MNG00785 Project Management

Published : 25-Sep,2021 | Views : 10

Question:

Develop an appropriate metric - this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money.Determine the timeframe for achieving the MOV - ask yourselves, when do we want to achieve this target metric

Define Scope and produce a Scope Management Plan Define the scope of the project and detail how the scope will be managed.Provide a list of Resources Identify and detail the resources for the project using MS Project where appropriate, including.

Answer:

The analysis of the various areas of influence for the project of “Development of the Ticketing System for RALS” has shown a critical review of strategy, financial, social, operational, and customers. These factors have crucial impact on the operations of the project. The following table would depict the impact of these factors,

Rank	Area of impact	Description
1^st	Financial	The part of money related territory is exceptionally critical for the improvement of the project and its suggestion for the administration of the capacities. The examination would demonstrate the arrangement of the metaphorical improvement of the funds and their suggestion for the advancement of the last angles.
2^nd	Customer	The clients assume an essential part in adjusting the advancement of the viable and enhanced procedures. The client territory is a measure of the impact of the clients on the operations of the project. It would shape the possibility of building up the operations of the association.
3^rd	Operational	The operations of the task would have a tendency to infer the arrangement of the adequate organization of the project and its capacities. The RALS project would need to guarantee that the operations of the task would have a tendency to suggest the brilliant organization of operations.
4^th	Strategy	Business associations have been utilizing the business operation advancement by the assistance of keen and compelling procedure improvement. The technique territory would shape the combination of the steady administration of the operations for framing the investigation of the project.
5^th	Social	Project associations have been utilizing the development of the social upliftment and administration for guaranteeing the help of the legislature and neighbourhood group. The social zone helps in framing the administration of the operations for building up the authoritative procedure.

o Better – Ticketing system created in the undertaking would help in conquering the administration of the operations for RALS and Globex. The change of the operations would help in basic assessment of the operations and capacities.

o Faster – Ticketing system created in the undertaking would help in enhancing the productivity of operations by basic assessment of the project mix and administration. The expanded pace of operations would help in conclusive administration of the operations.

o Cheaper – Ticketing system created in the project would help in shaping the simplicity of operations which would automatically diminish the general cost of the capacities of the administrations of RALS and Globex.

o Do more – Ticketing system created in the project would help in expanding the usefulness and part of building up the task operation.

Part Two: Define Scope and produce a Scope Management Plan

Scope Definition: The project “Development of the Ticketing System for RALS” is developed for integrating the use of the information and formation of the improved ticketing system for the development of the operations. The project would involve the improvement of the operations of Globex for the RALS or Riverina Agricultural and Lifestyle Show.

Requirements:

The human requirements of the project of “Development of the Ticketing System for RALS” are Project Manager, Investment Manager, Project Sponsor, System Analyst, System Developer, Risk Analyser, Business Analyst, and System Tester.

The material requirements of the project of “Development of the Ticketing System for RALS” are computer devices, storage media, network components, raw materials, routers for network connection, and infrastructure.

In-scope and out of scope items of the project: The project plan, budget allocation, system design, implementation plan, and change management schemes are the inclusion and in scope items of the project. The development plan would be helpful for considering the involvement of the project integration and its significant management of the plan of operations. However, the transportation and communication plan are not a part of the project plan.

List of resources:

The resources used in the project of “Development of the Ticketing System for RALS” are given in the tables below

