IT Project Management: Schedule, Scope and Budget - Case Study Example

Introduction Project management refers combination of activities that involve planning, organizing, resources management and securing resources to ensure that there is successful production goods and services at the end (Schwalbe, 2006). Normally, a project has the beginning and the end and there is breakdown of activities to ensure successful attainment of the predetermined results (Schwalbe, 2006). This case study focuses at providing a sharp insight of the department of government IT services based project. The study will focus on the following areas under different headings; Do you take the job as the new IT Services Project Manager (PM) or stay in your current assignment? Why? I could take the job as a new Information technology service project manager and make it a success. This was possible because as an experienced specialist in project management, Mark could have used his project management skills and conduct an analysis to determine the causes of previous failure on this project. Whereby, the analysis could have helped to prevent future failures by carrying out necessary improvement (Gido & Clements, 2009). Additionally, the case study indicates that, Mark was to be given support by Wendy, the director of enterprise information system and therefore, taking the project meant that there was guaranteed support from top management (Vedeld, 2001). 2. What is your definition of project success? What are the odds (qualitative assessment) of success for the IT Services Project based on the information available? Is this project a death March project? Project success refers to a program that can be accomplished using the budgeted funds and delivers desired outcomes within the scheduled time frame (Gido & Clements, 2009).This means that a program that can not be completed within the established time frame is a failed project (Schwalbe, 2010). A good example of a failed project is the case study the IT service project. This is because the project was unable to meet the three basic elements of successful projects which include; the schedule, budget and the scope (Schwalbe, 2010). Qualitative assessment methods that may be used to evaluate the IT service industry. The method employs non-numerical approach to gather helpful information that can be applied to conduct an evaluation (Vedeld, 2001). Qualitative assessment methods employ some techniques such as individual and group interviews (Vedeld, 2001). Additionally, project manager may employ this method by scrutinizing whether the desired outcomes have been attained within the scheduled time frame (Schwalbe, 2010).The findings derived from observation are recorded to determine whether the intended outcomes have been realized (Schwalbe, 2010). In above connection, records may be used to assess whether the intended outcomes have been achieved (Schwalbe, 2006). Project manager may scrutinize the records to see whether the desired goal of an IT project have been fully realized within the set time frame (Schwalbe, 2006). Based on budget information retrieved from department of government on IT service, it can be scrutinized that, the project was under funded. This made the IT project to remain unsuccessful despite having the support of Wendy Hickman, the director of Enterprise information system (Vedeld, 2001). In above connection, the IT service project was unsuccessful because of resistance from some members of the organization (Vedeld, 2001). The resistance to change may be scrutinized in the conversation between Mark and Wendy whereby, Wendy promised to offer full support to Mark when carrying out Information technology service project. 3. What are the worst case scenario and the potential impacts on the department, the executive sponsor, other major stakeholders, and you if the project is terminated If the project is terminated the most common potential impact that is likely to occur is that the IT department may collapse making the executive sponsor to loss his job together with other members of the IT department like Mark and Wendy (Schwalbe, 2010). This may further lead to substantial losses to the company and more specifically to IT department because the budgeted funds that were utilized can not be recovered (Schwalbe, 2010). Additionally, the overall modernization of wide rage of business enterprise may not be feasible as intended if the project is terminated (Schwalbe, 2010). In above connection, project managers may experience a feeling of guilt for failure to meet the desired goals and this could consequently lead to termination of their contract (Schwalbe, 2010). 4. What criteria should be used to make this decision? Should the project be terminated? Please support your answer by applying your criteria. The IT service project may be terminated using the one of the following six criteria namely; completion, displacement, collapse, absorption, integration and deterioration respectively (Kerzner, 2009). Completion may appertain terminating the project after it has been successfully accomplished. On the other hand, displacement criteria may involve terminating the project by placing a successful project in replace the initial project (Norton & Chartered Institute of Management Accountants, 2008). The displacements criteria could be used whereby, the IT service project may be displaced by another project through buy or make strategy (Kerzner, 2009). On the other hand, Collapse criteria may be employed; these criteria involve having a failed project due to external factors beyond the control of project managers (Kerzner, 2009). Connectively, absorption and integration may be applied whereby; both employees and project managers are absorbed into the organization after the project has been terminated (Norton & Chartered Institute of Management Accountants, 2009). Therefore, IT service project may be terminated using any of the six criteria’s discussed. 