Description of the Project

Project Name: E-Tickets RALS

Description of project: Every year during the month of November, RALS organizes a show presenting about the agricultural activities and lifestyle of people of that place for some days. Tickets are sold for that show and the revenue or profit collected by selling the tickets is given to ICV, a charitable trust which works for the indigenous people that place. As all the customers are in hurry, the ticket counter gets overloaded in the first day only and some of them even collapse the fence and try to get inside the boundary without paying for the ticket. To overcome this problem the RALS /Globex Corporation have decided to transform its manual ticketing system to web-based computerized ticketing system. Now the customers will be able to pre-book their tickets online. For the development of the new ticketing system. Globex gave this project to Virtucon.

Area of Impact:

Operational: As now the ticketing system is PC based, the ticket counters will no more be overcrowded by customers and the volunteers will be able to do their work properly. The people sitting at the ticket counter will no more be overloaded with work, so now he can do his work more accurately. The volunteers will be able to keep the security in the boundary avoiding people to collapse it.

Customers: The customers will be happy as they no longer will need to stand at the ticket counter in the crowd for the first day. Now due to this online ticketing system, they can book their tickets online from home.

Strategy: As now the tickets can be easily booked online, increasing number of customers will visit the show now. More and more tickets will be sold so now they will be able to fetch huge profit and they can give the money to the charitable trust (ICV) which is concerned for the welfare of the indigenous people

Finance: Due to this web-based computerized ticketing system, more tickets will be sold increasing the economic collection.

Social: Because more tickets will be sold, RALS can donate more revenue or profit to the ICV charitable trust to highlight social advantages.

Do more: As because of the development of the new web-based computerized ticketing system more tickets will be sold so RALS will earn more profit out of this show and this will increase their income so more donations will be made to ICV.

Faster: New web-based ticketing system is introduced to increase the effectiveness of work, so by utilizing this more tickets will be booked before the beginning of the show and the load on the ticket counter can be reduced.

Every year accumulation in disposal volume before the beginning of the show in November

Beginning of income even before the starting of show

Fewer volunteers can be hired if the load of work in the security gate and the ticket counter is reduced.

Increase in a total gathering of income and donation to ICV by 20 ? in the first year after the execution of the project.

MOV – Measurable Organizational Value

Define Scope: the scope of this project is to develop a computer-based system for the web-based ticketing system to enable prospective visitors to book the tickets online prior to the show. This shall cause less rush at the main gate and manual ticket counter. The project shall also lower the pressure on the volunteers at the gate for maintaining the crowd.

Identify the requirement: for gathering the best possible prerequisite of the project, colleagues might meet with various partners like RALS coordinators, Globex workers, RALS’s Volunteers and few key Customers/guests on consistent premise till the conclusion of prerequisite rundown.

Define Scope: the general extent of the project and its expectations like the framework status, lead trial test, give preparing and so forth might be very much characterized subsequent to talking about the prerequisite rundown alongside the support. It is the key part and obligation of the Project Manager to conclude the limit of the extension. This ought to likewise incorporate the out of degree things like upkeep of the framework after execution et cetera.

Develop WBS: to deal with the aggregate extent of work and present the advance against every head the general extent of work is required to be subdivided and sort out in a work breakdown structure (WBS). This improvement of this structure ought to be to such an extent that the work bundles can be overseen legitimately.

Verify Scope: the extent of the task should be checked after the consummation of each phase of improvement and before the begin of the new stage all through the project life cycle. All the concurred and recorded expectations should be conveyed inappropriate quality with the goal that every one of the expectations must be acknowledged by the RALS coordinators and after the fruition of each stage, the expectations must be closed down by the customer.

Control Scope: all the extent of work must be executed by the degree pattern created and finished. Any progressions required in the middle of the project life burn ought to be finished the legitimately created change administration design. In which any progressions which can have an effect on the degree, time, cost and quality must be gone through the change control method.

People: Project Coordinator, System Designer, Database Designer, Technical Manager, Deputy Project Coordinator

Technology: Few computers with internet connections

Facilities: Conference meeting room

Resource Name	Type	Initials	Max. Units	Std. Rate
Project Coordinator	Work	PC	100%	$175.00/hr
System Designer	Work	SD	100%	$120.00/hr
Database Designer	Work	DD	100%	$85.00/hr
Technical Manager	Work	TM	100%	$150.00/hr
Deputy Project Coordinator	Work	DPC	100%	$150.00/hr

Work Breakdown Structure:

