Project Management Skills - OS Upgrade Project - Essay Example

?Outline Introduction 2. Tools Analysis a. Gantt Chart b. Logic Network c. PERT Chart d. Product Breakdown Structure e. Work Breakdown Structure 3. Additional tools 4. Risk Management 5. Overview 6. Conclusion Introduction IT project management is often regarded as the most significant part of proper business management. Therefore, IT solutions are required for proper work of the industries and departments, and the faultless work of these solutions can be maintained by timely updates, servicing, and safety regulations. The aim of this report is to analyze the project management tools applied for upgrading the OS on the computers within an organization, and define the effectiveness of these tools and management principles. In the light of the fact that, it should be emphasized that some tools are not suitable for the tasks of such a nature, additional tools will be required for controlling the project management execution. Moreover, these additional tools will be needed for proper tracking of the planned activities, while standard tools and charts can be applied as the project implementation planning tools mainly. This can be explained by the fact that IT projects that involve several aspects (preparation, installation, adjustment and customization, teaching, servicing), and the team is small enough, the tasks should be divided into several sub-tasks for proper project management. The key defined tools involve Gantt Chart, Logic Network, PERT chart, PBS and WBS. As a rule, these are universal control and execution planning tools, nevertheless, there is a need to divide the project into several sub-tasks, delegate the responsibility for executing several sub-tasks simultaneously, as well as consider effective risk management options. Risk management may be regarded as an essential part of the overall project implementation. This is explained by the fact that the credibility of risk emerging is higher than zero. Additionally, the initial circumstances of the project implementation presuppose sufficient risks for the timely execution of all the project phases. Tools Analysis Gantt Chart This type of project management tools is regarded as one of the classic instruments. As a rule, most project management practices are associated with dividing the project into several phases, and Gantt Chart is the best tool for controlling the implementation of every particular phase. It is suitable for controlling the implementation of the subtasks, while the overall project management should be executed by the means of additional tools. Considering the pros and cons of the tool, it should be emphasized that the Gantt Chart has become a universal and simple tool for defining the “skeleton” of the project, additionally, its functionality may be extended which offers a wide range of additional opportunities. Bolles and Hubbard (2007) emphasize that Gantt Chart is regarded as a reliable tool for small projects, since a restricted amount of activities can fit the tool format perfectly. On the other hand, projects with several subtasks can become messed. This is explained by the fact that the breakdown structure is often defined simultaneously with the project scheduling, while these activities can be performed sequentially only: scheduling after breakdown structure creation. Moreover, the tool does not allow including sufficient project data. (Pinto, 2002) In fact, it may be included, though the project may become too heavy and entangled, which complicates the communication process seriously. Since the key phases of the project are mainly associated with upgrading and adjusting computers, the Gantt Chart will not be an effective tools, as sufficient preparation work should be done. The preparation phase involves: 1. Collecting accurate database of the machines 2. Defining the optimal upgrade algorithm 3. Creating the training program 4. Matching the working schedule of the departments with the project activities Chart Phase Week1 2 3 4 5 6 7 8 9 Database collection ? ? Training development ? ? ? Scheduling ? ? Upgrade ? ? ? ? ? Training ? ? ? ? ? Control ? Logic Network Logic networks are featured with more flexible structure in comparison with Gantt Charts. These are closely associated with proper scheduling of the project, and defining the time scaling for each sub-phase. As a project management tool, logic network offers proper structuring and scheduling of the project sub-phases. These steps are linked with each other in proper logic sequence, and represent the detailed plan of the project implementation. This tool is helpful for identifying the logic of the implementation process, and can help to create and represent the entire image of the project management process. Hence, it is obvious that system upgrade is impossible if the machines database is not collected. It is useless to arrange training program, if the course is not designed, and system upgrade is impossible if proper data backup is not arranged. Therefore, logic network will be helpful for defining all the cornerstones and pitfalls of the project. In distinction with the Gantt Chart that can be designed by project chief executive, the logic network can be developed within a team only. Therefore, it will take more time for project planning. Considering the pros and cons of this tool, it should be emphasized that logic network is helpful for scheduling parallel activities as well. Nevertheless, while the project activities are linked with each other, the logic structure of the OS upgrade will require proper planning, since the amount of project workers is restricted. On the other hand, each sub-phase may be disassembled into several sub-tasks with a separate logic network. (Smith, 2008) This