Measurable Organizational Value

Describe about the Project Management for RALS Rostering Project.

The RALS Rostering project will move the institution to a more structured strategic and data information support system for the client. The running of this project will also require the collaboration and multiple inputs from all sectors of the organization. The three business pillars MOV pillars the human capital, financial and organizational solutions will be implemented over the calculated period by utilizing resources from different units. This project thus is going to reflect on the need to record information in much more usable ways and to correlate this information in various dimensions (Larson & C.F., 2014). The plan for this charter this has been approached in the above phases.

The main area of impact of this project will be geared towards making a better and strategic effective decision at all levels for the institution. The project will also establish and enhance quality information that is needed. It will ensure there is a single source of information that will enable a reduction of conflicting interpretations of data. The project charter will also ensure the institution becomes more transparent and open internally to enable the organization management monitor and manage its strategic planning initiatives in more real-time environment that is accurate with the current data. The objectives of the Rostering project is to implement an information management system that can be used in tracking the company’s financial standing and be able to improve the financial process of the company (Armson & Whiteley, 2010). This will include the designing of the required software application, programming of each department and coding, testing and the validation of the software among the company’s clients.

Metric Appropriation

In order to meet the above objectives for the organization, the following metric target has been developed (Compton, et al., 2014). The main desire for the Rostering project is to increase the market share with regard to managing information of clients in the organization (Fleischmann & Stary, 2012). It is thus important that the RALS information system project is able to bring out value to the organization in terms of growth in the market share from 10% to 25 %. In this regard, processing of personal and client data will be much faster enabling customer to enjoy the benefits of improved data collection and storage methods. By developing and implementing the new data collection and storage systems, it can reduce time or processing information of clients to a time 50% less than before. This means that the company will be able to process data at a much faster rate, thus being able to gather and enter more data than was the case before. With this regard, it will also save the company a lot of money.

Metric Appropriation

As discussed above, the area of impact will be increasing the market share of the company information system with regard to serving its clients better (CDC, 2016). The period for completing Rostering of client’s data is estimated to be within 3 minutes per client. However, the growth of market share for the project may take a month or the first quarter once the project will be up and running. With regard, the proposed date for achieving the results or the project will be three months for each activity as the project will run in four quarters of 12 months.

MOV Summary

This project is going to be successful if there is an increase of clients registering for the needs of the organization’s services (Larson & C.F., 2014). This include information hosting, file management systems among other data management systems are required by clients. With the increase of clients, project will also be able to increase the company’s market share from the current rate to a double of this. With this regard, the company will be able to serve as many clients as possible meaning that the company will be able to realize more revenue. With the increase in the efficiency of managing client’s information systems, the company will also be able to expand to new markets and introduce its services over to new grounds.

The scope for RALS Rostering project was defined by a very comprehensive requirement as per the collection procedure. First, the consultant conducted a thorough analysis on the organizations current information management system software application with regard the employee user feedback. From data that was collected, the consulting team came up with the project requirements with regard to documentation and management plan and the requirement metric for what the new information management system for the RALS Rostering project should accomplish. The description and deliverables of the project were also develop with regard to the requirement of the Rostering processes and input from the main issue as per the information system design, technical assistance, programming and other organizational applications (Ibbs, et al., 2011).

The type of procedure that was done by experts in the field of information systems management provided the much needed feedback. This was also about the most effective ways to collect the original requirements, of improving the information management system for the Rostering project that the company will also be able to improve tracking of revenue among other financial and personnel processes.

Time Frame

Scope Management Plan

For the RALS Rostering project, scope management will be the total responsibility of the project coordinator. The scope for this project will thus be defined about the scope statement, the breakdown of the work structure, and the work structure dictionary. The project coordinator, the donor and the stakeholder will also be required to establish and approve the documentation for assessing the project scope. This will include the deliverable quality work performance measurement and checklist. Changes in the proposed scope can be initiated by the project coordinator, the stakeholder or other member working with the team. For any request for changes, it will have to be submitted a day earlier to provide the estimate and impact to period and cost if there are any to be adjusted. This will be authorized by the project coordinator who will provide the go ahead for change of scope.