WBS	Task Name
1	E-Tickets RALS Project
1.1	Create Charter, Manage Stakeholders & Requirement
1.1.1	Milestone 1: Start developing Charter
1.1.2	Create Charter
1.1.3	Identify Stakeholders
1.1.4	Analyze Stakeholders
1.1.5	Finalize the project requirement
1.1.6	Get it signed and approved by sponsor
1.1.7	Milestone 2: Developing charter, Managing plan for Stakeholder & requirement finalized
1.2	Project Planning
1.2.1	Milestone 3: Start the planning stage
1.2.2	Develop the Project Management Plan
1.2.3	Develop Scope Management Plan
1.2.4	Develop Time Management Plan
1.2.5	Milestone 4: Finish Planning Documents
1.3	Design & Develop database and system
1.3.1	Milestone 5: Start the designing & developing the database and system
1.3.2	Design
1.3.2.1	Plan the framework
1.3.2.2	Plan the database
1.3.3	Develop
1.3.3.1	Develop System architecture
1.3.3.2	Develop Database
1.3.4	Milestone 6: Finish designing & developing the database and system
1.4	Implementation
1.4.1	Milestone 7: Start of Implementation Stage
1.4.2	Implement overall system
1.4.3	Manage Database
1.4.4	Conduct trial of the system
1.4.5	Milestone 8: Finish Implementation Stage
1.5	Close-out & Evaluation phase
1.5.1	Milestone 9: Start of Close-out & Evaluation phase
1.5.2	Train the staff/volunteers
1.5.3	Conduct group meeting
1.5.4	Document lessons learned
1.5.5	Document the outcome of the project
1.5.6	Evaluate the Outcome of the project
1.5.7	Milestone 8: Finish Close-out & Evaluation phase

WBS	Task Name	Duration	Start	Finish
1	E-Tickets RALS Project	186 days	Tue 10/31/17	Wed 7/18/18
1.1	Create Charter, Manage Stakeholders & Requirement	23 days	Tue 10/31/17	Fri 12/1/17
1.1.1	Milestone 1: Start developing Charter	0 days	Tue 10/31/17	Tue 10/31/17
1.1.7	Milestone 2: Developing charter, Managing plan for Stakeholder & requirement finalized	0 days	Fri 11/24/17	Fri 11/24/17
1.2	Project Planning	15 days	Fri 11/24/17	Fri 12/15/17
1.2.1	Milestone 3: Start the planning stage	0 days	Fri 11/24/17	Fri 11/24/17
1.2.5	Milestone 4: Finish Planning Documents	0 days	Fri 12/15/17	Fri 12/15/17
1.3	Design & Develop database and system	75 days	Fri 12/15/17	Fri 3/30/18
1.3.1	Milestone 5: Start the designing & developing the database and system	0 days	Fri 12/15/17	Fri 12/15/17
1.3.4	Milestone 6: Finish designing & developing the database and system	0 days	Fri 3/30/18	Fri 3/30/18
1.4	Implementation	43 days	Fri 3/30/18	Wed 5/30/18
1.4.1	Milestone 7: Start of Implementation Stage	0 days	Fri 3/30/18	Fri 3/30/18
1.4.5	Milestone 8: Finish Implementation Stage	0 days	Wed 5/30/18	Wed 5/30/18
1.5	Close-out & Evaluation phase	35 days	Wed 5/30/18	Wed 7/18/18
1.5.1	Milestone 9: Start of Close-out & Evaluation phase	0 days	Wed 5/30/18	Wed 5/30/18
1.5.7	Milestone 8: Finish Close-out & Evaluation phase	0 days	Wed 7/18/18	Wed 7/18/18

