Part 1: MOV Values

Ranking: The project of Ticketing System Development for RALS is formed for ensuring that a proper and systematic system for the storing and printing of the tickets for the Riverina Agriculture and Lifestyle Show. The implication of the effective and improved processing methods would imply the formation of the improved processing and the development of the integration management. The project had to comprise the formation for enduring the specific terms of finance, operations, client, strategy, and social issues for the development of the project operations. The analysis of the these factors have been given in the table below,

Factor	Description	Rank
Operation Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	The business operations are the most prominent factor that can impact the operations of the improved processes for the project. The changes in project operations would result in forming the tangibility of the specific project operations.	1st
Client	The client factor plays an important role in forming the impact on the project activities. The client’s requirement is a major factor that would form the assertive development factor for the project users.	2nd
Finance	The financial impact on the project activities would tend to compel the most appropriate and assertive impact factor for the project. The financial factor is largely helpful for forming the modification in the change of the project activities.	3rd
Social	Being an IT based system development would tend to form the modification of the project due to social influence. The social influence in the project activities would tend to outlast the development factor for the project activities.	4th
Strategy	Strategically the project faces very less change or modification as it can be implemented by using any of the project management principles and approach for IT system development and implementation.	5th

1. Better- The project of Ticketing System Development for RALS would be helpful for forming an integrated information system that is capable for storing all the information in a single database along with the specific and improved operations for the show.
2. Faster- The ticket generation system for the Riverina Agriculture and Lifestyle Show would be helpful for listing the visitors of the show and easily form the ticket generation system. The system would result in compiling and accessing the information by consuming very less amount of time.
3. Cheaper- The cost of manual ticket generation, salaries of the people managing the operations, and the information management at various places (files or drives) is very high compare to the cost of using the ticketing system. Hence, it would decrease the overall cost of the processes and make the process cheaper in comparison.
4. Do more- The system would also serve as a medium for communication and future operations as the data would be stored permanently. The system would result in easing the process of the effective program development and operations.

Appropriate Metric with timeframe:

Factor	Metrics	Timeframe (in months)
Operation	Operational Management Plan	4
Client	Customer Review and Feedback Forums	6
Finance	Profit Analysis, Net Present Value, and Revenue Calculation	3
Social	Social Implementation Model	2
Strategy	Strategy Development and Analysis Matrix	3

MOV statement: The MOV statement signifies that, “Ticketing System Development for RALS Project” can be implied for the modification of the existing information system so that a new ticketing system for the Riverina Agriculture and Lifestyle Show would be formed for developing the effective and improved processing methods. The system would also help in easing the process of the information transfer and accessing.

Define Scope: The project of Ticketing System Development for RALS would be helpful for forming a ticketing system that would be capable of forming the improved functional analysis and modification of the existing functional development models. The project would involve the development of a project charter document, project scheduling process, cost budget estimation, and risk management plan.

Requirements: The project of Ticketing System Development for RALS would comprise of forming an effective and improved system for ticketing process of Riverina Agriculture and Lifestyle Show. The project would require the use of the IT system development technology, project management principles, and effective leadership style. The project plan would also comprise of using Waterfall Approach for developing the complete project plan. The human resources required for the project are Analyst, Documenter, Project Manager, Planner, Designer, IT Engineer, Database Developer, Programmer, Tester, and Trainer.

In Scope and Out of Scope: The in scope items are the factors or elements of the project that would be included in the deliverables or activities of the project. The project of Ticketing System Development for RALS would involve the formation of the project initiation documentation, charter documentation, project scheduling plan, cost estimation planning, risk management planning, communication planning, scope management planning, complete design development, user interface development, database development, system is developed, user interface testing, black box testing, white box testing, training manual development, staff training, and final documentation. The out of scope items of the project are the elements or components of the system development and implementation that are not a part of the project management plan. The change management plan, transportation requirements, and contractor agreements are not a part of this project and can be said as out of scope items of the project.

Part 2: Scope Management Plan

Deliverables: The deliverables for the project of Ticketing System Development for RALS are listed in the table below,