The usage of the resources are given in the table below,

Resource Name	Work	Cost
Project Manager	768 hrs	$153,600.00
Requirement Analysis	24 hrs	$4,800.00
Specification of Project is Evaluated	32 hrs	$6,400.00
Project Kick off meeting	32 hrs	$6,400.00
Analysis of various vendors	32 hrs	$6,400.00
Capability analysis of vendors	40 hrs	$8,000.00
Budget Planning	40 hrs	$8,000.00
Planning Schedule	32 hrs	$6,400.00
Labor Management is planned	32 hrs	$6,400.00
System Design is made	40 hrs	$8,000.00
Milestone Requirements are formed	56 hrs	$11,200.00
Implementing system designed	80 hrs	$16,000.00
Requirement of design implemented	72 hrs	$14,400.00
Risk Assessment	56 hrs	$11,200.00
Risk Mitigation	48 hrs	$9,600.00
Development of risk register	56 hrs	$11,200.00
Risk Impact is modified	64 hrs	$12,800.00
Success Evaluation of project	16 hrs	$3,200.00
Final Project report is developed	16 hrs	$3,200.00
Investment Manager	40 hrs	$4,000.00
Budget Planning	40 hrs	$4,000.00
Project Sponsor	152 hrs	$18,240.00
Project Kick off meeting	32 hrs	$3,840.00
Budget Planning	40 hrs	$4,800.00
Initiation is built	48 hrs	$5,760.00
Success Evaluation of project	16 hrs	$1,920.00
Final Project report is developed	16 hrs	$1,920.00
System Analyst	552 hrs	$82,800.00
Initiation is built	48 hrs	$7,200.00
Milestone Requirements are formed	56 hrs	$8,400.00
Implemening system designed	80 hrs	$12,000.00
Implementation Phase modification	64 hrs	$9,600.00
Equipments are verified	72 hrs	$10,800.00
Reviewing the testing Phase	64 hrs	$9,600.00
Entire plan is developed	56 hrs	$8,400.00
Test result in executed	0 hrs	$0.00
Risk Assessment	56 hrs	$8,400.00
Development of risk register	56 hrs	$8,400.00
System Developer	528 hrs	$52,800.00
Analysis of various vendors	32 hrs	$3,200.00
System Design is made	40 hrs	$4,000.00
Milestone Requirements are formed	56 hrs	$5,600.00
Implementation Phase modification	64 hrs	$6,400.00
Equipments are verified	72 hrs	$7,200.00
Initiation of testing phase	40 hrs	$4,000.00
Reporting the testing phase	8 hrs	$800.00
Entire plan is developed	56 hrs	$5,600.00
Test Plan is developed	72 hrs	$7,200.00
Test result in executed	0 hrs	$0.00
Recognition of risk factors	40 hrs	$4,000.00
Risk Mitigation	48 hrs	$4,800.00
Risk Analyzer	216 hrs	$19,440.00
Recognition of risk factors	40 hrs	$3,600.00
Risk Assessment	56 hrs	$5,040.00
Development of risk register	56 hrs	$5,040.00
Risk Impact is modified	64 hrs	$5,760.00
Business Analyst	152 hrs	$15,200.00
Specification of Project is Evaluated	32 hrs	$3,200.00
Project Kick off meeting	32 hrs	$3,200.00
Capability analysis of vendors	40 hrs	$4,000.00
Planning Schedule	32 hrs	$3,200.00
Final Project report is developed	16 hrs	$1,600.00
System Tester	344 hrs	$27,520.00
Equipments are verified	72 hrs	$5,760.00
Initiation of testing phase	40 hrs	$3,200.00
Reporting the testing phase	8 hrs	$640.00
Reviewing the testing Phase	64 hrs	$5,120.00
Test Plan is developed	72 hrs	$5,760.00
Test result in executed	0 hrs	$0.00
Recognition of risk factors	40 hrs	$3,200.00
Risk Mitigation	48 hrs	$3,840.00

Part Three: Project Plan

The project plan for the project of “Development of the Ticketing System for RALS” is given in the tabular formal below,

