Failures in Scope Control when Developing a Web Portal for EBazar.com - Case Study Example

Failures in Scope Control when Developing a Web Portal for EBazar.com Contents Introduction 2 2. Web-Portal Project 3 2.1Ready Made Versus Custom Design 3 3. Three Constraints of IT Management 4 3.1 Scope 4 3.2 Time 5 3.3 Cost 6 4. Quality Management 7 4.1 Defining Quality Management 7 4.2 IT and Quality Management 8 5. Problems with Scope 8 5.1 Overreaching 8 5.2 Expansion of Scope 9 5.3 PRINCE Methodology 9 6. Recommendations 10 Bibliography 11 Appendices 12 Failures in Scope Control when Developing a Web Portal for EBazar. com 1. Introduction As the IT project manager for EBazar.com, creating meaningful constraints for IT project is essential in order to facilitate smooth transitions as changes in IT processes occur through the implementation of projects. Problems have emerged, however, that have not allowed the projects to progress smoothly into phases of development that are needed to stay current and continue to evolve in relationship to trends and competition. The problem of scope has been determined to be the primary issue in developing IT projects for the firm, scope creep being a serious issue as every project for IT expansion has experienced change that comes from allowing individual departments the ability to add to the project in ways that lay decidedly outside of their original scope. The following report discusses how scope and the consequences of scope in relationship to time and cost are relevant to the efficient development of projects under the project manager for the firm. Without developing good practices in quality project management in relationship to defining and maintaining scope, the past problems will continue to plague future projects for EBazar.com and the position of project manager will be operating at a lower level of quality that is needed to serve the needs of the project. 2. Web-Portal Project A web portal is defined as a way for business to create a consistency in how their site operates, providing for procedures that use multiple applications and databases which would not otherwise be able to be tied together. Web portals are classified generally in two different states: either horizontal or vertical. A horizontal portal provides for several entities to be tied together within the website space. A vertical portal, which can also be termed a ‘vortal’, is specific entry into information that is relevant to a set of related topics, or even just one specific topic. This can also be defined by the concept of the vertical information portal (VIP) which will provide news and editorial content, publications, and e-commerce together through the use of dynamic multi-media applications which include blogging and social networking (Lazar 2001, p. 4). The purpose of creating a web portal is to allow a user to have multiple accesses to the site through a single sign-in function. Aggregation of content is an important part of the efficiency with which a website works, which is essential for an e-commerce operation. Through designing this portal for EBazar.com, the gap between the company and the consumer will be reduced, allowing smoother operations to produce higher firm performance (Al Zabar 2008, p. 12). 2.1Ready Made Versus Custom Design One of the most important problems to be addressed in creating a web portal is in making sure that it provides control of access to data that is presented available to the consumer. The heart of control for a web portal is the ability to customize the use of widgets so that content users can create customization without compromising speed and security. When using ASP.NET, as an example, the default page allows widgets to be added and subtracted without having to refresh (Al Zabar 2008, p. 12). Capacities to use ready-made software in order to create the portal that was needed for EBazar.com was discarded in favour of customizing the project so that it would reflect the unique nature of the business. This required an extensive project in which the scope of the project was initially limited through the current definitions of the web parts that would be integrated into the end result. The web parts are converted from server controls in order to be placed into the web portal (Cameron and MIchalk 2008, p. 444). The problem occurred as new ideas were continually poured into the project that were not within the initial scope, thus creating a monster project that exceeded what was realistically feasible. 