Project Management on RALS Rostering Project Globex B T and Sons

Question: Discuss about theProject Management on RALS Rostering Project forGlobex B T and Sons. Answer: Introduction Prior to the establishment of the Globex B T and Sons started the Annual Riverina Agricultural and Lifestyle show in the year of 2000. The entire set up of the show was dependent on the volunteers of the show, this was making the entire system less effective and the popularity of the show was getting diminished. The show presented the local products of the farmers, various life styles of the local business holders as well as promotes the agricultural equipments in front of their concerned customers and audiences. The volunteers of the show maintain the entire management system of the show: sales of the ticket, cleanliness of the platform of performance, information collection, collection of sponsors etc. This report is proposing a Rostering project for RALS in order to resolve the problems raised due to the dependency on the volunteers within RALS. This rostering system was able to manage all the specific tasks that were performed by a group of volunteer within RALS. Selling of tickets, arrangement of the sponsors, managing individual events can be easily managed by the RALS. This project needs a structured plan with a proper scope related to it. All technological resources and equipments required for this project are being elaborate in this project. In addition to this risk assessment is also being discussed with a proper risk resolving technique. MOV (Measurable Organizational Value) of the Development Project The specific aim of this project is to provide a Rostering system to RALS for avoiding the dependency on the volunteers. This aspect involves so many measurable organizational values within this project. These measurable organizational values are customer, Financial details, Operational Performance, Social aspect and strategies applied in this project. in addition to this the stakeholder also add great value to this project as the measurable organizational value. Following tables elaborates the details of these MOVs in RALS. The MOV process within RALS involves the following steps to be followed: Steps Detailed Process Step 1 Recognition of the areas that provides more impact in the project Step 2 Analysis of the expenditure Step 3 Proper metric development for Rostering system Step 4 Estimation of the time schedule Step 5 Authentication of the agreements by involvement of the stakeholders Step 6 Evaluation of the valuable core areas of the project According to the above mentioned process RALS has to consider several impactful areas that will be beneficial for their rostering system. Areas to be focused Impact of the focused areas Rating of focused areas Time required Metrics Visitor Visitors are the main part of the show and they will be served well by the volunteers according to their demands 1 3 months Visitors are the core attribute of the show, therefore proper training of the volunteer will results into the availability of the visitors Strategies Strategic plan involved in the rostering system allows the management system of RALS to capture more revenues from the market 2 4 months Strategic plan will help to develop the efficiency of the RALS by 14% Operations Operations should be developed in order to maintain the development of RALS. 3 2months This aspect leads to the time saving and cost effectiveness of the system Social The communication between the clients and authority of RALS create a good social structure of the system. 4 5 months Reduce the inefficient nature of the manual system while considering the delivery of the service Financial Impact People with right skills will increase the cost saving. 5 7 months Development of the system will reduce extra expense by 40% Values Delivered by the Proposed System Value delivered by the system is considered by evaluating the impact of the stakeholders with respect to the ranking of the measureable organizational values. Measurable Organizational Value of the stakeholders can be elaborated with the help of the stakeholder matrix. In addition to this ranking of the valuable areas of the system can be described by focusing on the impacts of these valuable areas. Stakeholder Matrix Stakeholders Interest Domain of Interest Higher Management Team of Globex This team is always active to deliver the efficient and proper service to the clients of RALS Superior system, cost estimation Management authority of RALS Risk management and providing efficient service to the clients Cost effectiveness and superior system Volunteers of RALS Provide guidance to the clients and manages all events Improvement in service and fast service Employees of RALS Maintenance of the platform of RALS and keeps the efficiency high of RALS. Fast service and superior performance Ranking of Impacts of Valuable Areas Valuable areas Rating according to measurable organizational value Visitors Superior, Cheaper , faster service should be provided Financial Superior and cost effective features should be adopted Operational Superior, faster and improvement should be there in operational aspect Social Superior and improvement should be followed by RALS Strategy Improvement should be there in strategic thinking Scope Management for the Project The scope of the project is to capture the information from the volunteers and improvise the system management of RALS. Security of this information should be a matter of concern. All the information shared between the management and clients of RALS should be kept private. In addition to this all the manual transaction and other detailed information system should be replaced by cloud base or any kind of web based applications in order to resolve the inefficient nature of the conventional system. Interfaces should be there in between the management and clients in order to avoid conflicts. The entire system must be designed in the manner that the all the requirements from the clients can be resolved. Technological development requires the configured devices in the project. System documentation and training are two other important scope of this project that will provide the effective feature to the project. Technology to be Used in Developing the System Rostering system proposed for RALS is on web based or more specifically a cloud based system. Therefore any kind of cloud or web based system requires proper software and hardware set up to be present within the project in order to have a structured way of managing the project. Generally, for the project management purpose there are several specific technologies available, these technologies are UML project, Database tools for arranging the project elements in a integrative way and innovative programming languages. All of these above-mentioned technological tools should be present in the project in order to have accurate results. In addition to this, Grant chart, Pert charts are another important aspects that are helpful in developing the project. Networking devices are also helpful while considering the improvised system set up of the system. Roles and responsibilities of the developers in this project are explained as follows: Roles of the Developers Responsibilities of the Developers Project Manager The duty or responsibility of the project manager is to maintain the entire project in a structured way and obtained desired results with the help of the strategic planning for a rostering system. Project Sponsor Sponsors of the project are responsible for generating and collecting funds for the development of the project. Project Scheduler Project scheduler is one of the most important parts of any project. They generate the entire plan for the project in order to have the structured performance. Risk Manager Risk manager play the role of identifying the risk factors involved in the project and finds the mitigating process concerned with that particular risk. Designer Designers arrange all the tasks in a scheduled way so that the arrangement of the task will attract the customers and will result into a high quality of performance. Analyst The duty of the analyst is to collect the available resources in the project while considering the project resources. They arrange the resources according to the raised demands of the project. Business Consultant The core responsibility of the business consultant is to provide advice to the management authority of RALS in order to resolve the functional disorder within RALS as well as to find mitigating techniques of the Concerned risk factors. Financial Manager Financial manager of the concerned RALS arranges all the detailed information about the expenses involved within the project and also try to reduce the extra expenses involved within the project. Training to the End Users Rostering system is one automated and web based application. This aspect introduces the fact that users of this system as well as the operating heads of this system needs proper and effective training in order to have clear point of view about the system base and structure. Web based applications involves so many networking, technical elements within the project. The functionality of each element should be clear to the each member of RALS. The entire system should not involve more than 30 user as this will introduce more queries from each users and will increase the time span of the processing. Clients will get delayed results due to this structure. Therefore, less number of members in the group will result into effective training process. Project Schedule and WBS for Developing the Rostering System Schedules for the Development Task Name Duration Start Finish Predecessors Resource Names Rostering Systemm for RALS 445 days Fri 9/23/16 Thu 6/7/18 Determination of Specification 52 days Fri 9/23/16 Mon 12/5/16 Feasibility Study of the Conventional System 20 days Fri 9/23/16 Thu 10/20/16 Project manager,Requirement analyst,Developer,Risk manager Business Requirements Identification 15 days Fri 10/21/16 Thu 11/10/16 2 Requirement analyst,Executive sponsor SRS Documentation 9 days Fri 11/11/16 Wed 11/23/16 2,3 Project manager,Requirement analyst,Developer,Risk manager Arrangement of Meeting with Visitors and Members 8 days Thu 11/24/16 Mon 12/5/16 4 Project manager,Developer Development and Selection Team 78 days Tue 12/6/16 Thu 3/23/17 Vendor Selection for Development 30 days Tue 12/6/16 Mon 1/16/17 5 Accountant,Project manager,Executive sponsor,Requirement analyst,Risk manager Analysis of the Development History of the Vendors 20 days Tue 1/17/17 Mon 2/13/17 5,7 Executive sponsor,Requirement analyst,Risk manager Development Task Scheduling 8 days Tue 2/14/17 Thu 2/23/17 8 Developer,Project manager,System analyst Budget Plan for Development 20 days Fri 2/24/17 Thu 3/23/17 7,9 Accountant,Executive sponsor,Project manager,Requirement analyst,Risk manager Phase of the Design 195 days Fri 9/23/16 Thu 6/22/17 Improvement of Voluteer Management Module 50 days Fri 3/24/17 Thu 6/1/17 10 Developer,Project manager,Executive sponsor,Requirement analyst,Risk manager Developing the First Prototype 30 days Fri 3/24/17 Thu 5/4/17 9,10 Developer,System analyst Improving the Installation of the New System 20 days Fri 9/23/16 Thu 10/20/16 Developer,Project manager,Risk manager,System analyst Setermination of the System Requirements 15 days Fri 6/2/17 Thu 6/22/17 12,14 Project manager,System analyst,Developer,Requirement analyst Milestone: Design Stage Completion 0 days Fri 9/23/16 Fri 9/23/16 Implementation Phase of the System at Organizational Level 250 days Fri 6/23/17 Thu 6/7/18 Business Objectives Implementation 30 days Fri 6/23/17 Thu 8/3/17 15 Developer,Requirement analyst,Executive sponsor,Risk manager Requirements for the First Built of the System 20 days Fri 8/4/17 Thu 8/31/17 14,18 Developer,Project manager,Executive sponsor,Requirement analyst,Risk manager Acquisition of the Hardware and Sooftware set ups 200 days Fri 9/1/17 Thu 6/7/18 19,12 Accountant,Project manager,System analyst,Developer,Executive sponsor Testing Stage 39 days Fri 9/1/17 Wed 10/25/17 Detemination of the Test Plan for the Test Cases 8 days Fri 9/1/17 Tue 9/12/17 19 Tester,Developer,System analyst Testing of the Prototype 20 days Wed 9/13/17 Tue 10/10/17 22 Developer,Tester,Executive sponsor,Requirement analyst Analysis of the Data Collected 7 days Wed 10/11/17 Thu 10/19/17 18,23 Executive sponsor,Project manager,Requirement analyst,Risk manager Result Presentation of the Management of RALS 4 days Fri 10/20/17 Wed 10/25/17 22,24 Project manager,Developer,Executive sponsor Milestone: Accepting the Test Results by Clients 0 days Fri 9/23/16 Fri 9/23/16 Risk Management Phase 33 days Thu 10/26/17 Mon 12/11/17 Identification of the Risks in Rostering System 20 days Thu 10/26/17 Wed 11/22/17 25 Project manager,Risk manager,Developer,Executive sponsor Impact Analysis of the Risks 5 days Thu 11/23/17 Wed 11/29/17 24,28 Risk manager,Project manager,Requirement analyst Mitigation Policies of the Risks 9 days Thu 11/23/17 Tue 12/5/17 28 Project manager,System analyst,Risk manager Registration of the Impacts of the Risks 8 days Thu 11/30/17 Mon 12/11/17 29 Project manager,Risk manager,Executive sponsor,Requirement analyst Milestone: Accepetance of risk Document Prsented by Client 0 days Fri 9/23/16 Fri 9/23/16 Closure of the project 29 days Tue 12/12/17 Fri 1/19/18 Evaluation of the functionality of the rostering system 9 days Tue 12/12/17 Fri 12/22/17 31 Executive sponsor,Project manager,Requirement analyst,Risk manager Rolling Out of the Final Product 20 days Mon 12/25/17 Fri 1/19/18 31,34 Project manager,Requirement analyst,Risk manager WBS for the Project Figure 1: Work Break Down Structure (Source: Created by author) Risk Assessment Plan for the Development Project Risk assessment is a crucial aspect involved within a project. There are several aspects that create malfunctioning disorders and hamper the growth of the project. This aspect involves disruptions within the project. Therefore, in order to resolve these risk factors it is important to identify the risks and their associated mitigation techniques. Risk Rating and Identification of the Risks Indentified risk factors Members involved in the risks Details Measure of Risks Likelihood (L) 1,2,3 Severity (S) 1,2,3 Ranking (L*S) Technological Risks Project Head There are some kind of technical failures that leads to network issues and other system errors 2 2 4 Economic Risks Financial Manager There are some extra expenses involved within the system that introduces several financial crises within the project. 3 2 6 Lack of Resources Project Manager A project requires a list of resources that becomes mandatory to the system set up. If these are not present within the project it blocks the growth of the project. 3 2 6 Loss of Manpower Project Manager Lack of work force reduces the effectiveness of the project. 2 3 6 Risk in Privacy Project Manger The data shared between the volunteer and authority should have to be secured enough in order to have an effective result from the project. 2 2 4 Risk Mitigation Identified Risks Mitigation techniques of the Risks Technological Risks Accurate monitoring system of the servers and other technical tools can easily resolve the risks associated with that. At a regular interval of time proper maintenance system can resolve these issues. Economic Risks Some financial back should always be there for adjusting the emergency economic disasters. Lack of Resources Identification of the elements not present in the project can mitigate the problems related to lack of resources. Loss of Manpower Work force support should always be present in the project management team as it will support the entire system at the time of crisis. Risk in Privacy Private data collected from the communication measures between the authority, clients and volunteers can be kept private by using proper technological tools. Quality Management Plan Project Name: Project Manager Name: Type Reason Time Taken Owner Method Status Approval expense One single source should be there for managing all the expenses related to the project. Otherwise there will be misuse of money. 1 months Financial manager Expense involve in the management Open Documentation of project Regular documentation of the project should be there within the project management. 2 months Project manager Project growth monitoring Closed Work Break Down Structure (WBS) WBS identifies the individual task to be done and responsible heads for those. 5 months Project manager Inspirational guidance to the project development team Open Project Planning According to the demands of the project as well as clients, the plan of project should be scheduled. 3 months Project manager Project monitoring Closed Plan associated with risk Risks must be identified at the first stage of the risk assessment and then those must be mitigated. 2 months Risk manager, project manager Review of the project details Open Measureable Organizational Values The impacts of the stakeholders are identified with respect to these characteristics. 1 month Project manager Observation Closed Training Materials Training materials identifies the specified details about the training. 3 months Project manager Presentations and journals open Conclusion This can be concluded that RALS is developing a project that will help the show for implementing a new rostering system within the system. RALS want to implement a new rostering system that will reduce the dependency on the volunteers. This will make the entire system automated with respect to the conventional rostering system. This system implementation requires the set of project planning with respect to the scope and risk associated measures for the entire system. This report has explained all the scopes and objectives of this project. In addition to this, risk factors associated with this project are elaborated with the resolution techniques of those risks. These risks have involved some responsible individuals. The roles of these individuals are also explained in this report. The WBS structure is explaining the details task structure of the project. Bibliography Ahlemann, F., El Arbi, F., Kaiser, M. G., Heck, A. (2013). A process framework for theoretically grounded prescriptive research in the project management field.International Journal of Project Management,31(1), 43-56. Besner, C., Hobbs, B. (2013). 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