MOV – Measurable Organizational Value
A show is organized by the Globex Corporation in the month of November every year, where they present their agricultural and lifestyle equipment. The show is held for three consecutive days. Tickets are sold for the show and the money they earn by selling tickets are donated to the charitable trust ICV. The ticketing system is manual so the ticket counter gets overcrowded by people and some of them topple the fence to get inside the boundary without paying for the ticket. For controlling this situation the Globex Corporation decided to change its manual ticket booking system to web-based ticket booking system and then handed over the project to Virtucon.
Rank 1 – Customer: Now the customers will be delighted because they will no longer have to stand in the long queue for booking their tickets on the first day.
Rank 2 – Operational: The distribution of tickets will become more simple and easy than before.
Rank 3 – Finance: The financial condition will get increased as more tickets will be sold.
Rank 4 – Strategy: Globex Corporation will succeed now as more and more tickets will be sold and afterward they can donate more money to the ICV.
Rank 5 – Social: Now more tickets will be sold so Globex can donate more money to the Indigenous Community Volunteers (ICV) and will be able to show their social benefits or advantages.
Value 1 (Faster): Now the load of the ticket counter can be decreased as the tickets will be booked online by the customers before the start of the show, so the ticket incoming visitors will not be required to halt at the counter for transaction rather they can just show the pre-booked tickets to the volunteer and directly enter the premises. This will save the time and the system will work faster.
Value 2 (Do more): This positive outcome will inspire Globex to enlarge the show and develop more. By using this system RALS can rest assured of assessing the success rate of their show well before the start of the show and generate huge positive cash flow.
|
Metrics |
Target |
|
Beginning of capital production before the show begins. |
October onwards |
|
Decrease the load of work in the ticket counter and at the security gate to reduce the number of volunteers. |
During the show in November |
|
Growth in the ticket selling volume every year before the show begins in November. |
October onwards |
|
After the project implementation in the first year the growth of money collection and donation to ICV by 20%. |
End of November, after the show |
Define Scope (PreparePM, 2017) & (Safari Books Online, 2017): The main scope of this project is to make a web-based framework to allow all its customers to book their tickets online to limit the overload of work on the ticket counter and security gate.
Identify requirements: It needs the customer’s identity proof to log in for the first time, a secret ID with a scanner tag for identifying each visitor, to be secured from cybercrime; it should be simple and should be accessed from all electronic devices.
Scope Management Plan
In-Scope: While creating the web-based online ticket booking system, a new code for determining the proof of the customer, give a system which is easy to access, should contain all the necessary equipment and a scanner tag machine for checking the customer’s identity proof and the originality of the tickets too.
Out-of-Scope: all kind of after-sales services like the maintenance of the hardware and then providing training for continuous improvement and maintenance of the system or any other upgrading related matter. For availing such services, different orders are required to be awarded by Globex Corporation.
Deliverables: All the above-mentioned things should be contained in the ticket booking framework and it should be easy to understand and should be decent and valid.
