Part One:
|
Name of Project: “Riverina Agriculture and Lifestyle Digital Ticketing System” |
|
|
Start Date |
December 10, 2009 |
|
Team Member |
Contact Details |
|
Mr Masa Green |
59734-2275 |
|
Mr Vidal Rickard |
49726-2468 |
|
Mr Moray Peralta |
24357-0505 |
|
Overview of the Project: The first show organized by the RALS was in the year and the show is held annually every year in the month of November. The community display and represents the local farmers, lifestyle products and the agricultural product suppliers. The number of audience for the show are increasing and hence the decision for the implementation of the digital ticketing system. |
|
|
Project Description: The RALS committees are looking to implement a computer based system for the ticketing system that is currently being done manually. In the current system the tickets are being purchased at the gates in the system and this is causing various types of problems in the system. Hence, the company is looking to implement this digital ticket system for the benefit of the company. This would enable the company to implement digital tickets that would be increasing the efficiency of the system and also reduce the anomalies in the system. |
|
Name of Member |
Role in the project |
Skills and knowledge |
|
Mr Masa Green |
Project Manager |
Leadership Qualities, Team management, Project management, Communication Skills |
|
Mr Vidal Rickard |
Business Analyst |
Analytic Skills, Logical Reasoning Skills, Risk Identification, Risk Mitigation |
|
Mr Moray Peralta |
Software developer |
Software Engineering, Database Knowledge, Technical Skills, Coding and Decoding |
|
Team Member Name |
Roles |
Responsibility |
|
Mr Masa Green |
Project Manager |
· Project management · Project Proposal · Project Monitoring · Project Closure |
|
Mr Vidal Rickard |
Business Analyst |
· Identification of project requirements · Analysis of the project design · Risk Management |
|
Mr Moray Peralta |
Software developer |
· System design · System Development · System analysis |
|
Team Member |
Location |
Meeting Times |
Ways of communication |
Information Stored/Documented |
|
Mr Masa Green |
Project Site |
10:00 am to 5 pm |
Face-to-face, phone, Email |
Stored in fax and mail |
|
Mr Vidal Rickard |
Project Site |
10:00 am to 5 pm |
Face-to-face, phone, Email |
Stored in fax and mail |
|
Mr Moray Peralta |
Project Site |
10:00 am to 5 pm |
Face-to-face, phone, Email |
Stored in fax and mail |
|
Name |
Date |
Signature |
|
Mr Masa Green |
12/10/09 |
Magreen |
|
Mr Vidal Rickard |
12/10/09 |
vidal_rickard88 |
|
Mr Moray Peralta |
12/10/09 |
Morayperalt |
|
Time |
Phase of the Project |
Scribe |
Organizer |
Mode of communication |
|
Providing the idea of the project |
Project proposal |
Mr Vidal Rickard Mr Moray Peralta |
Project manager |
Face-to-face, phone, Email |
|
Identifying the requirements of the project |
Project design |
Mr Masa Green Mr Moray Peralta |
Business analyst |
Face-to-face, phone, Email |
|
Analysis of the design for the project |
Project design |
Mr Moray Peralta Mr Masa Green |
Business analyst |
Face-to-face, phone, Email |
|
Identification of the requirements of the project |
Project design |
Mr Masa Green Mr Vidal Rickard |
Software developer |
Face-to-face, phone, Email |
|
Analysis of the implemented system |
Testing phase |
Mr Masa Green Mr Moray Peralta |
Business analyst |
Face-to-face, phone, Email |
The identification of the significant stakeholders in the project is essential for the developing of the efficient communication plan while developing the rostering system project.
