Virtucon TAHS Project: Charter, Scope, WBS, and Quality Plan

This document presents a comprehensive project charter for the Virtucon case study, focusing on the Training and Apprenticeship Program for High School students (TAHS). It details the measurable organizational value (MOV) by identifying desired impact areas such as operational, strategy, customer, social, and financial aspects, ranking their importance and defining value types like better, faster, cheaper, and do more. The charter outlines a scope management plan, including project requirements, deliverables, and scope verification processes, along with a list of resources. A work breakdown structure (WBS) provides a detailed breakdown of tasks, phases, milestones, and deliverables, visualized through a Gantt chart. Furthermore, the document addresses project assumptions, risk identification, analysis, and mitigation strategies. The quality management plan ensures quality through activity validation and verification. Finally, it includes a project closure checklist and evaluation, supported by an annotated bibliography. This complete project charter provides a structured approach to managing and executing the Virtucon TAHS project.

0CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Charter Development of the Virtucon Case Study Project
Name of the Student
Name of the University
Author’s note

1CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Table of Contents
Part 1: Measurable Organisational Value........................................................................................3
1.1 Project Description and Overview.........................................................................................3
1.2 Identification of Desired Area of Impact...............................................................................3
1.3 Identified Value of Project.....................................................................................................4
1.4 Expectation and Target for Stakeholders within the Project.................................................4
1.5 Timeline based on Measurable Organisational Value...........................................................5
1.6 Summarisation of Measurable Organisational Value............................................................6
Part 2: Scope Management Plan......................................................................................................6
2.1 Scope Management Plan........................................................................................................6
2.1.1 Requirements of Project.................................................................................................6
2.1.2 In scope and Out of Scope of the Concerned Project.....................................................6
2.1.3 Project Deliverables........................................................................................................7
2.1.4 Process of Scope Verification.........................................................................................7
2.2 List of Resources...................................................................................................................8
Part 3: Work Breakdown Structure (WBS).....................................................................................9
3.1 WBS for TAHS......................................................................................................................9
3.2 Phase Milestone and Deliverables.......................................................................................18
3.3 Gantt Chart...........................................................................................................................21
Part 4: Project Assumption............................................................................................................22

2CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
4.1 Project Assumption..............................................................................................................22
4.2 Risk Identification Framework............................................................................................22
4.3 Risk Analysis and Mitigation Plan......................................................................................24
Part 5: Quality Management Plan of Project.................................................................................26
5.1 Philosophy of Project Team.................................................................................................26
5.2 Ensuring of Quality..............................................................................................................26
5.2.1 Validation of Activity...................................................................................................26
5.2.2 Verification of Activity.................................................................................................26
Part 6: Closure and Evaluation......................................................................................................27
6.1 Annotated Bibliography.......................................................................................................27
6.2 Project Closure Checklist....................................................................................................29
6.3 Project Evaluation................................................................................................................29
Bibliography..................................................................................................................................30

3CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Part 1: Measurable Organisational Value
1.1 Project Description and Overview
The Globex Farm Equipment team has 30 years of collective experience in the
agricultural sector. They have been provided with the major responsibility of enhancing the
farming scenario. This would be highly essential for assisting farmers in each step of the
operational procedures. In order to serve the community in a better manner, the management
team of Globex have decided to implement a strategic decision on starting a Training and
Apprenticeship Program for High School students (TAHS). This program is mainly intended for
assisting the students in gaining work experience and thus increasing the opportunities of
employment within the farming sector. These opportunities would be highly needed for various
farming solution specialists.
1.2 Identification of Desired Area of Impact
Operational: The training solution provided to the students would help them in fostering
the skills based on serving different products based on providing farming solutions.
Strategy: The computer-based system of TAHS would efficiently help in delivering the
solution within proper estimated time. They would also help in mitigating the various issues
faced during collection of farming equipment based on the needs of farming solutions.
Customer: The high school students and farmers would be affected with the decisions
made by the management team.
Social: The computer-based system would be able to majorly assist in bringing efficiency
within the TAHS.

4CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Financial: The computer-based system would be helpful for increasing the efficiency
and profits of Globex systems of business.
1.3 Identified Value of Project
Val
ue
Area
of Impact
Cheaper (On a scale
of 1 to 3)
Better (On a
scale of 1 to 3)
Do More(On a
scale of 1 to 3)
Faster (On a scale
of 1 to 3)
Operational 3 1 1 1
Strategy 3 2 3 3
Customer 3 2 3 3
Social 2 1 2 3
Financial 3 2 2 3
1.4 Expectation and Target for Stakeholders within the Project
Stakeholders Expectations Target
Virtucon Managing the development of the computer based
system and deliver solution within the expected
delivery time.
Medium
Globex Corporation Imparting of training to students based on their skills
for working in different sectors.
High
Development Team Developing the computer based system as per the High

5CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
needed outcomes of Globex
Farmers and High
School Students
Gain proper form of training provided by Globex.
This would help in assisting with the needs of
farming
High
1.5 Timeline based on Measurable Organisational Value
Task Name Duration Start Finish
Charter Development for Virtucon
Systems 296 days Tue 22-01-19 Tue 10-03-20
Start of Project 0 days Tue 22-01-19 Tue 22-01-19
Phase of Project Planning 42 days Tue 22-01-19 Wed 20-03-19
Evaluation of Business Requirements 8 days Thu 21-03-19 Mon 01-04-19
Documentation of User Requirement
of New System 21 days Tue 02-04-19 Tue 30-04-19
Phase of Designing of Computer-based
training system 16 days Wed 01-05-19 Wed 22-05-19
Development of Specification of
Functional Systems 35 days Thu 23-05-19 Wed 10-07-19
Implementation Phase 69 days Thu 11-07-19 Tue 15-10-19
Phase of Testing 58 days Wed 16-10-19 Fri 03-01-20
Deployment Phase 26 days Mon 06-01-20 Mon 10-02-20
Closing phase of project 15 days Tue 11-02-20 Mon 02-03-20
Ending of Project 6 days Tue 03-03-20 Tue 10-03-20

6CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
1.6 Summarisation of Measurable Organisational Value
Serial
No
MOV Description
1 Project Description Providing a definition of aims and deliverables
2 Desired Impact Area Identification of the impact of Strategy,
Operational, Social, Customer and Financial
impacts made on project
3 Value of Project Low budget and higher performance based on
computer-based system
4 Stakeholders’ Expectation and
Target
Development of proper form of target
stakeholders, which would increase the system
efficiency
Part 2: Scope Management Plan
2.1 Scope Management Plan
2.1.1 Requirements of Project
The requirements of the concerned project could be defined as:
 Higher performance of work
 Proper coordination of work
 Efficient functionality of work
 Cost efficiency

7CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
2.1.2 In scope and Out of Scope of the Concerned Project
Project Scope
 Development of system within the allocated time, deliverables and budget
 Effective managing of agricultural products and assistance of farmers based on TAHS
 Effective management of project based on developing of farming solutions
Out of Scope
 Saving of details of students
 Imparting training to Globex employees
 Providing installation of computer based application
2.1.3 Project Deliverables
2.1.4 Process of Scope Verification
In the concerned project, the employees would primarily follow and adhere to the WBS
that would be developed within the project charter.

8CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
2.2 List of Resources
Resource Name Type Max. Units Std. Rate
Project Manager Work 100% $1,000.00/hr
Business Analyst Work 100% $150.00/hr
Coder Work 100% $110.00/hr
Design Team Work 100% $120.00/hr
Development Manager Work 100% $180.00/hr
Risk Analyzer Work 100% $190.00/hr
Globex Employees Work 100% $140.00/hr
Hardware Work 100% $0.00/hr
Project Sponsor Work 100% $90.00/hr
Development Team Work 100% $70.00/hr
System Designer Work 100% $115.00/hr
System Developer Work 100% $110.00/hr
System Analyst Work 100% $60.00/hr
System Tester Work 100% $70.00/hr
Testing Manager Work 100% $145.00/hr
Hardware Material $0.00
Software Material $0.00
Project Accounting Manager Work 100% $100.00/hr
Investment Manager Work 100% $60.00/hr
Software Engineer Work 100% $150.00/hr

9CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Part 3: Work Breakdown Structure (WBS)
3.1 WBS for TAHS
Outline
Number Task Name Duration Start Finish Predecessors Resource Names Cost
0
Charter
Development for
Virtucon Systems
296 days Tue 22-
01-19
Tue 10-
03-20 $1,924,240.00
1 Start of Project 0 days Tue 22-
01-19
Tue 22-
01-19 $0.00
2 Phase of
Project Planning 42 days Tue 22-
01-19
Wed
20-03-
19
$443,360.00
2.1
Meeting with
Globex
Management
Team
3 days Tue 22-
01-19
Thu 24-
01-19
Business Analyst,
Project Manager $27,600.00
2.2
Conduction and
development of
feasibility study
2 days Fri 25-
01-19
Mon
28-01-
19
3
Business Analyst,
Project Manager $18,400.00
2.3 Development of
Project Charter 6 days Tue 29-
01-19
Tue 05-
02-19 4
Business Analyst,
Project Manager $55,200.00
2.4 Verification of
Project Charter 7 days
Wed
06-02-
19
Thu 14-
02-19 5
Business Analyst,
Project Manager $64,400.00
2.5
Development
of a plan of
communication
2 days Fri 15-
02-19
Mon
18-02-
19
6
Business Analyst,
Project Manager $18,400.00
2.6 Development
of a plan of
Resource
2 days Tue 19-
02-19
Wed
20-02-
19
7 Business Analyst, $18,400.00

10CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
management Project Manager
2.7 Developing
Project Scope 1 day Thu 21-
02-19
Thu 21-
02-19 8 Project Manager $8,000.00
2.8
Developing
Risk Management
Plan
6 days Fri 22-
02-19
Fri 01-
03-19 9
Globex Employees,
Project Manager,
Risk Analyzer,
Project Accounting
Manager
$68,640.00
2.9
Developing
Quality
Management Plan
6 days
Mon
04-03-
19
Mon
11-03-
19
10
Business Analyst,
Project Accounting
Manager, Globex
Employees, Risk
Analyzer, Project
Manager
$75,840.00
2.10 Planning of
Budget 2 days Tue 12-
03-19
Wed
13-03-
19
11
Business Analyst,
Project Accounting
Manager, Globex
Employees, Risk
Analyzer, Project
Manager
$25,280.00
2.11 Scheduling of
Project Activities 3 days Thu 14-
03-19
Mon
18-03-
19
12
Business Analyst,
Project Accounting
Manager, Globex
Employees, Risk
Analyzer, Project
Manager
$37,920.00
2.12
Process for
Control of
document change
2 days Tue 19-
03-19
Wed
20-03-
19
13
Business Analyst,
Project Accounting
Manager, Globex
Employees, Risk
Analyzer, Project
Manager
$25,280.00
3
Evaluation of
Business
Requirements
8 days Thu 21-
03-19
Mon
01-04-
19
$64,000.00

11CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
3.1
Evaluation of
process required
for computer-
based system
8 days Thu 21-
03-19
Mon
01-04-
19
14 Project Manager $64,000.00
4
Documentation
of User
Requirement of
New System
21 days Tue 02-
04-19
Tue 30-
04-19 $168,000.00
4.1 Control of
Audit 4 days Tue 02-
04-19
Fri 05-
04-19 16
Business Analyst,
Project Accounting
Manager,
Investment
Manager, Project
Manager, Project
Sponsor
$44,800.00
4.2 Regulatory
Compliance 6 days
Mon
08-04-
19
Mon
15-04-
19
18 $0.00
4.3
Reporting to
Senior
management
3 days Tue 16-
04-19
Thu 18-
04-19 19
Business Analyst,
Investment
Manager, Project
Sponsor, Project
Manager, Project
Accounting
Manager
$33,600.00
4.4 Developing of
Management Plan 8 days Fri 19-
04-19
Tue 30-
04-19 20
Business Analyst,
Project Accounting
Manager, Project
Manager, Project
Sponsor,
Investment
Manager
$89,600.00
5
Phase of
Designing of
Computer-based
training system
16 days
Wed
01-05-
19
Wed
22-05-
19
$204,160.00

12CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
5.1
Designing the
Workflow
Management
5 days
Wed
01-05-
19
Tue 07-
05-19 21
Design Team,
Development
Team, Project
Manager, System
Developer, System
Designer,
Development
Manager
$63,800.00
5.2
Defining of
Technical
Requirements
3 days
Wed
08-05-
19
Fri 10-
05-19 23
Design Team,
Development
Team, Project
Manager, System
Developer, System
Designer,
Development
Manager
$38,280.00
5.3 Defining of UI
Requirements 3 days
Mon
13-05-
19
Wed
15-05-
19
24
Design Team,
Development
Team, Project
Manager, System
Developer, System
Designer,
Development
Manager
$38,280.00
5.4
Evaluation of
Architecture of the
technical system
5 days Thu 16-
05-19
Wed
22-05-
19
25
Design Team,
Development
Team, Project
Manager, System
Developer, System
Designer,
Development
Manager
$63,800.00
6
Development of
Specification of
Functional
Systems
35 days Thu 23-
05-19
Wed
10-07-
19
$138,600.00
6.1 Development 7 days Thu 23- Fri 31- 26 Design Team, $27,720.00

13CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
of User Interface 05-19 05-19
System Developer,
Software Engineer,
System Designer
6.2 Defining
database model 4 days
Mon
03-06-
19
Thu 06-
06-19 28
Design Team,
System Developer,
Software Engineer,
System Designer
$15,840.00
6.3 Defining logic
of programming 5 days Fri 07-
06-19
Thu 13-
06-19 29
Design Team,
System Developer,
Software Engineer,
System Designer
$19,800.00
6.4 Defining Use
Case 3 days Fri 14-
06-19
Tue 18-
06-19 30
Design Team,
System Developer,
Software Engineer,
System Designer
$11,880.00
6.5
Defining
Platform and
technical
specification
10 days
Wed
19-06-
19
Tue 02-
07-19 31
Design Team,
System Developer,
Software Engineer,
System Designer
$39,600.00
6.6
Defining
functional
specification
6 days
Wed
03-07-
19
Wed
10-07-
19
32
Design Team,
System Developer,
Software Engineer,
System Designer
$23,760.00
7 Implementation
Phase 69 days Thu 11-
07-19
Tue 15-
10-19 $251,160.00
7.1
Setting up of
Environment for
development
10 days Thu 11-
07-19
Wed
24-07-
19
33
Coder, Design
Team, System
Designer, System
Developer
$36,400.00
7.2
Implementatio
n of code for
implementation
25 days Thu 25-
07-19
Wed
28-08-
19
35
Coder, Design
Team, System
Designer, System
Developer
$91,000.00
7.3 Development
of UI
15 days Thu 29-
08-19
Wed
18-09-
36 Coder, Design
Team, System
$54,600.00

14CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
19 Designer, System
Developer
7.4 Designing of
Interface 19 days Thu 19-
09-19
Tue 15-
10-19 37
Coder, Design
Team, System
Designer, System
Developer
$69,160.00
8 Phase of
Testing 58 days
Wed
16-10-
19
Fri 03-
01-20 $332,080.00
8.1 Release of
testing of system 5 days
Wed
16-10-
19
Tue 22-
10-19 38
Design Team,
Software Engineer,
Testing Manager,
System Analyst,
System Tester, Risk
Analyzer
$29,400.00
8.2 Unit Testing 5 days
Wed
23-10-
19
Tue 29-
10-19 40
Design Team,
Software Engineer,
Testing Manager,
System Analyst,
System Tester, Risk
Analyzer
$29,400.00
8.3 Beta Testing 8 days
Wed
30-10-
19
Fri 08-
11-19 41
Design Team,
Software Engineer,
Testing Manager,
System Analyst,
System Tester, Risk
Analyzer
$42,560.00
8.4 Black Box
Testing 12 days
Mon
11-11-
19
Tue 26-
11-19 42
Design Team,
Software Engineer,
Testing Manager,
System Analyst,
System Tester, Risk
Analyzer
$70,560.00
8.5 Environmental
Setup of Testing
12 days Wed
27-11-
19
Thu 12-
12-19
43 Design Team, Risk
Analyzer, Software
Engineer, System
$70,560.00

15CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Analyst, System
Tester, Testing
Manager
8.6 Application
Testing 8 days Fri 13-
12-19
Tue 24-
12-19 44
Design Team, Risk
Analyzer, Software
Engineer, System
Analyst, Testing
Manager
$42,560.00
8.7 Fixing of
Detected Bugs 8 days
Wed
25-12-
19
Fri 03-
01-20 45
Design Team, Risk
Analyzer, Software
Engineer, System
Analyst, System
Tester, Testing
Manager
$47,040.00
9 Deployment
Phase 26 days
Mon
06-01-
20
Mon
10-02-
20
$119,600.00
9.1 Deployment of
application 7 days
Mon
06-01-
20
Tue 14-
01-20 46
Development
Manager, System
Developer, System
Tester, Testing
Manager,
Development Team
$32,200.00
9.2 Switching over
of operations 4 days
Wed
15-01-
20
Mon
20-01-
20
48
Development
Manager, System
Developer, System
Tester, Testing
Manager,
Development Team
$18,400.00
9.3 Migration of
Data Production 5 days Tue 21-
01-20
Mon
27-01-
20
49
Development
Manager, System
Developer, System
Tester, Testing
Manager,
Development Team
$23,000.00
9.4 Documentation 10 days Tue 28- Mon 50 Development $46,000.00

16CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
for end-user 01-20 10-02-
20
Manager, System
Developer, System
Tester, Testing
Manager,
Development Team
10 Closing phase
of project 15 days Tue 11-
02-20
Mon
02-03-
20
$145,200.00
10.1 Signing off of
Project 8 days Tue 11-
02-20
Thu 20-
02-20 51
Business Analyst,
Investment
Manager, Project
Manager
$77,440.00
10.2 Releasing of
Contract 7 days Fri 21-
02-20
Mon
02-03-
20
53
Business Analyst,
Project Manager,
Investment
Manager
$67,760.00
11 Ending of
Project 6 days Tue 03-
03-20
Tue 10-
03-20 54
Business Analyst,
Project Manager,
Investment
Manager
$58,080.00

17CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Charter Development for
Virtucon Systems
Start of Project Phase of Project Planning
Meeting with Globex
Management Team
Conduction and
development of feasibility
study
Development of Project
Charter
Verification of Project
Charter
Development of a plan of
communication
Development of a plan of
Resource management
Developing Project
ScopeDeveloping Risk
Management Plan
Developing Quality
Management Plan
Planning of Budget
Scheduling of Project
Activities
Process for Control of
document change
Evaluation of Business
Requirements
Evaluation of process
required for
computer-based system
Documentation of User
Requirement of New
System
Control of Audit
Regulatory Compliance
Reporting to Senior
management
Developing of
Management Plan
Phase of Designing of
Computer-based training
system
Designing the Workflow
Management
Defining of Technical
Requirements
Defining of UI
Requirements
Evaluation of Architecture
of the technical system
Development of
Specification of Functional
Systems
Development of User
Interface
Definining database model
Defining logic of
programming
Defining Use Case
Defining Platform and
technical specification
Defining functional
specification
Implementation Phase
Setiing up of Environment
for development
Implementation of code
for implementation
Development of
UIDesigning of Interface
Phase of Testing
Release of testing of
system
Unit Testing
Beta Testing
Black Box Testing
Environmental Setup of
Testing
Application Testing
Fixing of Detected
Bugs
Deployment Phase
Deployment of
applicationSwitching over of
operations
Migration of Data
Production
Documentation for
end-user
Closing phase of project
Signing off of Project
Releasing of Contract
Ending of Project
(Fig 1: Work Breakdown Structure)
(Source: Created by Author)