1. Is it appropriate to review this key planning decision periodically after the original acquisition strategy decision was made? Why or why not? It is important to review key planning decision even after the original acquisition strategy has been made this is because periodic review helps to determine whether the program is in align with the desired goals (Lucey, 2004). Additionally, periodic review of a program may help to determine areas of inefficiency in order to carry out necessary improvements (Lucey, 2004). The review may further help to ensure there is efficiency and effectiveness of a program (Lucey, 2004). 2. What criteria should be used to evaluate the decision choices? Apply them and make your recommendation for Olaf in the role of Mark, the IT PM. The organization may use collapse criteria to evaluate a decision on whether to terminate a project (Kerzner, 2009). These criteria may be relevant in this case study because the IT service based project failed not because Mark was not competent in his job but because of factors beyond his control (Kerzner, 2009). Some of those factors include; under budgeting, resistance from some members of the organization and lack of support from top management to name just but a few (Kerzner, 2009).Therefore, Olaf should not assess Mark as a source of failure but rather he should scrutinize on other key factors that may have brought project failure. 3. What steps could Mark have taken to strengthen the effectiveness of executive sponsorship throughout the project? Mark should have used the following five steps namely; background, objectives, scope, constraints, assumptions, risk, and deliverables (Flouris & Lock, 2009). Background may involve proper planning and work breakdown. Mark should have taken into account the objectives whereby, he could have ensured that his objectives were SMART in order to gain full support (Flouris & Lock, 2009). Additionally, Mark should have defined the scope of what he wants to attain within the time frame available by taking into consideration the constraints, assumptions and risk that was likely to occur (Flouris & Lock, 2009). 5. Describe an effective, short due diligence methodology to support your decision about whether or not to take the role as PM. The short term due diligence methods that Mark could have used to determine whether to take the position of project manager is by use of observation method on company records (Kerzner, 2009). Whereby, Mark should have used the past records to identify that this project he was undertaking has failed in the past three years. Therefore, this method could have helped him determine the appropriate measures that could have been adopted to prevent such failures in the future (Kerzner, 2009). 6. If there really is no choice about taking the PM assignment, what can the PM do to improve the overall odds of success for the project? The project manager should have used the seven major principles of project success, among those principles include; developing alternative risk approach that can mitigate the severity of the anticipated risk (Gido & Clements, 2009). Secondly, the manager should have tried to involve senior management in order to gain their full support (Gido & Clements, 2009). Thirdly, project manager should have ensured that there was efficient flow of information to all the concern parties undertaking the project (Gido & Clements, 2009). The forth principle is that, manager should have include a team of highly skilled personnel in project decision. Additionally, the fifth principle of case oriented approach should have been employed because it provides the procedure and steps of interacting with the system(Gido & Clements, 2009).The project manager should have used the sixth principle of controlling system change to ensure that there was effective adoption of change (Gido & Clements, 2009).Finally, the project manager should have employed visual models that could guide the stakeholders on how to implement change without resistance from members (Gido & Clements, 2009). 7. Topic that Executive Sponsor and Mark should have discussed before accepting the new role? Should Mark get the answers in writing or rely on verbal assurances? Prior accepting the new role they should have discussed the topic on tips of successful project management. Additionally Mark should have got the answers in writing this is because documentation is one of the key aspects of an efficient and effective project management (Gido, & Clements, 2009). Additionally documentation is very vital in any contract because it show some level of commitment (Gido & Clements, 2009). B. The Turnaround: 1. What steps should Mark take to assess the feasibility of turning the project around? Mark should have used the four major steps of turning project around. Those steps include; reviewing the previous risk associated with the project to determine measures that may be adopted to reduce the risk (Black & Decker Corporation, 2002). The second step may involve reviewing the project budget weekly in order to make sure that the project is completed within the set budget (Black & Decker Corporation, 2002). Conducting standardized regular meeting to ensure there is efficient flow of information among all the participants. Finally, conducting internal project meeting with the working team in order to sure that the working team remains focus to accomplish the project within the stipulated time (Black & Decker Corporation, 2002). 