Software Upgrade Project in an Organization - Essay Example

PROJECT MANAGEMENT INTRODUCTION As a project leader, it was a privilege for me to learn new techniques to deliver a success project. For most organization, it has been found that the greatest challenge isn’t making the people busy but making them busy doing what is supposed to be done. To overcome this challenge, employment of pre-determined metric ensures that every stage in the project is evaluated objectively, regardless of the players in the field such as the stakeholders. The training helped me appreciate the four questions that I should consider before undertaking the project. These question are important for the project because they help in project evaluation. Also I learned these questions will direct me towards the correct projects. During that training, I learned that planning enables managers to have predetermined criteria on how they can execute duties, and have well informed decisions. The training involved 5PM techniques which included; Initiation, planning, executing, Monitoring, and controlling. This techniques enables to define who authorizes the project, enable me to describe the management of the project, be able to help the group members to work together to complete a project, and how to check the progression of the project and rectify the problems. Software Upgrade Project. Being a Project Manager, I have been assigned a task of upgrading system software in an organization. The organization has an old system that needs to be upgraded so as to be efficient, and save time. Such undertakings are subject to many challenges if proper planning and execution is not done well. So utmost care must be taken. Some of the risks that such projects suffer include; on-time and on budget completion, security compromise, software compatibility issues and lack or no training to the users of the organization (Barbier, 2003). The software upgrade done should be able to have a specific timeline i.e. a life cycle that has a start of use and when the program should be replaced because it has become obsolete with time. There is also the aspect of the scope of work the software can and not do. This has to be defined from the beginning Project compelling purpose. The compelling purpose of this project is to enhance efficiency, increase functionality, and thus productivity of the organization by use of Software. The organization has been suffering from incompetency because of lack better software to help the firm to run its auditing work. Thus it has led to the company to rely on paper work which is slow, bulky, and untidy. Digitizing a system cannot be underestimated. Because operation costs and efficiency of the organisation is improved by almost 50%. In case of disaster it is easy to recover using other recovery software’s. Digitizing a system will also give an organisation a platform to communicate across multiple channels, therefore attracting new business partners on board. It enables an organization, to Centralized its operations therefore ease management of resources in an organization (Doculabs, 2009). The anticipated cost of the project will be $ 300, 000. This cost was reached after proper evaluation of wages, system tools, and software needed to accomplish the task in a time frame of four weeks. Initial stage of the project. This is in the first week. In the initial stage of the project, software review for upgrade is done to ensure that if fitted the organizations goal, vision and mission. A cross examination has to be done to review the feasibility of the software upgrade. The organizations goal is well written down so that the project would focus on them during execution and planning of the Project. This also will aid in integrating the goal of the project teams, stakeholder and sponsors. At this stage the team players and the stakeholders are informed of the project goals, and the calendar is drawn, risks outlined and project plans is ruled. Other questions that should be answered at this stage include; What are the expected results of this project? Who are the current partners and is there a possibility of having future partners? Does the project itself have a pre-defined scope or limit? It is in this phase that the initial objectives are adhered to and prevention of people adding more objectives of the project is done. When the objectives of a project are expanded there are higher chances of not achieving the initial goals. The project partners have to be in a good working relationship with each other to avoid circumstances where false expectations arise in reference to the results of the project. Planning In this the program overall plan is laid down, mitigation of risks and its contingency plans, is set. Project purpose and principles are defined. Team players, the stakeholders and the sponsors are set to visualize the end of the result. All team players are asked to brainstorm on the project, and the ideas written on the papers. This is the time to seek out ideas, and setting priorities. Then identify the next course of action (Heyworth, 2002). Execution This is the phase physical project deliverables are presented to the Customer. The system tools and upgraded software’s are tested for compatibility and then installed. A range of management processes are implemented. These processes are meant to aid in the management of time, quality, change, risk, and cost. This helps in ensuring that management of procurement, customer acceptance, and proper communication (Heyworth, 2002). Once the project rolls out and the team have all the necessary requirements they should be ready to perform various project