3.2 Phase Milestone and Deliverables
Project Phase Deliverables
Phase of Project Planning
Meeting with Globex Management Team
Conduction and development of feasibility study
Development of Project Charter
Verification of Project Charter
Development of a plan of communication
Development of a plan of Resource management
Developing Project Scope
Developing Risk Management Plan
Developing Quality Management Plan
Planning of Budget
Scheduling of Project Activities
Process for Control of document change
Evaluation of Business
Requirements
Evaluation of process required for computer-based system
Documentation of User
Requirement of New System
Control of Audit
Regulatory Compliance
Reporting to Senior management
Developing of Management Plan

19CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Phase of Designing of Computer-
based training system
Designing the Workflow Management
Defining of Technical Requirements of project
Defining of UI Requirements within the project
Evaluation of Architecture of the technical system
Development of Specification of
Functional Systems
Development of User Interface of the project
Defining model of database
Defining logic of programming
Defining Use Case
Defining Platform and technical specification within
project
Defining functional specification
Implementation Phase
Setting up of Environment for development
Implementation of code for implementation
Development of UI
Designing of Interface
Phase of Testing
Release of testing of system
Unit Testing
Beta Testing
Black Box Testing
Environmental Setup of Testing

20CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Application Testing
Fixing of Detected Bugs
Deployment Phase
Deployment of application
Switching over of operations
Migration of Data Production
Documentation for end-user
Closing phase of project
Signing off of Project
Releasing of Contract
Ending of Project

21CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
3.3 Gantt Chart
ID Task
Mode
Task Name
0 Charter
Development
for Virtucon
Systems
1 Start of Project
2 Phase of
Project
Planning
15 Evaluation of
Business
Requirements
17 Documentation
of User
Requirement
of New
System22 Phase of
Designing of
Computer-based
training
system27 Development
of
Specification
of Functional
Systems34 Implementation
Phase
39 Phase of
Testing
47 Deployment
Phase
52 Closing phase
of project
55 Ending of
Project
22-01
Business Analyst,Investment Manager,Project Ma
15-10 28-01 13-05 26-08 09-12 23-03
01 June 01 January 01 August 01 March
(Fig 2: Gantt Chart of the Project)
(Source: Created by Author)

Part 4: Project Assumption
4.1 Project Assumption
The certain assumptions within the project are:
 All communication and training facilities should be provided by Globex Corporation.
 Arranging of farming equipment, schools, manufacturers and representatives of Globex.
 The computer-based system would be developed by Virtucon within the proper time.
4.2 Risk Identification Framework
The following risks would be involved within the development of the computer-based
system for TAHS.
Number Risk Cell references
R1 Performance Issue: The computer-based system
based on training would not be able to match with
the expected performance level.
B2
R2 Technical Issue: The requirements for the
management of training based on computer-based
system would not meet with the application.
D4
R3 Financial Issue: The budget for the project would
be exceeded.
C3
R4 Deadline Issue: The computing system would not
be developed within the expected time.
B4
R5 Quality Issue: The computer-based would not meet
with the scope and desired requirements.
C5

23CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Risk Identification D (Certain) C (Likely) B (Moderate) A (Unlikely)
5 (Fatal) R5
4 (Major) R2 R4
3 (Lost Time) R3
2 (Minor) R1
1 (Trivial)
(Table 1: Assessment of Qualitative Risks)
(Source: Created by author)

24CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
4.3 Risk Analysis and Mitigation Plan
N
o
Rank Risk Description Category Root
Cause
Trigger Potential
Responses
Risk
Owner
Probabili
ty
Impact Status
R
1
3 Unacce
ptable
Perfor
mance
The
computer-
based
system
would fail
to manage
the
location of
priorities
Performanc
e
Flaws in
program
ming
System
was
improperl
y tested
The
systems
would
need
improvem
ents and
added
functional
ity
Tester,
Program
mer
Medium High Managem
ent of
project
with
developm
ent team
and
project
manager
R
2
5 Failure
of
system
The
system
would
crash
during the
developme
nt phase
Technical The
software
integratio
n did not
meet as
per
requirem
ents
A
feasibility
study was
not
conducted
properly
The
technical
requireme
nt of the
embedded
system
have not
been
provided
Develope
r, Project
manager
Medium High Proper
work
done by
the
developm
ent team
R
3
2 Financi
al Issue
The costs
of project
would
exceed
Budget Flaws in
design of
budget
The
developed
budget
could not
be
The
project
manager
and
accountan
Accounta
nt,
Project
Manager
Medium Medium Conducti
on of
meeting
with
project

25CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
maintaine
d
t should
reschedul
e and thus
plan the
remaining
part of the
budget
manager
and
accounta
nt
R
4
3 Deadli
ne
Issue
The
computer-
based
system
was not
delivered
within
proper
time
Scheduling Flaw in
schedulin
g
Schedulin
g could
not be
maintaine
d
throughout
Re-
schedulin
g of other
activities
within
project
based on
providing
solutions
Project
Manager
High High Proper
planning
of tasks
by
project
manager
R
5
4 Quality
Issue
Project
failed to
meet
expected
deliverable
and scope
Quality
Issue
Charter
of project
was not
followed
properly
The WBS
was not
followed
The entire
set of
activities
are
included
within the
WBS
Project
Manager
Medium High Proper
planning
of WBS
by
Project
Manager

Part 5: Quality Management Plan of Project
5.1 Philosophy of Project Team
The principal objective of Virtucon is to develop a computer-based training providing
system for Globex based on managing their TAHS program. The team philosophy is based on
completing the system based on minimum cost and optimization of high-performance.
5.2 Ensuring of Quality
5.2.1 Validation of Activity
The employees of Virtucon help in ensuring that the project developed should be able to
meet the criteria provided by Globex Corporation. Each activities should be processed under
proper schedule procedure and continuous budget in order to ensure the deliverables of the
project.
5.2.2 Verification of Activity
Based on the authentication of the computer-based system, the developer team should
ensure that Virtucon should be able to fulfil different requirements of software development for
Globex systems. In addition to this, the computer-based application for training should have
cleared each of the unit tests performed within the project.

27CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Part 6: Closure and Evaluation
6.1 Annotated Bibliography
Thomas, W.H., 2014. The basics of project evaluation and lessons learned. Productivity
Press.
In this article, Thomas (2014) has discussed about the impact of proper form of project
evaluation techniques. These would be highly needed for evaluating the end-systems of a project
and thus define the success ratio of the project. A proper evaluation of a project would be able to
determine about the ways in which the project could be designed differently. The author have
also focused on the importance of a project manager within a project. Based on a certain project,
the project manager would be responsible for ensuring the productivity and performance of a
certain project. Based on a proper evaluation over the entire project scenario, the project manager
would be responsible for bringing several changes and thus increasing the effectiveness within
the project. This article also helps in understanding of the impact of proper evaluation on the
resources of the project, scope, time, quality and management of approached risks within a
project. A successful evaluation over the entire project would be helpful for satisfying the end
users. The article concludes with the discussion about the impacts of managing of project and
proper evaluation based on expecting betterment of project outcomes.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.
In this article, the authors have primarily focused on the framework of the analysis based
on determining the project success. Todorovic et al., (2015) has focused on the impact over

28CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
project evaluation and analysis based on determination of project success. There are different
kind of issues within knowledge management within a project. One such issue discussed in this
article is based on a poor form of analysis on project success and lack of documentation based on
project. The research conducted in this article is based on quantitative data and has been
collected from 103 project managers located in several industries. The results conducted after the
research have confirmed that the evaluation of project success would be defined based on key
performance indicators, critical success factors and a process based on performance-measuring
process. The authors have focused that a proper form of evaluation of the project would be
helpful for having a positive influence over acquisition of knowledge and transfer within the
project environment. The discussion on this paper have also presented an integrated framework
based on defining the process of evaluating the success criteria of project as a kind of
knowledge-based approach within management of project.
Samset, K. and Christensen, T., 2017. Ex ante project evaluation and the complexity of
early decision-making. Public Organization Review, 17(1), pp.1-17.
The article discussed primarily puts focus on the impact of traditional form of evaluation
of a project. The authors have emphasized on the fact that an early mode of appraisal based on a
project should apply the exact evaluation criteria, which would be further used in post evaluation
period. This would thus be helpful for increasing the likelihood of successful outcomes for a
project. The authors have discussed about the different parts of a project that would be helpful
for the determination of success rate of the project. It has been defined that most of the
evaluation activities would mainly occur within the phase of implementation of after the
concluding phase of the project. The paper of research puts emphasis on a study conducted on 23
projects. Based on the discussion from the paper, it has been discussed that it is extremely

29CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
necessary for linking the processes of decision based on gathering of results. Thus, the authors
have discussed about the impacts of core processes of evaluation based on making of decisions
within the designing of project.
6.2 Project Closure Checklist
Task Name Duration Start Finish
Closing phase of project 15 days Tue 11-02-20 Mon 02-03-20
Signing off of Project 8 days Tue 11-02-20 Thu 20-02-20
Releasing of Contract 7 days Fri 21-02-20 Mon 02-03-20
Ending of Project 6 days Tue 03-03-20 Tue 10-03-20
6.3 Project Evaluation
Based on the discussion from the above project, it could be outlined that the entire project
would be able to meet the expected delivery outcomes. The MOV of the project would be
evaluated based on the five different categories.

30CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Bibliography
Batselier, J., & Vanhoucke, M. (2015). Construction and evaluation framework for a real-life
project database. International Journal of Project Management, 33(3), 697-710.
Ebert, C., & Brinkkemper, S. (2014). Software product management–An industry
evaluation. Journal of Systems and Software, 95, 10-18.
Ensslin, S. R., Ensslin, L., de Oliveira Lacerda, R. T., & de Souza, V. H. A. (2014). Disclosure
of the state of the art of performance evaluation applied to project
management. American Journal of Industrial and Business Management, 4(11), 677.
Golini, R., Kalchschmidt, M., & Landoni, P. (2015). Adoption of project management practices:
The impact on international development projects of non-governmental
organizations. International Journal of Project Management, 33(3), 650-663.
González-Marcos, A., Alba-Elías, F., Navaridas-Nalda, F., & Ordieres-Meré, J. (2016). Student
evaluation of a virtual experience for project management learning: An empirical study
for learning improvement. Computers & Education, 102, 172-187.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John
Wiley & Sons.
Mayer, I., Bekebrede, G., Harteveld, C., Warmelink, H., Zhou, Q., van Ruijven, T., ... &
Wenzler, I. (2014). The research and evaluation of serious games: Toward a
comprehensive methodology. British Journal of Educational Technology, 45(3), 502-527.
Samset, K., & Christensen, T. (2017). Ex ante project evaluation and the complexity of early
decision-making. Public Organization Review, 17(1), 1-17.

31CHARTER DEVELOPMENT OF THE VIRTUCON CASE STUDY PROJECT
Sanoff, H. (2016). Integrating Programming, Evaluation and Participation in Design (Routledge
Revivals): A Theory Z Approach. Routledge.
Thomas, W.H., 2014. The basics of project evaluation and lessons learned. Productivity Press.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
Xu, Y., & Yeh, C. H. (2014). A performance-based approach to project assignment and
performance evaluation. International Journal of Project Management, 32(2), 218-228.