will help to lay out the specifics of the implementation process; nevertheless, the structure will become too complicated. Hence, logic network does not 100% fit the project nature. PERT Chart In comparison with the Gantt chart, and logic network the PERT chart can not be regarded as an effective planning tool. In fact (Pinto, 2002) PERT chart is often regarded as an extended Gantt Chart combined with logic network tool. This statement is often explained by the nature of the PERT chart as a project management tool, however Reiss (2005) emphasizes that it is mainly a decision making tool with sufficient planning opportunities (while the implementation control aspect of the PERT chart is restricted). Considering the discussed project, it should be stated that OS upgrade within the given project conditions will not fit the opportunities and capabilities of the PERT chart. In fact, the conditions are complicated enough and sufficient preparation and scheduling is needed. Regardless of the fact that most activities are given in a logic sequence, it is hard to unite all the necessary activities required for the proper implementation of the upgrade process. Therefore, while technical executives will have to reach the departments by public transport, the deadlines may be violated heavily. Hence, if PERT chart is used, it should be used as a recommendation tool only. The most possible chart will look as follows: Similarly to the previously discussed project management tools, PERT chart is suitable for planning the simultaneous phases, and it may be used for planning the overall general implementation process. However, it is not suitable for planning the project details. (Kendrick, 2010) Product Breakdown Structure In accordance with the study by Tesch and Ireland (2008), PBS can not be regarded as an effective project management tool. It is suitable for the detailed planning of any complicated or multi aspect activity, nevertheless, it does not offer proper scheduling and implementation control tools. Considering the original nature of the PBS tool, it should be emphasized that it is suitable for the initial planning of the project implementation; hence, it may be used for the project management specification process. (Schieg, 2009) From the perspective of the necessity to arrange proper and timely transportation, effective training, as well as quick and professional customization of the upgraded OS, it should be stated that the PBS tool might be used for defining the necessary sub-tasks, as well as general scheduling of these tasks. Though, it is not an effective project management tool, the PBS principles may be used for stating the final aim of the project through defining the cornerstones and middle aims of the entire OS upgrade process. The key demerit of this tool is the impossibility to control the project risks. PBS can be applied for proper analysis and planning of the project implementation, however, it is not suitable for effective communication, responsibility delegation, and conceptual analysis of the process. Work Breakdown Structure Equally to the Product Breakdown Structure, the WBS may be regarded as a proper and effective planning tool. In accordance with the statements by Smith (2008), as well as Howes (2001), the WBS is not regarded as a to-do list for any project. It is useful for setting the key direction of the project management strategy, and, similarly to the Product Breakdown Structure, the WBS is not suitable for most necessary aspects of effective project management. Additionally, it is not helpful for setting up a plan or schedule. WBS is not suitable for specifying when and how the objectives will be achieved. On the other hand, it may offer a properly structured tree of the project objectives that should be included into the overall project. This tree is a perfect basis for further brainstorming that is essential for detailed project planning, as well as risk management. As a rule, most risks are forecasted, and the rest are derived as a result of the previous experience analysis. Therefore, each aim, stated in the WBS tree can be the subject of proper analysis and planning. (Howes, 2001) Additional tools As a rule, any project management principles and procedures should involve several key components: 1. Planning and scheduling 2. Control 3. Delegation, and assigning responsibilities 4. Time management (for the entire project, and for separate phases) 5. Interactivity (for electronic tools) On the other hand, there is a need to simplify the management tool for making the control and regulation opportunities more effective. Since none of the regarded tools offers all of these advantages, there is a need to consider additional tools and opportunities for proper project management. Therefore, creating an effective project management tool may require synthesis of the described techniques. Hence, Gantt Chart, Logic network as well as Work Breakdown Structure have all the necessary features for effective implementation of the project. Synthesis of these three tools may be regarded as an optimal project management solution. Hence, the simplicity and effective control of Gantt Chart may be united with project detailing opportunities of the WBS, as well as with proper scheduling of the logic network tool. Therefore, the project should be divided into several key phases that will be represented as a logic network with proper scheduling of the overall project, and each phase may be represented as a separate Gantt Chart with detailed time management and delegation specification. (Frame, 2002) In general, the project may be split into three key processes: 1. Preparation 2. Upgrade and customization / adjustments 3. Training and control These phases should be included into two separate