Importance of Scheduling the Deliverables to the Success of a Project - Assignment Example

Name Institution Tutor D ate Question 1 Importance of scheduling the deliverables (systems functions) to the success of a project Deliverables (systems functions) are a set of specific outputs, which can either be qualitative or quantitative, that are to be attained by a project. The practice of scheduling the deliverables (systems functions) in order to make a project successful is very significant. One of the basic reasons is that scheduling assists in the outlining the duration in which each activity within a specific deliverable is to take place. Wirick, (96) highlights that the time constrain of a project may be identified earlier, however this does not imply that the identified deliverables for the project can be completed within the time constrain identified, as a result scheduling is vital. For instance as outlined by the case study, the Brazilian Secretary of Treasury had a schedule for 7 months for the SIAFI system project which become functional after six months. As a result due to effective scheduling the project was completed even prior to the outlined time. Scheduling deliverables also facilitates the identification of the correct order in which the activities leading to a particular deliverable are to be performed. This further assists in knowing when one is off the track. The schedule acts as a roadmap that directs an individual from point B to point C. By having a correct order in which activities are to be executed, achieving the deliverables is effectively undertaken without getting out of track (Wirick, 96). Scheduling the deliverables is also essential because it facilitates effective resource planning. An accurate schedule of deliverables results proper resource planning. Wirick, (97), highlights that human resource can be termed as one of the most essential resources for any particular project, thus when deliverables are effectively scheduled, the human resource outlined for the project will be able to perform their roles effectively, as outlined by the schedule. For instance, for the SIAFI project, the role of auditors was to undertake online control of transactions and if possible stop payments that were undue. Question 2 Importance of identifying the resources required for the project Resources required for a project vary. Tangible resources include people, supplies and equipments. Intangible resources include aspects such as advertising, outside contacts, special events and postage. Identifying such resources required for the project is vital because is aids resource planning. Nagarajan (388) argues that one of the reasons why projects fail is due to inadequate resource planning. After identifying the resources required for a project, planning can be done in terms of how each particular resource is to be utilized. Resource identification is also an incentive of attaining the project objectives. If the initiators of a project decide that the objectives of the project must be met, then resources identified have to be proportional to the outlined objectives. Nagarajan, (388) argues that the resource identification process should be aligned to the objectives of the owners. Due to the fact that resources can sometimes be constrained, it is essential to select the project resources with utmost care in order to fully maximize the resources, and also fully attain the objectives the project. Nagarajan, (388) further proposes that activities in a project should be in proportion to the number of outlined objectives of the project. If the identification of resources is not well undertaken then it would clearly be difficult to attain the objectives. Identification of resources required for the project is also useful in obtaining or estimating the costs of both the tangible and intangible resources (Nagarajan, 389). For instance, it is essential to estimate the costs associated to tangible resources, principally people. Apart from employment costs, costs associated to manpower include aspects such as training costs, substitution costs in case an individual is not available. In the context of the SIAFI project, the estimated total costs for the project was 30 million U.S$. During the implementation stage, the number of employed people was about 350 people however this number was later reduced to around 100.What is evident from the case, is that identification of resources required for a project at different stages, assists in effective estimation of the costs linked to resources which may also result to cost reduction during the implementation stage. Question 3 Importance of Having Measurable goals for a Project Measurable goals are those that can be used to evaluate whether or not the project was successful. The evaluation of measurable goals can be done both qualitatively and quantitatively. (Werner, 316).One importance of having measurable goals is to measure the progress of a project, essentially towards the set goals. Measuring assist one to stay on track and also reach the targeted dates as outlined by the project schedule. For instance; one of the goals of the SIAFI project was to build as centralized computer online system that would allow the auditors to control transactions on-line, and. if necessary, stop undue payments in time. In despite of the fact that conflict arose over which company would build the innovative system, having set the measurable goals was useful in keeping the project on track. Having measurable goals also acts as a decision guide throughout the life of a project. By having goals that are measurable, system designers can successfully evaluate which particular idea can be the most effective. Thus in order to test a system requirement that will bring about the best overall effect is vital to have measurable objectives. Questions such as how many and how much can be useful in determining the decisions that are likely to make the project successful (Werner, 317). For instance For instance, in the SIAFI project two proposals were made concerning how best the new system was to be built. One of the proposals entailed the use of minicomputers that were locally produced; the other involved the use of a centralized system that was mainframe-based. The decision concerning the system approach was derived due to measurable goal, the secretary had the view that the project came at a unique political timing thus he required the system to be operational in about 7 months. Measurable goals are also useful in the evaluating whether the project is a success. It is possible to measure the project outcomes against the stated objectives in order to evaluate its success. As highlighted by the case, the implementation of the SIAFI project was successful due to available of measurable goals, one of the goals was to ensure timely elimination of undue payments. Soon after the implementation of the project, irregularities were frequently visual for public opinion. Question 