Proposal For Developing Online Ticketing System For Riverina Agriculture And Lifestyle Show (RALS)

Overview of the project

Ticketing System for Riverina Agriculture and Lifestyle Show (RALS)

1^st November 2018

29^th January 2019

Following are key goals and objectives of proposed online ticketing system of RALS:

• The exhibitors will be able to book exhibition sites through online medium.
• The facility will be able to book tickets through mobile phone also.
• The proposed online system will be able to allow end users to reduce manual mistakes in RALS work.
• The online system ticket and entry passes have a barcode to conduct verification and validation of exhibition sites.

Project scope

In Scope	Includes
System Functions	· Ability to allow RALS users to manage tickets online i.e. users will be able crate a booking, cancel a booking and update booking through online system. · Ability to demonstrate system qualities such as usability, reliability, scalability and availability. · Ability to ensure that only authorized users are allowed to access the online site to make any changes in the system such as booking tickets, etc.
System Documentation	· Project charter · Security plan report · User manual · Implementation plan · Closure reports
Training	· Staff shall be provided training to understand the features of new online ticketing system. · End users shall be provided with a guidance “Help” section for the same.

Following are key constraints of the proposed project:

• In case, project exceeds the assigned budget, project manager should consult the RALS management for extra budget.
• Resources are required to be available 100% throughout the project. In case as resource is not available, an immediate replacement shall need to be done.
• If project is not able to meet deadline, then project manager should update the sponsor and get extra resources allocated to the project.

Following are key functional requirements of the proposed system:

• Customer should be able to create online account.
• Customer should be able to book, update or cancel a ticket.
• Customer should be able to make payment for the booking.
• Customer should be able to report any feedbacks about the system.
• Management should be able to generate reports.

Following are key non-functional requirements of the proposed system:

• System should be 24×7 available.
• System should have very low learning curve.
• System should prompt users about next likely action during performing an action.
• System should allow access only to the authorized users.

The quality framework at RALS includes for quadrants: staff and customer access and outcomes, organizational health, financial health and innovation. The purpose of quality plan includes:

• To ensure customer and staff access to the proposed online ticketing system which stands on expectations of RALS.
• To satisfy the objectives of agreed requirements in providing quality platform with innovative strategies.
• To explore best practices in providing service delivery.

Quality plan shall investigate processes and not the people:

• Quality improvement must be continuous which should include defining, improving and measuring quality.
• Quality online ticketing system should include effort of both developing team and staff. All RALS staff is responsible for quality improvement.
• Accountabilities of management should be clearly defined for efficient improvement.

Implementation of quality plan

All staff members of every department will have a defined action plan for every project objective. The action plan will include supporting actions and implementation plan along with the evaluation plan with defined timeline. The improvement model used for quality plan implementation is Deming Cycle i.e. “Plan, Do, Study, Act” (PDSA) model (Milunovic & Filipovic, 2013).

It is necessary that quality plan is communicated and disseminated to all RALS staff. Quality team shall make presentations to all departmental staff members so that front-end and back-end staff  becomes aware of data included in the corporate Quality plan.

Key Stakeholder	Expectations	Perceptions of Success	Measure of success
Project owner	Project is delivered on time and within allocated budget; Proficient project management; No negative impact on the sales of tickets; Increase in customer retention; Increase is market reach of project	Project is executed smoothly; Increase in sales by 40%; Increase in customer base by 30%.	Increased interaction between customers and staff; Increase in revenue by 30%; Positive coverage by media
Project team	Project has been delivered on time and in assigned budget; No hamper to project due to any conflicts among resources; No negative publicity by media.	Project is executed smoothly; Resolution in conflicts; 0.001% defects in testing;	Increased interaction between customers and staff; Positive coverage by media
Project manager	Project has been delivered on time and in assigned budget; No hamper to project due to any conflicts among resources; No negative publicity by media.	Project is executed smoothly; Resolution in conflicts;	UAT happened with only 0.001% bugs; Management received 100 more bookings than average bookings in 3 months of launching the online ticketing site.
Staff	Project has been delivered on time and in assigned budget;	Online system minimizes human error by 80%	Increase in sales by 40%
Exhibitors/End users	Project has been delivered on time and in assigned budget;	Booking time is reduced by 89%	Increase in number of offerings on every ticket booking.

