Mod 9 Final Project
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Final Project Mod 9
PROJECT MANAGEMENT
WILLIAMS, LAMONT
2023
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Project Initiation: Feasibility/Prospects
Hightower International Resolutions has requested an interior transactions training intranet system called High Study (Learn) to streamline its operations. Newly hired personnel will use the system to track the company's innovative industry proposals. The current collection of products and essential services is extensive, making personnel less aware and less likely to assist customers. The system will also prevent the combination of manufactured goods, reducing the company's product offerings and potentially decreasing its sales. Hightower's decision to implement this system is expected to improve its operations and customer service.
Project Initiation: Strategy Goals
Hightower International Resolutions plans to provide computer-generated training to local sales colleagues on various manufactured goods the company proposes. The training will enable them to acquire the necessary expertise to extend local services to new and existing customers. The intranet resolution will include numerous protection procedures to ensure the reliability and confidentiality of the matter being combined with personnel. The price assessment will focus on the company's existing manufactured goods and not the expenses associated with new products and local services. The intranet resolution will also include numerous protection procedures to safeguard the reliability and confidentiality of the matter being combined with personnel. The goal is to provide essential knowledge and expertise to local sales colleagues, enabling them to extend local services to new and existing customers.
Project Initiation: Project Charter
Project Title
: High LEARN Roll-out
Period
: November 01, 2023, Project Objective: To offer an effortless computer-generated
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training (teaching) system to sales colleagues on Hightower International Results goods through an inside introduced resolution.
Project Objectives: Hightower International Resolutions’ deliberate purposes is to: Onboard brand-new manufactured goods to sales partners via a combined knowledge structure (teaching space and computer-generated). Enhance deals of brand-new goods before offering sales partners with the required expertise to pass by info alongside to prospective consumers. Onboarding brand-new personnel on even now current goods.
Project Certain Deliverables: Position subject matter gets examined and granted by a Subject
matter expertise board. Content should be presented in PDF presentation to ensure that disconnected screening in cases intranet isn’t readily accessible. Site content comprises exhibitions, webinars, and records (videos), and question and response segment. Intranet site should be available to all sales personnel. Process has been documented for adding new site content as products are acquired by Hightower International Resolutions. Papers on how to properly implement the Test Phases
. Project Staffs: Project Manager, Ricardo Contin/ Hightower Information Technology Functions Expert, Steve Quan/ Hightower Information Technology Techniques and Safety, Shannon Valley/Content Expert, Monica Ianucci/ Content Consultant, Jonathan Brant
Risk elements: Website does not meet employer obligations or purposes. Shannon Valley and Steve Quan won’t be accessible to participate in this project after November 10, 2023. Advertising Division didn’t authorize the method; thinks a SharePoint through Microsoft method is better quality. Protection of intranet/gateway: unsure of certain outside gaining access to past through the business firewall. Additional to having quality Subject Matter Expert (SME) ready and accessible availability upon needed.
Timetable Summary: The High LEARN Roll-out project is scheduled to begin on June 1st,
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2019, and roll out to sales colleagues is expected on or after November 1st, 2023.
Financial plan outline: The budget allocated for this project is a total approximately higher than of $1.2 million. Accomplishment Measures
: Site content must be accessible to 100% of sales partners by project end date.
Additional restrictions: Disturbance of personnel that operate on the surface throughout the appointment installation procedure.
Authorization: Key signature of patron agency (Mind Edge, 2020)
.
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Part D
- High-level timeline
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Key Project Stakeholders
Identifying and addressing stakeholder concerns is crucial for project management. They help generate ideas, provide perspectives from all affected sectors, and prevent blindness to potential issues. Internal and external stakeholders are vital to a project, as they will be involved or have an impact. Key stakeholder concerns can generate more ideas, provide perspectives from
different departments, and help prepare for potential issues. By addressing these concerns, project teams can stay on track and avoid possible blindness (Mind Edge, 2020)
.
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Stakeholder analysis template
Identifying stakeholders is crucial for initiating a project, as it allows for recruitment and a better understanding of their perspectives. Their different levels of authority impact their influence over the project and its deliverables. Identifying those with medium to high interest and power, along with a positive view of the project, can help limit barriers and ensure the project's success. By addressing their concerns, organizations can gather more ideas and perspectives from all affected sectors, preventing blind sidedness.
II- Project Planning
The business requirements include a comprehensive product information website with presentations, webinars, videos, tips, blogs, forums, and an interface with mobile media applications and social networking. The High LEARN network must be secure, modifiable, and
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upgradable. The content must be able to be migrated from current mediums of instruction to create eLearning for traditional classroom-based curriculum.
