Part One: MOV – Measurable Organizational Value

Desired Area of Impact: The project area of impact is mentioned here based on priority of five different areas such as strategy, customer, financial, operational, and social. The project required developing online ticket booking system for RALS agriculture show; therefore, the priority order for area of impact is Operational, Customer, Social, Strategy, and Financial.     

Project Values: Based on RALS point of view and Globex requirements, the project is expected to bring better and faster value for the organization. The client required to improve the existing ticket sale process with implementing online ticket sale process. Furthermore, the client requires faster and more efficiency in ticket sales with crowd management without delaying the tickets.

Appropriate Metric: The metric is chosen to be following: 1) accomplish the activities before the planned date for all stakeholders; 2) accomplish 110% workload by end of the month; 3) project outcome should provide more than 70% Return on Investment (ROI).  

Appropriate Timeframe: The target metric should be achieved within six months after completion of the project. The stakeholder metric should be achieved by the end of the project; so that their performance can be assessed.  

Summary MOV: In concise manner, the MOV is stated as;

“The project will be successful if every stakeholder can achieve 110% of workload in each month, finish work before planned date and after six months, if the outcome provides more than 70% ROI; the project has desired area of interest as Operational, Customer, Social, Strategy, and Financial and it can bring ‘better’ and ‘faster’ value for the organization.” 

Scope of the project is to develop new online ticket booking and sale process so that delay in queues, crowd management issues can be resolved. The online ticket sale system should be operational to perform automated ticketing system. The resource requirements are listed as following:

Resource type	Resource roles	Resource responsibilities
People	Project  manager, Business analyst, Technical lead, Developer1, Developer2, Frontend developer, Lead analyst and Tester	Managing entire project,  Team building, Responsible for making any decision Makes sure that every requirement and change has be documented, Acts as a bridge between client and development and testing teams Able to work on hard-on issues, suggest any architectural changes, aware of the agile methodologies, Coordinates with the lead analyst Makes sure that the deadlines and SLAs are met, designing the UI, database, interfacing Estimates the testing process, plan the testing objectives Escalates any risks and issues, provides necessary testing updates
Technology	Java 8 OCp, CXA and UX; Angular JS3, HTML5, CSS3 and Act JS	These technologies should be useful for developing the online ticket sale and booking system
Facilities	Development and deployment department	Providing major development tools, infrastructure for implementing and designing entire online application
Others	Team members Training	Coordination and proper communication Proper training required for additional resources such as employees in RALS organization

Table 1: List of Resources

(Source: Created by author)

The activity scheduling is performed in Gantt chart in MS project software. To achieve proper allocation of time and activities, the scheduling table is prepared with all resources included. Furthermore, the work breakdown structure is prepared from the scheduled Gantt chart.

Task Name	Duration	Start	Finish
Development of RALS Project	216 days	Mon 25-09-17	Mon 23-07-18
Project Initiation Phase	51 days	Mon 25-09-17	Mon 04-12-17
Project Charter Preparation	3 days	Mon 25-09-17	Fri 13-10-17
Project Scope determination	4 days	Mon 16-10-17	Thu 19-10-17
Gathering of resources	8 days	Mon 16-10-17	Wed 25-10-17
Analysis of Requirements	5 days	Thu 26-10-17	Wed 01-11-17
Scheduling of activities	7 days	Thu 26-10-17	Fri 03-11-17
Development of outcomes	4 days	Thu 26-10-17	Tue 31-10-17
Application of CPM	5 days	Mon 06-11-17	Fri 10-11-17
Application of PERT	5 days	Mon 13-11-17	Fri 17-11-17
Application of cost management techniques	7 days	Mon 20-11-17	Tue 28-11-17
Analysis of project performance	4 days	Wed 29-11-17	Mon 04-12-17
Project Planning Phase	64 days	Fri 20-10-17	Wed 17-01-18
Cost management	7 days	Tue 05-12-17	Wed 13-12-17
Costing project plan	4 days	Thu 14-12-17	Tue 19-12-17
Project Plan development	5 days	Fri 20-10-17	Thu 26-10-17
Time management plan	4 days	Thu 02-11-17	Thu 09-11-17
Change management plan	6 days	Mon 20-11-17	Thu 04-01-18
Budget estimation	5 days	Fri 05-01-18	Thu 11-01-18
Cost benefit analysis	4 days	Fri 12-01-18	Wed 17-01-18
Risk management plan	7 days	Tue 26-12-17	Wed 03-01-18
Risk treatment plan	5 days	Thu 04-01-18	Wed 10-01-18
Procurement plan	5 days	Thu 11-01-18	Wed 17-01-18
Project Implementation Phase	62 days	Thu 18-01-18	Fri 13-04-18
Development activity	10 days	Thu 18-01-18	Wed 31-01-18
Start-up marketing	7 days	Thu 15-02-18	Fri 23-02-18
Administration	4 days	Mon 26-02-18	Thu 01-03-18
Start-up testing	3 days	Fri 02-03-18	Tue 06-03-18
UI and UX design	10 days	Thu 01-02-18	Wed 14-02-18
Database design	7 days	Mon 26-02-18	Tue 06-03-18
Functionality design	8 days	Thu 15-02-18	Mon 26-02-18
Testing of system	9 days	Wed 07-03-18	Mon 19-03-18
Modifications	7 days	Tue 20-03-18	Wed 28-03-18
Use case testing	5 days	Thu 29-03-18	Wed 04-04-18
Quality assessment	7 days	Thu 05-04-18	Fri 13-04-18
Project Maintenance Phase	21 days	Mon 16-04-18	Mon 14-05-18
Database maintenance	5 days	Mon 16-04-18	Fri 20-04-18
Online application maintenance	4 days	Mon 23-04-18	Thu 26-04-18
Operational Maintenance	7 days	Fri 27-04-18	Mon 07-05-18
Training and learning sessions	5 days	Tue 08-05-18	Mon 14-05-18
Project Closure Phase	50 days	Tue 15-05-18	Mon 23-07-18
Stakeholder signout	5 days	Tue 15-05-18	Mon 21-05-18
Post Implementation Review	11 days	Tue 22-05-18	Mon 09-07-18
Activity and Contract Closure	5 days	Tue 10-07-18	Mon 16-07-18
Performance appraisal	5 days	Tue 17-07-18	Mon 23-07-18