3. Three Constraints of IT Management 3.1 Scope One of the most important things to determine when approaching project management is to define the scope. The scope must be defined with minimizing changes to that scope during the project. If scope is not kept in check, scope creep will begin to occur and the project will broaden and create problems in the progression of the project. The importance of scope, of having a defined set of ideas through which the project goals are determined, is vital in order to create the best possible end result (Schwalbe 2011, p. 197). Problems with scope can cause a variety of consequences. One of those consequences of scope creep, as an example is that the project begins to become larger and broader causing budgetary problems, deadline issues, and issues of impracticality. Through defining the project and keeping it defined, the project can stay on target. Another problem with scope can be in ignoring users during the process. If the scope of the project does not include consulting with users to see if the processes that are intended will benefit them and be used. If information technology is developed, but users will not use it, then the efforts to create a system have been fruitless and a waste Schwalbe 2011, p. 197). Scope control means influencing factors that cause scope changes. Scope changes need to be put through a process that has been determined at the beginning of a project. Scope must be defined, then verified at the beginning of a project, with scope control placed on the project parameters through good IT management so that problems of creep do not occur costing both time and money. Four best practices in scope include keeping scope realistic, involving users in project scope management, using off-the-shelf hardware and software when it is possible, and continually following good project management through processes that were put in place at the beginning of the project (Schwalbe 2011, p. 198). 3.2 Time If processes have not been monitored and good management principles followed, then scope can be a problem in reaching goals. Sometimes creating a process is as simple as using off-the-shelf products. This can affect the time that it takes to create a process. Time and costs are closely linked, just as efficiency in businesses practices becomes relevant to the entire process. If a project is not developed in a timely manner, then the costs begin to accumulate through, at least, the loss of business from the continual inefficiency of trying to work within an antiquated system that is still awaiting updating, or in trying to work where there are incomplete processes. Three vital parts of time management in IT development are creating a reasonable completion date, providing a workable schedule, and completing the project according to the time parameters that have been set. Scope changes will dramatically shift time constraints, causing overall problems for a project as it progresses, thus scope is directly associated to the problem of time within project management (Reynolds 2009, p. 73). 3.3 Cost The typical costs of IT within the overhead of a business are 3 to 5%, with IT dependent companies having as much as 20% of their budget spent on IT. Costs in IT can be fairly unique as it is often difficult to assess exactly the value of IT assets and how to attribute them. As an example, the value of a customer database is difficult to assess as it has some abstract aspects in how it influences success of a business. Purchasing IT is the result of answering the following questions: is the right set of processes, is it at the right time in relationship to business considerations, is it the proper quantity to have an effect, but not overdo, is it from the right resource, and does the price fit into the budget without straining finances (Bannister 2010, p. 2). Controlling costs during the development of an IT project is crucial otherwise the costs may outweigh the benefit of having implemented the changes that are the result of the project completion. This leads directly back to scope. If the scope is allowed to expand, this will add costs for what are usually vanity and unnecessary changes that were not a part of the original plan. Good management techniques will relieve the problem of scope creep which then affects both time and cost aspects of a project. 4. Quality Management 4.1 Defining Quality Management Defining quality management for IT has been attempted by a variety of sources, but it is often left somewhat broad and vague. Primarily, good quality management in IT project management means satisfying stated and implied needs (Schwalbe 2011, p. 294). Total quality management is a theory of management that works on the premise that the quality of processes and products is the result of cooperative relationships between all within the chain, which includes everyone from decision makers to consumers (Bagad 2008, p. 2). Information Technology is typically seen as a tool for overall total quality management. Total Quality Management (TQM) can be seen as a process of using all stakeholders within a project in order to efficiently address needs without allowing scope to expand in ways that are outside the parameters of the intended goals. While the individual needs of stakeholders can be examined for how they are impacted or improved by an IT project, it is the job of the manager to make sure that those needs all fall within the initial scope of the project and do not apply too much change to the overall goals. Quality management is the process of cooperation as it is tempered through assessment of priority and relevance so that the project does not suffer from changes to the original scope (Besterfield 2011, p.179). 