WBS	Task Name	Duration	Start	Finish
1	E-Tickets RALS Project	186 days	Tue 10/31/17	Wed 7/18/18
1.1	Create Charter, Manage Stakeholders & Requirement	23 days	Tue 10/31/17	Fri 12/1/17
1.1.1	Milestone 1: Start developing Charter	0 days	Tue 10/31/17	Tue 10/31/17
1.1.2	Create Charter	5 days	Wed 11/1/17	Tue 11/7/17
1.1.3	Identify Stakeholders	3 days	Wed 11/8/17	Fri 11/10/17
1.1.4	Analyze Stakeholders	15 days	Mon 11/13/17	Fri 12/1/17
1.1.5	Finalize the project requirement	10 days	Mon 11/13/17	Fri 11/24/17
1.1.6	Get it signed and approved by sponsor	2 days	Mon 11/27/17	Tue 11/28/17
1.1.7	Milestone 2: Developing charter, Managing plan for Stakeholder & requirement finalized	0 days	Fri 11/24/17	Fri 11/24/17
1.2	Project Planning	15 days	Fri 11/24/17	Fri 12/15/17
1.2.1	Milestone 3: Start the planning stage	0 days	Fri 11/24/17	Fri 11/24/17
1.2.2	Develop the Project Management Plan	5 days	Mon 11/27/17	Fri 12/1/17
1.2.3	Develop Scope Management Plan	5 days	Mon 12/4/17	Fri 12/8/17
1.2.4	Develop Time Management Plan	5 days	Mon 12/11/17	Fri 12/15/17
1.2.5	Milestone 4: Finish Planning Documents	0 days	Fri 12/15/17	Fri 12/15/17
1.3	Design & Develop database and system	75 days	Fri 12/15/17	Fri 3/30/18
1.3.1	Milestone 5: Start the designing & developing the database and system	0 days	Fri 12/15/17	Fri 12/15/17
1.3.2	Design	55 days	Mon 12/18/17	Fri 3/2/18
1.3.2.1	Plan the framework	30 days	Mon 12/18/17	Fri 3/2/18
1.3.2.2	Plan the database	20 days	Mon 12/18/17	Fri 1/12/18
1.3.3	Develop	55 days	Mon 1/15/18	Fri 3/30/18
1.3.3.1	Develop System architecture	20 days	Mon 3/5/18	Fri 3/30/18
1.3.3.2	Develop Database	15 days	Mon 1/15/18	Fri 2/2/18
1.3.4	Milestone 6: Finish designing & developing the database and system	0 days	Fri 3/30/18	Fri 3/30/18
1.4	Implementation	43 days	Fri 3/30/18	Wed 5/30/18
1.4.1	Milestone 7: Start of Implementation Stage	0 days	Fri 3/30/18	Fri 3/30/18
1.4.2	Implement overall system	15 days	Mon 4/2/18	Fri 4/20/18
1.4.3	Manage Database	25 days	Mon 4/23/18	Fri 5/25/18
1.4.4	Conduct trial of the system	3 days	Mon 5/28/18	Wed 5/30/18
1.4.5	Milestone 8: Finish Implementation Stage	0 days	Wed 5/30/18	Wed 5/30/18
1.5	Close-out & Evaluation phase	35 days	Wed 5/30/18	Wed 7/18/18
1.5.1	Milestone 9: Start of Close-out & Evaluation phase	0 days	Wed 5/30/18	Wed 5/30/18
1.5.2	Train the staff/volunteers	10 days	Thu 5/31/18	Wed 6/13/18
1.5.3	Conduct group meeting	10 days	Thu 6/14/18	Wed 6/27/18
1.5.4	Document lessons learned	5 days	Thu 6/21/18	Wed 6/27/18
1.5.5	Document the outcome of the project	10 days	Thu 6/14/18	Wed 6/27/18
1.5.6	Evaluate the Outcome of the project	15 days	Thu 6/28/18	Wed 7/18/18
1.5.7	Milestone 8: Finish Close-out & Evaluation phase	0 days	Wed 7/18/18	Wed 7/18/18

Task Name	Duration	Resource Names
E-Tickets RALS Project	186 days
Create Charter, Manage Stakeholders & Requirement	23 days
Milestone 1: Start developing Charter	0 days
Create Charter	5 days	Project Coordinator
Identify Stakeholders	3 days	Deputy Project Coordinator, Project Coordinator
Analyze Stakeholders	15 days	Project Coordinator
Finalize the project requirement	10 days	Technical Manager
Get it signed and approved by sponsor	2 days	Project Coordinator
Milestone 2: Developing charter, Managing plan for Stakeholder & requirement finalized	0 days
Project Planning	15 days
Milestone 3: Start the planning stage	0 days
Develop the Project Management Plan	5 days	Project Coordinator
Develop Scope Management Plan	5 days	Project Coordinator
Develop Time Management Plan	5 days	Deputy Project Coordinator
Milestone 4: Finish Planning Documents	0 days
Design & Develop database and system	75 days
Milestone 5: Start the designing & developing the database and system	0 days
Design	55 days
Plan the framework	30 days	System Designer
Plan the database	20 days	Database Designer
Develop	55 days
Develop System architecture	20 days	System Designer
Develop Database	15 days	Database Designer
Milestone 6: Finish designing & developing the database and system	0 days
Implementation	43 days
Milestone 7: Start of Implementation Stage	0 days
Implement overall system	15 days	Database Designer, System Designer, Technical Manager
Manage Database	25 days	Database Designer
Conduct trial of the system	3 days	Technical Manager
Milestone 8: Finish Implementation Stage	0 days
Close-out & Evaluation phase	35 days
Milestone 9: Start of Close-out & Evaluation phase	0 days
Train the staff/volunteers	10 days	Technical Manager
Conduct group meeting	10 days	Deputy Project Coordinator, Project Coordinator, Technical Manager
Document lessons learned	5 days	Project Coordinator
Document the outcome of the project	10 days	Project Coordinator
Evaluate the Outcome of the project	15 days	Project Coordinator
Milestone 8: Finish Close-out & Evaluation phase	0 days

The Cost estimate for each task (Pmbook, 2017):

List of assumptions:

Stakeholder identification and their analysis shall not be an issue as Virtucon & Globex are longtime partners

Scope of the project is clear and need not worry about

All the procedure of closing the project is also well known to all the team members

Risk No. 1 (Initiation: Stakeholder Identification): In case the accomplice recognizing confirmation in the midst of beginning orchestrate is not done precisely; it can cause the enormous issue on the off chance that we desert a great open entryway of some high effect assistant.

