Hardware_Replacement_Project

Hardware Replacement Project The information technologies department is adding the latest solution for customer relationship management (CRM) to its organization. With the hardware replacement project (HRP) for this addition, it consists of five major variables. They are as follows: time, quality, scope, and risk. I will be giving a description of how the variables are related to the HRP. There are many thoughts that will be implemented in choosing the best projects that will provide the finest business worth during the evaluation. There will be discussion on the issues that manipulate risks with projects and I will be recommending strategies to reduce the risks involved with this project. My closing will provide the optimum preparations with the processes involved in supervising the HRP. Project Management Project management activities comprise of the following: planning work, risk assessment, anticipated resources needed to complete the work, work organization, the procurement of material and human resources, task assignments, action directions, supervision of project implementation, progress reports, and examining of the consequences. The hardware replacement project (HRP) involves five major variables in managing a project. They are as follows: quality, costs, time, scope, and risk. (Lauden and Lauden, 2009) Quality With quality it is a determination of the results upon completion of the project, whether the organization is pleased with the outcome of the project or not. If the final results help in the improvements of the decision making and performances, then the information systems project is successful (good quality). When the new system is installed, the quality is also determined by the accuracy, user-friendliness, and the suitability of the data being generated. These are all examples that relate to the (HRP). Costs The foundation of cost is found by how long it takes to finish a project, increased with the costs of man hours required in the completion of the project. Costs are also based on information system projects, which include work space, software, and hardware. A financial plan will also be set in place and monitored for the (HRP), in case of further spending for the project is needed. Time Time is how much time is required to successfully finish an assignment (project). The management of projects typically institutes the overall time needed to complete the significant parts during the project. These parts are then broken-down into smaller parts (elements) called tasks and activities. These are needed to determine the time it will take in the process of completing each activity or task for the (HRP), and then a date is comprised to show when the work will be completed. Scope The scope of the project consists of what is built-in for a development or what is not built in for a development. With this (HRP), it could include for the scope, fresh networking and computer tools in helping the implementation and supporting of fresh CRM applications. Project management describes all the work necessary for a project to be completed successfully, and will make certain the scope for the projects or project will not be larger than the original intentions. Risk Any drawbacks that could delay or endanger a project from successful completion is referred to as a risk. These possible delays could interfere with the goals set in-place for the (HRP). Which than leads to the following: costs and time increases, lessening the quality in the productivity of the project, or preventing the (HRP) from completion in total. Selecting Projects When choosing a project that brings an optimum value for business, the benefits and costs will be needed to be shown, and ways they will be related to an organization’s information systems diagram. Substantial advantages can be evaluated and provide financial importance, and insubstantial advantages cannot be instantly evaluated but might provide financial growth or advantages for the future. For benefits that go beyond the cost, it is then needed to be examined using methods of capital budgeting to determine they stand for a good profit for the capital invested by the organization. Businesses should originate plans for information systems that explain how the business plans and approach are supported by information technologies. Information systems projects can be evaluated by using scoring models and analysis’s of portfolios. Issues Influencing Project Risk The technical knowledge level of the staff for the information systems, the size of project, and the projects structure all contribute in the risk factors of a project. Lauden and Lauden (2009) states, “Very large scale systems projects have a failure rate that is 50 to 75 percent higher than that for other projects because such projects are complex and difficult to control”. In the process of dealing with project risks there are plans to follow, that help in increasing the possibilities of avoiding unsuccessful solutions for systems. One of the options I feel will help in lowering the risks involved in (HRP) would be to employ managers for projects who are fully trained with administrative and technical experience, depending on the difficulty of the technologies for the new systems. Some other alternatives could be the use of outsourcing if the company lacks in an information technology department, or find employees with expertise or technical skills for that particular field of study. When planning a large project it is beneficial of monitoring and documenting the project using Pert or Gantt charts. Summary In recognizing the best preparations in managing this project will be the managing of a company’s changes, by using impact analysis that is organized to fit the organization. The control and support of management during the process of implementation are key for the (HRP). It is also important to include devices in the process of taking care of risks, in each of the projects new system. The risks involved with projects are affected by the structure and size of a project, as-well-as the intensity of the experience or training on information systems by the employee’s in the organization. Planning formally and using Pert and Gantt charts in tracking the resources distribution and exact tasks of the projects. I encourage employees that will be using the systems to actively be involved in the development of the systems, as-well-as training and the installation process. In world-wide information system projects it is wise to include limited organizations in creating the designs without allowing the project to be controlled by narrow-minded appeals. Conclusion For project management I have clarified how the hardware replacement project relates for project management on the (HRP). I have clarified how quality, costs, time, scope, and risk (five major variables) are connected to the project. I have also discussed some considerations needed to be utilized when choosing the project that provides the finest values for the business. The factors in influencing projects at risk and tactics for lowering the (HRP) risk have also been evaluated. The identification of the best preparations in supervising the (HRP) were discussed as-well.