4.2 IT and Quality Management The position of computing in business is to facilitate the accomplishment of simple operations at very high speeds in order to streamline business functions (Besterfield 2011, p. 180). The position of the project manager is to make sure that changes made through the project increase this use, rather than bogging it down. According to Han (2009, p. 222) integrated information technology is adjacent and foundational for integrated logistics management, which lead to quality management practices which will result in firm performance (see Appendix 1). Without integrated information technologies, the foundation of firm performance will not be established. In order to achieve integrated information technologies, quality management practices must be used during IT management of projects that are intended to fulfil goals for the business in achieving smoother operations. This can only be accomplished by utilizing input from all stakeholders that are affected by the IT project. 5. Problems with Scope 5.1 Overreaching The first problem in the project is that its scope overreached the capacities of cost and time in relationship to available resources. When scope overreaches the capacities of cost and time, the cost/benefit analysis of the project is thrown out of line with the initial projections (Tan and Theodorou 2009, p. 365). Using ready-made software and modifying it so that it was customized was discarded with the ambitious concept of creating fully custom made software becoming the primary focus of the project. Although very serviceable ready-made software was available, with the intention of being cutting edge and insular, the decision was made to create a system that was unique to the company. On reflection, the first problems resulted from overreaching necessity and believing that a system that was custom would be better than customizing existing software sets. 5.2 Expansion of Scope The scope of the project was not properly maintained, thus as ideas about changes to the content began to emerge, the scope expanded well beyond its original state, thus creating an untenable position for management as they struggled to stay within budget and costs while providing a bigger and less practical project. While the initial project was within practical projections, the final scope of the project was well outside of feasible cost/benefit applications, thus could not be finished so that it met expectations. If ready-made software had been utilized and customized to meet expectations, then the expansion of the scope would not have had as much of an impact on the overall project. 5.3 PRINCE Methodology Using the PRINCE model for management, the position where this project failed was in controlling the stages of the process (see Appendix 1). The WBS, or the work breakdown structure was initially set, but as the project progressed, the added elements to the scope were not distributed, thus continuing the breakdown of the overall management of the project. .The management of the stage boundaries were broken, the scope exceeding the parameters that had been set and the control of the project breaking down and leaving it without substantive outcomes. 6. Recommendations The recommendations for the future of this project is that it be re-defined using ready-made software that can be customized for the intended result of the web portal build. Through using ready-made software, costs that have already gone out of control can be brought back into budget, allowing for the web portal to be created and the end result to meet expectations. Although the fully customized portal may have provided a distinction that consumers would respond to in relationship to professional and usable functions, the use of ready-made will serve the expected outcomes and still provide usability for the consumer. Bibliography AL Zabar. O. (2008). Building a Web 2.0 Portal with ASP.NET 3.5. Sebastopol, Calif: OReilly Media. Bagad, V. S. (2008). Total quality management. Pune: Vikram Printers. Bannister, F. (2010). Purchasing and financial management of information technology. Rochester, Kent: Elsevier Butterworth-Heinman. Besterfield, D. H. (2011) Total quality management. Delhi: Pearson. Cameron, R., & Michalk, D. (2008). Pro ASP.NET 3.5 server controls and Ajax components. Berkeley, CA: Apress. Han, J. (2009). Supply chain integration, quality management and firm performance in the pork processing industry in China. Wageningen, The Netherlands: Wageningen Academic Publishers. Lazar, J. (2001). User-centered Web development. Boston: Jones and Bartlett Publishers. Reynolds, G. (2009). Information technology for managers. London: Cengage Course Technology. Schwalbe, K. (2011). Information technology project management. Boston, MA: Course Technology. Tan, A. W. K., & Theodorou, P. (2009). Strategic information technology and portfolio management. Hershey, PA: Information Science Reference. Wikipedia (2012). [ONLINE]. Retrieved from http://en.wikipedia.org/wiki/PRINCE2 (Accessed 27 August 2012). Appendices Appendix 1 Total Quality Management as a Result of Integrated Technology Integrated Information Technology --------- Quality Management Practices -----Firm Performance Integrated Logistics Management --------- (Han 2009, p. 222) Appendix 2 The PRINCE2 Model of Management (Wikipedia 2012). 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