Part One: MOV - Measurable Organisational Value (This is the goal of the project and is utilised to define the value that your team project will bring to your client) • Identify the desired area...

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Part One:
MOV - Measurable Organisational Value
(This is the goal of the project and is utilised to define the value that your team project will bring to your client)
• Identify the desired area of impact - Rank the following areas in terms of importance: Strategy / Customer / Financial / Operational / Social
• With reference to your project, identify one or two of the following types of value:
• Better - is improving quality important to your client?
• Faster - does your client want to increase efficiency?
• Cheaper - is cutting costs important?
• Do more - does your client want to continue its growth?
• Develop an appropriate metric - this sets the target and expectation of all the stakeholders. It is important to determine a quantitative target that needs to be expressed as a metric in terms of an increase or decrease of money.
• Determine the timeframe for achieving the MOV - ask yourselves, when do we want to achieve this target metric?
• SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE
(Note: the MOV should inform everyone what the project will achieve, not how it will be achieved. It should also focus on the organisation, not on the technology that will be used to build or support the information system).
Part Two:
Define Scope and produce a Scope Management Plan
Define the scope of the project and detail how the scope will be managed.
Provide a list of Resources
Identify and detail the resources for the project using MS Project where appropriate, including:
• People (and their roles), plus any extra personnel that is required for the project.
• Technology - any hardware, network and software needs to support the team and your client.
• Facilities - where will most of the teamwork be situated?
• Other - for example, travel, training etc.
Part Three:
Using MS Project, develop a schedule using a high level Work Breakdown Structure (WBS). It should include:
• Milestones for each phase and deliverable
• This will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.
• Activities / Tasks
• Define a set of activities / tasks that must be completed to produce each deliverable.
• Resource Assignments
• Assign people and resources to each individual activities.
• Estimates for Each Activity / Task
• Develop a time estimate for each task or activity to be completed.
Part Four:
Project Risk Analysis and Plan
• Document any assumptions you have made about the project
• Using the Risk Identification Framework as a basis, identify five risks to the project – one for each of the five phases of the methodology.
• Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk.

Part Five:
Quality Management Plan. It should include:
• A short statement that reflects your team’s philosophy or objective for ensuring that you deliver a quality system to your client.
• Develop and describe the following that your project team could implement to ensure quality;
o A set of verification activities
o A set of validation activities

Part Six: 550 words

Closure and EvaluationResearching for the closure checklist and project evaluation
a. To prepare for this task, you will be required to provide an annotated bibliography.
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

b. 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.

Answered Same DaySep 27, 2019Swinburne University of Technology

Answer To : Part One: MOV - Measurable Organisational Value (This is the goal of the project and is utilised to...

David answered on Nov 25 2019
59 Votes
Running Header: Assessment Item 3 – Rals Ticketing System     1
Assessment Item 3 – Rals Ticketing System         2
Assessment Item 3 – Rals Ticketing System
Assessment Item 3 – Rals Ticketing System
Part One – Measurable Organizational Value
Area of Impact
The objective of this project is to transform and replace the existing manual ticketing system for the Rals event. In this context, the areas of impact within the organization in terms of ascending order of significance are listed as follows,
1. Custom
er – The project outcome shall enhance the overall quality of service such that customers find it easier, friendly and seamless in planning and purchasing tickets for the event with least efforts.
2. Operational – The project outcome shall enhance the overall operational efficiency at the organization by way of automating the manual ticketing process leading to increased productivity and service effectiveness
3. Financial – The project outcome shall enhance the financial performance in terms of reduction in ticketing sales e
ors, revenue leakages due to human e
ors, etc.
4. Strategy – The project outcome shall enhance the strategic effectiveness of the organization’s growth by way of enabling it to be better positioned and capable to handle exponential growth in sales
5. Social – The intended project outcomes are limited to the business operations and its engagement with customers. The social benefits are negligible.
Value to Organization
While the objective / scope of the project its ticketing process such that it becomes faster and efficient, the most important value to the organization is the enhancement of the service quality offered to its end customers (Kerzner, 2013; Larson & Gray, 2013; Gido et al., 2014).
Performance Metrics
The key set of performance metrics that needs to be used by the organization to measure the attainment of the organizational value planned from the project are as follows (Kerzner, 2013; Larson & Gray, 2013; Gido et al., 2014),
· Decrease in customer complaints specific to the ticket purchase experiences
· Decrease in revenue leakages due to human e
or in the ticketing process
Timeframe
After the completion of the project and once the new ticketing system is implemented at the organization, the value to the organization should be noted within a month from its roll over. The metrics shall be measured, monitored and reviewed on a weekly basis starting from the end of first month after its implementation (Kerzner, 2013; Larson & Gray, 2013; Gido et al., 2014).
Summary
While the objective / scope of the project is developing ticketing systems such that it becomes faster and efficient, the most important value to the organization is the enhancement of the service quality offered to its end customers.
Part Two – Scope Management Plan
Project Scope
This proposed system to be designed and implemented is an integrated form of ticketing system which shall enable visitors in booking the tickets across online application system that can be accessed from multiple set of interfaces like mobile applications, websites, kiosks, counter sales, kiosk sales, etc. Customers who shall be booking their tickets shall be able to book for varied options offered like for complete events, access to partial event, bulk corporate access, and other such customization. Amongst key set of objective the development of this system is intended to reduce complexities prevailing in existing process, streamlining the processes as well as creating system that is hassle free for ticketing as well as information system generation.
In terms of project scope, the same is detailed as follows (Kerzner, 2013; Larson & Gray, 2013; Gido et al., 2014),
Project delivery / outcome – A fully functional and complete automated ticketing system that is capable to be linked and fully workable across multiple channels like mobile applications, websites, kiosks, counter sales, kiosk sales, etc. and offer all required flexibility / possible customization to the end customer to book tickets in a seamless and effective manner.
Project Costs – The allocated budget for the project is USD 500,000 for complete delivery of the project.
Project Schedule – The end to end planning, design, implementation and the completion of the project shall be undertaken within 3 months.
Stakeholder Registe
Project Management Office
    Project Team Members
    Role
    Sandeep B
    Project Coordinato
    Harsha D
    Project Designe
    Chandu D
    Project Develope
    Sai Kalyan G
    Project developer
    Mr. I
    System Develope
    Mr. J
    System Develope
    Mr. K
    IT Interface Develope
    Mr. L
    IT Interface Develope
Project Support Team
    Personnel
    Designation
    Role
    Mr. A
    Manager – Operations
    Support project team with system design & implementation
    Mr. B
    Manager – Ticketing Process
    Support project team with system design & implementation
    Mr. C
    Manager – Customer Service
    Support project team with system design & implementation
    Mr. D
    Manager – MIS
    Support project team with system performance...
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