activities. This implies that the plan should have done, and the manager’s focus is now directed towards full participation in the project itself. Particular issues will have come under the attention of the manager, these include the current status of the projects, procurement of the software, management of quality control among other administrative tasks. Monitoring and Controlling. This is where a continuous review of the project is done. As a project manager I will be supposed to analyze situations, find solutions, discover trends and patterns, ensuring we are on schedule, major projects progress against outputs and make decisions touching on human, finances and material resources. This will be done continuously till the Completion of the project. I will also be required to identify the risks and come up with resolutions tor each case. This involves the setting up of a risk management procedure and it should be kept open till the close of the project. This creates room for elimination of threats and early mitigation of the posed threats. The risk should be properly identified, an in depth risk analysis done, the formation of a response mechanism and finally its monitoring and control till he project closure. Project Closure This the last phase of my project. It will require handing over what has been delivered to the customer, cancelling supplier contracts, informing stakeholder about the closure, and then releasing on the staff. Below is a Gantt Chart of activities Flow, activity against time. Fig 2: Adapted from Introduction to Project management (Schwalbe, 2010). How time is managed During Execution. Time management during Execution of the Project is done by measuring the actual time versus planned time. If the actual time is so lagging behind, the plan time, a red flag is raised (Heyworth, 2002). Time management ensures that the team is on track with the project itself and everybody is up to date with the plan at all times. The management of administrative issues becomes much easier as the can be identified and solved immediately. The management also lists core stages to be executed during the project and gives each and everyone their responsibilities and a defined description. Stakeholders of the project They include: Project team members; It Comprises of four team member Known. They are, Amina, as the Team leader, Allen as the Project Coordinator, Lucy as a Member of the team, and Ruben, a member. These are the core players of the project. They expect the project to be completed successfully. To meet their personal need, motivation about the certainty of completing successfully will be emphasized. This will be done by showing them the bigger picture of the project. They are to be aware of the risks involved in the project so as to be in charge in case of anything. Mutual respect and team player will be encouraged by assigning duties that depends of each other. This will build the team members connection. 1. Project customer; Viscar Auditing and Associates, being the project client, there have an expectation they shall get deliverable on time, so that there is smooth flow of activity in the firm as they envisioned. The software upgrade is supposed to increase security, efficiency, and performance in the firm. 2. Project Sponsor The Sponsor of the project expect the Project closure to be within the budget and is successful. These are the stakeholders that bills out the client on money matters. They are to bail the client incase the customer falls short of cash during execution of the project. The sponsor is solely responsible for the outcome of the project. He or she has to have prior business and leadership skills to be able to lead the team under him/her. The objectives of the project have to be met and work is done within the project framework. He/she assess the progress achieved and what risks might be involved during the course and how to mitigate them at an early stage. The sponsor must have strong negotiation techniques to be able to get the necessary resources for the project and be able to get assured commitment from the team for the whole period of the project undertaking. 3. Project Tester, This stakeholders are concerned with the functioning of the project. They expect the deliverables complies with the customers vision and goal. They give recommendation to about the product and the way forward before handing the deliverables to the project customers (Miller, 2009. The project tester here is responsible for the recording of and documentation of the expected results of the software upgrade. Detection of software failures and defects are noticed and the correction is followed up on. The tester also develops and documents the test plans for the software and hardware requirements and general calibrations. Security audits have to be done to ensure no malpractices are done during the entire course. My leadership style For the success of the project, there something, I need to polish in my leadership style. I believed in individual effort toward a particular assignment. But for the stakeholder need satisfaction, team playing is important. For this will enable them to have connection and feel appreciated throughout the project. My nature of being perfectionist or sometimes Authoritarian is good, but the reaction in case of failure is the problem, and may make the stakeholders especially the team players stressed. If they are stressed they are demotivated and thus produce less. Because of the weakness, I will in cooperate Paternalistic Leadership style, where I will integrate father figure trait to the team players so that they can see that I care for them. To