University Name, ITC505: Project Charter, Scope and Risk Analysis

This project charter assignment for ITC505 presents a comprehensive project plan for implementing a new computer-based ticketing system. The assignment includes defining the measurable organizational value (MOV), outlining the project scope with in-scope and out-of-scope items, and developing a scope management plan. It also features a work breakdown structure (WBS), risk analysis with mitigation strategies, and a quality management plan. The project closure section includes a checklist and an annotated bibliography evaluating project management resources. The project aims to improve ticket distribution, enhance customer experience, and increase revenue and donations, while addressing potential risks related to stakeholders, requirements, and documentation.

ITC505 Assignment 3
Project Charter
2017
Name of University
Name of the student

Project Charter
Part One
MOV - Measurable Organisational Value
Area of Impact (Ranked from highest to lowest) (Miller, 2008):
Operational: by introducing the new project the operation of ticket distribution will get much easier than
previous
Customer: this new system will definitely bring smile to customers, because they will not be required to
stand in long queue any more waiting for the ticket from counter
Strategy: by this system, the company will get more success in attracting the visitors, as many may not be
able to visit the show due to the fear of standing in such long queue.
Finance: by selling more volume of tickets more revenue can be booked
Social: more revenue means RALS can contribute more donations to ICV for social benefits
Project value:
Faster: new computer based system will certainly make the system fast, even the tickets can be booked or
printed at counter much faster than before
Do more: this will certainly add more value to the company and RALS can definitely expand its base.
Metric & its Timeline:
 The tickets selling will begin even before the beginning of RALS show in November
 By selling tickets before show, revenues will also start generating before the show
 Certainly this will reduce the work pressure on the volunteers associated with security and the
ticket counter window
 There shall be increase in the donation amount by 15% during first year itself

Part Two
Define Scope and produce a Scope Management Plan
Define Scope (Wich, 2009): the scope of this project is to design and implement a new computer based
system to enable booking tickets by the visitor even before the show using web services; this will minimize
the load on the ticket counter and entry gate.
Requirement: the scope shall be managed by using following features like:
Need user registration as first time log-in
Store different categories of ticket selling schemes
Easy access from all devices
Secured to prevent from any cyber attack
Linked with the payment portal to enable on-line booking
Generate unique ID with bar code to enable proper recognition
In Scope: developing online system unique code for identification of buyer, provide user’s friendly system
compatible with all hardware, quick printing system at counter and bar code reader machine with the gate
security personnel for proper checking.
Out of scope: developing the machine system of ticket generation at counter by simply outing the money
from one side according to the different variety of schemes and pressing the proper button the ticket shall
get print and deliver at same moment.
Deliverables: the project shall deliver a good authentic and user’s friendly ticket booking system wit all
above features present
Acceptance Criteria: the deliverables need to be delivered before the start of show to enable pre-booking
by visitors, performance need to be good enough with zero system breaks down, all stakeholders’
expectations are met.

List of Resources:
Project Manager, Software Specialist, Web Designer, Database Designer, Database Developer
Computers, Laptops, Mobile, Internet facility
Office space to sit and discuss the issue and progress related matter
Training to the staff after implementing the systems
In MS Project view:
Part Three
MS Project
WBS (Project Smart, 2017):

Milestone List:

Direct labor cost:
Cost estimation high level:

Gantt chart view (Gantt, 2017):

Part Four
Project Risk Analysis and Plan
Risk No.: 1
Rank: 3
Risk: identification of stakeholder (Initiation)
Description: improper identification of stakeholder can lead to the documentation of improper requirement
and the wrong scope
Category: people
Root cause: no idea about the external stakeholders
Triggers: the scope of the project
Risk Response: even if the stakeholders are not known the requirement finalized after accumulation of data
must be thoroughly revised and approved by the sponsor to avoid any increase in scope.
Risk Owner: Project Manager
Probability: Low
Impact: High
Status: Project Manager to set up meeting with the sponsor
Risk No.: 2
Rank: 2
Risk: improper collection of requirement (Planning)
Description: due to wrong selection and analysis of stakeholders the wrong data came in the system and is
capable of changing the scope of work

Category: people
Root cause: improper identification of stakeholders
Triggers: scope increase
Risk Response: identified requirement needs to be verified and approved by the sponsor before proceeding
Risk Owner: Project manager
Probability: Medium
Impact: High
Status: PM to meet with sponsor to finalize the same.
Risk No.: 3
Rank: 1
Risk: stakeholder management (Execution)
Description: the high power stakeholder been identified as weak and the likewise treatment can hamper the
project
Category: people
Root cause: improper identification of stakeholders
Triggers: delay project
Risk Response: correct the list by meeting with different internal stakeholders
Risk Owner: Project manager
Probability: High
Impact: High
Status: PM has now called for a group meeting to finalize the issue

