7-2 Project Two Christensen
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Module 7-2 Project Two
Harvest City Case Study Analysis
Jennifer Christensen
IT 409: Impact of Systems on Organizations
December 10, 2022
Harvest City Case Study Analysis
Table of Contents
:
1.
Summary
1.1 Constraints and Opportunities
1.2 Decision Making Processes
1. 3 Scalability, Cost, and Time
1. 4 Documentation and Tracking
2.
Recommendations
2.1 Proposed Organizational Strategy
2.2 Recommendations for Decision Making Process
2.3 Recommendations for Scalability, Cost, and Time
2.4 Importance of Documenting and Tracking Procedures
1.
Summary
1.1 Constraints and Opportunities
The Harvest City project had constraints that were either overlooked or ignored.
Construction for the complex broke ground in October 2014 and the opening was planned for
January 2017.
However, the intelligent procurement system wasn’t introduced as an idea until
July 2015.
With both construction underway and a limited timeline, the project was set up to
fail.
8 of the 10 companies sent the project and system requirements declined to bid, including
Venso who was already in contract with the Hotel at Harvest City.
The project scope was not
finalized, and the proposed requirements were vast.
Many future tenants’ needs were not
included in the original scope and allowed for scope creep, delays, and overbudget costs.
Opportunities of the project included marketing Harvest City as a global destination for business
travel while providing local citizens with a modern gathering place.
A successful project would
have led to economic growth and created more jobs.
It also would have effectively implemented
IoT devices into an intelligent procurement system, allowing the convention center to access real
time data and operate more efficiently.
1.2 Decision Making Process
The project started in 2009 with city council members voting to approve the construction
of a downtown convention center.
The mayor and a task force of different industry
representatives created Harvest City Corporation and hired John Casper as the CEO.
John
Casper, with 20 years of experience running convention complexes, had a hands-on management
style and worked closely with his hand-picked team to guide the project.
Phase 1 and Phase 2
were planned, and funds were secured to pay for the complex.
Casper focused on the multiple
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stakeholders of the project and successfully persuaded Venso to agree to a contract for the
intelligent procurement system.
He and his team had the potential to lead the project to a
successful completion but unfortunately, he had to resign.
After his departure, his duties were
assigned to other executive team members and communication with Venso suffered.
Without a
strong project manager, many changes were approved that caused scope creep and Venso was
unable to meet the deadlines for the project.
1.3 Scalability, Cost, and Time
The convention complex was started in October 2014 and the first events were scheduled
for January 2017.
The process was designed in two phases.
Phase 1 included the hotel,
convention center, and parking lot.
Phase 2 included the shopping center and apartment
buildings.
The mayor and task force signed an agreement for $60 million, financed by revenue
bonds and grants along with an investment from the city.
Phase 1’s cost was estimated to be
$100 million in federal grants.
The revenue bonds were to begin repayment on the date of
beneficial occupancy, scheduled January 1, 2017.
Venso signed a $26 million contract for the
procurement system, scheduled to be implemented and tested by November 1, 2016.
The
procurement system was supposed to service the entire complex, but many future tenants didn’t
have finalized contracts and their needs were not known.
They were allowed to ask for changes
that both delayed the time for implementation and affected the overall cost.
1.4 Documentation and Tracking
The procurement system wasn’t developed with the design of the convention center and
construction had already started when it was contracted.
Once Casper left as CEO,
documentation and tracking suffered.
Venso could not communicate effectively with the
executives left in charge to resolve issues and complaints.
The executive team was overwhelmed
with the demanding decisions and short time frame.
A project consultant hired to oversee it
blamed Venso for not knowing all risks that could occur during the iteration cycles.
Changes
were approved by the executive team that made Venso adjust their design to accommodate the
new directions.
Another vendor was allowed to tap into the sensors for a fire emergency alert
system, which was not communicated to Venso.
The sensors malfunctioned and triggered a false
fire alarm that ruined a one-day preview event.
2.
Recommendations
2.1 Proposed Organizational Strategy
There are steps we can take to ensure the system upgrade for Garnet Garden Hotels is
successful.