Task Name	Duration	Start	Finish
Development of Ticketing System for RALS	154 days	Mon 1/1/18	Thu 8/2/18
Conceptualization and project initialization	29 days	Mon 1/1/18	Thu 2/8/18
Development of Project Charter	11 days	Mon 1/1/18	Mon 1/15/18
Requirement Analysis	3 days	Mon 1/1/18	Wed 1/3/18
Specification of Project is Evaluated	4 days	Thu 1/4/18	Tue 1/9/18
Project Kick off meeting	4 days	Wed 1/10/18	Mon 1/15/18
Vendor appointment	18 days	Tue 1/16/18	Thu 2/8/18
Analysis of various vendors	4 days	Tue 1/16/18	Fri 1/19/18
Capability analysis of vendors	5 days	Mon 1/22/18	Fri 1/26/18
Budget Planning	5 days	Mon 1/29/18	Fri 2/2/18
Planning Schedule	4 days	Mon 2/5/18	Thu 2/8/18
Project is Initiated	0 days	Thu 2/8/18	Thu 2/8/18
Ticketing system Design Phase	22 days	Fri 2/9/18	Mon 3/12/18
Labour Management is planned	4 days	Fri 2/9/18	Wed 2/14/18
System Design is made	5 days	Thu 2/15/18	Wed 2/21/18
Initiation is built	6 days	Thu 2/22/18	Thu 3/1/18
Milestone Requirements are formed	7 days	Fri 3/2/18	Mon 3/12/18
Milestone: Design is completed of the Ticket System	0 days	Mon 3/12/18	Mon 3/12/18
Implementation of the Ticketing system	36 days	Tue 3/13/18	Tue 5/1/18
Implementing system designed	10 days	Tue 3/13/18	Mon 3/26/18
Implementation Phase modification	8 days	Tue 3/27/18	Thu 4/5/18
Requirement of design implemented	9 days	Fri 4/6/18	Wed 4/18/18
Equipments are verified	9 days	Thu 4/19/18	Tue 5/1/18
Milestone: Implementation is completed for Ticketing System	0 days	Tue 5/1/18	Tue 5/1/18
Testing phase	30 days	Wed 5/2/18	Tue 6/12/18
Initiation of testing phase	5 days	Wed 5/2/18	Tue 5/8/18
Reporting the testing phase	1 day	Wed 5/9/18	Wed 5/9/18
Reviewing the testing Phase	8 days	Thu 5/10/18	Mon 5/21/18
Entire plan is developed	7 days	Tue 5/22/18	Wed 5/30/18
Test Plan is developed	9 days	Thu 5/31/18	Tue 6/12/18
Test result in executed	0 days	Tue 6/12/18	Tue 6/12/18
Milestone: Final test results are formed	0 days	Tue 6/12/18	Tue 6/12/18
Risk Management Phase	33 days	Wed 6/13/18	Fri 7/27/18
Recognition of risk factors	5 days	Wed 6/13/18	Tue 6/19/18
Risk Assessment	7 days	Wed 6/20/18	Thu 6/28/18
Risk Mitigation	6 days	Fri 6/29/18	Fri 7/6/18
Development of risk register	7 days	Mon 7/9/18	Tue 7/17/18
Risk Impact is modified	8 days	Wed 7/18/18	Fri 7/27/18
Milestone: Risk Management Plan is developed	0 days	Fri 7/27/18	Fri 7/27/18
Project closure phase	4 days	Mon 7/30/18	Thu 8/2/18
Success Evaluation of project	2 days	Mon 7/30/18	Tue 7/31/18
Final Project report is developed	2 days	Wed 8/1/18	Thu 8/2/18
Milestone: Project is closed	0 days	Thu 8/2/18	Thu 8/2/18

The WBS of the project of “Development of the Ticketing System for RALS” is shown in the table below,

WBS	Task Name
0	Development of Ticketing System for RALS
1	Conceptualization and project initialization
1.1	Development of Project Charter
1.1.1	Requirement Analysis
1.1.2	Specification of Project is Evaluated
1.1.3	Project Kick off meeting
1.2	Vendor appointment
1.2.1	Analysis of various vendors
1.2.2	Capability analysis of vendors
1.2.3	Budget Planning
1.2.4	Planning Schedule
1.2.5	Project is Initiated
2	Ticketing system Design Phase
2.1	Labor Management is planned
2.2	System Design is made
2.3	Initiation is built
2.4	Milestone Requirements are formed
M1	Milestone: Design is completed of the Ticket System
3	Implementation of the Ticketing system
3.1	Implementing system designed
3.2	Implementation Phase modification
3.3	Requirement of design implemented
3.4	Equipments are verified
M2	Milestone: Implementation is completed for Ticketing System
4	Testing phase
4.1	Initiation of testing phase
4.2	Reporting the testing phase
4.3	Reviewing the testing Phase
4.4	Entire plan is developed
4.5	Test Plan is developed
4.6	Test result in executed
M3	Milestone: Final test results are formed
5	Risk Management Phase
5.1	Recognition of risk factors
5.2	Risk Assessment
5.3	Risk Mitigation
5.4	Development of risk register
5.5	Risk Impact is modified
M4	Milestone: Risk Management Plan is developed
6	Project closure phase
6.1	Success Evaluation of project
6.2	Final Project report is developed
M5	Milestone: Project is closed

Part Four: Risk Analysis and Management Plan for RALS

System failure: System failure is the first ranked project risks that result in failing the operations of the project. The failure of the project would tend to imply the hindrance in the operations of the project. A detail of the risk is given below,

Ref no: RTF2001

Category: Technical

Triggers: System Flaws

Potential Responses: Preliminary testing and Prototyping

Risk Owner: IT Engineer

Probability: Likely

Impact: Critical

Financial Issues: Financial Issue is the second ranked project risks that result in failing the operations of the project. The failure of the project would tend to imply the hindrance in the operations of the project. A detail of the risk is given below,