The project will have a detailed plan to develop a highly interactive portal to improve sales performance. HGS's business requirements include providing a thorough and interactive learning platform for sales teams using a combination of classroom and online training, growing the HGS portfolio, and enabling easy access to presentations, webinars, videos, and forums for sharing tips and leads for sales associates.
Part B - Subject matter experts
Monic Ianucci and Jonathan Brant will collaborate with subject matter experts (SMEs) from the acquisitions and product portfolios departments to create content for the project. To solicit SEMs, they will start within the organization by asking for original stakeholders or designers and conducting interviews. They will also look within the industry by searching trade magazines, blogs, and academic sources. SMEs provide knowledge and expertise in the project's specific subjects, business areas, or technical areas. They can help the project manager launch the
project and develop business strategies.
The responsibility of SMEs is to ensure the project's deliverables meet stakeholder needs,
legislation, policies, standards, and best practices. To identify necessary SMEs, focus groups and interviews will be conducted to document individual views and understand how training materials are accessed and used. Focus group workshops will be scheduled at different locations to ensure a smooth roll-out.
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After gathering and documenting information, a test system will be built to assess the portal's functionality and identify gaps or issues. Subject matter experts possess extensive knowledge and experience in the discussed field, and their ability to utilize their skills and understanding can lead a project toward success. Important participants should be referred during
the High LEARN portal implementation process.
Part C - Standard requirements template
The standard requirements template ranks project priorities as high, medium, or low, aiding the project team, sponsor, and stakeholders in executing the plan. It also outlines any issues, conflicts, restrictions, and resolutions. This template helps identify and prioritize the project's essential aspects, making it a quick reference for easy use. It also includes a breakdown of problems, conflicts, restrictions, and resolutions.
Part D - Format
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The format is crucial for capturing requirements and creating a successful project. It documents stakeholder needs, describes improvements, increases revenue, lowers costs, and meets regulatory obligations. Traceability influences consistency, completeness, and traceability of project requirements (Mind Edge, 2020).
. For High LEARN, the format ensures uniformity for parts, content databases, white papers, social media, and project data: traceability tracks system and parts requirements from their intended function to functionality within the portal infrastructure. The ultimate goal is to track business needs, required components, the complete system, and database information supporting the High LEARN portal.
Part E - Project schedule
The project schedule is crucial for success, meeting milestones, and completing the project on time and within budget. It is the hardest part for project managers and the most critical. A good resource plan should be detailed, identifying the information needed and the types of resources needed for each task
.
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Part G - Refine the estimate
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III- Project Execution
Part A - Implementation approach
The implementation of projects can be divided into two types: agile and waterfall. Agile is a project management and product development approach focusing on incremental improvements, making it ideal for continuous improvement products. It is particularly suitable for software development in the information technology field. On the other hand, waterfall is a straightforward methodology that establishes customer requirements upfront and monitors and controls the project until completion. This approach is more adaptable and can be rapidly updated and improved (Mind Edge, 2020).
.
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The High LEARN project, for example, is a large project with numerous moving parts, and it may be challenging to plan due to continuous changes in requirements (Mind Edge, 2018).
High Growing Solutions (HGS) should use an agile approach for the High LEARN project because it gives feedback on the design, gets the work to stakeholders quickly, and lets changes be made before too much work goes into the wrong design and implementation of the portal.
In conclusion, the High LEARN project is best implemented using an agile approach, as it allows for continuous change, direct customer inclusion, adjustments, and redirection while ensuring the project's resiliency and ability to be rapidly updated and improved (White, 2008).
Project Schedule
Schedule compression
is a process that involves two techniques: crashing and fast-
tracking. Fast-tracking involves parallel execution of activities while crashing is used when fast-
tracking has not saved enough time on the project schedule. Crashing can be expensive due to the additional resources added. For a project like High LEARN, fast-tracking should be done first to ensure the project stays on schedule. The project schedule start and finish dates can be adjusted based on resource constraints to balance demand and supply. For High LEARN, with a budget of 1.5 million dollars and a short project timeframe of Nov 1, 2019, to July 1, 2020, the recommended approach is to use crashing by adding additional information technology SMEs and content development specialists while leveraging fast-tracking wherever possible (
Project schedule
, n.d.)
. This approach will help maintain the project's scope while reducing its duration.
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Project Control
Change Management
Change is a crucial aspect of any project, and adjustments may be necessary to keep it on schedule and meet milestones. An efficient change control process evaluates and implements changes that bring value to a project while rejecting those that could disrupt the work (Mind Edge,
2020)
. The project manager and a change control team should use a log of changes to review each
request, determining the change's merit and its impact on the project in terms of scope, schedule,
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or budget. The log should include the change request description, who requested it, the estimated
time and cost, and whether the change was approved or denied.
