ICT352 Project Management-Quality Validation Activities

Write an Annotated Bibliography for three (3) relevant texts or readings around project evaluation. The Annotated Bibliography is a critical examination of the most relevant, recent and scholarly research on the topic area that is not just a summary of the articles you have read.

You will submit this as an appendix to your project evaluation documentation.

Ensure that the AB submitted by you is your own work and has not been submitted elsewhere and comply with the University's requirements for academic integrity.

Use the following resource to guide you around the research tools:
http://student.csu.edu.au/__data/assets/pdf_file/0009/186444/annotate1.pdf
http://libguides.csu.edu.au/itc

1. Develop a closure checklist that the project team will use to ensure that the project has been closed properly.
   c. Develop a project evaluation –outline and discuss how your project’s MOV will be evaluated. 

Submit your assignment online via Turnitin in the nominated class. Turnitin details for the individual classes would be provided on Interact2.

The main goal of the project is to develop an online computer based ticketing system for the annual Riverine agriculture and lifestyle show. The project is purposed to bring two general values to the sponsoring organization (Bryde, Broquetas & Volm , 2013). The organization will be able to eliminate long delays during the event and increase accountability of the money collected at the gate. There are also other values that through analysis can be identified this are ranked according to strategy, customer, financial, operational, and social. The ranking of the values will be done according to the phases of implementing the project (conceptualization, initiation, planning, implementation and closure) Table1 shows a ranking summary of the values.

Table1 ranking summary of the values

Ranking of the customer value

• Better – the customer will benefit from improved service delivery
• Faster – the acquisition of the tickets will be faster and efficiently
• Cheaper – the customer will need not need to travel thus reduction in costs
• Do more – the customer expects improved performance

The project implementation will involve a number of stakeholders with different expectations of how it will be carried out (Gido & Clements, 2014). The stakeholders can be those affected directly or those affected indirectly it is important for the projects management to take considerations of this expectations. Table 2 shows a summary of the expectations.

Part two: Project scope and project scope plan

1.1.1. Project scope: It shows a summary of description explaining the project. It explains the aims, objectives, key milestones, in/out frame items, project business case and project information in a charter (PMI., 2013).

1.1.2. Requirements

The requirements are necessary items used to support project deliverables they can be classified into technical and operative. Technical requirement will include: system equipment and tools, technical staff.  Operative requirements will include: evaluation of system provider, system trials and implementations, training of volunteers.  

1.1.3.. In/out scope items

The in and out scope items define what the project will do and not do in delivering the goal (Gido & Clements, 2014). The in scope items (do’s) include; plan definition, ensuring standard online ticketing system device is developed, integrated and implemented, the volunteers are trained on its usage, creation of public awareness on changes in ticketing system and system runs effectively, systems will be monitored and evaluated. The out scope items (don’ts) will include: training customers on its usage, manual printing of the tickets the day of the event.

1.1.4. Deliverables

Deliverables show the key activities needed to accomplish the intended goal of the project (Heagney, 2016). The project deliverable are provided with milestones as indicated as follows:

1. Description of the specifications of the project- Should be completed after milestone 1
2. Project budgeting  and estimations- should be accomplished following milestone 2
3. Designing and development of the ticketing system- They will begin after milestone 3
4. Systems trainings of volunteers- Trainings will take place after milestone 4
5. Trial and full implementation of the system- the deliverable will be accomplished as milestone 5
6. Monitoring the System and reporting- will take place as per milestone 6
7. Project evaluation and closure- Signifies the end of the project will be milestone 7

1.1.5. Acceptance criteria  

The company needs a system that will enable to solve the problems. The online ticketing system to be adopted is purported to increase accessibility to tickets, increase accountability in collection of revenue and increase performance reporting to the patrons. The flow chart shows the acceptance criteria.

Resources lists

It defines the required resources to accomplish the project and proper estimation and budgeting of resources. Table 3 shows a summary of resources that will be used by the project.

Table 3 Resources summary

Part three: Activity planning

Project scheduling will involve dividing a project into work packages and establishing relationships, responsibility and authority by use of WBS and Gantt charts by aid of project management software.

Work breakdown structure (WBS)

WBS is a scheduling tool that divides a project into smaller workable units for easy implementation (Burke, 2013). It describes project in terms of sub-project, tasks, sub tasks and work packages. Figure 1 presents WBS organizational structure.

Part four: Project risk analysis plan

A number of uncertainties are facing the project this are identified and mitigated for easy implementation and managed (Andrew, 2014). There are several risks that face implementation of the online ticketing system they include both positive and negative risks. Positive risk includes; increased performance leading to higher purchase of ticketing over the event capacity. The negative risks include: failure of the system during the event, customers non responsiveness to buy tickets, resistance from the volunteers.

Risk analysis: The impact/ probability matrix is used to analysis the risk to identify their raking and mitigation methodology. Impact explains how the outcome will affect the end results, while probability explains the likelihood the risk will occur.

The risks identified will be categorized as follows for easy analysis: A= Increased purchase ticketing over event capacity, B= Failure of tickets system during the event, C= Volunteer resistances and D= customer non-responsiveness in buying tickets. Table 3 presents probability/impact matrix the ranking will be shown as follows using probability/impact matrix:

B= (failure of online ticketing system) will have a high probability of occurrence and a higher impact if it occurs

D= (non -responsiveness of buying tickets online) will have a lower probability of occurring but a higher impact to overall performance

A= (Unfulfilled demand over event capacity) will have a higher probability of occurring but a less impact at the end of the function.