start with, I will stipulate clear guidelines to and constant reminder on the goal of the project. My skills in problem solving should be fresh and innovative to the unique circumstances they come in. As leader I should be able to hold the team together and be able to provide a common intent. Just as the captain of a ship I should be able to understand the flux needed for this transformation. As a leader I have to be cool under pressure. This may arise from strict deadlines and stringent budget allocations or cuts, not yet seeing the desired results among others. It is out of unpredictability and chaos of adjustment, leaders step up and forecasts a vision of a new dawn in the horizon and this draws in the project. (Bennis 1997). I have to read from the same script and do what has to be done to ensure the success of the project. I shall have to be able to delegate tasks and have to build trust in them through my deeds. The ability to allow the team members be themselves proves to be more fruitful than being a micro manager whom the team has no trust in him. Role of Project team Member. Amina is the project Team Leader. All the three members are to report to her about any issue they encounter in the project. She is in charge of the project team members and she is answerable to the project manager. Allen Is the Project Coordinator, he supposed to coordinate the activities the project team have to undertake and ensure they are delivered in time. He is answerable to the team leader Miss Amina and I. he is supposed to execute his duties in time, communicate at the correct time and treat team member with absolute respect and esteem. Lucy and Ruben, are the members of the team purposed to carry any duty assigned to them by the team leader and project coordinator. They should ask for help if there is need. They are answerable to the team leader and to me as a project manager. They are supposed to work together and promote team work throughout the project. As a project team member one should always be able to provide the projects status. The project manager relies on the reports drafted up by the members and this form of communication can be formal or informal. Implementation of a plan during the project measures just how the planned performance is working out. The expected results and expectations needed to be revisited from time to time to ensure the project is on track and if not so what steps should be taken to put it right back on track. This kind of monitoring is done on the budgets availed for the project, the risks incurred and the pre-defined framework of the project. Communicating to Stakeholders I will use the use of formal and informal method of communication. Using Formal method I will call meetings, conference calls, by newsletters, memos, emails, and Posters. Informal communication I will use hallway communication, voicemail, sporting event, lunch and drink joints. I will have to have a project communication plan to schedule who to talk to at what day and time (Lock, 2001). Fig 2: Adapted from Introduction to Project management (Schwalbe, 2010). Overcoming the Risks In case the risk mitigation plans does not seem to work, I will encourage the team member to refer to the project matrix that is developed in the initial phase. The Matrix ranks the risks and defines them so that, the team player can apply solution (Miller, 2009). If that proves impossible, employment of contingency plan will come in hand to aid the project from fatal failure. A contingency plan will help the project stakeholders to be proactive about the impending disaster (Barbier, 2003). This is important because it will enable the management of human, and financial resources and manage communication procedure during such hectic and stressful time. I will sensitize the group team about the position of the project step by step and show their progress by use of memos. After every phase the Stakeholder will be required to reflect, before proceeding forward to another phase. The risk on time and On-budget completion, will be mitigated if the risk is well monitored and the upgrade cost is evaluated a every angle. Evaluation will cover upgrades procedure, licensing terms, and condition the project to the time schedules and slots. In case the mitigation fails, increase of workforce to increase speed will come in. For security of the new software, the project tester will have to evaluate the software first away from the existing network of the organization before recommending it for upgrade. If it fails the tests, another product shall replace it that fits the customers need (Barbier, 2003). Compatibility issues shall be dwelt with by making sure that the systems specifications and tools fits the softwares specification. The older tools shall be replaced with the new ones. And in case of usability problem, the staff will have to be trained on how to use the new software that has been installed to enhance the organization performance (Childs and Dietrich, 2002). References Barbier, F. 2003. Business component-based software engineering. Boston: Kluwer Academic Publishers. Childs, D. and Dietrich, S. 2002. Contingency planning and disaster recovery. Hoboken, N.J.: John Wiley. Doculabs. 2009. Digitization and Paperless Processing: What You Need to Know. Chicago, IL: Doculabs. Lock, D. 2001. The essentials of project management. Brookfield, VT: Gower. Heyworth, F. 2002. A guide to project management. Strasbourg: Council of Europe Publishers. Miller, D. 2009. Disaster response. Detroit: Greenhaven Press Schwalbe, K. 2010. Revised an introduction to project management. [Minneapolis?]: Kathy Schwalbe, LLC. Read More