Parlynet 2002 Project was the IT project for the Victorian Parliament. It was rolled out in 2003 and just after the roll out, the users started facing the problems in terms of log in problems, opening of electronic files and the slow process of the software. Keeping in mind the problems analysis is being done to check the issues related to the problems due to which the project was failed. During the analysis it was observed that the project team did not follow the correct procedures of project management, they did not follow the hierarchy, and job responsibilities were not divided and so on and so forth. Therefore the recommendations are made based on the analysis of the project on what should the project management do in order to rectify the issues related to the Parlynet.
Parlynet 2002 Project was the IT project for the Victorian Parliament. It was rolled out in 2003 and just after the roll out, the users started facing the problems in terms of log in problems, opening of electronic files and the slow process of the software. Keeping in mind the problems analysis is being done to check the issues related to the problems due to which the project was failed. During the analysis it was observed that the project team did not follow the correct procedures of project management, they did not follow the hierarchy, and job responsibilities were not divided and so on and so forth. Therefore the recommendations are made based on the analysis of the project on what should the project management do in order to rectify the issues related to the Parlynet.
The main goal of this presentation is to study three large information systems projects that failed over the last five years and identify the reasons of failure and derive the challenges and recommendations for IS strategists.
Tenga en cuenta al iniciar su proiyecto NIIF un claro entendimiento de los riesgos, beneficios y entregables del proyecto. La experiencia nos dice que de la calidad del proceso de iniciación es un buen predicitivo del éxito del proyecto. Sin duda!
This article presents some practical insights and challenges encountered during the implementation of major IT projects in the government sector in Arab countries. The primary purpose of this article is to point out the identified pitfalls to the existing body of knowledge from a practitioner’s standpoint, as many of the articles published in this regard are published by vendors, consultants, or academics. Each item is discussed to highlight how it impacted the management and the overall performance of projects. They are believed to contribute significantly towards the successful management and implementation of projects, and as valuable lessons that should be recorded in an organisation’s knowledge and watch list repository.
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS .docxlefrancoishazlett
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS 1
WOODROW WILSON BRIDGE PROJECT EVALUATION AND ANALYSIS
7
Woodrow Wilson Bridge Project Evaluation and Analysis
Plan Procurement Management Analysis
A. Inputs
1.Project management plan
This is a document which is approved to define the way activities of a project will be executed, controlled and monitored. It can contain management plan subsidiary, baseline as well as their documents of planning. In Woodrow bridge, the project management plan highlighted the requirement of procurement in executing the contract and the period in which the project will take be completed (Schweitzer & Stephenson 2016). The key objectives outlined in this plan were to construct four adjacent interchanges as well as two side by side drawbridge. Apart from other identified resources, the total estimated amount required in executing the project was $ 2.479 billion.
2.Requirements documents.
This is a document that contains all the project requirements as well as ensuring that those requirements are conforming to the needs of the stakeholders. This document aids in understanding what is required in the project so that the desired results are achieved. In the construction of this bridge, all details pertaining contract award such as requirements description needed in awarding the contract and their estimated costs, continuous updates, the contract status during the time of signing as well as the estimated time that the contract was to take, was found in these documents (Schweitzer & Stephenson 2016).
3.Risk register
Risk register can be described as a tool used in documenting risks that are occurring in the project and the possible solutions or actions that will help in managing each risk. Once the risks are identified in the project, they are documented in the risk register. Woodrow bridge project plan did not come across any risk. Though in a normal circumstance, financial risks in most cases can be experienced in a large project such as this. For instance, the estimated budget for this project might not be able to fund the whole project to the end leading to delays in the whole project activity. The conflict between the project team members or the managers can be a risk which can interfere with the project activity. Talk about the environmental issues they faced ?
4.Activity resource requirement.
This can be described as the different type of resources required in each activity in a given package of a project such as an amount, quantities, level of skills of the resource required to participate in a project. Woodrow Bridge was measured to cover 7.5 miles where each of the four approaches was allocated a different amount depending on the nature and the type of the activity so that the contractors are able to execute the project without difficulties. For instance, the district of Colombia was allocated $16 million, Virginia was allocated $ 587 million, Maryland was allocated $ .
Presentation slides provided by Robert Holloway from Stantec on 10 May 2022 at the North West Branch Conference in Manchester on the Warrington Western Link project.
Manual Project in Public Sector including the stages of initiation, preparation of PC-I,PC-2, Public Private Partnerships, Different modes of Public Private Partnerships, Appraisal including the Risk Assessment, Monitoring and Control and Closure stage of the project.
