Project Management On RALS Rostering Project

Question:

Discuss about the Project Management on RALS Rostering Project.

Answer:

Introduction

RALS or Riverina Agriculture and Lifestyle Show were founded in the year 2000 by the BT and Sons farming Equipments. The show was organized in the month of November every year and it demonstrated the local business of the farmers, agricultural equipments and the lifestyle products manufactured by other companies. Coordination of the volunteers and media was required by the organization to demonstrate their live show. For the coordination they involved BT and sons, and later on Globex became a partner of the RALS because they have a strong engagement I the community and can manage the volunteers effectively. The management of the volunteers and the other activities like managing the donation and keeping records of the tickets were done manually and thus more time was required for the management of the whole process.

The report is prepared on the basis of implementation of rostering system on the RALS business process. The rostering process should be able to handle most of the operations of the volunteers like selling tickets, managing the donations, etc. which would reduce the number of volunteers and decease the time (Walker, 2015). For building the rostering system it is necessary to have a proper analysis on the current process and a scope management plan is built that includes the resources and the technology used for the project (Fitzsimmons & Fitzsimmons, 2013). A project schedule is also made to estimate the time required for the completion of the project. Finally a risk assessment and quality management plan is included in the report that states the various risk associated with the project and the quality of the system developed.

Measurable Organizational values

The main goal of the report is to have a proper analysis on the system requirement and resources available for the development of the rostering system for RALS. For the management of the project the MOV process is applied and this process covers the project in six steps such as:

Identification of areas of impact
Identification of the cost of the project
Development of the appropriate metric
Estimating the time to complete the project (Kerzner, 2013)
Verification and getting agreement from the stakeholders involved in the project.
Summarizing the values in a statement

For the development of the rostering system analysis of the information about the volunteers such as their name and address, roles, works for which organization, assigned task, etc. There is a need to give the project on time and the areas of impact of the project and are discussed in the following table

Rank	Areas of impact	Value	Metric	Time required
1	Customer	It increases the availability of the volunteers and thus providing better service to the customers	It reduces the work of the volunteers and the management to keep records of the volunteers (Leach, 2014).	3 months
2	Strategy	To acquire a greater percentage of share in the market providing a quality service to its customers.	To increase the share value by 15 percent	2 months
3	Financial	The organization saves money by investing on the agricultural investments and meeting all the requirements of the client.	The expense is cut down to 30%
4	Operation	The organizational values are measured and the cost of operation for the business expansion is decreased (De Waal, 2013).	The response time must be less and the customer should be highly satisfied using the service.	6 months
5	Social	The communication between the client and the system should be efficient and all the information of the volunteers should be captured.	It reduces the waiting time of the customer.	3 months

A better and faster rostering system can be obtained implementing the MOV in for the development of the automated system (Succar, Sher & Williams, 2013). The quality of information gained from the system is improved and the roles and the assigned task of the volunteers can be managed efficiently. The errors in the system would be reduced and it would take less time than the manual process (Schwalbe, 2015). With the implementation of the automated RALS information system it can gain ore profit and reduce the manpower for managing the system.

Scope Management Plan

Project Scope

The personal information gathered for the RALS information system must be secured from any unauthorized access. The data sharing between the management and the administration should be limited and an encryption technique may be applied (Lin & Tain-Dow, 2015). The manual system is replaced applying the web-based system and thus the time taken to complete the business process is reduced. The project should involve all the processes and the role of the volunteer and the portal must be accessible to the client and the volunteer. The data base should be handled by the DBA (Database administrator) and he should update the database frequently to provide up to date details to the client (Burke, 2013). The system should be flexible to adopt any change in their requirement of the client and all the requirements of the client should be met. The requirements can be understood clearly by involving the stakeholders in the various stage of development.

Roles and responsibilities of the developers involved in the project.