After changes are accepted, the project coordinator will submit the change of scope to the management board and donor for acceptance.  In the event that the scope change is accepted, the project coordinator will then update all the documentation and communicate the scope change to all stakeholders of the organization. With reference to feedback and input from the project director and other stakeholders, the sponsor / donor of the project funds will be responsible for accepting the final deliverables and project scope. The project coordinator, the donor and team will all play a very important role in the management of the scope of this project. In this regard thus, the project coordinator, the director and the team will have to be aware of their duties and responsibilities. This will ensure that work is performed as required under the project objectives and within the already established scope all through the project duration.

Resources:

Budget – This will be outsources from different donor organization and equal partners of the organization. The budget will be shared among the donors and provide to the donor for approval.

Personnel – the project coordinator will publish an advertisement in the newspaper and electronically for positions. After this, an interview will be done and selected personnel will be enrolled in the project. Professional expertise will be paramount in this section.

Technology – Since RALS engages in Information Technology business, identifying the right software will not be hard. The company will test on different financial information systems software providers before it finally decides on one of them.

MOV Summary

Other – These logistics resources will include meals, transport, communication and hospitality for the project team. This will be sourced at 5% from the total budget.

Assumptions

With regard to this project, the following assumptions are made:

That the project will reduce the amount of time used by the organization to make transactions due to improved financial information systems.

There will be more revenue collected, since the project will be able to perform a task 2 times faster than the current system.

Funding requirements will be met.

Part 4: Project Risks Analysis (CDC, 2016)

The management plan will include the designing, programming and testing of the new financial information management system applications. The verification activities for this project will be a completed information system application for financial management with the ability to modify and expand the application in future. This is described below:

Establish Quality Standards

The first process will involve establishing the QA and QC standards, this will include the process description, standards of planning and the procedures to which the project team will use. The project coordinator will work with the client to identify and develop the quality process, description, standard and procedures.

Identify quality metrics

This is the second phase of the planning process. The project coordinator with his team and client will identify metrics based on quality standards established by the project team. This will be refined and documented in updates to the team.

Create Quality Checklist

The project coordinator and his team together with stakeholders will create and use the quality checklist as an integral part of the implementation process and quality review.

Problem Remediation

The project coordinator will organize a schedule for separate meetings as required to determine required actions and the process required for improvement. Results of these meetings will be acted upon to improve success of implementation of future projects and other planning activities.

Problem Remediation

Rationale

The project will be verified once the new system is tested in each department of the organization and is known to be compatible with the current information technology structure.

References

A.Harzing & A.Pinnington, 2011. International Human Resource Management. London : Sage Pub.

Armson, G. & Whiteley, A., 2010. Employees’ and managers’ accounts of interactive workplace learning: A grounded theory of “complex integrative learning. Journal of Workplace Learning, 22(7), pp. 409-427.

Armstrong, M., 2012. Armstrong’s handbook of management and leadership: developing effective people skills for better leadership and management. s.l.:Kogan Page.

CDC, 2016. Examines Safety Solutions to Business Risks. Professional Safety, 61(3), p. 27.

Compton, R., Morrissey, W. & Nankervis, A., 2014. Effective recruitment and selection practices. 5th ed. Sydney.: CCH Australia.

Fleischmann, A. & Stary, C., 2012. Whom to talk to? A stakeholder perspective on business process development. Universal Access in the Information Society, 11(2), pp. 125-150.

Ibbs, C., Kwak, Y. & Wong, C., 2011. Project Change Management System. Journal of Management, 17(3), pp. 159-165.

Larson, E. & C.F., 2014. Project management: the managerial process. sixth,International student edn. ed. New York, NY.: McGraw-Hill Education.