ICT Project Management Report: Development of Online Ticketing System

This report presents an ICT project management plan for developing an online ticketing system for RALS agriculture. It begins with an analysis of the project's desired impact areas, prioritizing operational, customer, social, strategic, and financial aspects. The report outlines project values, appropriate metrics (including workload, ROI, and deadlines), and a summary of the project's measurable organizational value (MOV). The project's scope involves developing an automated online ticketing system to address issues like crowd management. The report details the resources required, including personnel, technologies (CXA, UX, Java, HTML5, etc.), and facilities. It also provides activity schedules, Gantt charts, and work breakdown structures (WBS). A significant portion of the report is dedicated to risk analysis and management, including budget, timeline, MOV approval, and training risks, with mitigation plans. Quality management is addressed, including verification and validation activities, and the report concludes with an annotated bibliography and a closure checklist.

Running head: ICT PROJECT MANAGEMENT 1
ICT project management
Student’s Name
University’s Name

ICT PROJECT MANAGEMENT 2
Part One
Desired Area of Impact: The impact area of the project referred here is developed here
on the basis of the following five different areas - financial, operational, social, strategy and the
consumer. The project deals with the development of online booking system for tickets for a
show organized by RALS agriculture. Hence, the order of priority for the impact area is -
Operational, Customer, Social, Strategy and Financial.
Project Values: As per Globex requirements as well as RALS estimation, it is assumed
that the project will bring faster and better value to the organization. The existing process of
ticket sales can be improved by the implementation of online ticketing process. Apart from this,
the online ticket sale process increases the speed of the process and ensures a better efficiency. It
also relaxes the crowd management process without any delay in the ticketing services.
Appropriate Metric: The following metric is chosen: 1) the activities must be
accomplished before the scheduled date for all the stakeholders of the organization; 2) 110% of
the workload must be accomplished before the end of the month; 3) 70% or above Return on
Investment (ROD) must be provided by the outcomes of the project.
Appropriate Timeframe: The metric described above needs to be achieved under the
time limit of six months after the accomplishment of project. The stakeholder's metric needs to
be accomplished before finishing of the project and as a result, the performance of the
stakeholders may be assessed at the correct time.
Summary MOV: In brief, the MOV can be summarized as;
"The above project will be stated as successful if each stakeholder of the organization
achieves 110% of the workload of the project each month, finishes the assigned target before the
due date and the ROI provided by the outcome is more than 70%; apart from it, the project

ICT PROJECT MANAGEMENT 3
achieves the desired interest areas - Operational, Customer, Social, Strategy, and Financial
and brings the faster and better value needed for organization.
Part Two
The Project's scope includes the development of an online ticket booking system and its
sale process in order to resolve the issues like crowd management, delay in queues. The sale
system of online ticketing must be relevant enough to perform the function of automated
ticketing. Resources required are listed in the table below:
Resource
type
Resource roles Resource responsibilities
People Business analyst, Technical lead,
Project manager, Developer1,
Developer2, Lead analyst,
Frontend developer and Tester
Management of project, Building the team,
Responsibility to make any decision
Acting as a bridge between the client and teams
involved in development and testing,,
Documentation of every requirement and change,
Ability to work on difficult issues, suggesting the
required architectural changes, awareness related to
agile methods, Coordination with lead analyst,
Ensuring that SLAs as well as the deadlines are
fulfilled, database designing, UI, interfacing
Estimation of the process of testing, planning the
testing objectives
Escalation of issues and risks, providing the required
testing updates
Technology CXA and UX; Java 8 OCp; The mentioned technologies are required for

ICT PROJECT MANAGEMENT 4
HTML5, CSS3, and Act JS development of the online ticket booking and its sale
system
Facilities Department of Development and
deployment
Provides major tools of development, infrastructure
assistance as well as the designing of online
application
Others Team members
Training
Proper communication and Coordination,
It Provides the training to the employees in the
RALS organization
Table 1: List of Resources
Part Three
The scheduling of the activity is performed using Gantt chart in MS Project Software.
The scheduling table is provided for achievement of proper allocation of the activities and the
time using all the provided resources. Later, work breakdown structure is also prepared using the
above Gantt chart.