2. What project artifacts (documents) should he review? Projects artifacts are documents that enhance communication and efficient execution of the project (Demery, Lusk & Management Concepts, 2006). Some of those documents include: Project plan, Architecture document, test plan and user acceptance test plan. The artifact help project manager to determine whether there is a proper link and commitment required among all the stakeholders undertaking the project (Demery, Lusk & Management Concepts, 2006). 3. Who should he talk with and what topics should he investigate? Mark should have talked to the Director of budget, Nikole cash and Deputy Director of budget Mr. Alyssa Robinson as well as executive sponsor Mr. Olaf Swizzler, who understand more about the IT project. The topic of discussion should involve project budgeting whereby, Mark should try to convince them about the importance of making sufficient allotment of funds to IT service project. 4. What should he do about personnel, technology, the architecture of the solution, the communications? Mark should ensure that all the personnel that are involved in undertaking the project are well informed about the requirements of the project (Resch, 2011). This can be achieved by ensuring that there is adequate communication (Resch, 2011). Additionally, Mark should have an architectural plan that may help him review the project and carry out necessary cost adjustments before the project reaches implementation stage (Resch, 2011). 5. Describe a stakeholder management strategy for a project in this situation? The necessary stakeholder strategy for this situation is stakeholder planning strategy (Resch, 2011). Under this strategy, the project manager should conduct an analysis to determine the people to be involved in executing the project as well ensure there is clear flow of information among all stakeholders (Resch, 2011). 6. How should he structure the decision process and present the “Go/No Go” decision recommendation to the Project Sponsors at the end of the two week assessment? What adjustments should he negotiate for with the Project Champion/Sponsor? Mark should have structured his decision by evaluating the alternatives. Whereby, he should have considered the three major factors namely; risk of undertaking the project, consequences and feasibility of undertaking the project (Olson, 996). Feasibility may appertain determining whether the project can be accomplished within the scheduled time (Olson, 996). In above connection, Mark could have requested the project sponsor to make adjustment on budget by increasing it as well as time so that the project can be accomplished successfully (Olson, 996). Conclusion It can be scrutinized that for a project to be successful, project managers must adhere strictly to three basic elements of a successful project namely, schedule, scope and budget. In above connection, communication and weekly meetings should be ca must in order to monitor the progress of a project. Conclusively, project managers should work closely with top most management in order to gain their full support when implementing the project. References Black & Decker Corporation (Towson, Md.). (2002). customizing your home: 39 step-by-step projects for turning your new house into a home. Chanhassen, MN: Creative Pub. International. Demery, K. A., Lusk, M. M., & Management Concepts (Firm). (2006). Fast forms for managing development projects. Vienna, Va: Management Concepts. Flouris, T. G., & Lock, D. (2009). Managing aviation projects from concept to completion. Farnham, Surrey, England: Ashgate. Gido, J., & Clements, J. P. (2009). Successful project management. Mason, OH: South-Western Cengage Learning. Kerzner, Harold, Ph.D. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling: Epub Edition. John Wiley & Sons Inc. Lucey, T. (2004). Management information systems. London: Thomson Learning. Norton, A., & Chartered Institute of Management Accountants. (2008). Integrated management. Oxford: CIMA. Norton, A., Hughes, J., & Chartered Institute of Management Accountants. (2009). E2 - Enterprise management. Oxford, U.K: Cima/Elsevier. Olson, D. L. (1996). Decision aids for selection problems. New York [u.a.: Springer. Resch, M. (2011). Strategic project management transformation: Delivering maximum ROI & sustainable business value. Ft. Lauderdale, Fla: J. Ross Pub. Schwalbe, K. (2010). Information technology Project Management. Boston, MA: Course Technology/Cengage Learning. Schwalbe, K. (2006). Introduction to project management. Boston (Mass.: Thomson Course Technology. Vedeld, T. (2001). Participation in project preparation: Lessons from World Bank-assisted projects in India. Washington, DC: World Bank Read More