Measurable Organization Value: A Case Study
Project Scope
Measurable organization value is referred to as one of the project goal which is generally used in order to define the value that is brought with the help of team members within the project. The MOV generally assists in identifying different areas of impact within the project.
|
Rank |
Factor |
Description |
Metrics |
Measurable value |
Time frame |
|
1 |
Customer |
With the development of online ticketing system within RALS, more number of customers gets attracted due to the facility that they are getting with the help of the online ticketing system. |
Feedback and Suggestions |
15% Increase |
1 month |
|
2 |
Financial |
The money which is invested by the organization “Globlex” assists in boosting the entire organizational value. |
NPV, Revenue, and Profit Calculation |
10% Increase |
2 months |
|
3 |
Social |
It is identified that the social media platform plays an important role in promoting the facilities that the organization is providing to the customers which further helps in influencing customers. |
Social Sites |
12% Increase |
2 months |
|
4 |
Strategy |
The project manager utilizes appropriate management strategy in order to implement the online ticketing system within the project successfully. |
Strategic Analysis Matrix |
5% Increase |
3 months |
|
5 |
Operational |
The organizational operations as well as functions can be managed quite easily due to the development of online ticketing system within the organization “RALS”. |
Management Plan |
10% Decrease |
2 months |
The value that is delivered by the project plan is elaborated below:
Cheaper: Operational cost of the organization “RALS” decreases due to the implementation of online ticketing system.
Faster: The operational speed of the organization increases which helps in decreasing the response time between the customers as well as the clients.
Better: Due to the implementation of online ticketing system within RALS, the customers can be able to get better services from the company which influences them.
The project scope is mainly categorized into in-scope as well as out-scope.
In-scope: The in-scope of the project is elaborated below:
- Implementation of online ticketing system
- Helps in enhancing the financial revenue of RALS
- Helps in providing the facility of online booking and payment to the customers
Out-scope: The out-scope of the project are elaborated below:
- Facility of training is not provided to the workers
- Details about suppliers are not provided
The scope management procedures are elaborated below:
Tracking signs of project creep: For managing the scope of the project, it is quite necessary to track the changes within the project effectively. It is analyzed that proper management of project helps in lowering the chances the scope creep within the project.
Changes within the project scope: If the changes that are needed to be done within the project assist in incurring cost of the project then it is the responsibility of the project manager to enhance the project budget in order to manage the scope of the project.
Understanding requirements of project: In order to manage the scope change within the project it is quite necessary to understand the project requirements properly.
The project resources are as follows:
Human resources: The project stakeholders who are involved within the project are as follows:
|
Resource Name |
Roles |
|
Project manager |
The project manager is mainly responsible of initiating, planning, designing as well as executing the entire project successfully. |
|
Project planner |
The project manager mainly works with the management team for planning as well as tracking the time as well as costs of the project |
|
Project developer |
Project developer mainly engages in developing the online ticketing system for the organization “RALS”. |
|
System tester |
The system tester mainly engages in performing number of system test in order to ensure that the project will function well. |
|
Financial manager |
The financial manager is the person who is mainly responsible of developing strategies as well as plans in order to manage the financial goals of the organization. |
|
Human resource manager |
Human resource manager is the person who is mainly responsible of recruitment as well as training the employees of the organization. |
|
Technical engineer |
The technical engineer mainly engages in supervising as well as participating in implementing online ticketing system. |
|
Risk analyst |
The risk analyst mainly engages in analyzing the challenges as well as risks that are associated with the project. |
Software requirements: The software requirements of the project include workflow management tool, reporting tool, task scheduling tool as well as communication tool.
Hardware requirements: The hardware requirement of the project generally includes processor, data storage system, backup system and more.
Facility requirement: Proper team must be developed in order to complete the project in different phases successfully within the estimated budget as well as time.
Others: Proper training facility must be provided to the workers of the projects so that they can be able to work effectively within the project for completing it successfully.