Gantt Charts Preparation Phase Day 1 2 3 4 5 Collect database ? ? Optimize transportation issue ? ? ? ? Prepare the training program / presentation ? ? ? Schedule the upgrade program ? ? ? Test the training process ? Upgrade and Customization Phase Hour 1 2 3 4 5 6 7 8 9 Backup necessary files ? ? Upgrade system ? ? Perform training ? ? ? Make adjustments ? ? Control workers / test systems and PCs ? ? Reserve ? Since upgrade is performed automatically, and human interaction is minimal, this time should be spent for personnel training. Hence, workers must be taught to work with the new OS, as well as solve the most common problems. On the other hand, the offered tool synthesis (similarly with the standard tools) lacks a very important aspect of the management process – communication. In accordance with the research by Campbell (2006), it should be emphasized that communication process is the skeleton of the project management in general. Hence, project heads and key responsible performers have to communicate regularly. This helps to solve current problems, adapt the project implementation process towards the changing environment, as well as improve the overall project through the backup communication process. In fact, the final responsibility for communication is on the project leader. In the light of this fact, it should be emphasized that the overall project management tool should be as simple as possible in order to involve effective communication, team direction and motivation, initiative acceptance, single leader. Campbell (2006) offers a universal tool for simplifying the control principle, as well as involving all the necessary regulation levers for the project. One Page Project Management system is the mix of Gantt Chart with the PBS, since it helps to divide the aims and objectives of the project implementation, and prioritize the execution of each particular phase. Project leader Project Aim Key tasks Terms Responsibilities Collect database ? ? ? Optimize transportation issue ? ? ? ? Prepare the training program / presentation ? ? ? ? ? Schedule the upgrade program ? ? ? ? Test the training process ? ? Backup necessary files ? ? Upgrade system ? ? Perform training ? ? Make adjustments ? ? Control workers / test systems and PCs ? ? Reserve ? Risks Transportation ? ? ? ? ? ? ? ? ? Data backup ? ? ? hardware failure / incompatibility ? ? ? ? Terms 1 2 3 4 5 6 7 8 person 1 person 2 person 3 person 4 Expenses In distinction with the original OPPM, the offered matrix is improved with the “risks” section. If a certain risk factor is expected during a particular phase of the project implementation, it is stated in the chart. Additionally, responsibilities are shared in risks as well. Risk Management The possible risks are mainly associated with the poorly planned aspects of the project implementation. Therefore, the possible risks are as follows: 1. Transportation problems 2. Data backup problems 3. Upgrade problems In accordance with the research by Kendrick (2010) most IT project management risks can be controlled by proper communication. Risk identification should become part of the everyday communication process, therefore, it should be stated that effective project risk management is based on nine golden rules (Schieg, 2009) 1. Risk management should become an essential part of the project in general. The IT specialists involved into the project implementation are subjected to serious risks, and some parts of the project (like transportation, collecting accurate database, as well as data backup) are stressful by its nature. The most credible risks should be included into the plan, and managed with providing time reserves. 2. Identify the possible risks as early as possible. If the risks are not included into the initial project plan, they should be identified and prevented. Hence, there is a possibility of a hardware mismatch for Windows 7. The team, responsible for the project will have to contact the supply department of the organization immediately, and arrange hardware upgrade within the shortest time possible in order not to violate the overall project schedule. Hence, communication stays #1 priority. 3. Regular communication. Communication sessions should be arranged every day for discussing the problems that might have occurred, sharing their experience for working within the organization (if the IT team is outsourced), and adjusting the project implementation plan in accordance with the current circumstances. 4. Consider Threats and Opportunities. As a rule, the risks are negative. However, some researchers claim that positive risks are also credible. In fact, these are also regarded as opportunities; however, they may endanger the effective project implementation. Therefore, proper risk management may also deal with opportunity finding. Hence, Microsoft may release an update that will speed up the upgrade process. On the one hand it shifts the overall schedule of the project, on the other hand, it helps to dedicate more time to training, control, and testing. 5. Define responsibilities. Every risk planned need to have a person responsible for it. According to the research by Frame (2002) Assigning responsibilities is regarded as the key part of the risk management. Hence, risks may be compared to football gates. Those who are responsible for those risks are goalkeepers. A single person can not be responsible for all the gates on the field. 6. Prioritize risks. Risks should not be treated equally. Traffic jam, and hardware failure are the risks with unequal consequences, therefore, priorities should be discussed during everyday communication sessions. 7. Risks analysis. Understanding the nature of every risk will not only improve its resolving. It will also become a helpful tool for preventing similar risks. Additionally, risk analysis is essential for proper resource planning. 