People: Project Manager, Network Developer, Database Manager, Software Expert
Technology: Laptops, Internet Connections, Printer
Facilities: Office Accessories & other set-ups
Others: abroad travel for training
|
Resource Name |
Type |
Initials |
Max. Units |
Std. Rate |
|
Project Manager |
Work |
PM |
100% |
$125.00/hr |
|
Software Expert |
Work |
SE |
100% |
$85.00/hr |
|
Database Manager |
Work |
DM |
100% |
$90.00/hr |
|
Network Developer |
Work |
ND |
100% |
$110.00/hr |
|
WBS (Gordon & McDonough, 2016) |
Task Name |
|
1 |
Computerized Ticketing Facility Project |
|
1.1 |
Conceptualize and Initialize Project |
|
1.1.1 |
MILESTONE: Start of Project |
|
1.1.2 |
Task conceptualization |
|
1.1.3 |
Create Business case |
|
1.1.4 |
MILESTONE: Finish start organize |
|
1.2 |
Create Sanction and Plan |
|
1.2.1 |
MILESTONE: Start Develop sanction |
|
1.2.2 |
Build up the Project sanction |
|
1.2.3 |
Create Project Management design |
|
1.2.3.1 |
Extension Management |
|
1.2.3.1.1 |
Recognize prerequisite |
|
1.2.3.1.2 |
Characterize scope |
|
1.2.3.1.3 |
Create WBS |
|
1.2.3.2 |
Risk Management |
|
1.2.3.2.1 |
Distinguish Risk |
|
1.2.3.2.2 |
Assess Risk |
|
1.2.3.2.3 |
Create reaction design |
|
1.2.3.3 |
Cost Management |
|
1.2.3.4 |
Human Resource Management |
|
1.2.3.5 |
Purchase Management |
|
1.2.4 |
MILESTONE: Finish Plan |
|
1.3 |
Analyze the Requirement |
|
1.3.1 |
MILESTONE: Start of Analyzing criteria |
|
1.3.2 |
Break down the necessity |
|
1.3.3 |
Build up a liquidation design |
|
1.3.4 |
MILESTONE: Finish the liquidation design |
|
1.4 |
Plan |
|
1.4.1 |
Database |
|
1.4.1.1 |
MILESTONE: Start of Design |
|
1.4.1.2 |
Plan Database |
|
1.4.1.3 |
Create Database |
|
1.4.2 |
Framework |
|
1.4.2.1 |
Plan System |
|
1.4.2.2 |
Build up the framework |
|
1.4.3 |
MILESTONE: Finish the Design organize |
|
1.5 |
Test |
|
1.5.1 |
Develop test design |
|
1.5.1.1 |
Milestone: Start test design |
|
1.5.1.2 |
Create report |
|
1.5.1.3 |
Get it endorsed by RALS representative |
|
1.5.2 |
Direct test |
|
1.5.2.1 |
Plan for the test |
|
1.5.2.2 |
Test the framework |
|
1.5.3 |
MILESTONE: Finish Test Plan |
|
1.6 |
Execute |
|
1.6.1 |
Execute the framework |
|
1.6.2 |
Prepare the staff |
|
1.6.3 |
MILESTONE: Finish usage |
|
1.7 |
Close |
|
1.7.1 |
MILESTONE: Start to finish off process |
|
1.7.2 |
Present all documentation |
|
1.7.3 |
Create lessons learned |
|
1.7.4 |
MILESTONE: Finish Close-out stage |
|
1.8 |
Project Evaluation |
|
1.8.1 |
Create assessment criteria |
|
1.8.2 |
Assess the results |
|
1.8.3 |
MILESTONE: Finish Project |
|
WBS |
Task Name |
|
1 |
Computerized Ticketing Facility Project |
|
1.1 |
Conceptualize and Initialize Project |
|
1.1.1 |
MILESTONE: Start of Project |
|
1.1.4 |
MILESTONE: Finish start organize |
|
1.2 |
Create Sanction and Plan |
|
1.2.1 |
MILESTONE: Start Develop sanction |
|
1.2.4 |
MILESTONE: Finish Plan |
|
1.3 |
Analyze the Requirement |
|
1.3.1 |
MILESTONE: Start of Analyzing criteria |
|
1.4 |
Plan |
|
1.4.1 |
Database |
|
1.4.1.1 |
MILESTONE: Start of Design |
|
1.4.3 |
MILESTONE: Finish the Design organize |
|
1.5 |
Test |
|
1.5.1 |
Develop test design |
|
1.5.1.1 |
Milestone: Start test design |
|
1.5.3 |
MILESTONE: Finish Test Plan |
|
1.6 |
Execute |
|
1.6.3 |
MILESTONE: Finish usage |
|
1.7 |
Close |
|
1.7.1 |
MILESTONE: Start to finish off process |
|
1.7.4 |
MILESTONE: Finish Close-out stage |
|
1.8 |
Project Evaluation |
|
1.8.3 |
MILESTONE: Finish Project |
|
WBS |