WBS	Task Name	Duration	Start	Finish
1.4	Project Initiation Documentation	2 days	Fri 3/16/18	Mon 3/19/18
1.5	Charter Documentation	2 days	Tue 3/20/18	Wed 3/21/18
2.1	Project Scheduling Plan	4 days	Mon 3/26/18	Thu 3/29/18
2.2	Cost Estimation Planning	2 days	Fri 3/30/18	Mon 4/2/18
2.3	Risk Management Planning	5 days	Tue 4/3/18	Mon 4/9/18
2.4	Communication Planning	3 days	Tue 4/10/18	Thu 4/12/18
2.5	Scope Management Planning	3 days	Fri 4/13/18	Tue 4/17/18
3.1.4	Complete Design Development	5 days	Mon 4/30/18	Fri 5/4/18
3.2.1	User Interface Development	6 days	Tue 5/8/18	Tue 5/15/18
3.2.2	Database Development	5 days	Wed 5/16/18	Tue 5/22/18
3.2.4	System Functional Programming	7 days	Mon 5/28/18	Tue 6/5/18
3.2.6	System is Developed	1 day	Tue 6/12/18	Tue 6/12/18
4.4	Testing Results Documentation	2 days	Tue 6/26/18	Wed 6/27/18
5.1	Training Manual Development	3 days	Thu 6/28/18	Mon 7/2/18
5.4	Final Documents are made	3 days	Mon 7/16/18	Wed 7/18/18
6	Project is Closed	1 day	Mon 7/23/18	Mon 7/23/18

Acceptance Criteria: The project acceptance criteria for the project of Ticketing System Development for RALS are,

1. Project Team would use the effective project management principles for implementing the advances technology of ticketing system for RALS
2. Overall expense of the project would be limited to an estimated budget of $ 65,000.00 and a provisional budget for $ 5,000.00
3. Project life span would be limited to four months of time duration and the project life cycle would be limited to the 101 working days

Provide a list of resources:

Resource Name	Type of Resource	Duration/Units
Analyst	Human	72 hrs
Documenter	Human	96 hrs
Project Manager	Human	40 hrs
Planner	Human	136 hrs
Designer	Human	80 hrs
IT Engineer	Human	88 hrs
Database Developer	Human	64 hrs
Programmer	Human	56 hrs
Tester	Human	104 hrs
Trainer	Human	96 hrs
Computer devices	Material	1
Database Storage	Material	1
Network Components	Material	1
Project Scheduling Method	Principle	1
Cost Estimation Theory	Principle	1
Risk Management Method	Principle	1
Networking Protocols	Technology	1
Network connection	Technology	1

The schedule for the project of Ticketing System Development for RALS is given in the table below,

WBS	Task Name	Duration	Start	Finish
0	Ticketing System Development for RALS	101 days	Mon 3/5/18	Mon 7/23/18
1	Requirement and Documentation Phase	15 days	Mon 3/5/18	Fri 3/23/18
1.1	Requirement Analysis	3 days	Mon 3/5/18	Wed 3/7/18
1.2	Feasibility Analysis	3 days	Thu 3/8/18	Mon 3/12/18
1.3	Sustainability Analysis	3 days	Tue 3/13/18	Thu 3/15/18
1.4	Project Initiation Documentation	2 days	Fri 3/16/18	Mon 3/19/18
1.5	Charter Documentation	2 days	Tue 3/20/18	Wed 3/21/18
1.6	Document Submission	1 day	Thu 3/22/18	Thu 3/22/18
1.7	Review and Sign up	1 day	Fri 3/23/18	Fri 3/23/18
2	Planning Phase	18 days	Mon 3/26/18	Wed 4/18/18
2.1	Project Scheduling Plan	4 days	Mon 3/26/18	Thu 3/29/18
2.2	Cost Estimation Planning	2 days	Fri 3/30/18	Mon 4/2/18
2.3	Risk Management Planning	5 days	Tue 4/3/18	Mon 4/9/18
2.4	Communication Planning	3 days	Tue 4/10/18	Thu 4/12/18
2.5	Scope Management Planning	3 days	Fri 4/13/18	Tue 4/17/18
2.6	Plan Approval	1 day	Wed 4/18/18	Wed 4/18/18
3	System Development	39 days	Thu 4/19/18	Tue 6/12/18
3.1	Designing Phase	13 days	Thu 4/19/18	Mon 5/7/18
3.1.1	Selection of design methodology	2 days	Thu 4/19/18	Fri 4/20/18
3.1.2	Development of Design Outline	3 days	Mon 4/23/18	Wed 4/25/18
3.1.3	Simulation of the design	2 days	Thu 4/26/18	Fri 4/27/18
3.1.4	Complete Design Development	5 days	Mon 4/30/18	Fri 5/4/18
3.1.5	Review and Approval of Design	1 day	Mon 5/7/18	Mon 5/7/18
3.2	Developing Phase	26 days	Tue 5/8/18	Tue 6/12/18
3.2.1	User Interface Development	6 days	Tue 5/8/18	Tue 5/15/18
3.2.2	Database Development	5 days	Wed 5/16/18	Tue 5/22/18
3.2.3	Integration of the database	3 days	Wed 5/23/18	Fri 5/25/18
3.2.4	System Functional Programming	7 days	Mon 5/28/18	Tue 6/5/18
3.2.5	System Components Integration	4 days	Wed 6/6/18	Mon 6/11/18
3.2.6	System is Developed	1 day	Tue 6/12/18	Tue 6/12/18
4	Testing	11 days	Wed 6/13/18	Wed 6/27/18
4.1	User Interface Testing	3 days	Wed 6/13/18	Fri 6/15/18
4.2	Black Box Testing	3 days	Mon 6/18/18	Wed 6/20/18
4.3	White Box Testing	3 days	Thu 6/21/18	Mon 6/25/18
4.4	Testing Results Documentation	2 days	Tue 6/26/18	Wed 6/27/18
5	Training and Documentation	17 days	Thu 6/28/18	Fri 7/20/18
5.1	Training Manual Development	3 days	Thu 6/28/18	Mon 7/2/18
5.2	Training Program development	2 days	Tue 7/3/18	Wed 7/4/18
5.3	Training is Provided	7 days	Thu 7/5/18	Fri 7/13/18
5.4	Final Documents are made	3 days	Mon 7/16/18	Wed 7/18/18
5.5	Documents are Submitted	1 day	Thu 7/19/18	Thu 7/19/18
5.6	Review and Sign off	1 day	Fri 7/20/18	Fri 7/20/18
6	Project is Closed	1 day	Mon 7/23/18	Mon 7/23/18

