Case Scenario (This was under Project management subject) Read the case study The Ticketing System given below and answer ALL the questions given at the end of the case.

The Ticketing System The Office of Information Technology (OIT) of the Silicon Forest State University (SFSU) uses a ticketing system (software) to report bugs across different departments in OIT that maintain the information system at SFSU level. The Remedy ticketing software was chosen.

Ron Bashley has been working with OIT for three years and just recently has been promoted to Desktop Support and Project Coordinator. It was July of last year, when Ron was going through his daily email - checking ritual that he noticed an email from his manager, Baken Dryhed, the Director of User Support Services (USS) Department. The subject read: We need to fix the ticketing system. The body of the email was an invitation from Baken to all the users of the ticketing system for a meeting to discuss a solution for their problems. The meeting was to take place in their usual weekly meeting.

The meeting was attended by everyone who had been invited in the email, which includes: Baken, as the head of the USS Department; Ron, who manages user interface with the ticketing system; Harry Bonnett, the Director of the Information Systems Department; and the directors of Instruction and Research Services Department, Computing and Network Services Department.

In the meeting, all attendees agree that they have a problem with the current ticketing system and they need to find a solution for it. The university has been on a tight budget, and OIT is one of the departments that experienced the most severe budget cuts. The cost of licensing Remedy at $20,000 per year, along with earlier disappointments by several other third - party software companies, leads the team to decide to find an open - source software solution. Baken proposed that the project be done in a year. Based on resources availability, Ron and Harry think the project could be done sooner than that. They proposed that the project be done in six months.

For the following few weeks, the team collected requirements from everyone in the meeting: what they wanted the software to be able to do; what they hated about the current system; etc. Ron and Harry and their teams were responsible for investigation into the search for options. Through their email mailing list called Listserv, the users passed along their new requirements, in addition to the ones already mentioned in the first meeting. These requirements were collected, and, together with the options they found, were brought to their weekly meetings to be discussed.

The whole information - gathering process took about three months before they reached a decision. After considering all the requirements and the available options, they decided to replace Remedy with Request Tracker the tool already being used by some of the departments in OIT. This was a good thing for them since the software was already in use, they wouldnt need to spend a lot of time learning how to use it, and the change would only be implemented in the few departments that previously used Remedy.

For the migration process, Ron became the team leader, and his team consisted of himself, Harry from the UNIX department, and one programmer from Harrys group. In addition to being the team leader, Ron was responsible for creating the user interface, and Harry and his team were responsible for replacing the Remedy system patching, updating, and so on. From this point forward, the committee from the previous meetings did not meet any longer; only Ron and his team met weekly and discussed progress. Ron described the whole process as being very informal. The action items sometimes came up on - the - fly, and were assigned to whomever would volunteer to take action according to their capabilities and availability.

One major concern for Ron was communications. This was a cross departmental project Ron reported to Baken, his supervisor, and Harry and his team reported to someone else, not Baken. With the way the organisation was structured, Ron and Harry were basically at the same level. According to Rons experience, it was usually difficult to convince other departments on the same level to make time to work on this kind of a project, since they would be mostly focused on the departments main responsibilities, and assign low priorities to those projects that come from other departments. Although everyone on the team knew each other quite well, Ron proceeded with caution.

Fortunately for Ron, the project ran smoothly with no major issues. The whole OIT team was used to working through emails, tickets, and such electronic media means. No formal forms or records were used other than the tickets and email records. The departments had a high degree of autonomy, and there were little or no interferences from upper management. The interaction between Ron and Harrys team was almost seamless, and Rons concern about the project being cross - departmental and convincing the other department to spare some time to work on the project was unnecessary; everyone hated what had been going on in the ticketing system, and had been anxious to have something done about it, and finally they got the chance. The transition was done by November of that year, one month sooner than the expected schedule of six months.

Questions 1. Based on the case, develop a Work Breakdown Schedule (WBS) for Rons project? [20 marks]

2. Identify and explain the severity of the two (2) main risks associated with the project and propose the risk response plans. [20 marks]

3. In the context of project communications planning, propose the information collection and distribution structure for Ron. [60 marks]

* Please help on all 3 question