Task Name |
Resource Names |
|
1 |
Computerized Ticketing Facility Project |
|
|
1.1 |
Conceptualize and Initialize Project |
|
|
1.1.1 |
MILESTONE: Start of Project |
|
|
1.1.2 |
Task conceptualization |
Project Manager |
|
1.1.3 |
Create Business case |
Project Manager |
|
1.1.4 |
MILESTONE: Finish start organize |
|
|
1.2 |
Create Sanction and Plan |
|
|
1.2.1 |
MILESTONE: Start Develop sanction |
|
|
1.2.2 |
Build up the Project sanction |
Project Manager |
|
1.2.3 |
Create Project Management design |
|
|
1.2.3.1 |
Extension Management |
|
|
1.2.3.1.1 |
Recognize prerequisite |
Software Expert |
|
1.2.3.1.2 |
Characterize scope |
Project Manager |
|
1.2.3.1.3 |
Create WBS |
Project Manager |
|
1.2.3.2 |
Risk Management |
|
|
1.2.3.2.1 |
Distinguish Risk |
Project Manager |
|
1.2.3.2.2 |
Assess Risk |
Project Manager |
|
1.2.3.2.3 |
Create reaction design |
Project Manager |
|
1.2.3.3 |
Cost Management |
Project Manager |
|
1.2.3.4 |
Human Resource Management |
Project Manager |
|
1.2.3.5 |
Purchase Management |
Project Manager |
|
1.2.4 |
MILESTONE: Finish Plan |
|
|
1.3 |
Analyze the Requirement |
|
|
1.3.1 |
MILESTONE: Start of Analyzing criteria |
|
|
1.3.2 |
Break down the necessity |
Database Manager |
|
1.3.3 |
Build up a liquidation design |
Software Expert |
|
1.3.4 |
MILESTONE: Finish the liquidation design |
|
|
1.4 |
Plan |
|
|
1.4.1 |
Database |
|
|
1.4.1.1 |
MILESTONE: Start of Design |
|
|
1.4.1.2 |
Plan Database |
Database Manager |
|
1.4.1.3 |
Create Database |
Network Developer |
|
1.4.2 |
Framework |
|
|
1.4.2.1 |
Plan System |
Database Manager |
|
1.4.2.2 |
Build up the framework |
Network Developer |
|
1.4.3 |
MILESTONE: Finish the Design organize |
|
|
1.5 |
Test |
|
|
1.5.1 |
Develop test design |
|
|
1.5.1.1 |
Milestone: Start test design |
|
|
1.5.1.2 |
Create report |
Software Expert |
|
1.5.1.3 |
Get it endorsed by RALS representative |
Project Manager |
|
1.5.2 |
Direct test |
|
|
1.5.2.1 |
Plan for the test |
Database Manager, Network Developer, Project Manager, Software Expert |
|
1.5.2.2 |
Test the framework |
Database Manager, Network Developer, Project Manager, Software Expert |
|
1.5.3 |
MILESTONE: Finish Test Plan |
|
|
1.6 |
Execute |
|
|
1.6.1 |
Execute the framework |
Software Expert |
|
1.6.2 |
Prepare the staff |
Software Expert |
|
1.6.3 |
MILESTONE: Finish usage |
|
|
1.7 |
Close |
|
|
1.7.1 |
MILESTONE: Start to finish off process |
|
|
1.7.2 |
Present all documentation |
Project Manager |
|
1.7.3 |
Create lessons learnt |
Project Manager |
|
1.7.4 |
MILESTONE: Finish Close-out stage |
|
|
1.8 |
Project Evaluation |
|
|
1.8.1 |
Create assessment criteria |
Project Manager |
|
1.8.2 |
Assess the results |
Project Manager |
|
1.8.3 |
MILESTONE: Finish Project |
Activities & its Costs
|
WBS |
Task Name |
Cost |
|
1 |
Computerized Ticketing Facility Project |
$246,000.00 |
|
1.1 |
Conceptualize and Initialize Project |
$10,000.00 |
|
1.1.1 |
MILESTONE: Start of Project |
$0.00 |
|
1.1.2 |
Task conceptualization |
$3,000.00 |
|
1.1.3 |
Create Business case |
$7,000.00 |
|
1.1.4 |
MILESTONE: Finish start organize |
$0.00 |
|
1.2 |
Create Sanction and Plan |
$71,200.00 |
|
1.2.1 |
MILESTONE: Start Develop sanction |
$0.00 |
|
1.2.2 |
Build up the Project sanction |
$7,000.00 |
|
1.2.3 |
Create Project Management design |
$64,200.00 |
|
1.2.3.1 |
Extension Management |
$17,200.00 |
|
1.2.3.1.1 |
Recognize prerequisite |
$10,200.00 |
|
1.2.3.1.2 |
Characterize scope |
$5,000.00 |
|
1.2.3.1.3 |
Create WBS |
$2,000.00 |
|
1.2.3.2 |
Risk Management |
$15,000.00 |
|
1.2.3.2.1 |
Distinguish Risk |
$5,000.00 |
|
1.2.3.2.2 |
Assess Risk |
$3,000.00 |
|
1.2.3.2.3 |
Create reaction design |
$7,000.00 |
|
1.2.3.3 |
Cost Management |
$12,000.00 |
|
1.2.3.4 |
Human Resource Management |
$5,000.00 |
|
1.2.3.5 |
Purchase Management |
$15,000.00 |
|
1.2.4 |
MILESTONE: Finish Plan |
$0.00 |
|
1.3 |
Analyze the Requirement |
$10,400.00 |
|
1.3.1 |
MILESTONE: Start of Analyzing criteria |
$0.00 |
|
1.3.2 |
Break down the necessity |
$3,600.00 |
|
1.3.3 |
Build up a liquidation design |
$6,800.00 |
|
1.3.4 |
MILESTONE: Finish the liquidation design |
$0.00 |
|
1.4 |
Plan |
$57,760.00 |
|
1.4.1 |
Database |
$36,400.00 |
|
1.4.1.1 |
MILESTONE: Start of Design |
$0.00 |
|
1.4.1.2 |
Plan Database |
$14,400.00 |
|
1.4.1.3 |
Create Database |
$22,000.00 |
|
1.4.2 |
Framework |
$21,360.00 |
|
1.4.2.1 |
Plan System |
$10,800.00 |
|
1.4.2.2 |
Build up the framework |
$10,560.00 |
|
1.4.3 |
MILESTONE: Finish the Design organize |
$0.00 |
|
1.5 |
Test |
$44,720.00 |
|
1.5.1 |
Develop test design |
$15,200.00 |
|
1.5.1.1 |
Milestone: Start test design |
$0.00 |
|
1.5.1.2 |
Create report |
$10,200.00 |
|
1.5.1.3 |
Get it endorsed by RALS representative |
$5,000.00 |
|
1.5.2 |
Direct test |
$29,520.00 |
|
1.5.2.1 |
Plan for the test |
$22,960.00 |
|
1.5.2.2 |
Test the framework |
$6,560.00 |
|
1.5.3 |
MILESTONE: Finish Test Plan |
$0.00 |
|
1.6 |
Execute |
$12,920.00 |
|
1.6.1 |
Execute the framework |
$4,760.00 |
|
1.6.2 |
Prepare the staff |
$8,160.00 |
|
1.6.3 |
MILESTONE: Finish usage |
$0.00 |
|
1.7 |
Close |
$22,000.00 |
|
1.7.1 |
MILESTONE: Start to finish off process |
$0.00 |
|
1.7.2 |
Present all documentation |
$15,000.00 |
|
1.7.3 |
Create lessons learned |
$7,000.00 |
|
1.7.4 |
MILESTONE: Finish Close-out stage |
$0.00 |
|
1.8 |
Project Evaluation |
$17,000.00 |
|
1.8.1 |
Create assessment criteria |
$5,000.00 |
|
1.8.2 |
Assess the results |
$12,000.00 |
|
1.8.3 |
MILESTONE: Finish Project |
$0.00 |
Budget is not an issue for the Project
Resources shall be always available throughout the project, so no issue with their availability
Stakeholders are well identified and need not worry about their analysis, as Virtucon is a longtime consultant of Globex
Volunteers are well qualified so that they can be trained after the implementation of computerized ticketing system
|
Sl. No. |
Description (OpenCampus, 2017) & (Palmetto Document Systems, 2017) |
Probability (1 to 9) |
Impact (1 to 9) |
Product (P * I) |
Rank |
|
R.1 |
During initiation stage: stakeholders are not recognized |
7 |
9 |
63 |
1 |
|
R.2 |
During planning Stage: the scope of the work can get increased due to wrong requirement finalization of stakeholders |
6 |
8 |
48 |
3 |
|
R.3 |
During execution stage: If the work is not managed by the stakeholders properly it can cause many problems in the project. |
8 |
7 |
56 |
2 |
|
R.4 |
During monitoring & controlling stage: because of wrong selection of stakeholder, there is threat of abnormal increase in project scope |
4 |
7 |
28 |
4 |
|
R.5 |
During close-out & evaluation stage: incomplete submission of all procurement documents may delay the project and cost may get increase |
2 |
5 |
10 |
5 |
Rank 1 (Owner – Project Manager) (Science Enginerng Medicine, 2017): All the accomplices should be identified properly and the project work should be checked again and again the occurrence of every change in the project.