|
Stakeholders |
Role Description |
|
Owner of virtucon |
Provider of the project |
|
Owner of globex |
Client |
|
Staffs at virutcon |
Implementation of the system |
|
Staffs of globex |
Training for the system |
|
Customers of virtucon |
Benefitted by the system |
|
Customers of globex |
Use the system and also provide a feedback |
|
Who |
What |
Why |
When |
How |
|
Business analyst |
Analysis of the system |
To keep the system updated and performing the monitoring processes. |
Whenever |
Face-to-face, phone, Email |
|
Software Developer |
Detection of the errors in the system |
For keeping the system error free and reducing the complexity of the system. |
Whenever required |
Face-to-face, phone, Email |
|
Project manager |
Managing the project |
This would improve the efficiency of the project |
At the start of the project and at the end of the project |
Face-to-face, phone, Email |
|
Project Name: |
RALS Digital Ticket System Development Project |
||
|
Project Manager: |
Mr Masa Green |
||
|
Start Date: |
10/12/09 |
End Date: |
4/30/10 |
|
Acceptance Criteria |
Person Responsible |
Check if Achieved |
|
|
Identifying goals |
Project Manager |
||
|
Indentifying the functional and the non-functional requirements |
Business Analyst |
||
|
System development |
Software Developer |
||
|
Maintaining schedule |
Project Manager |
||
|
Marinating the WBS |
Project Manager |
||
|
Maintaining budget |
Project Manager |
||
|
Testing |
Software Developer |
||
|
Risk management |
Business Analyst |
||
|
Sign-off the members |
Project Manager |
|
Projects MOV |
Evaluation Process |
|
Financial value |
The project has to be completed within the budget |
|
Operational value |
The project has to be completed within the scheduled deadline |
|
Customer value |
The efficiency of the project has to be increased and they should receive positive feedback from them. |
|
Strategic Value |
The complexity of the system is too be reduced |
I have been working as the project manager for the RALs project. The project involves the implementation of the digital ticket system. The project would make the system very efficient and would also reduce the complexity of the project. The project would also be benefitting the customers who are buying the tickets and also the companies that are having more efficient procedures for their systems. I as the project manager for this project have gained a lot of experience and also would be ready for more challenges and can take on more projects.
References
Ahsan, K., Ho, M., & Khan, S. (2013). Recruiting project managers: A comparative analysis of competencies and recruitment signals from job advertisements. Project Management Journal, 44(5), 36-54.
Alberghini, E., Cricelli, L., & Grimaldi, M. (2014). A methodology to manage and monitor social media inside a company: a case study. Journal of Knowledge Management, 18(2), 255-277.
Böhm, C. (2013). Cultural flexibility in ICT projects: A new perspective on managing diversity in project teams. Global Journal of Flexible Systems Management, 14(2), 115-122.
Chipulu, M., Neoh, J. G., Ojiako, U. U., & Williams, T. (2013). A multidimensional analysis of project manager competences. IEEE Transactions on Engineering Management, 60(3), 506-517.
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.
Fantozzi, M., Popescu, I., Farnham, T., Archetti, F., Mogre, P., Tsouchnika, E., … & Bimpas, M. (2014). ICT for efficient water resources management: the ICeWater energy management and control approach. Procedia Engineering, 70, 633-640.
Holzmann, V. (2013). A meta-analysis of brokering knowledge in project management. International Journal of Project Management, 31(1), 2-13.
Jugdev, K., & Mathur, G. (2013). Bridging situated learning theory to the resource-based view of project management. International Journal of Managing Projects in Business, 6(4), 633-653.
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.
Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803.
Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.
Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.
Rezgui, Y., Beach, T., & Rana, O. (2013). A governance approach for BIM management across lifecycle and supply chains using mixed-modes of information delivery. Journal of Civil Engineering and Management, 19(2), 239-258.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on Business Process Management 1(pp. 105-122). Springer Berlin Heidelberg.
Silvius, A. J., & Schipper, R. P. (2014). Sustainability in project management: A literature review and impact analysis. Social Business, 4(1), 63-96.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.
Turner, R. (2016). Gower handbook of project management. Routledge.
Verburg, R. M., Bosch-Sijtsema, P., & Vartiainen, M. (2013). Getting it done: Critical success factors for project managers in virtual work settings.International Journal of Project Management, 31(1), 68-79.
Yang, L. R., Chen, J. H., & Wang, H. W. (2012). Assessing impacts of information technology on project success through knowledge management practice. Automation in Construction, 22, 182-191.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