Stakeholders	Who	What are their information needs	How & when will we provide them information
RALS management	Project Sponsor	Details regarding the progress reports, change requests, project schedule, budget and time estimation.	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint
Investors	Associated investors of RALS	Launch date; Benefits from project; Project objectives	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint
Customers i.e. exhibitors	End users of RALS	Launch date; Project benefits	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint
Suppliers	The suppliers who are responsible for delivery of required hardware for implementation.	Equipment list	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint
Business Partners	Partners associated with RALS	Details regarding the progress reports, change requests, project schedule, budget and time estimation.	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint
Project Team	The core project team responsible for carrying out the project activities	Project requirements, project funds, business case, existing system details	Weekly meetings through video-conferencing. Updates – Official mails Information sharing – Through SharePoint

 
Risk assessment

Risk #	Possible Unwelcome Event	Likelihood (L) Low, Med, High	Severity (S) Low, Med, High	Ranking L * S
1	The allocated budget exceeds the allocated budget of the proposed project.	Low	High	3
2	The assigned deadline exceeds the actual finish date of the project.	Low	High	3
3	Technical bugs	High	Med	6
4	Errors in operations	High	Med	6
5	Security attacks	High	High	9
6	Data information attacks	High	High	9
7	Project resources are not available	Med	High	6
8	Scope screep	Med	High	6

1 = Low risk

9 = High risk

(Peixoto,  Tereso, A., Fernandes, & Almeida, 2014)

Id	Event	Risk mitigation or contingency
1	The allocated budget exceeds the allocated budget of the proposed project.	Avoid – Conduct frequent reviews to ensure that tasks involving high cost can be figured out on time and hence be avoided.
2	The assigned deadline exceeds the actual finish date of the project.	Avoid – Conduct frequent reviews to ensure that tasks involving more time can be figured out on time and extra resources can be allocated to it.
3	Technical bugs	Mitigate – Get the code reviewed by developers and regular testing should be performed by the testing team.
4	Errors in operations	Mitigate – Consult trainers to provide training to the staff and help manual for end users.
5	Security attacks	Avoid – Consult industry experts to enhance the security of the infrastructure by using defending techniques such as intrusion detection techniques and monitoring tools.
6	Data information attacks	Avoid – Consult industry experts to enhance the security by implementing security and access controls with improved identity management
7	Project resources are not available	Avoid – Conduct one-to-one session with the employees to understand their concerns and resolve the conflicts, if any.
8	Scope screep	Mitigate – This risk can be mitigated by having feedback of client after completion of every phase and required changes should be approved before implementing it. Extra budget and time also needs to be confirmed before implementing it.

The deployment plan shall follow the phased deployment strategy. The proposed online ticketing system shall be rolled out in phases. Every phase shall add components to the final system. The system will be tested in every phase before the execution of next phase. Since, RALS does not have any existing system for integration, phased deployment is need not to mix with parallel deployment. All the deployment activities were carried out in closure phase of the project after the testing of new installed online system. 

Deployment shall need resources such as network engineer, network analyst and network tester to facilitate the entire process. It will be conducted by executing following steps:

• Deployment Planning – It will include planning deployment approach and methods.
• Deployment Execution – In this phase, planned deployment strategies are executed as finalized in the planning phase.
• Deployment closure – In this phase, the testing activities are performed to ensure working of the deployed system.

Project Name:	Project Manager:
Start Date: 1st Nov 2018	Completion Date: 29th January 2019
Project Duration: 63.5 days	Sponsor:
Project Goal: Online ticket booking system for RALS
Project Deliverables: · Project plan · Status report · Progress reports · Quality plan · Minutes of meeting report.
Clients: RALS
I acknowledge that I have submitted all the stated deliverables at the agreed quality.	I acknowledge that I have received all the stated deliverables at the agreed quality.
Project Manager Name and Signature:	Sponsor Name and Signature:
Date:	Date:

Conclusion

The project depicts that principles of project management helped in developing and executing the online ticketing system for RALS. They formed a base for the project execution till closure. Along with this, schedule and time had been planned appropriately with the project taking 63.5 days to complete.

Key lessons learnt during the implementation of project are as follows (Lenfle, 2012):

• Required resources should be available at the starting and during the project implementation.
• Milestone should be monitored before 7 days of their assigned date of completion for ensuring quality delivery.
• Regular meetings should be conducted to resolve any arising conflicts among the team members.
• Regular communication should be maintained with vendor or suppliers to ensure timely delivery.

References

Lenfle, S. (2012). Exploration, project evaluation and design theory: a rereading of the Manhattan case. International Journal Of Managing Projects In Business, 5(3), 486-507. doi: 10.1108/17538371211235335

Milunovic, S., & Filipovic, J. (2013). Methodology for quality management of projects in manufacturing industries. Total Quality Management & Business Excellence, 24(1-2), 91-107. doi: 10.1080/14783363.2012.728851

Peixoto, J., Tereso, A., Fernandes, G., & Almeida, R. (2014). Project Risk Management Methodology: A Case Study of an Electric Energy Organization. Procedia Technology, 16, 1096-1105. doi: 10.1016/j.protcy.2014.10.124

Sanchez, H., Robert, B., Bourgault, M., & Pellerin, R. (2009). Risk management applied to projects, programs, and portfolios. International Journal Of Managing Projects In Business, 2(1), 14-35. doi: 10.1108/17538370910930491

Siami-Irdemoosa, E., Dindarloo, S., & Sharifzadeh, M. (2015). Work breakdown structure (WBS) development for underground construction. Automation In Construction, 58, 85-94. doi: 10.1016/j.autcon.2015.07.016