Rank 2 (Owner – Project Manager): Earlier than concluding anything all the identified essentials should be discussed.
Rank 3 (Owner – Project Manager): After doing the associates’ clear evidence suitably they should be altered as per the necessity.
Rank 4 (Owner – Project Manager): In each stage expert study like degree check methodology should be done.
Rank 5 (Owner – Project Manager): All the conclusions of every different stage should be submitted in the last stage after the movement of the decreased numbering up.
The team members should try to maintain required quality of the things and should meet the stakeholder’s expectations. To avoid the need of increased time, everything should be checked wisely by the end of each stage. All the requirements should be fulfilled with a quality standard and given time. All the workers should focus on their work to prevent further escalation.
|
Activity |
Target |
|
The project should be delivered on time. |
30-May-2018 (schedule for project completion) |
|
All the needs of the customers should meet. |
30-May-2018 |
|
The money spent on each and every work of the project should not exceed the overall project’s budget. |
Throughout the project |
|
The risks of this project ought to be recognized and the changes made should be received in the middle of each stage. |
Throughout the project |
Validation Activity
|
Activity |
Target |
|
Before closing the project, all deliverables must be delivered as per the baseline schedule time & cost |
30-May-2018 |
|
All the required Quality Standards are met |
30-May-2018 |
|
After completing each stage, all the criteria need to be checked to assure regarding the proper delivery |
Throughout the project |
|
Validate the deliverables against the stakeholder’s requirement list |
Throughout the project |
(Lewinson, 2011)Earned value criteria could be maintained throughout the project & CPI, SPI was more than 1
All the quality features/standards are met
If any deviation, then it has been routed through the proper channel of change management system
All the expectations noted of high interest and high influential stakeholders are met
All the procurement documentation is submitted in total, none of them are missed
All the resource has been informed regarding their demobilization plan
Lessons learned is recorded after conducting a meeting with the hardcore project team, RALS representatives and other employees of Globex Corporation
Has the ticket booking started before the show?
Could the revenue growth cross the figure of 5% more than the last year’s collection?
Has more money could be donated to ICV?
Has the excessive pressure on volunteers to control the crowd could be minimized?
References
Gordon, A., & McDonough, M. (2016). What is a Work Breakdown Structure? Retrieved September 28, 2017, from brighthubpm.com: https://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/
Lewinson, M. (2011, January 17). Project Closure Template – Key Steps to Closing a Project. Retrieved September 28, 2017, from MyManagementGuide.com: https://www.mymanagementguide.com/project-closure-template-key-steps-to-closing-a-project/
OpenCampus. (2017). Risk categories. Retrieved September 28, 2017, from www.greycampus.com: https://www.greycampus.com/opencampus/project-management-professional/risk-categories
Palmetto Document Systems. (2017). Retrieved September 28, 2017, from Risk Plan: https://www.method123.com/risk-management-plan.php
PreparePM. (2017). Project Scope Management. Retrieved September 28, 2017, from https://preparepm.com: https://preparepm.com/notes/scope.html
Safari Books Online. (2017). 5.3 Define Scope. Retrieved September 28, 2017, from Safari Books: https://www.safaribooksonline.com/library/view/a-guide-to/9781935589679/sub5.3.xhtml
Science Enginerng Medicine. (2017). Retrieved September 28, 2017, from Chapter: 5 Risk Mitigation: https://www.nap.edu/read/11183/chapter/7#51
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