ICT PROJECT MANAGEMENT 5
Figure 1: Activity Schedule

ICT PROJECT MANAGEMENT 6
Figure 2: Gantt Chart

ICT PROJECT MANAGEMENT 7
Figure 3: WBS
Part Four
Risk analysis and risk management need to be performed for the maintenance of the
process of risk mitigation. The following assumptions provide the bases for the identification of
the risks-

ICT PROJECT MANAGEMENT 8
1. The approval of MOV from the managing authorities and the administration
2. The completion of project before the planned deadline
3. The completion of the project within allocated budget
4. No requirement of training for the employees and the stakeholders
Risk Management Plan: As per MOV, project charter and the assumptions, the risk areas
of the project are recognized, evaluated and mitigation plan is adopted accordingly. The
risks are as follows:
Budget risk: There are certain chances of the project running out of the allocated budget
by the company. Therefore, the contingency planning process must be considered by the
management authorities for the adjustment of the budget during the project timeline. Despite of
having a high likelihood, the risk is considered to have the catastrophic severity. Thus,
formulation of the mitigation plan must be a process of high authority.
Timeline risk: Sometimes the project is not completed before the deadline and there is a
requirement of some extra time of a week or a month. In this case, the project manager should
consider cutting an extra slack of time so that the project completes within the decided time
period. Despite of having medium likelihood, the risk has a medium severity. Thus, the priority
for adoption of the mitigation plan is medium.
Non-Approval of MOV: The approval of MOV lies on the management. In case the
management finds it difficult to meet the requirements of MOV based on the terms of money,
time and resources, they can reject the MOV. In this case, project needs to be restarted and a
fresh MOV needs to be prepared. This risk has a low likelihood but ids considered to have
certain severity. Thus, low priority must be given to the planning of mitigation plan in this case.

ICT PROJECT MANAGEMENT 9
Training Requirements: There is a need for the training for a few days for the new and
existing stakeholders and the employees in RALS to work in the new system. Therefore, there is
need to spend a portion of assigned budget in the training process. This risk is considered to have
low likelihood but medium severity. Thus, the planning of mitigation plan needs low priority.
Project Failure Risk: There are chances that even after project completion, the full
benefits of projects are not realized. This may happen if implementation process is not proper.
To ensure that project reaps intended benefits there is need to monitor progress of project from
time to time. Also, it must be ensured that project delivered is as per standards set.
Part Five
The statement regarding quality management needs to be prepared in the following way -
“We hereby declare that we aimed to develop online ticket booking system for RALS
committee and we will provide shear quality in all functionalities as collected and analyzed prior
to project initiation phase.”
The verification activities are listed below:
 Ensuing that product development is in accordance with the policies of the
organization.
 Checking the proper automation
 Ensuring the proper estimation tools
 Ensuring that the process of testing is in accordance with the scheduled timeline
The following are the validation activities-
 Identification of the insider flaws such as testing bugs

ICT PROJECT MANAGEMENT 10
 Identification of the defects in application functioning.
Part Six: Annotated Bibliography: Closure and Evaluation
Annotated bibliography can be found attached.
Closure checklist: It includes major activities like contract sign-out, stakeholder sign-out,
preparing documentation, preparation of evaluation plan and reviewing of the
performance.
Evaluation Plan: It involves criteria like meeting requirements, performance, achievement
of deliverables of higher level and quality and completion of the tasks within time.
Bibliography
Besner, C., & Hobbs, B. (2013). Contextualized project management practice: A cluster analysis
of practices and best practices. Project Management Journal, 44(1), 17-34.
Hill, G. (2013). The complete project management office handbook (3rd ed.). New York: CRC
Press.
Kerzner, H. (2013). Using the project management maturity model. Hoboken, N.J.: Wiley.
Knutson, J. (2001). Project management for business professionals. New York: John Wiley.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project
risk management methodology for small firms. International Journal of Project
Management, 32(2), 327-340.

ICT PROJECT MANAGEMENT 11
McLeod, L., Doolin, B., & MacDonell, S. G. (2012). A perspective‐based understanding of
project success. Project Management Journal, 43(5), 68-86.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Quade, S., Birkenkrahe, M., & Habermann, F. (2013). KMUT – Project Management
Toolbox. International Journal of Emerging Technologies in Learning (Ijet), 8(2).
http://dx.doi.org/10.3991/ijet.v8i2.2485
Raydugin, Y. (2013). Project risk management. Hoboken, N.J.: John Wiley & Sons.
Serra, C. E. M., & Kunc, M. (2015). Benefits realization management and its influence on
project success and on the execution of business strategies. International Journal of
Project Management, 33(1), 53-66.
Annotated Bibliography
Hill, G. (2013). The complete project management office handbook (3rd ed.). New York: CRC
Press.
This book discusses about concept of project management. It provides definition of
various terminologies related to project management
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
This books provides information related to various tools and techniques that can be used
by project manager. It also gives insight about manner in which these tools and techniques can
be used.
Raydugin, Y. (2013). Project risk management. Hoboken, N.J.: John Wiley & Sons.

ICT PROJECT MANAGEMENT 12
This books discusses about project risk management and how this can be utilized for
timely delivery of project. It also discusses importance of project risk management and its
application in real projects.

ICT PROJECT MANAGEMENT 13
Appendix
Annotated Bibliography