4 The risk of using innovative technologies in large inter-organizational systems projects One of the risks of using innovative technologies in large inter-organizational systems projects is the difficulty of inter-organizational collaboration. According to Floricel, (51) collaboration between organizations becomes difficult because each organization requires to accommodate the dynamic changes that comes about with the new project. In addition , collaboration also becomes difficult in terms of sharing ideas, for instance one party may lack cooperative behaviour as a result it becomes difficult to undertake knowledge transfer across boundaries . Due to lack of effective collaboration between ministries the second project after SIAPE was constantly facing challenges Difficulty in development of synergy is another risk associated to large inter-organizational systems projects. Innovation is usually supported by collaboration across work units in order to combine the available resources and produce mutual benefits between organizations. Inter-organizational systems projects however frequently face the risk of lacking synergic unity due to lack of team work. One of the key research findings about inter-organizational innovations is the lack of team work which further results to lack of synergy. Floricel (53) further highlights that innovation cuts across various areas as a result organization structure and the interface among and between work units should play a crucial role in the determination of the effectiveness of the new technology. Lack of flexibility is another potential risk that occurs in large inter-organizational systems projects. Numerous cases of inter-organizational system projects indicate the unpredictable nature of developing and implementing the newly innovated project, there is need for flexibility so as to persist with the project. Constant management is required in order to enhance flexibility of the project. Question 5 Differences in Information Systems success factors between public organizations and private companies Information systems success factors between private and public organizations have a variety of differences. One of the differences is the aspect of complexity (Floricel, 54). Information systems projects in public sectors can be described as much more complex as opposed to those in the private sector. Although the public sector projects have good planning, high level complexity tends to arise due to outside factors which induce increased levels of complexity (Floricel, 54). For instance one of the major external factors is political interference which greatly affects that progress of public information systems projects as opposed to that of the private sector. For instance, the Brazilian public projects had the challenge of political influence. Another difference arises due to the aspect of project management. Information system projects in public organizations are also faced with the challenge of management as opposed to those in the private organizations. Frequent changes in administration or management due to electoral cycles frequently affect the success of projects. On the other hand frequent changes in management are not very much evident in the private sector essentially when projects are underway. Public sector Information system also faces the challenge of management due to the existence of multiple stake holders , the project does not only involve managing the project team but also the entire community within the organization due to the fact that fact that the project engages a broad group of stakeholders( Floricel, 55). Differences in project management strategies between turbulent environments and stable environments Differences do exist in protect management strategies in turbulent environments and those in stable environments. In turbulent environments it is usually difficult to make meaningful predictions concerning future developments essentially due to external factors. As a result the management strategy adopted in turbulent environments should adopted strategies that focus more on risk management and uncertainty management, due to uncertainty in the environment. Project management on stable environments on the other hand can freely forecast of the future, however risk management is also very much relevant, even within stable environments (Wirick, 100). Strategic applications and support functions According to DeCarlo (72) there is no difference between strategic application and support functions. This is essentially because strategic application of information systems requires support functions in order to facilitate working within the organizations that is by making improvements on internal structures and process .In addition strategic application of information’s systems requires support systems in order effectively work outward by improving relationships with customers. Question 6 How to increase the survival rate of operational transaction-processing systems in turbulent environments In order to increase the survival rate of transactional- processing systems, expansion should be done on the original project. For instance in the context of the SIAFI project, expansion was done both in terms of communication networks and the computational power. The continued survival of the system was also facilitated by the issuing of a presidential decree which lead to an increase in the usage and size of the system. Increasing communication channels is another vital strategy of enhancing the survival of transactional processing systems. Communication is vital in identifying of areas facing inefficiency or areas that needs to be improved in the system. Thus it is essential for stakeholders to come together and always communicate, in order to find new methods of doing things, this will facilitate the continued survival of the adopted of the system (Wirick, 99). Leadership is another effective strategy of increasing the survival rate of operational transaction-processing systems in turbulent environments. In turbulent environments it is vital that effective leadership should be available in order to enhance continued survival of the system (Wirick, 99).Due to good leadership, the Brazilian secretary was able to lead a project that revolutionized how government transactions were carried out in the country; in despite of the political instability that existed in the country at the time, thus effective leadership can be termed as a crucial aspect of ensuring the survival of operational transaction-processing systems. Good leadership result to setting performance targets that act as success measures of how effective the employees utilize the systems to deliver the outlined objectives. Question 7 The relationship between the reorganization of the government and supporting IT One of the relationships between reorganization of government and supporting IT is that the move by the government to support IT can be perceived as progress towards