University ICT Project Management: Online Ticketing System Charter

This project charter outlines the development of an online ticketing system for RALS, a corporation organizing an annual show. The project, managed by Virtucon, aims to replace the manual ticketing system with an online platform to increase revenue for the ICV charitable trust, reduce overcrowding, and enhance customer experience. The charter details the project's scope, including requirements, deliverables, and resource allocation. It also covers scope management, including in-scope and out-of-scope items, and provides a work breakdown structure and milestone list. Risk analysis identifies potential issues, and the quality management plan sets benchmarks for meeting stakeholder needs. The project evaluation includes metrics for measuring success, such as revenue growth and reduced crowd congestion. Finally, the charter includes a project closure checklist and an annotated bibliography of references.

Name of the University
Assessment 3 ICT Project Management
Project Charter
Student’s Name
2017University’s Short Address

Assessment 3: ICT Project Management
Index
Part One...........................................................................................................2
Part Two...........................................................................................................3
Part Three........................................................................................................6
Part Four........................................................................................................10
Part Five.........................................................................................................12
Part Six..........................................................................................................13
Appendix........................................................................................................14
References.....................................................................................................15
Project Charter
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Assessment 3: ICT Project Management
Part One
Project Description: Every year in the month of November a show is
organized by the RALS or Globex Corporation for three following days. The
money they get by selling tickets is directly given to the ICV charitable trust.
The ticket counter gets overcrowded and even breaks the boundary and tries
to get inside without booking tickets, so RALS decided to change its manual
ticketing framework to online ticket booking system and gave the
responsibility to Virtucon.
Project Overview: the project involves the Virtucon as the consultant will
develop the system for the show RALS being organized by Globex
Corporation for generating more funds by restricting the overcrowding and
providing the facility of online ticket booking.
Area of Impact:
Rank-
1
Finance: This web ticketing system will empower RALS as now a
more noteworthy number of tickets to will be sold than past and
they will acquire more money
Rank-
2
Customer: Due to the introduction of the new online ticket booking
structure, the customers will never again need to stay outside the in
the ticket counter. This will make them peppy
Rank-
3
Operational: This new online ticket booking structure will diminish
the working weight on the ticket counter and security entryway as
by far most of the all-inclusive community will book their tickets on
the web
Rank-
4
Strategy: This online ticketing structure will help RALS to in
increasing more trade and help them out giving more money to ICV
Rank-
5
Social: For exhibiting their social focal points now after the
introduction of this online ticket booking structure they will have the
ability to give more salary to ICV
Project value:
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Assessment 3: ICT Project Management
Faster This electronic ticketing structure will help their customers in
booking their ticket online so the stack on the ticket counter on an
important day will be less and the volunteers on the counter will
have the ability to do their work snappier
Do more This positive result will ask RALS to develop the show continues
and make more blessings to ICV
Metrics for measuring the success of the project with respect to the time
target:
Metrics Target
Beginning of income of money before the show
begins
October – every year
Addition in profit collection and donation to ICV
by 20%
November – first year
after the project
completion
The excess crowding in the ticket counter and
the security gate can be reduced
November (during 3-4
days of RALS show)
RALS will start generating the revenue before the
beginning of show due to the advance online
ticket booking.
October – every year
Part Two
Scope Management Plan
Define Scope: develop online ticketing system, compatible with all hardware
and users friendly within the time and cost
Identify requirements: first time user’s log-in details, mobile number to
authenticate the user, unique ID for each ticket and online payment option
with all security systems of the network to prevent cyber-attacks.
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Assessment 3: ICT Project Management
In-Scope: Initiation, planning, designing, developing an implementation of
the new system required to grow the revenue collection of RALS by
introducing a new online web-based ticketing facility for the customers and
visitors with 1 month of trial run facility
Out-of Scope: any job required to be performed other than the above
definition and beyond the time frame of 1-month trial run shall be considered
as out of scope material and need to be treated as additional scope of work
Deliverables: requirement finalization, scope finalization, design finalization,
implementation and testing of a user-friendly network system for booking of
tickets online.
Acceptable criteria: deliver the system with all quality standards within the
time and cost baseline estimates.
List of Resources:
People: Sponsor: to take care of the funding requirements
Project Manager: to own the project and handle accordingly
System Analyst: to design and analyze the network for the
system
System Designer: to design the system and database for the
system
Business Analyst: to analyze the business scenario
Resource Manager: to arrange resource requirement
Risk Manager: to track and monitor risks
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Assessment 3: ICT Project Management
Technology: Hi-tech computers and network system for large bandwidth
Facilities: Office set-up for the team
Others: Travel for the training and other official use like attending
conferences
Part Three
MS Project Snapshots
Work Breakdown Structure:
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Assessment 3: ICT Project Management
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Assessment 3: ICT Project Management
Milestone List: (Thakur, 2011)
Activities & its associated Resources:
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Assessment 3: ICT Project Management
Activities & its Costs:
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Assessment 3: ICT Project Management
Part Four
Assumptions
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Assessment 3: ICT Project Management
In the Project, the monetary allowance isn't an issue
Assets ought to dependably be there all through execution of the task
keep it from any issue of time
Partners ought to be perceived well and ought not to stress over their
examination, as Virtucon is one of the most seasoned experts of
Globex
Volunteers ought to be sufficiently instructed to be prepared
subsequent to actualizing the web-based ticketing framework
Risk Analysis (WordPress, 2009)
RIS
K
No.
Description Probab
ility
Imp
act
Prod
uct
1 Initiation: incorrect stakeholders are introduced
in the system
7 7 49
2 Planning: incorrect requirement has given rise
to the scope
6 6 36
3 Execution: many problems can be caused
during the execution of the project if it is not
managed properly
6 7 42
4 Monitoring & controlling: the project scope can
get increased if the stakeholders are not
chosen properly
4 5 20
5 Close-out: the cost can get increased and the
project can get delayed due to incomplete
submission.
2 3 6
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Assessment 3: ICT Project Management
Risk Rank / Response / Owner: (The MITRE Corporation, 2017)
Rank 1 (Owner – Risk Manager): all the associates should be recognized and
after doing every single change or should be revised
Rank 2 (Owner – Risk Manager): all the important things which are
recognized should be discussed further with the team of co-workers before
making any decision
Rank 3 (Owner – Risk Manager): after doing the associate’s conspicuous
evidence suitably with standards of quality they should be altered as per
necessities
Rank 4 (Owner – Risk Manager): in each step, the expert study should be
done
Rank 5 (Owner – Risk Manager): at last the documentation of each stage
should be submitted after the movement to stop totaling up in the last stage
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