Roles	Responsibility
Project Sponsor	The sponsor is responsible for the collection of resources and money for the development of the project
Project Manager	The manager plans the project and divides the project into different parts like requirement analysis, planning, executing, design and project closure (Shahnazari, Pourzolfaghar & Mirza, 2013).
Project Scheduler	The scheduler divided the different parts of the development into time limits or the time it would take to complete the work.
Risk management	The risk manager finds the risk associated with the project and finds the ways to mitigate the risk (Woolliscroft et al., 2013)
Designer	The system designer analyses the requirement of the client and design the interface to meet the requirement (Haimes, 2015).
Analyst	The system analyst analyses the resource available for the development of the project
Business consultant	They give proper suggestion for the improvement of the project and finds the flaws in the system
Financial Manager	He is responsible for estimating and managing the budget of the project.

Technology applied

There are many tools and technology that can be applied for the development of the project. Mid-map, UML techniques, database model tools, programming languages and different libraries and frameworks can be applied for the development of the project. The development of the project requires resources like desktops or laptops with high end configuration and internet connection for accessing different sources (Woolliscroft et al., 2013). Different networking protocol and database security techniques can also be applied for building the system. A PERT chart and a Gnatt chart can also be applied to estimate the cost and time required for the completion of the project.

Training and facilities

The volunteers should be trained regarding the usage of the information system and upload of the necessary data. The volunteer information are entered into the system up to February 2017 and thus the employees and the stakeholders associated with the system would lack in information and thus it is necessary to provide them training for the proper utilization of the system.

Project Schedule and WBS

Project schedule

Task Mode	Task Name	Duration	Start	Finish	Predecessors	Resource Names
Auto Scheduled	Riverina Rostering system development	180 days	Thu 9/22/16	Wed 5/31/17
Auto Scheduled	Initialization phase	29 days	Thu 9/22/16	Tue 11/1/16
Auto Scheduled	Developing the SRS document	10 days	Thu 9/22/16	Wed 10/5/16		Executive sponsor, Requirement analyst
Auto Scheduled	Feasibility study of the existing system	7 days	Thu 10/6/16	Fri 10/14/16	3	project manager, Requirement analyst
Auto Scheduled	Identification of the requirements of the desired system	5 days	Mon 10/17/16	Fri 10/21/16	3,4	Requirement analyst
Auto Scheduled	Utilization of the project specifications	7 days	Mon 10/24/16	Tue 11/1/16	3,5	Developer, Requirement analyst
Auto Scheduled	Meeting with the management team and visitors of show	5 days	Mon 10/24/16	Fri 10/28/16	4,5	Accountant, Executive sponsor, project manager
Auto Scheduled	Appointing of development vendor	21 days	Mon 10/31/16	Mon 11/28/16
Auto Scheduled	Identification of the developement vendor	5 days	Mon 10/31/16	Fri 11/4/16	5,7	Accountant, project manager
Auto Scheduled	Analyzing the vendor capability and background	10 days	Mon 10/31/16	Fri 11/11/16	7	Accountant, Executive sponsor, project manager
Auto Scheduled	Planning of total time taken to complete	7 days	Mon 11/14/16	Tue 11/22/16	9,10	Executive sponsor, project manager
Auto Scheduled	Budget planning	4 days	Wed 11/23/16	Mon 11/28/16	11,10	Accountant
Auto Scheduled	Design Phase	38 days	Mon 11/14/16	Wed 1/4/17
Auto Scheduled	Improving the labour management	10 days	Mon 11/14/16	Fri 11/25/16	10	Accountant, Executive sponsor
Auto Scheduled	Start to build the system	18 days	Mon 11/28/16	Wed 12/21/16	14	Developer, project manager
Auto Scheduled	Improvement of installation process	5 days	Thu 12/22/16	Wed 12/28/16	11,15	Developer
Auto Scheduled	Understanding the system requirements for next built	5 days	Thu 12/29/16	Wed 1/4/17	16	Developer, project manager
Auto Scheduled	Milestone: Completion of design phase	0 days	Thu 9/22/16	Thu 9/22/16
Auto Scheduled	Implementation phase of the system at organization	32 days	Thu 1/5/17	Fri 2/17/17
Auto Scheduled	Start implementation according to business objectives	10 days	Thu 1/5/17	Wed 1/18/17	17,18	Developer, project manager
Auto Scheduled	Modification in the first built of the system	5 days	Thu 1/19/17	Wed 1/25/17	20	Developer, Requirement analyst
Auto Scheduled	Collection of resources and equipments for the project	12 days	Thu 1/26/17	Fri 2/10/17	21	Accountant, project manager
Auto Scheduled	Verification of the equipments and resources	5 days	Mon 2/13/17	Fri 2/17/17	22	Developer, project manager
Auto Scheduled	Testing phase	25 days	Mon 2/20/17	Fri 3/24/17
Auto Scheduled	test run of the system	7 days	Mon 2/20/17	Tue 2/28/17	22,23	Executive sponsor, project manager
Auto Scheduled	Carrying out the test plan	8 days	Wed 3/1/17	Fri 3/10/17	23,25	Software tester
Auto Scheduled	Analyzing the test result in real scenario	8 days	Mon 3/13/17	Wed 3/22/17	25,26	Risk manager, Software tester
Auto Scheduled	Presentation of the result	2 days	Thu 3/23/17	Fri 3/24/17	25,27	project manager, Software tester
Auto Scheduled	Milestone: acceptance of the test results by client	0 days	Thu 9/22/16	Thu 9/22/16
Auto Scheduled	Risk management phase	24 days	Mon 3/27/17	Thu 4/27/17
Auto Scheduled	Identification of the possible risks	7 days	Mon 3/27/17	Tue 4/4/17	28,29	Risk manager, Software tester
Auto Scheduled	presentation of the risks to the risk manager	2 days	Wed 4/5/17	Thu 4/6/17	31	project manager, Risk manager
Auto Scheduled	mitigation of the risks	7 days	Wed 4/5/17	Thu 4/13/17	31	Developer, Risk manager
Auto Scheduled	Registering the impacts of the risks	5 days	Fri 4/14/17	Thu 4/20/17	31,33	project manager, Risk manager
Auto Scheduled	Identify the impacts of the risks	15 days	Fri 4/7/17	Thu 4/27/17	32	project manager, Risk manager
Auto Scheduled	Milestone: Acceptance of the risk document by the client	0 days	Thu 9/22/16	Thu 9/22/16
Auto Scheduled	Closure of the project	24 days	Fri 4/28/17	Wed 5/31/17
Auto Scheduled	Evaluation of the functionality of the developed system	9 days	Fri 4/28/17	Wed 5/10/17	35	Executive sponsor, project manager
Auto Scheduled	Rolling out the finally developed project	15 days	Thu 5/11/17	Wed 5/31/17	38	Developer, project manager
Auto Scheduled	Milestone: Installation of the final system to the organization	0 days	Wed 5/31/17	Wed 5/31/17	39

WBS

Project risk and planning

Assumptions

It is accepted that the project finishes inside the evaluated time and in addition the estimated spending plan. It is likewise expected that the task is directed by tailing every one of the tenets and controls of the association. All the task colleagues ought to take after the rules so it will morally finish the venture arrangement without impacting anybody (Bavota et al, 2012). It is likewise accepted that the endorsement from the task supervisor will go inside few days in the wake of presenting the configuration of RALS rostering framework.

Identification of Risk

Risks	Member associated with the risk	Details	Mitigation technique
Technical risk	System Analyst	The network or the server may not work properly and this may cause the system to become down.	The servers and the networks should be monitored regularly and there is a need to run maintenance at a regular internal of time (Schwalbe, 2015).
Financial risk	Financial Manager	There may be extra expense and this may cause shortage in the budget plan.	A proper budget plan is required to be made with some extra money kept for emergency conditions.
Lack of resource	Project Manager	If the estimation is not calculated properly or the requirement is not understand it may delay the project progress (Burke, 2013).	A proper analysis is required to be done and using of cost estimation tool can help to mitigate this issue.
Loss of manpower	Project Manager	If any team member becomes ill or has less skill to manage the work it increases the pressure on the skilled workers and the manpower is lossed (Kerzner, 2013).	To release the work pressure some extra team members must be reserved.
Risk in privacy	Project Manger	The collected information about the volunteers should be kept securely during the development process as it may cause intruder to misuse their information (Walker, 2015).	The digital signature and the information of the volunteers should be kept securely with some added protection.

Quality management Plan

Project Name: RALS rotering project	Project Manager Name
Type	Reason	Time taken	Owner	Method	Status
Expense Authorization	The expense for the development of the project must be done from a single person and it reduces the chance of misuse.	2 month	Financial Manager	Managing of the expense	Open
Documentation of the project	The status of the project must be documented daily	1 month	Project manager	Monitoring of the progress of the project	Closed
Work break down structure	It makes easy to identify the task assigned.	3 month	Project Manager	Inspection of the work of the development team	Open
Project plan	A proper analysis is done on the requirement of the client.	1 month	Project Manager	Review of the project that if it is developing based on the planning	Closed
Risk plan	Review of the risk arising during the development of the project	4 months	Risk manager	Review of the framework	Open
MOV	It identifies the stakeholders associated with the project	2 month	Project manager	monitoring	Closed
Training material	Training manual is provided to the team members to increase their efficiency.	3 month	Project manager	Presentation and journals	Open

Conclusion

The report concludes that the Riverina Agriculture and Lifestyle show activities to make a management system for removing their manual process and dependency on the volunteers. The current business process is automated and RALS outsource for the development of their process. The new information system would take nearly 6 month for its completion and the system would be capable of managing the volunteer information and provide effective service to the customers. It would also reduce the pressure from the staffs gather information about the different volunteers and agencies involved in the process it is necessary to develop the rostering system. The report discusses about the development of the project and the involvement of the team members for conducting the project development.

References

Bavota, G., De Lucia, A., Fasano, F., Oliveto, R., & Zottoli, C. (2012, June). Teaching software engineering and software project management: An integrated and practical approach. In Proceedings of the 34th International Conference on Software Engineering (pp. 1155-1164). IEEE Press.

Burke, R. (2013). Project management: planning and control techniques.New Jersey, USA.

De Waal, A. (2013). Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan.

Fitzsimmons, J., & Fitzsimmons, M. (2013). Service management: Operations, strategy, information technology. McGraw-Hill Higher Education.

Haimes, Y. Y. (2015). Risk modeling, assessment, and management. John Wiley & Sons.

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Leach, L. P. (2014). Critical chain project management. Artech House.

Lin, L. M., & Tain-Dow, L. E. E. (2015). Symbolic Economy and Creative Management: Cultural and Creative Industries Urging for New Approaches.Journal of Cultural Management and Policy, 57.

McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative risk management: Concepts, techniques and tools. Princeton university press.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Shahnazari, M., Pourzolfaghar, Z., & Mirza, M. N. (2013, January). A Review of Project Managerial Aspects Influenced by Emotional Intelligence. InECMLG2013-Proceedings For the 9th European Conference on Management Leadership and Governance: ECMLG 2013 (p. 475). Academic Conferences Limited.

Succar, B., Sher, W., & Williams, A. (2013). An integrated approach to BIM competency assessment, acquisition and application. Automation in Construction, 35, 174-189.

Walker, A. (2015). Project management in construction. John Wiley & Sons.

Woolliscroft, P., Relich, M., Caganova, D., Cambal, M., Sujanova, J., & Makraiova, J. (2013, October). The implications of tacit knowledge utilisation within project management risk assessment. In International Conference on Intellectual Capital and Knowledge Management and Organisational Learning(p. 645). Academic Conferences International Limited.

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