The main goal of this presentation is to study three large information systems projects that failed over the last five years and identify the reasons of failure and derive the challenges and recommendations for IS strategists.
Tenga en cuenta al iniciar su proiyecto NIIF un claro entendimiento de los riesgos, beneficios y entregables del proyecto. La experiencia nos dice que de la calidad del proceso de iniciación es un buen predicitivo del éxito del proyecto. Sin duda!
This article presents some practical insights and challenges encountered during the implementation of major IT projects in the government sector in Arab countries. The primary purpose of this article is to point out the identified pitfalls to the existing body of knowledge from a practitioner’s standpoint, as many of the articles published in this regard are published by vendors, consultants, or academics. Each item is discussed to highlight how it impacted the management and the overall performance of projects. They are believed to contribute significantly towards the successful management and implementation of projects, and as valuable lessons that should be recorded in an organisation’s knowledge and watch list repository.
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS .docxlefrancoishazlett
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS 1
WOODROW WILSON BRIDGE PROJECT EVALUATION AND ANALYSIS
7
Woodrow Wilson Bridge Project Evaluation and Analysis
Plan Procurement Management Analysis
A. Inputs
1.Project management plan
This is a document which is approved to define the way activities of a project will be executed, controlled and monitored. It can contain management plan subsidiary, baseline as well as their documents of planning. In Woodrow bridge, the project management plan highlighted the requirement of procurement in executing the contract and the period in which the project will take be completed (Schweitzer & Stephenson 2016). The key objectives outlined in this plan were to construct four adjacent interchanges as well as two side by side drawbridge. Apart from other identified resources, the total estimated amount required in executing the project was $ 2.479 billion.
2.Requirements documents.
This is a document that contains all the project requirements as well as ensuring that those requirements are conforming to the needs of the stakeholders. This document aids in understanding what is required in the project so that the desired results are achieved. In the construction of this bridge, all details pertaining contract award such as requirements description needed in awarding the contract and their estimated costs, continuous updates, the contract status during the time of signing as well as the estimated time that the contract was to take, was found in these documents (Schweitzer & Stephenson 2016).
3.Risk register
Risk register can be described as a tool used in documenting risks that are occurring in the project and the possible solutions or actions that will help in managing each risk. Once the risks are identified in the project, they are documented in the risk register. Woodrow bridge project plan did not come across any risk. Though in a normal circumstance, financial risks in most cases can be experienced in a large project such as this. For instance, the estimated budget for this project might not be able to fund the whole project to the end leading to delays in the whole project activity. The conflict between the project team members or the managers can be a risk which can interfere with the project activity. Talk about the environmental issues they faced ?
4.Activity resource requirement.
This can be described as the different type of resources required in each activity in a given package of a project such as an amount, quantities, level of skills of the resource required to participate in a project. Woodrow Bridge was measured to cover 7.5 miles where each of the four approaches was allocated a different amount depending on the nature and the type of the activity so that the contractors are able to execute the project without difficulties. For instance, the district of Colombia was allocated $16 million, Virginia was allocated $ 587 million, Maryland was allocated $ .
Presentation slides provided by Robert Holloway from Stantec on 10 May 2022 at the North West Branch Conference in Manchester on the Warrington Western Link project.
Manual Project in Public Sector including the stages of initiation, preparation of PC-I,PC-2, Public Private Partnerships, Different modes of Public Private Partnerships, Appraisal including the Risk Assessment, Monitoring and Control and Closure stage of the project.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
Boeing's Virtual Fence(Barriers) Nagarajan.pptx
1. Boeing's Virtual Fence(Barriers) On
January 14, 2011, Secretary Of
Homeland Security Initiative Net
(SBInet)
Scope management is the process whereby the
outputs, outcomes and benefits are identified, defined
and controlled. 'Scope' is the term used in the
management of projects to refer to the totality of the
outputs, outcomes and benefits and the work required
to produce them.
Scope management
2. Questions: 1) What problems do you see emerging from a project such as
SBInet where the government allows the contractor to determine scope,
manage all contractor relations, and decide how to share project status
information with oversight bodies?
• Oversight, particularly early in the project’s development, is critical.
• It is during the early phases of the project that most technical decisions
are made, that overall project scope is frozen, and that project
capabilities and standards for evaluation are determined.
• Thus, when the government gave this power to the contractor without
sufficient checks and balances, they opened the way for overruns, poor
technical quality, and loss of accountability.
• In retrospect, it is actually surprising that the project was cancelled as
early as it was. Under similar circumstances, federally funded projects
have been much bigger black holes for budget and schedule overruns.