Risk name: Scope Change Ranking: 1st  Related Project Phase: Project Initiation Phase Risk Owner: Project Manager Probability: Likely Severity: Catastrophic Potential Response: Scope Management Plan

Risk name: Issues in Design Ranking: 2nd  Related Project Phase: Designing Phase Risk Owner: Designer Probability: Possible Severity: Major Potential Response: Using Software Development Lifecycle for designing process

Risk name: Shortage of Resources Ranking: 3rd  Related Project Phase: Execution Phase Risk Owner: Project Client Probability: Possible Severity: Moderate Potential Response: Using provisional budget allocation and involving more stakeholders

Risk name: Delay in Project Operations Ranking: 4th  Related Project Phase: Planning Phase Risk Owner: Planner Probability: Possible Severity: Minor Potential Response: Proper Scheduling Methods should be used for project planning

Risk name: Absence of Final Documents Ranking: 4th  Related Project Phase: Closure and Documentation Phase Risk Owner: Documenter Probability: Rare Severity: Minor Potential Response: Proper Documentation should be followed for ensuring that final documents are being made

Development of Verification Activities: Use of specific design methods, simplified database operations, and interface analysis method

Development of Validation Activities: Management of quality, change operations, and risk implementation

Annotated Bibliography: See in appendix

Closure Checklist: The closure checklist is shown in the table below,

Factor	Check?
Is the Plan developed feasible for the project?	þ
Are the resources available for completing the project?	þ
Is the implementation plan implied appropriately?	þ
Is the project completed in the specified project budget and timeline?	þ
Is Scope of the project met?	þ

Project Evaluation: The evaluation of the project of Ticketing System Development for RALS can be done on the factors of functionality, cost, and performance.

Functionality: The system developed would be helpful for forming an integrated information system that is capable for storing all the information in a single database along with the specific and improved operations for the show. The ticket generation system would be helpful for listing the visitors of the show and easily form the ticket generation system.

Cost: The cost of manual ticket generation, salaries of the people managing the operations, and the information management at various places (files or drives) is very high compare to the cost of using the ticketing system and hence its implementation would decrease the overall cost of the processes and make the process cheaper in comparison.

Other factors: The system would also serve as a medium for communication and future operations as the data would be stored permanently. The system would result in easing the process of the effective program development and operations.

References

Davies, R., & Harty, C. (2013). Implementing ‘Site BIM’: a case study of ICT innovation on a large hospital project. Automation in Construction, 30, 15-24.

Gido, J., Clements, J., & Clements, J. (2014). Successful project management. Nelson Education.

Heagney, J., (2012). Fundamentals of project management. AMACOM Div American Mgmt Assn.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Kroczek, A., van Stam, G., & Mweetwa, F. (2013). Stakeholder theory and ICT in rural Macha, Zambia. In International Conference on ICT for Africa.

Kuster, J., Huber, E., Lippmann, R., Schmid, A., Schneider, E., Witschi, U., & Wüst, R. (2015). Project management handbook. Heidelberg: Springer.

Leach, L.P., (2014). Critical chain project management. Artech House.

Marchewka, J.T., (2014). Information technology project management. John Wiley & Sons.

McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative risk management: Concepts, techniques and tools. Princeton university press.

Ruehl, C. H., & Ingenhoff, D. (2015). Communication management on social networking sites: Stakeholder motives and usage types of corporate Facebook, Twitter and YouTube pages. Journal of Communication Management, 19(3), 288-302.