Discuss about the Project Scope for Implementing and Supporting Methodologies.
The analysis did show that there were loopholes for computer risks due the XY Department’s outdated systems. The evaluation of the report indicates that the departments had an initial budget of 2.3 million required to implement changes in their computer systems. However, the department of federal government decided to allocate them 1.5 million due to the financial challenges the state was facing. A project was then stopped, and planning within the budget was set by coming up with set goals for the change and upgrade of the hardware and software of the department. The whole upgrade was projected to end on June 30th, 2010. This needed a management to take charge, and a steering committee was immediately formed having all the board members from the XY Department.
“Good Programs” an independent company took advantage of the opportunity and promised to upgrade the software and Hardware components of the XY department. The company set off by updating the software part of the scheme. Despite the effort by “Good Programs” to install the software, their efforts were doubted by several XY Department managers as the committee found some shortcoming associated with the newly installed software. The board then decided to hire a system tester to determine the problem with the software. However, this proved to be an overhead cost for them.
Appointment of a new CEO took place after the current CEO together with the finance manager were removed. The new CEO was advised on an additional 185, 000 pounds needed for the completion of the project. This presented itself as a challenge as the money was not in his current budget. He also was not up to speed on what had been implemented and what had remained. This is because the new CEO can’t see any documentation or reports, budget or changes in the scope available for reference.
This, therefore, concluded with the plan and the project scope with a clear milestone to implement installation of new software and hardware systems being not achieved (Kettl, 1988).
The structure of this report has its base on the different causes that may have led to the failure of the XY Department project to install new updates on the software and hardware system in their organization. Another basis will be on the recommended strategy that the business organization should use if it is to be successful at all (Cicmil, Williams, Thomas, & Hodgson, 2006).
The following presents a comparison of sound project management with that of XY Department;
The following recommendation could help bring the project to a close;
The XY Department should subdivide the project into three phases; the planning, executive, and close-packed phase (Kerzner, 2013). Several factors need to be taken seriously like;
The CEO should make everything possible to ensure that a project in his organization is a success. The CEO should also be ready to learn. He/she can do this through attending seminars and getting new ideas for his project. The CEO should also display excellent ability to think and come with projects that entail profitability in both the short and the long-term strategies. The CEO should also be faithful to the workforce as this will boost loyalty and improve the quality of work (Cicmil, Williams, Thomas, & Hodgson, 2006).
Conclusion
Upgrading of the XY Department system was a fantastic idea as it is through this upgrade that risks will be minimized. However, the pan that was installed by the management committee showed that they had no managerial qualities to set up, run and finish a project. This led to the collapse of the project even before it was completed.
Proper layouts should be performed before undertaking any project plan. Resources ranging from capital, plans, raw materials, time, labor should be clearly stipulated in the project plan before it commences. The vision and goals of the project should realize an exact estimate of when the project will end should also be estimated. Standard project control measures should be taken as the back out the plan in case the project is to fail (Highsmith, 2009).
References
Charvat, J. (2003). Project management methodologies: selecting, implementing, and supporting methodologies and processes for projects. John Wiley & Sons.
Cicmil, S., Williams, T., Thomas, J., & Hodgson, D. (2006). Rethinking project management: Researching the actuality of projects. International Journal of Project Management, 24(8), 675-686.
El-Sabaa, S. (2001). The skills and career path of an effective project manager. International journal of project management, 19(1), 1-7.
Highsmith, J. (2009). Agile project management: creating innovative products. Pearson Education.
House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to Project GLOBE. Journal of world business, 37(1), 3-10.
Kerzner, H. (2004). Advanced project management: Best practices on implementation. John Wiley & Sons.
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kettl, D. F. (1988). Government by proxy:(Mis?) managing federal programs. Cq Press.
Wheelwright, S. C., & Clark, K. B. (1992). Creating project plans to focus product development. Harvard Business School Pub.
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