8. Risks have to be registered. On the one hand it becomes a reminder list, on the other hand, it may be regarded as an alternative project process tracking tool (risks-to-manage list instead of to-do list) 9. Track risks along with the tasks. Since particular risks are associated with particular phases of the project, there is a strong need to correspond the risks with the project assignments and tasks. From the perspective of these nine golden rules, it should be emphasized that the actual importance of the proper risk management principles can be explained by the opportunity to control, simplify, and increase efficiency of the project in general. Overview As a rule, effective project management is focused on four key elements: 1. Start and analysis 2. Planning 3. Execution 4. Controlling Regardless of the project management tool, these four phases are common for each project. Additionally, the IT project aimed at upgrading the corporate software should include technical and managerial aspects that will be regarded as the project management basis. Hence, these stages have to be backed up with proper risk management decisions. Project start and analysis is featured with defining the key aims. Therefore, in addition to the key aim of the project – OS upgrade – there are several indirect aims that should be headed to: 1. Minimize the amount of possible risks 2. Arrange proper communication 3. Improve project management and control strategy efficiency These features involve a number of deliverables and outcomes that specify the nature of the activity. The planning stage involves enlisting and prioritizing tasks and aims. Additionally, this phase is intended to consider how the project implementation phases are connected to each other. Therefore, it is essential for proper risk planning: if some task can not be performed in time, the others will be either delayed or continued. In fact, resource planning is not regarded as an important aspect of this project; however, there is a strong need to apply proper HRM strategy for the responsibility delegation, financial planning for creating the material reserve needed for risk management (transportation problem resolving, hardware replacement, etc). Project execution requires creating a team. The project leader will have known all the project requirements and resources; therefore, it is regarded as a suitable phase for team creation. All the responsibilities are assigned, and the work starts at this phase. Project control is performed with the assistance of the communication aspect. Project manager is responsible for tracking the project execution, while persons responsible for every particular stage provide information updates. Getting back to the resource control aspect, it should be stated that project manager should be aware of the proper time / resources balance. As Dinsmore and Cabanis-Brewin (2006) emphasize, cutting resources inevitably causes delays, including risk-associated delays, as financial resources should be considered as a risk management reserve as well. In other words, financial reserve can become a buffer for unexpected risks, as well as for restricting the time budget of the entire project. Conclusion OS upgrade project is not regarded as a complicated task for a team of experienced experts. Nevertheless, the initial conditions of the regarded project involve essential constraints and specific requirements that require proper project planning and management. As a rule, standard tools that are used for executing similar projects are based on structuring and scheduling the project assignments only. However, the regarded constraining factors require utilization of additional opportunities, such as effective risk management along with the responsibility delegation. Another aspect that is reviewed is associated with proper resource management. In fact, the project description is not sufficient for defining the resource limits or requirements, however, it should be emphasized that the actual importance of proper resource management is closely associated with effective risk management principles. It is stated that standard tools regarded as key options are not suitable for such type of projects due to particular drawbacks. Therefore, One Page Project Management system is offered for managing all the necessary aspects of the upgrade process. Therefore, while project risk management is considered to be a separate element, there is a need to juxtapose project phases and risks, since risks can be managed in accordance with the project schedule. Moreover, including risks into the general project chart creates additional control tool as an alternative to-do list of the entire process. Reference List Bolles, D. L., & Hubbard, D. G. 2007. The Power of Enterprise-Wide Project Management. New York: AMACOM. Campbell, A.C., 2006. The One-Page Project Manager: Communicate and Manage Any Project With a Single Sheet of Paper. Wiley; 1st ed. Dinsmore, P. C., & Cabanis-Brewin, J. (Eds.). 2006. The AMA Handbook of Project Management. New York: AMACOM. Frame, J. D. 2002. The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities (2nd ed.). San Francisco: Jossey-Bass. Howes, N. R. 2001. Modern Project Management: Successfully Integrating Project Management Knowledge Areas and Processes. New York: AMACOM. Kendrick, T. 2010. The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2nd ed.). New York: American Management Association. Pinto, J. K. 2002. Project Management 2002: Powerful Forces Have Affected the Practice of R&D Project Management in the Past Decade. Here's a Review of the Most Fundamental Ones. 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