Project Value

Risk No. 2 (Planning: Requirement Finalization): Off course, get-together of information in orchestrating stage can put the absurd effect on the level of the project and need the nonsensical update.

Risk No. 3 (Execution: Stakeholder Management): Accomplice’s organization is not done authentically, at that point a short time later it can similarly have the negative impact on the project. Since the first class accessory may get abraded.

Risk No. 4 (Monitoring & Control: Verification of requirement and scope): A massive gap in scope from the begin to execution organized phenomenally towards the end, we may arrive up with an intemperate additional level of work and thusly the cost assault in the midst of the errand itself.

Risk No. 5 (Closing: Procurement Documentation): Inadequate or improper settlement of distinct documentation can grow the assignment traverse and the cost of the task also.

Probability, Impact, Product & Rating of the above-identified risks:

Risk No.	Probability	Impact	Product	Rank
1	3	7	18	4
2	6	7	42	2
3	4	6	24	3
4	8	6	48	1
5	2	6	12	5

Rank 1 (Monitoring & Control: Verification of requirement and scope): Degree check system like master think about should be driven in each stage.

Rank 2 (Planning: Requirement Finalization): All the perceived basics should be talked about all together with help and assembling before finishing up.

Rank 3 (Execution: Stakeholder Management): Once the assistant obvious confirmation is done appropriately with the quality examination, they should be fulfilled as necessities be.

Rank 4 (Initiation: Stakeholder Identification): Every single one of the accessories should be perceived appropriately and the synopsis ought to be rechecked after each adjustment.

Rank 5 (Closing: Procurement Documentation): All the last documentation of each extraordinary stages should be submitted after the development to decrease totaling up for the last stage

Quality Management Plan

Philosophy of Team for Quality Management: Our reasoning is to give the customers with on-time tickets related data that enables them to settle on sound business choices while continually guaranteeing predominant customer benefit. The association’s essential objective is to guarantee that all engagements are being performed to the most noteworthy conceivable standard in a convenient manner so as Globex can settle on ideal choices.

Few Verification activities (Basu, 2017):

Cost of every action ought to not overshoot the individual burning through plan to control the general cost of a thing

All dangers are perceived and the reaction setup made are altogether considered and appropriately snatched amidst each stage

Development purposes of imprisonment should be checked before and thereafter a brief timeframe later every stage

On time Delivery of the wants should be guaranteed

Every last one of the needs of accessories is being met

Few Validation activities:

Quality principles are being met

Before shutting, the fundamental things require should be asserted against set criteria or MOV

Each phase in the wake of finishing should be supported by the benchmark criteria

Project Closure & Project Evaluation

Project Closure checklist (Edwards, 2011):

All the project phases have been completed

All the stakeholders have been communicated regarding the completion of stages

Notify the vendors regarding closing the project

Check whether the entire final documents submitted properly

All the lessons learned are documented properly

Project Evaluation Check-list:

Are all the MOV criteria met?

Has there been an increase in the volume of ticket selling?

Could the revenue generation and donation amount to ICV have increased by 20%?

Are the volunteers facing fewer problems in maintain security by having less crowd management for the ticket booking at the counter?

References

Basu, R. (2017). Project Success Criteria and Success Factors. Retrieved September 3, 2017, from Informa UK Limited: https://www.gpmfirst.com/books/managing-quality-projects/project-success-criteria-and-success-factors

Edwards, G. (2011, May 21). Key Activities During the Project Closure Phase. Retrieved September 25, 2017, from https://www.brighthubpm.com: https://www.brighthubpm.com/monitoring-projects/102293-key-activities-during-the-project-closure-phase/

Pmbook. (2017). 5. Cost Estimation. Retrieved September 23, 2017, from https://pmbook.ce.cmu.edu: https://pmbook.ce.cmu.edu/05_Cost_Estimation.html

Reincke, K. (2009). Retrieved from (8.5) Risk Response Planning: https://www.mypmps.net/en/mypmps/knowledgeareas/risk/risk-response-planning.html