Table 2: Activity Scheduling

(Source: Created by author)

Risk analysis and planned risk management approach is to be followed for maintaining risk mitigation process. The risks are identified based on some certain assumptions;

1. Firstly, the MOV will be approved from administration and managing authority
2. Secondly, the project will be completed before the planned date
3. Thirdly, the project will be completed within allocated budget
4. Finally, the stakeholders and employees does not require training for working in new system

Risk Management Plan: Based on the scenario of project charter, MOV, and assumptions; some risks are identified, analyzed, and certain mitigation plan is identified. The identified risks are mentioned primarily;

Part Two: Scope and Scope Management Plan

Budget risk: The project has some certain chances or tendencies of overrunning the allocated budget. Therefore, the managing authority should consider contingency planning for adjusting budget during project timeline. This risk is considered as having catastrophic severity though it has high likelihood. Therefore, the mitigation plan should be formulated in higher priority. 

Timeline risk: The project may not be completed before the planned date; may need some extra weeks or month’s time. Therefore, the project manager needs to consider extra slack for the entire project to complete with all deliverables. This risk is considered as having medium severity though it has medium likelihood. Therefore, the mitigation plan should be formulated in medium priority.

Approval of MOV: The MOV may not be approved; it is dependent over management decision. In case they find it difficult to meet MOV requirements based on time, money and resource terms; they can deny the MOV. In this situation, the project needs to start afresh with new MOV document preparation. This risk is considered as having almost certain severity though it has low likelihood. Therefore, the mitigation plan should be formulated in low priority.

Training requirements: The existing stakeholders and employees in RALS require some days training for working in the new system. Therefore, some extra expense should be spent regarding this agenda. This risk is considered as having medium severity though it has low likelihood. Therefore, the mitigation plan should be formulated in low priority.

Quality management statement is prepared as:

“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.” 

Verification activities are mentioned as following:

1. Makes sure that the product is in-line with the organizational policies and strategies
2. Checks about proper automation
3. Ensures about proper testing tools
4. Ensures testing process in par with scheduled timeline

Validation activities are mentioned as following:

1. Identifies about insider flaws such as testing bugs
2. Indentifies about application functionality defects

Annotated Bibliography is in the appendix.

Closure checklist: The closure checklist should include some major activities such as stakeholder sign-out, contract sign-out, evaluation plan preparation, preparing documentation, and performance reviewing.

Evaluation Plan: Evaluation plan should involve some proper criteria such as performance, meeting requirements, completion within time, and achieving higher level deliverables with quality.      

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Cook, D., Brown, D., Alexander, R., March, R., Morgan, P., Satterthwaite, G., & Pangalos, M. N. (2014). Lessons learned from the fate of AstraZeneca’s drug pipeline: a five-dimensional framework. Nature reviews. Drug discovery, 13(6), 419.

Crawford, J. K. (2014). Project management maturity model. CRC Press.

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.

Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

McLeod, L., Doolin, B., & MacDonell, S. G. (2012). A perspective?based understanding of project success. Project Management Journal, 43(5), 68-86.

Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), 53-66.