RALS Volunteer Management Software

Question: Discuss about theRALS Volunteer Management Software. Answer: Communication Plan The stakeholders of an organization person or a group who are responsible for the working of the project. It should be understood that the contribution of all the stakeholders is not equal as the roles of the person varies. Hence a stakeholder map is created for understanding the importance of the stakeholders of an organization. The stakeholder map for this project has been presented in the following diagram. Figure 1: The Stakeholder Map (As created by author) Stakeholders Communication plan Client The client of the project is the most important stakeholder of the project. The client offers the work which has to be done by the project team. The finances are taken care of the client, but in this case, it has been taken care of the provider instead. For the sake of the project, the client meeting should be done in regular interval initially to understand the deliverable and in the later stages for validation of the software. Employees The software that is being developed for the organization will be used by its employees for better management of the volunteers. Hence the software should be designed in a way to make the learning more intuitive. The interaction between the employees and the project manager will be in the initial phases for making the software more intuitive and in the later stages for validation. Equipment Supplier The equipment supplier will be responsible for the delivery of the required equipment which depends on upon the requirements. The meeting between the project team and the equipment supplier will be restricted to the initial phases of the project. Project developers The team meeting i.e. the meeting among the member's team will be extremely important as the project development and the course of action will be decided in these meetings. The meeting will also present the challenges that are currently faced by the project and how to resolve the issues. Hence the meeting should be done on a weekly basis to satisfy the team needs. Researching for the Closure Checklist and Project Evaluation Annotated Bibliography Closure Checklist Name of the project: RALS Volunteer Management Software Sl. No. Deliverable Check if Delivered 1. Project Signoff 2. Project report 3. Closure of all the accounts 4. Valuation of the project 5. Post-delivery audit 6. Project timeline 7. Review of the team performance 8. Review of the software performance 9. Software test results and review 10. Contingency Risks 11. Stakeholder review 12. Review of the project by the third party 13. Project sponsor review 14. Licensing Agreements 15. Transfer of resources 16. Formal acceptance of the software Project Evaluation The following table shows the measurable project attributes along with evaluation technique Project Attributes Better Faster Cheaper Do More Poorer Software satisfies all the stated requirements and specifications Data security Data privacy Project timeline Quality User interface of the software Speed of response of the software Intuitive software control Contingency management plan Productivity attributed to the software usage Documentation Featured documents for training Warranty Return of investment The post-project evaluation helps in evaluating the working of the software according to the specification that has been stated in the planning phase. It is highly recommended that the evaluation should be carried out regularly to understand the progress and to improve the project outcome. The grid that has been provided will help the stakeholders of the project to rate the software according to the various parameters and their ease of use, which in turn will help in the evaluation of the quality of the software. Bibliography Boender, J., Primiero, G., Raimondi, F. (2015). Minimizing transitive trust threats in software management systems. Borndrfer, R., Reuther, M., Schlechte, T., Schulz, C., Swarat, E., Weider, S. (2015). Duty Rostering in Public Transport-Facing Preferences, Fairness, and Fatigue. Canils, M. C., Bakens, R. J. (2012). The effects of Project Management Information Systems on decision making in a multi-project environment.International Journal of Project Management,30(2), 162-175. Dyba, T., Dingsoyr, T. (2015, May). Agile project management: from self-managing teams to large-scale development. In2015 IEEE/ACM 37th IEEE International Conference on Software Engineering(Vol. 2, pp. 945-946). IEEE. Kim, H., Feamster, N. (2013). 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