These steps include define the project goals and requirements early and keeping
them adaptable, understand the project scope, communicate with stakeholders and project team
members, encourage teamwork, set expectations, manage risks, schedule and document the
work, and allow for feedback (Indeed, 2021).
It is important to define the project’s requirements
to avoid scope creep.
Understanding the project scope allows for the allocation of resources and
acceptable budget and timeline.
Communication is key for stakeholders, managers, and the
team.
Communication encourages teamwork with the different vendors who may be involved.
Developing a risk mitigation plan will allow the team to be aware and know what steps to take in
the case of a problem.
Documenting and communicating progress during the project will keep
all interested parties informed of the status.
Encouraging feedback allows different perspectives
to be heard that can positively impact a project.
These steps favor an Agile project method that
allows for changes and limited iterations that are adaptable.
2.2 Recommendations for Decision Making Process
Constant communication, adaptability, and strong leadership are important for the
decision-making process in any project.
Its also important to have the correct people in
leadership roles for the project, such as executive team members and the project manager.
The steps involved are identifying the decision, gathering information, evaluate and selecting
options, implement decision, and monitor the outcome (Harrin, 2022).
Using these steps during
the system project can help the team make effective decisions when needed.
Once a decision
presents itself, its important to gather information like a CBA, current schedule, and financial
status.
The information allows the team to evaluate options using ways like a SWOT analysis or
decision tree.
Lastly, follow through with the decision and check its impact on the project.
Using these strategies will help our system project avoid the failures of the Harvest City project.
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2.3 Recommendations for Scalability, Cost, and Time
The project’s main goal is to meet the needs of the invested stakeholders while still
following a budget and timeline.
Before the work on the project can begin, it is paramount to
gather all the needs and requirements of the updated system and plan ahead.
A realistic timeline
for completion and sensible budget must be approved.
Using the Agile method allows for greater
flexibility and scalability after completed iterations.
Scalability can also be built in using cloud
computing services, like SaaS.
Prepared documents like a CBA and risk analysis will allow the
project to continue even when the project is impacted.
2.4 Importance of Documenting and Tracking Procedures
Documentation and tracking are important tools for fostering a cohesive team and
understanding how a project is progressing.
Any project requires constant interactions and
documentation will help facilitate communication between stakeholders, executives, and team
members.
Some best practices for Agile documentation are keep relevant information, be
specific, and keep it in a designated space (Anwar, 2016).
Keeping the relevant information
ensures the data is up to date and not repeated in different reports.
Details are important so being
specific tailors the reports to the current project.
“Technical design documents have to be
accessible and transparent. You need to have them available for anyone who might be in need for
them” (Anwar, 2016).
When the information is kept in the same place, it is easier to keep
stakeholders and team members updated.
Tracking progress with scrum meetings will keep the
project on task and on time.
Its important to mention that documentation of completed projects
is researched for future projects so we can continue to learn from any mistakes that may occur
and plan as efficiently as possible.
The Harvest City project did not incorporate tracking or a
consistent way to document progress in its failed project.
References:
Anwar, R. (August 10, 2016).
Agile Documentation: Best Practices
.
https://easternpeak.com/blog/agile-documentation/#:~:text=Agile%20documentation
%20best%20practices%3A%201%20Only%20the%20relevant,person%20to%20take
%20care%20of%20your%20documentation.%20
Applegate, L. and Montealegre, R. (April 25, 2018).
Harvest City: The Intelligent Procurement
System Project
.
https://services.hbsp.harvard.edu/lti/links/918507-PDF-ENG
Harrin, E. (August 7, 2022).
Project Decision-Making: A Process Guide For How To Do It
Better
.
https://rebelsguidetopm.com/project-decision-making/
Indeed Editorial Team. (May 25, 2021).
12 Project Management Strategies To Improve
Efficiency
.
https://www.indeed.com/career-advice/career-development/project-
management-strategies#:~:text=12%20project%20management%20strategies
%201%201.%20Define%20your,8%208.%20Document%20your%20process
%20...%20More%20items