Electronic Online Based Ticketing Application System – Project Scope, Resources, Deliverables, And Stakeholder Expectations

Measurable organization values

The project aims to deliver an electronic online based ticketing application system in which the customer can visit the website and buy tickets for the annual Riverine agriculture and lifestyle show (RALS). The focus of the project is to reduce delays in purchasing tickets during the eventful day and increase amount collected from the gate. The project will be useful in reducing the number of community volunteers who will be engaged. Overall the organization can be able to obtain value from implementing the project these values can be categorized into: strategy, financial, operational, customer and social. The extent of the value varies with the phases of implementation and impact created by the project. The phases of the project include: conceptualization, planning, execution and project closure. Table 1 ranks the project measurable organization values (Burke, 2013).

Table 1 Measurable organization values

The value selected is on the client. The ranking will be as follows:

Better – the implementation will increase efficiency and quality service delivery to customers

Faster – clients will be able to efficiently access tickets at convenient times

Cheaper – the purchase of the tickets will be cheaper the client will not need to travel.

Do more – the use of the service will increase the attendance to the show

Stakeholders are important entities in any project delivery. Different stakeholders have different needs and expectation in which project team need to take in considerations (Heagney, 2016). RALS stakeholders are indirectly and directly affected by the project delivery and execution. Table 2 shows different expectations of stakeholders.

It defines the project boundaries of things to be accomplished (Kloppenborg, 2014). The scope items will include: inclusions/exclusions, objectives, aims, milestones and project charter.

Project charter: Provides summarized descriptions of the project. Table 3 shows the project charter.

Project justifications: The implementation of the electronic online application ticketing system was on the basis of the current system which is slow and creates slippage of revenue generated (Kendrick, 2013). During the event it is reported that the current system causes delays during ticketing and it’s unfriendly to the process. If adopted the application system will allow easy accessibility to tickets and increased accountability.

Project deliverables: Deliverables are main events that it will take place in accomplishing project goals. The deliverables include:

1. Development of electronic application ticketing system
2. Provide barcode scanners for verify ticketing
3. Provision of cell phones to volunteers cellphones for communication
4. Create a tracing locality for lost goods during the event
5. Provide a customer help desk to various users
6. Provision of both printed and electronic tickets
7. Facilitate evaluation and closure of the project

Project requirements: Requirements are items utilized to accomplish project deliverables (Burke, 2013). The requirements of the project include: tools and equipment’s, application system, technical staff, barcodes, and walk talkies.

Stakeholder expectations

In frame/out frame items: This defines activities and functions that need to be done or will not be done. Examples of items that will be found in the in frame include: plan development, application development, buying of walk talkie, barcode scanners provision, electronic and printed tickets. Examples of items that will be found out frame include: not training the volunteers, advertising for the tickets, and payment of volunteers.

Scope verifications: It is provisions provided to project sponsors to make approval on the specifications and progress of the project. It represents the resources consumed by the project to ensure deliverable are achieved.

Scheduling is a critical component of any project delivery because it involves a process in which project activities are set to be achieved (Hedman, 2013). The project schedule is prepared in order to take consideration of the time available and resources in achieving objectives. The project will utilize work breakdown structure, Gantt chart and network diagram to schedule the various project activities.

Project resource assignment: Each of the project activities will be allocated resources with individuals in charge of the process. The allocation of the resources is shown in figure 1 which shows a task sheet.

Work breakdown structure (WBS) and Gantt charts: RALS project activities will be divided in smaller units, tasks and work packages that can easily be managed. WBS is a project tool that divides projects into subprojects, tasks, and work packages while Gantt chart is a tool used to sequence activities according to the time they are planned to be implemented. The main deliverables of the project will be divided into subtasks. Figure 2 shows a summary of WBS and Gantt chart generated using MS project software.

Network diagram: it’s a useful scheduling tool that indicates the longest and shortest times to achieve project goals. The project network is used to generate critical path method (CPM) shown in red color. The CPM was generated from the various work packages and tasks of the project. Figure 3 shows the critical path of the project.

RALS project faces a number of uncertainties or happening which may affect the project delivery. The project team needs to identify, analyze and mitigate them. The management of the risks can be done through a risk register. Risks can be categorized into positive and negative risks. Positive risks are those that can enhance project performance while negative are those that can hinder project performance (Andrew, 2014). The project assumed that the risks will be mitigated and will not lead to project closure.

Project charter

Risks identification for the project will be through brainstorming with stakeholders and seeking opinions from experts. The five risks were identified and categorized according to the phases of the project. Table 4 shows identification of risks as per project phases.

The risks analysis of the project can be done using an impact/probability matrix (Andrew, 2014). The analysis will be useful in providing ranking and suitable potential responses. Table 5 shows the probability/impact matrix for the identified risks.

Ranking from analysis was based on the impact caused by the risk and probability or likelihood of the risks occurring. Rank 1 =RR3 (high risk & impact high), Rank 2 = RR5 (high impact/probability), Rank 3= RR2 (high impact & low probability), Rank 4= RR4 (high probability & low impact), and Rank 5 =RR1 (low impact and probability).  

Potential responses for the risks: once the risks have been identified, and analyzed the potential risks can be mitigated using a risk management plan which is recorded in a risk register. Table 6 shows a potential response plan for the project.

Quality in any project defines performance delivery of a process in satisfying its customer needs (Burke, 2013). RALS project objective is to provide an application system that will perform efficiently and effectively in eliminating delays in ticketing systems during events. The quality philosophy to be adopted by the project will be on PDCA cycle that quality of processes will be planned, developed, communicated to relevant stakeholders, and action taken to ensure quality is maintained and managed.

Quality verification: it is a critical component in ensuring that the processes are following the required standards and deliverables. Table 7 shows a summary of how quality verifications would be done on products and processes.

 Quality validations: It is useful in projects in ensuring that the project conforms to standards, expectations and legislations. Table 8 shows a summary of quality validations for the project.

Project evaluation will take place in three phases. It will be done during inception, execution and closure of the project (Heagney, 2016). The essence is providing rating of performance and learning lessons of the project. The project evaluation will be done by an external body of experts covering: processes and products of the project.

Project closure will take place once the goal of the project has been achieved. The goal of the project will be ensuring that the electronic website ticketing works without any difficult. Once evaluation has taken place and customer is satisfied the project will be handed over to the sponsor after all the closure items in the checklists have been met. Table 5 shows the project closure checklists.

References

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

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

Heagney, J. (2016). Fundamentals of project management. AMACOM: American management association .

Hedman, K. (2013). Project management professional exam study guide. Indianapolis: Wiley.

Kendrick, T. (2013). The project management tool kit: 100 tips and techniques for getting the job done right. . AMACOM Div: American management Assn.

Kloppenborg, T. (2014). Contemporary project management. London: Nelson Education.