C= (volunteer resistance) will have a higher impact when it occurs but a lower probability of occurrence.

E= Customers are unsatisfied will have high probability and high occurrence

Risk register

It is a risk management technique useful for project manager in assigning risks roles, identification and mitigation of the risks. It is a useful tool in communicating the needs of the project in terms of challenges and ways to overcome them. Table 4 presents a risk register for the project.

Project five: Quality management plan

Quality is one of the most important issues facing projects and organizations today. Quality can be experienced but describing it may be difficult.

Quality objective of the project: The project will ensure that the online system will perform efficiently and customer gets value of their money.  

Quality philosophy of the project

The project will adopt the seven point action philosophy which is as follows: Management must agree the meaning of the quality program, direction to take, top management to communicate the plan to the people, every activity must be recognized as a step in a process, each stage employ the PDCA cycle as for quality implement technique, team work to be encouraged, and organization for quality to be constructed by help of statisticians

 Quality verification

Quality verification is important in the implementation of the project to ensure standards and deliverables are according to the plan. The verification process will be done to the products and processes to ensure quality is maintained. Table 3 shows a summary of verifications.

Table 2 Quality verifications

Quality validation activities

The project validation process is important in ensuring quality is maintained and controlled. It works with verification process to ensure that the project activities and functions meet international standards. The process of quality validation will take place at each stage and activities of the project. Table 3 shows a summary of the validation process

Table 3 Validation process

Quality checklists

The use of quality management checklist is an important component in monitoring and carrying out quality controls during project implementation. It provides a summary of quality components for the management to use in ensuring quality is maintained and followed. Table 4 shows a checklist for the project.

Table 4 Project quality checklist

Part six: Project evaluation and closure

Project evaluation: the project evaluation is important in assessing the project performance. The evaluation is done at the end of the event and reporting done. The online ticketing system is expected to provide a suitable reporting system. The patron are able to evaluate performance of the project based on: sales of tickets, breakdown of tickets type, how many tickets vs. how many were redeemed, how many people came for the event and where was the outlets of the tickets purchased.

Project closure: It will be done when the project goal is achieved and evaluation as taken place. The project will end after tests have been done that the online ticket system can function. Handing over to the project client will take place. Table 4 shows a summary of project closure checklists.

Heagney, J. (2016). The project manager leader, in fundamentals of project Management. New York: Adventure works press, pp.23-109

The author provides a critical requirement for a project manager to ensure that goal is achieved. That includes using suitable leadership and managerial roles in ensuring project meet customer needs. Any success of any project is directly attributed to project leadership and management. The RALS project leadership and management can be felt if the project is delivered using suitable methodologies and standards.  

The current paper borrowed some of the project leadership techniques and methodologies in creating a project management plan. The aim of the project is to use suitable project methodologies and leadership techniques to enable project be implemented according to the required standards. RALS management will need to employ project management techniques and tools to ensure deliverables are met. For example using risk register, stakeholder analysis, work and breakdown structure. The major deliverables of the RALS project is to ensure that it is implemented to have measurable verifiable objectives. That objective can be achieved by providing measurable indicators provided from the guidance of the author in the book.

Gido & Clements. (2014). Successful project management. Chicago: Nelson Education, pp.56-96

The author in the book addresses suitable methodologies that can be applied in project risk and quality management. Risk and quality aspects in project contribute to a higher percentage of project failure in meeting efficiency according to the authors. That makes RALS project management team to ensure that quality and risks management are provided for in the project. The author mentions the various element that can contained in a quality management plan and processes followed when carrying out quality validation and verification. In addition they discuss the entire process of risk management which starts from analysis to mitigations.

The current study was able to borrow some knowledge on the components of quality management plan. The two suitable techniques risk management and quality management is suitable in providing necessary support for RALS projects. The management is using them to manage quality and risk issues in the project. Successful project risk and quality management plan are important components of RALS project to be able to meet customer expectations. Risks and quality issues if not maintained well can contribute to failed deliverables and expectations of RALS general deliverables.

PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI, pp.23-267

This book is a suitable framework for project professionals who intend to have their project implemented according to international recognized standards. The book mentions components of a project management plan which include: the scope plan, activity scheduling plans, financial plans and other in detailed.  The current study borrowed information on how to write the project scope plan from the author of the guideline.

The development of RALS project plan was based on the guidelines provided by the author. Following the plan provided by the author makes RALS project plan to have universal approach, and enabling it to be achieved smoothly. The author provides a clear scope plan for project implementation and execution that is followed in RALS project scope management. In addition the contributions of the author were used to develop the schedule plans for RALS project that included the work breakdown structure and network diagram. The author clearly specifies the requirements of a project management schedule plan which are factored in RALS project plan.

References

Andrew, F. (2014). Effects of risk management in projects. New York: Mc Graw Hill.

Bryde, Broquetas & Volm . (2013). The project benefits of building information modelling. International Journal of project management, 31(7), 971-980.

Burke, R. (2013). Project management: planning and control tecniques. New Jersey: Wiley publishers.

Gido & Clements. (2014). Successful project management. Chicago: Nelson Education.

Heagney, J. (2016). The project manager leader. In fundamentals of project Management. New York: Adventure works press.

PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI.