project Charter
Name of the student
9/28/2017

Project Charter
Part One
MOV - Measurable Organizational Value
Area of Impact: (Marchewka, 2005)
Rank 1 Customer: Customers ought to be essentially lively as they won't be required to sit
tight for a long time in line outside the passage incredibly for the fundamental day
Rank 2 Finance: Since the tickets can be saved at the visitor's settlement from any flexible or
PC application system, so unmistakably the offer of tickets will increase and the wage
time also
Rank 3 Operational: providing tickets to the visitors shall get more easier than before
Rank 4 Strategy: RALS will decidedly get more conspicuous achievement by using the
structure since a much of the time expanding number of people will now visit the
show
Rank 5 Social: Since there will be more offering of tickets, so more money can be made to ICV
to exhibit the social reasons for interest
Values
Faster New structure is proposed to update the sensibility by getting the tickets booked
well before the program and the store on counter can be diminished
Do more This project will keep the issues related to ticketing away and so will fortify RALS to
broaden the show and grow more
Project Metrics
Augmentation in offer of ticket volume before the start of show in November reliably
Start of pay time even before the begin of show

The increment in the pay of wage after the primary show using the PC based ticketing
structure ought to convey more than 7% outperform from the last year’s data.
Gathering of uncontrollable crowd on the ticket counter and security in the gateway, so
fewer volunteers additionally can manage the show
Part Two
Scope Management Plan (Wich, 2009)
Define Scope & Requirement: The level of this errand is to design and execute another PC
based structure to attract booking tickets by the visitors even before the show using web
benefits; this will keep the load on the ticket counter and section entryway. Need customer
determination as first-time sign-in, store organized groupings of ticket offering designs,
essential access from all devices, secured to keep from any modernized trap, particularly
illustrated site page to attract online booking and influence striking ID with sorted out
perceiving affirmation to engage the system to confirm from computerized wrongdoing.
In-Scope & Out-of-scope items:
In-Scope Offering simple to utilize's system idealize with all hardware, quick printing
structure at counter and scanner name per client machine with the segment
security staff to check the validity of the visitor's ticket booking
Out-of-Scope Procurement of gear and giving the upkeep support isn't in the degree of this
endeavor
Resource requirement:
People Project Manager, Business Analyst, System Analyst & Designer and Finance
Manager
Technology Computers with Internet facility
Facility Good office set-up for the team

Others Travel for training of staffs
Part Three
WBS Structure

Milestones
Activity List

Resources linked to activity list & its cost estimate

Gantt chart (Ganttchart, 2017)

Part Four
Risk Management Plan (ThreatsAndOpportunities, 2017) & (The MITRE Corporation, 2017)
Risk No. 1 Improper Identification of accomplices in the midst of starting period of the
assignment
Risk No. 2 dreadful assessment of accomplice can cause an expansion in scope in-between the
project
Risk No. 3 uncalled for the association of accomplices can cause a troublesome issue in the
errand
Risk No. 4 time configuration can't be controlled because of sporadic increase in the level of
work

Risk No. 5 Non-settlement of incorrect records for the final bill conclusion
Risk No. Likelihood
(1) In %
Impact
(2) in
%
Product of
(1)x(2) in
%
Rank Owner Response
Risk No. 1 80% 30% 240% 3rd PM, BA Use the fulfilled RALS
individual to recognize and
after the distinguishing proof
get them approved
Risk No. 2 70% 90% 630% 1st PM The scope statement need
to be get approved by RALS
representative as and when
it became ready
Risk No. 3 70% 50% 350% 2nd PM, SD scope record is required to
be cross-checked by all team
members towards the
completing of each stage
Risk No. 4 40% 50% 200% 4th PM Review the summary by
meeting with different
influential and everlasting
stakeholders
Risk No. 5 20% 50% 100% 5th PM, FM Keep showing the last
records of each widely
appealing stage to keep up a
vital separation from a
minute ago

Part Five
Quality Management Plan
Team’s Philosophy (Atkinson, 1999): The gathering should put attempts to keep up the required
quality standards of the things and reliably address the clear and pronounced issues. Each and
every risk ought to be checked truly to keep up a key separation from any overpower of
expansion and time. All the reasonable needs should be hung free with engaging quality
benchmarks. All accomplices need to concentrate on work quality to keep up a key separation
from any kind of refresh.
Set of Verification tasks:
Change management system at every stage needs to be ascertained been followed
throughout the project
Cost of each progression should not overshoot the individual using deliberately to
control the general cost of thing
On time Delivery of the prerequisites ought to be ensured
Each one of the risks have been dealt with as per the documented chance organization
response plan all through the project lifecycle.
Each and every one of the necessities of extra things is being met using change
organization process in a manner of speaking
Set of Validation tasks:
Quality fundamentals are being met
All the consequence of each stage has been affirmed by coordinating all around
examination
Before closing, the key things required ought to be checked against set criteria or MOV

Part Six
Project Close-Out & Evaluation of its outcome (Carson, 2017)
Closure check-list:
All the endeavor targets met
Degree is completely conveyed
All expectations conveyed at appropriate quality and time
Lessons learned chronicled
Evaluation check-list:
Has the group stack been diminished at region gateway in this manner in ticket counter?
Has there been a development in gift mean ICV?
Could the ticket booking be started before the start of the show?
Has the money started passing on before the beginning of the RALS shows up?
Appendix
Appendix-1
Jack, L, Okeke, O, Okechukwu, S, & Akinola, A (2016). Project Management: A System Approach
to Planning, Implementation, Monitoring and Evaluation. International Journal of
Advanced Academic Research, 65-79.
The author is particularly ideal in his presentation, where they have shared the accomplishment
criteria of a project. As we all in all know the ideal organizing and execution according to
masterminding is basic for the accomplishment of the project, in like way, the evaluation

strategy is in like manner basic for the right achievement of the objectives. The author
explained by some by providing some example case. I feel the author has endeavored well to
touch the topic of suitable evaluation of an endeavor to keep up the accomplishment rate. The
appraisal is a framework by which we can do the action between the in-house gatherings or the
outside like clients can in like manner be used to see the outcome of the project.
Appendix-2
Archibald, R. D., Filippo, I. D., & Filippo, D. D. (2008). The Six-Phase Comprehensive Project Life
Cycle Model Including the Project Incubation/Feasibility Phase and the Post-Project
Evaluation Phase. Retrieved September 25, 2017, from http://www.dphu.org:
http://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
The creator has said every one of the stages associated with the project management lifecycle
with the significance of one more stage after the nearby out of the task. The additional phase
after close-out is the task assessment arranges in which the group needs to assess the
rightness, benefit, and misfortune from the project. I feel the creator has talked about
considerably more identified with various stages contrasted with the assessment arrange as it
were. Yet at the same time, the saying of an extra level of examination is required after the
nearby out stage to assess the result.
Appendix-3
European Regional Development Fund (ERDF). (2017). Stage 5: Project Closure. In INTERact,
PROJECT MANAGEMENT HANDBOOK (pp. 1-9). European Regional Development Fund
(ERDF).
The creator has clarified the means and the activity design we have to do ahead of time for the
conclusion organize. The characterized steps are impressive to the point, that I took few of
them as my conclusion action for this project report. According to the creator, once all the
related task exercises are over then we have to impart to the entire colleagues about the
result. We have to accumulate entire colleagues for talking about the obstacles that all have

looked amid the project life cycle and likewise build up a rundown. The evaluation of the
project need to be conducted in-between the other project stages and at the end of the project
and document the lessons learned.
References
Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a
phenomenon, its time to accept other success criteria. International Journal of Project
Management, 337-342.
Carson, R. (2017). Project close-out and handover – a general overview. Retrieved September
28, 2017, from http://2020projectmanagement.com:
http://2020projectmanagement.com/2013/02/project-close-out-and-handover-a-
general-overview/
Ganttchart. (2017). Basic Gantt Chart Example. Retrieved September 28, 2017, from
http://www.ganttchart.com/BasicGanttExample.html
Marchewka, J. (2005). Information technology project management: Providing measurable.
New Jersey: John Wiley & Sons.
The MITRE Corporation. (2017). Retrieved September 28, 2017, from Risk Management
Approach and Plan:
https://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-
engineering/risk-management/risk-management-approach-and-plan
ThreatsAndOpportunities. (2017). Limitations to Risk Management. Retrieved September 28,
2017, from http://threatsandopportunities.com:
http://threatsandopportunities.com/introduction/limitations-to-risk-management/
Wich, D. (2009, June 11). Project Scope Management. Retrieved September 28, 2017, from
http://www.umsl.edu:
http://www.umsl.edu/~sauterv/analysis/6840_f09_papers/Wich/scopemanagement.ht
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