The change management plan is designed to control the number of changes made to the project and ensure they are all necessary. The change process must be documented and available to stakeholders. There are three types of changes: scheduling, budget, and scope changes. The change management process includes a formal, written change request, which the project manager reviews and accepts or rejects, with the requestor notified of the reasons.
Part B - Risk management
Risk management is crucial to any project, as it helps identify, qualify, develop, and control risks. The project's characteristics and context are essential for an effective risk management process as they determine its purpose, importance, and motivation. The risk management process includes risk identification, qualification, response development, and control.
The project team will use a Risk Register on SharePoint to track risks and keep stakeholders informed, which contains quantitative and qualitative risk review results. Techniques used to identify risks include brainstorming, interviewing, SWOT analysis, checklist analysis, assumption analysis, and expert judgment.
To determine which risks need a response, the project team must determine the risks' significance, cost-effectiveness, impact, and cost-effectiveness. Once a response is determined, the plan will be followed: review risk causes, identify positive or negative risks, identify alternative risk responses, evaluate and prioritize them, allocate resources for each specific risk
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response, and communicate the risk response plan to the project team and stakeholders (Mind Edge, 2020)
.
A qualitative risk analysis will determine the probability and impact of each risk on the project. In large projects, it is essential to identify risks first, use qualitative risk analysis to uncover high-priority risks and conduct a quantitative risk analysis if necessary. A probability impact matrix will show which risks and opportunities will take priority. If necessary, the top-
priority risks will undergo a quantitative analysis.
Issues will be documented throughout the High LEARN project using an issue log. This simple spreadsheet helps track and prioritize issues, establish responsibilities, and ensure each issue is resolved with minimal impact on the project (
Project issues management: Practices and
techniques
, n.d.)
. The PM and the project team will review the issue log regularly to ensure that issues are being resolved. A Kanban board can also serve as an issue log, allowing the first person to identify an issue and assign a point person responsible for it. This will help the team know who to contact regarding the issue and track its progress.
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Project Closeout
Close
High Learn aims to streamline the sales team's approach to offering products and services
to customers by providing learning tools and making navigation tools easily accessible. This will limit missed opportunities and increase revenue. Once the portal is established, training can begin for the sales team. During project closure, the team will complete deliverables, gather project reports, and provide performance feedback to team members and management. Closing the project should be considered the last milestone and included in the project plan and schedule.
Closing out a project involves validating all activities, accepting deliverables, closing out contracts and subcontracts, capturing lessons learned, communicating results to stakeholders, transferring products or services to production or operations, re-assigning personnel, and appreciating and rewarding the project.
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Closing out a project involves all phases being completed and closed, a consensus by all stakeholders, meeting project objectives, and avoiding additional charges. Governance processes will be reviewed and addressed in phases to minimize the chances of overlooking steps. Lessons learned during the project should be documented for future projects and other project managers, including positive and negative events that impacted on the project (Mind Edge, 2020)
.
Warranty Period
A warranty is necessary for a product's exchange or return period. Tony DiBello provided
a contract for High LEARN, which includes a 90-day warranty period after its launch on November 1, 2019. During this time, refresher training will be provided to the sales team. Hightower Global will provide technical assistance via the IT Help Desk hotline for an annual fee after the warranty period. Project managers should ensure a warranty is purchased, especially
when deliverables are purchased through a contract. Most come with a factory warranty for a year, with options to purchase additional years for software maintenance and issues.
Part C - Lessons-learned
Lessons learned are identified at any point in a project and are included in the lessons learned knowledge base. Tony DiBello aimed to gauge team feedback on the project's success, including accurate estimation of time and resources, effective stakeholder requirements gathering, clear scope definition, new skills learned, objectives met, appropriate utilization of team member's skills, and effective communication. He also sought to understand what went well and what did not, aiming to gather feedback from all project participants and analyze it to learn from the project and avoid future pitfalls.
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References
Mind Edge Inc. (2020). Qso-640: Project management. https://snhu.mindedgeonline.com/content.php?cid=87621
White, K. R. J. (2008). Retrieved from: https://www.pmi.org/learning/library/agile-project-
management-mandate-changingrequirements-7043
(
Project issues management: Practices and techniques
, n.d.)
Project issues management: Practices and techniques
. (n.d.). Ittoolkit.com. Retrieved November 17, 2023, from https://www.ittoolkit.com/articles/project-issues-management
(
Project schedule
, n.d.)
Project schedule
. (n.d.). ProjectManager. Retrieved November 17, 2023, from https://www.projectmanager.com/guides/project-
scheduling
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