Ref no: RTF2002

Category: Financial

Triggers: Insufficient resources in project

Potential Responses: Use of provisional resources

Risk Owner: Budgeter

Probability: Possible

Impact: Medium

Design Flaws: Design Flaws is the third ranked project risks that result in failing the operations of the project. The failure of the project would tend to imply the hindrance in the operations of the project. A detail of the risk is given below,

Ref no: RTF2003

Category: Technical

Triggers: Designing errors

Potential Responses: SDLC implementation for system designing

Risk Owner: Designer

Probability: Likely

Impact: Medium

Management Issues: Management Issues are the third ranked project risks that result in failing the operations of the project. The failure of the project would tend to imply the hindrance in the operations of the project. A detail of the risk is given below,

Ref no: RTF2004

Category: Operational

Triggers: Lack of the Strategic management framework

Potential Responses: Deploying strategic management structure in the project

Risk Owner: Project Manager

Probability: Possible

Impact: Medium

Delay in Project: Delay in Project is the third ranked project risks that result in failing the operations of the project. The failure of the project would tend to imply the hindrance in the operations of the project. A detail of the risk is given below,

Ref no: RTF2005

Category: Performance

Triggers: Issues in Project Management and Operations

Potential Responses: Deploying scheduling methods of project and system administration

Risk Owner: Planner

Probability: Almost Certain

Impact: Very Low

Quality Management Plan

The association of RALS would incorporate the utilization of task advancement standards for building up the successful and enhanced administrations in the association with the assistance of Ticket System to be produced. The quality management plan is developed for integration of the effective operations for the project.

A set of verification activities: The quality affirmation can be checked by playing out a few tests like discovery testing comes about, UX testing, and execution testing.

A set of validation activities: The quality affirmation can be confirmed by playing out a few activities like Identification of the Quality Issues, Development of Quality Management Plan, and Implementation of the Quality Management Plan

a. Annotated Bibliography

As characterized by Kendrick (2015), the undertaking comprises of various dangers and dangers. The examination of the different variables of hazard would have a tendency to enhanced the advancement of the venture administration ideas would be useful for the improvement of the hazard evaluation for the undertaking. The basic examination of the task advance would tend to utilize the administration of operations for the venture. Braglia and Frosolini (2014) have sent the utilization of the venture joining and its pertinence with the administration of the undertaking for data framework improvement. The advancement of the venture for the execution of the data framework would contain the administration of the operations and its arrangement with the framework improvement. The investigation of the article by Stark (2015), would help in building up some arrangement for the change of the operations and creating successful correspondence for the operations of the venture. The examination of the diverse factors of risk would tend to upgraded the headway of the endeavour organization thoughts would be valuable for the change of the danger evaluation for the undertaking. The essential examination of the venture progress would have a tendency to use the organization of operations for the assignment.

Successful finishing the task in assessed time
Following the task spending plan and asset
Meeting the extents of the task

Bibliography

Amrollahi, A., Ghapanchi, A. H., &Talaei-Khoei, A. (2014). Three decades of research on strategic information system plan development.Communications of the Association for Information Systems, 34(1), 84.

Braglia, M., &Frosolini, M. (2014).An integrated approach to implement project management information systems within the extended enterprise.International Journal of Project Management, 32(1), 18-29.

Coronel, C., & Morris, S. (2016). Database systems: design, implementation, & management. Cengage Learning.

Galliers, R. D., &Leidner, D. E. (2014). Strategic information management: challenges and strategies in managing information systems. Routledge.

Garton, C., & McCulloch, E. (2012). Fundamentals of Technology Project Management. MC Press, LLC.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence.pearson.

Hubicki, M. (2014). Risk Management Plan.

Kendrick, T. (2015). Identifying and managing project risk: essential tools for failure-proofing your project. AMACOM Div American Mgmt Assn.

Nanda, V. (2016). Quality management system handbook for product development companies.CRC Press.

Pritchard, C. L., & PMP, P. R. (2014). Risk management: concepts and guidance. CRC Press.

Schwalbe, K. (2015). Information technology project management.Cengage Learning.

Stark, J. (2015). Product lifecycle management.In Product Lifecycle Management (pp. 1-29).Springer International Publishing.

Verburg, R. M., Bosch-Sijtsema, P., &Vartiainen, M. (2013).Getting it done: Critical success factors for project managers in virtual work settings.International Journal of Project Management, 31(1), 68-79.

Verzuh, E. (2015). The fast forward MBA in project management.John Wiley & Sons.