reorganization. This implies that through IT support the government changes its way of doing things. In 1985 the new Brazilian government felt that there was need to reorganize the way financial transactions were being carried out in the country, as a result the appointment of the Secretary of the Treasury (ST), was evidently a good step of creating reforms. It is through undertaking an IT project that a solution was found. The developed system was able to centralize administration of finance and also created transparency in government spending. What is evident from the case is that IT support can be termed as a strategy of reorganization of government. Another relationship between reorganization of the government and supporting IT is that through the integration of IT into government systems, reforms can be made attained through support functions and programs which facilitate speedy service delivery for members of the public. Consequently, new skills will be needs in order to enhance the survival of IT related programs. Thus in order to enhance efficiency in service delivery for clients, the government will enact changes or reorganize its workforce/ public servants through training and job enrichment in order to ensure that clients are well served with the new system. Most of the workforce in the Brazilian government ministries had to undertake training in order to make them well acquainted with the new system, therefore serve the public effectively. Question 8 The political and economic implications of the success of the government changes supported by IT One of the political implications of the success of government support by IT is that citizens regain confidence in their government, which may further lead to regaining some level of political stability within a state experiencing political turmoil. The SIAFI project was considered to be the greatest public information system program that facilitated transparency in government activities. In the second half of 1980, Brazil was struggling to make economic reforms however political obstacles mainly spearheaded by the congress, were the main stabling blocks towards this sort of progress. In addition the public had lost confidence in their government (Costa, 14).In order to resolve problems such as increased inflation rates and debts, it was necessary for the new government of 1985, to make changes in the in how the political class carried out business. As a result the integration of IT, acted as a suitable solution. Werner (319) brings to light the fact that during the year 1985, the monthly rate of inflation in Brazil fell to zero, foreign accounts were well controlled and economic growth increased. These achievements were attained due to major reforms such as the Cruzado Plan to eliminate inflation and Information technology projects such as the SIAFE project. Thus it is due to IT support the Brazilian government was able to make significant changes in the economy. For instance the SIAFI systems project created transparency in government spending and detected misappropriation of public funds. Question 9 Issues relevant to this case One of the relevant issues presented by this case is that IT enhances transparency in business process. The Brazilian SIAFI project was an indication of how effective information systems can enhance transparency and efficiency in government operations. Brazil’s political history was characterized by lot of turmoil and disruption, most governments that took power were either dictatorial or they lead the country to massive economic crisis characterized by high inflation rates and lack of transparency (Costa, 14).The initiation of IT based systems to carry out government activates such as auditing and funds transfer, brought about transparency in the 1985 government. Another relevant issue from the case is that effective management is required in managing information technology project even in the midst of political and economic instability. Although managing projects in public organizations tends to be much ore complex as compared to private organizations, there is possibility of success when measurable objective are set and good management is available as evident in the SIAFI project. The second project after SIAFI was not very success due to the management factor. Although the same team members from SIAFE ,undertook the second project SIAPE (for Integrated System for Personnel Administration), success was not attained due to constant changes in procedures and norms , a good indication of poor project management and lack of well outlined objectives. Question 10 Issues in this case that are similar to those of Tradenet Tradenet entails redefining the process of business in order to make it less costly, less time consuming and more valued (Business dictionary 2010).One of the issues in the case that is relevant to the Tradenet issue is that, development of the integrated system for financial administration in Brazil can be perceived as a strategy of making the business process less costly. The system was devised for functions such as managerial control, budgeting and planning, which assist in controlling government spending. The centralized system was basically aimed at cost reduction which can be perceived as an effort to make the business less costly. The integrated system for financial administration was also a strategy to make business process less time consuming. As highlighted by the case, the system would assist auditors to undertake online control of transactions and also stop unjustified payments on time. Making the business process in a more valued manner was another relevant aspect highlighted by the case. Business processes should over time be built by adhering to principles of service and quality. The second projected initiated after the SIAFI project also had objectives of enhancing effectiveness in quality service delivery by controlling operational procedures such as pay increases, compensations and promotions. Although the second project did work, what is evident is that Brazil was determined to get out of its political and economic crisis through the use of information technology, which is a contemporary strategy of enhancing quality in service delivery. References Costa, Emília Viotta da. The Brazilian Empire: Myths and Histories. 1985;p14.  Doug DeCarlo. Extreme project management: using leadership, principles, and tools to deliver value in the face of volatility. John Wiley and Sons.2004;p72 Floricel,S. Innovative contractual structures for inter-organizational systems. International Journal of Technology.1998; p51- 57. Nagarajan, K. Elements of Project Management, Gower handbook of project management. Gower Publishing, Ltd. 2007; p388-342. Werner, Baer. The Brazilian Economy: Growth and Development. 5th. Westport. Praeger Publishers. 2001;316-319. Wirick, David. Public-Sector Project Management: Meeting the Challenges and Achieving Results. John Wiley .2009; p 96-102. Read More