|
Task Name |
Completion date |
|
Milestone 1: Initiation phase completion |
Fri 2/23/18 |
|
Milestone 2: planning phase completion |
Thu 3/15/18 |
|
Milestone 3:Designining phase completion |
Fri 4/6/18 |
|
Milestone 4: Completion of system development phase |
Thu 4/12/18 |
|
Milestone 5: Testing phase completion |
Fri 5/4/18 |
|
Milestone 6: Completion of project implementation phase |
Wed 6/6/18 |
|
Milestone 7: Completion of closure phase |
Mon 6/11/18 |
Time estimation
|
Task Name |
Duration |
Start |
Finish |
|
Online ticket booking system in RALS |
97 days |
Mon 1/22/18 |
Tue 6/12/18 |
|
Project initiation phase |
24 days |
Mon 1/22/18 |
Fri 2/23/18 |
|
Business case development |
5 days |
Mon 1/22/18 |
Mon 1/29/18 |
|
Analyzing requirements of project |
4 days |
Tue 1/30/18 |
Fri 2/2/18 |
|
Feasibility study |
6 days |
Mon 2/5/18 |
Mon 2/12/18 |
|
Development of project charter |
4 days |
Tue 2/13/18 |
Fri 2/16/18 |
|
Appointment of team members |
5 days |
Mon 2/19/18 |
Fri 2/23/18 |
|
Milestone 1: Initiation phase completion |
0 days |
Fri 2/23/18 |
Fri 2/23/18 |
|
Project planning phase |
30 days |
Mon 2/26/18 |
Wed 4/11/18 |
|
Project plan development |
7 days |
Mon 2/26/18 |
Tue 3/6/18 |
|
Resource plan development |
6 days |
Mon 2/26/18 |
Mon 3/5/18 |
|
Development of financial plan |
5 days |
Wed 3/7/18 |
Wed 3/14/18 |
|
Development of management plan |
6 days |
Wed 3/7/18 |
Thu 3/15/18 |
|
Creation of quality management plan |
7 days |
Fri 3/23/18 |
Wed 4/4/18 |
|
Assigning tasks to the project team members |
5 days |
Thu 4/5/18 |
Wed 4/11/18 |
|
Creation communication plan |
6 days |
Thu 3/15/18 |
Thu 3/22/18 |
|
Milestone 2: planning phase completion |
0 days |
Thu 3/15/18 |
Thu 3/15/18 |
|
Project design phase |
37 days |
Fri 3/16/18 |
Thu 5/10/18 |
|
Project design development |
8 days |
Mon 4/9/18 |
Wed 4/18/18 |
|
Use case development |
7 days |
Fri 3/16/18 |
Mon 3/26/18 |
|
Class diagram development of the system |
9 days |
Thu 4/19/18 |
Wed 5/2/18 |
|
Interface designing |
7 days |
Tue 3/27/18 |
Fri 4/6/18 |
|
Phase contingency designing |
6 days |
Thu 5/3/18 |
Thu 5/10/18 |
|
Development of project design |
4 days |
Thu 5/3/18 |
Tue 5/8/18 |
|
Milestone 3:Designining phase completion |
0 days |
Fri 4/6/18 |
Fri 4/6/18 |
|
System development phase |
33 days |
Mon 4/9/18 |
Thu 5/24/18 |
|
Coding |
5 days |
Fri 5/11/18 |
Thu 5/17/18 |
|
Adding information within the database |
5 days |
Fri 5/18/18 |
Thu 5/24/18 |
|
Re-estimation of the project |
4 days |
Mon 4/9/18 |
Thu 4/12/18 |
|
Database connection with the system |
6 days |
Mon 4/9/18 |
Mon 4/16/18 |
|
Milestone 4: Completion of system development phase |
0 days |
Thu 4/12/18 |
Thu 4/12/18 |
|
Testing phase of the project |
25 days |
Fri 4/13/18 |
Fri 5/18/18 |
|
Creation of development checklist |
8 days |
Fri 4/13/18 |
Tue 4/24/18 |
|
Unit testing |
9 days |
Thu 4/26/18 |
Tue 5/8/18 |
|
Integration testing |
7 days |
Thu 4/26/18 |
Fri 5/4/18 |
|
User acceptance testing |
4 days |
Tue 5/15/18 |
Fri 5/18/18 |
|
system testing |
6 days |
Wed 5/9/18 |
Wed 5/16/18 |
|
Milestone 5: Testing phase completion |
0 days |
Fri 5/4/18 |
Fri 5/4/18 |
|
Project implementation phase |
23 days |
Mon 5/7/18 |
Wed 6/6/18 |
|
System installation |
7 days |
Thu 5/17/18 |
Fri 5/25/18 |
|
Checking the system implementation |
6 days |
Thu 5/17/18 |
Thu 5/24/18 |
|
User training |
6 days |
Mon 5/7/18 |
Mon 5/14/18 |
|
Testing of user acceptance |
8 days |
Mon 5/28/18 |
Wed 6/6/18 |
|
System handover |
5 days |
Tue 5/15/18 |
Mon 5/21/18 |
|
Milestone 6: Completion of project implementation phase |
0 days |
Wed 6/6/18 |
Wed 6/6/18 |
|
Project closure phase |
16 days |
Tue 5/22/18 |
Tue 6/12/18 |
|
Post project review |
5 days |
Tue 5/22/18 |
Mon 5/28/18 |
|
Reassigning resources |
4 days |
Thu 6/7/18 |
Tue 6/12/18 |
|
Stakeholder sign off |
3 days |
Thu 6/7/18 |
Mon 6/11/18 |
|
Documentation |
4 days |
Tue 5/29/18 |
Fri 6/1/18 |
|
Milestone 7: Completion of closure phase |
0 days |
Mon 6/11/18 |
Mon 6/11/18 |
Budget calculation
|
Project budget as per Gantt chart |
$82,807.00 |
|
Fringe 20% |
$16561. 40 |
|
Total project cost |
$99,368.00 |
Project risk analysis and plan
The assumptions that are made within the project are as follows:
- The project will be completed within the budget of around $73,640
- The project will took 95 days around to in order to execute successfully
- The system that will be implemented assists in providing proper facility of ticket booking as well as payment
|
Risks |
Description |
Impact |
Probability |
Responsible person |
Mitigation strategies |
|
Inappropriate estimation of budget |
If the budget that is needed for completing the budget is not estimated appropriately then the organization will face financial issues in completing the project. |
High |
High |
Financial manager |
It is quite necessary to analyze the market prices appropriately before estimating the project budget so that the budget of the project will be estimated appropriately. |
|
Improper management of project |
If the project manager is not being able to manage the operation of the project effectively then the project manager will face number of issues as well as challenges in completing the project. |
Medium |
High |
Project manager |
It is quite necessary to hire experienced project managers in order to manage the project effectively. |
|
Inappropriate functioning of system |
If the technical engineer does not tests the system before implementation then the problem with the functioning of the system will grow. |
High |
High |
IT team |
In order to mitigate this issue, it is quite necessary to tests the system before implementation so that any problem associated with the system can be easily resolved before the implementation of the system. |
|
Absence of proper facility of training |
If proper training facility is not provided to the workers then they will face number of issues as well as challenges in working with the new system. |
Medium |
High |
Human resource manager |
It is quite important to provide proper training facility to the workers so that they can be able to work with the system properly. |
|
Inappropriate quality of materials |
The qualities of materials that are generally utilized are of poor quality which generally creates number of quality issues within the project. |
High |
Medium |
Quality analyst |
In order to resolve this issue it is quite important to utilize proper quality of materials. |
Scope Management Procedures
The project “implementation of online ticketing system” mainly uses numerous types of key elements in order to deliver quality services to the customers. It is identified that the key elements generally assists in providing proper online ticketing as well as payment services to the customers. Furthermore the service culture, engagement of the employees as well as customer experience within the organization got improved due to newly implemented online ticketing system. Proper service culture as per the mission of the organization is generally created within RALS in order to boost the yearly revenue. The system that is implemented is found to be very much effective in providing high quality of customer services so that they can get more influenced towards RALS. Additionally, it is found that the quality of service that is generally delivered to the customers is mainly dependent on the strategic plan in order to fulfill various objectives as well as goals of the organization “RALS”.
The project quality can be managed with the help of two testing procedures which are elaborated below:
Verification testing: Verification testing is used for elaborating that the system of online ticketing will be implemented if only it meets all the regulations as well as rules of the organization. After all the aspect of the organization is fulfilled by the system then only the system will be implemented within the organization.It is identified that verification procedure mainly includes all the activities that are mainly associated with producing high quality of software. In addition to this, verification testing is mainly done in order to ensure that the system that is implemented is generally capable of performing under the normal conditions and under all the possible abnormal conditions.
Validation testing: Validation testing is considered as one of the technique that is generally utilized for illustrating the system within the project development phase. It is analyzed that this testing procedure is used in order to meet both the requirements as well as needs of the project.It is considered as one of the most important needs of the project management. It is identified that the procedure of validation can be occurring either in one step or in multiple steps. The only aim of validation testing is to check whether the project can be helpful in meeting the specification or not. In addition to this, it is also used in order to determine the accuracy of the final work by the team of development in context to the requirements of the user.
|
Task Name |
Resource Names |
Signature |
|
Feasibility study |
Financial manager, Human resource manager, Project manager |
|
|
Project plan development |
Project manager, Project planner |
|
|
Resource plan development |
Human resource manager |
|
|
Creation of quality management plan |
Project manager, Risk analyst |
|
|
Use case development |
Technical engineer |
|
|
Class diagram development of the system |
Project developer, Technical engineer |
|
|
Interface designing |
Project developer, Technical engineer |
|
|
Coding |
Project developer |
|
|
Re-estimation of the project |
Human resource manager, System tester |
|
|
Database connection with the system |
Project developer, Technical engineer |
|
|
Unit testing |
System tester |
|
|
Integration testing |
Risk analyst |
|
|
system testing |
System tester |
|
|
User training |
Human resource manager, Project planner |
|
|
Testing of user acceptance |
Project planner |
|
|
System handover |
Project manager |
|
|
Stakeholder sign off |
Human resource manager |
The MOV of the project must be evaluated with the help of the following processes:
- Identifying various areas of the project
- Determining project value
- Developing proper metric within the project
- Setting proper project timeframe
- Identifying and getting proper agreement from the stakeholders
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
Heldman, K. (2015). PMP project management professional exam deluxe study guide: updated for the 2015 Exam. John Wiley & Sons.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126-139.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction project management. John Wiley & Sons.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), 53-66.
Snyder, C. S. (2014). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.
Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.
Turner, R. (2016). Gower handbook of project management. Routledge.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
Walker, A. (2015). Project management in construction. John Wiley & Sons.