Risk No.: 4
Rank: 4
Risk: scope verification (Monitoring & Control)
Description: scope may vary
Category: Scope
Root cause: wrong stakeholder identification
Triggers: increase in scope
Risk Response: scope document is required to be cross checked by all stakeholders at the end of each
phase.
Risk Owner: Project Manager
Probability: Low
Impact: High
Status: before the beginning of next phase PM has to recheck the scope statement
Risk No.: 5
Rank: 5
Risk: improper documentation (Closing)
Description: incorrect submission has delayed the project
Category: procurement
Root cause: fewer follow-ups in between the stages
Triggers: delay in the project & increased cost

Risk Response: all documents to be gathered properly
Risk Owner: Project Manager
Probability: low
Impact: low
Status: PM to discuss it and document in lessons learnt
Part Five
Quality Management Plan (Virginia Polytechnic Institute and State University, 2013)
Philosophy: The gathering must put attempts to keep up the required quality standards of the things and
always meet the perceived and documented accomplice's wants. Each one of the risks ought to be
checked genuinely to avoid any overpower of expansion and time. All the recognized desires must be
passed on inside time with adequate quality benchmarks. All partners need to concentrate on work quality
to evade any kind of overhaul.
Set of Verification activities:
Expansion points of confinement ought to be checked earlier and after that a while later every
stage
Cost of each activity should not over shoot the individual spending intend to control the general
cost of thing
On time Delivery of the desires ought to be ensured
All threats are recognized and the response configuration made are all around suitably grasped in
the midst of each stage
Each one of the wants of accomplice's are being met
Set of Validation activities:

Quality rules are being met
Each stage in the wake of completing ought to be affirmed against the benchmark criteria.
Before closing, the fundamental things need ought to be affirmed against set criteria or MOV
Part Six
Project Closure using annotated bibliography
Closure check-list:
Need to check the quality or the features of ticketing structure for meeting the essential as per
standard.
All the documentation has been done and submitted after the product is delivered.
Resource demobilization plan made and conferred to the gathering.
Lessons learnt recorded and conferred to Globex/RALS operators.
Evaluation check-list:
Can the ticket booking be started before the commencement of show?
Has the revenue started generating before the beginning of the RALS show?
Has the crowd load been reduced at entry gate & so in ticket counter?
Has there been increase in donation amount to ICV?
Annotated Bibliography (Project Evaluation):
Appendix-1:
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:
htttp://www.dphu.org/uploads/attachements/books/books_5917_0.pdf
The author has mentioned all the stages involved in the project management life cycle with the importance
of one more stage after the close-out of the project. The extra stage after close-out is the project evaluation
stage in which the team needs to evaluate the correctness, profit and loss from the project. I feel the author
has discussed much more related to different stages compared to the evaluation stage only. But still the
mentioning of additional level of scrutiny is required after the close-out phase to evaluate the outcome.
Appendix-2:
Banda, S. S. (2017). Project Close-out and Reasons for Success or Failure of projects. ZM: SSB &
Associates.
The author has narrated in the report the common importance of the evaluation process and included the
lists which are in general required for the closure of project. I think the author could not establish the more
importance of the evaluation process in the report developed. The author mentioned various checklists too
in the report. I don’t see any point in reading the material worth, as the checklist can be obtained from the
text book itself.
Appendix-3:
Anglesey County Council . (2012). End of Project Evaluation & Project Closure. EU Project Management
Guidelines, 1-14.
The maker has said appropriately that the appraisal methodology of a scheme at the last period of the
project life cycle is a seeing of the accomplishment, as well as rather it gives all around information with
respect to the task criteria or result that how far the objectives of the task has been met or how reasonable
are the outcomes like the CPI and SPI. The maker has similarly appropriately determined that the appraisal
of a scheme constantly gives a significant examination of the substances of frustration or accomplishment.
The maker also said which is in like manner satisfying for me is the evaluation strategy should not be quite

recently coordinated towards the end while it is required to be driven at each possible and convenient
interval to get to the scheme amidst the phases too.
References
Gantt. (2017). What is a Gantt Chart? Retrieved September 25, 2017, from http://www.gantt.com/:
http://www.gantt.com/
Miller, S. A. (2008, January 22). Overview of Measurable Organizational Value (MOV). Retrieved
September 25, 2017, from http://www.sheepguardingllama.com:
http://www.sheepguardingllama.com/2008/01/overview-of-measureable-organizational-value-mov/
Project Smart. (2017). Work Breakdown Structure (WBS). Retrieved September 25, 2017, from
projectsmart.co.uk: https://www.projectsmart.co.uk/work-breakdown-structure.php
Virginia Polytechnic Institute and State University. (2013). Project Quality Management Plan. Retrieved
September 25, 2017, from www.itplanning.org:
http://www.itplanning.org.vt.edu/pm/qualitymgmtplan.html
Wich, D. (2009, June 11). Project Scope Management. Retrieved September 25, 2017, from
http://www.umsl.edu:
http://www.umsl.edu/~sauterv/analysis/6840_f09_papers/Wich/scopemanagement.html