THE PROJECT MANAGEMENT OF DZM WEB SOLUTIONS
DZM Web Solutions is a software developing company in the customer service industry. Due to recent changes in staff, a significant project has been continually stalled. However, the recent company changes and board decisions have put the onus on the new project manager to get the job done quickly and on a tight budget. This paper outlines a memo that the project manager addressed to the main sponsor concerning past errors, the new approach, and plans for the company.
Memo
Our company has had its fair share of communication mishaps. For instance, the previous project manager regularly missed meetings and never made an effort to follow through. This led to his juniors, depending on assumptions and misinterpretations. It also led to the prior project communications being ineffective. For example, the communications were late; hence people didn’t check their emails, and this led to complete information overload at the following meetings. The stakeholders were risk resistant, and this pressure led to some resignations. Future communications will be honest and transparent while valuing stakeholder opinion (Clampitt,2017,176). Staging regular meetings for clarity and feedback purposes will be a priority in our upcoming project.
The triple constraint is a premise that states that projects work within the constraints of time, cost, and scope. A shift in one of them indefinitely alters the other two. Triple constraints are built around balance and encourage a specific lane of quality in a company without offsetting other departments (Baratta,2006,2). The triple constraint also enables companies to evaluate and keep resource costs in check. It also helps plan for the activities and the proper order in which they are needed.
A project management methodology is a scientifically proven and endorsed assortment of techniques and procedures utilized for planning, controlling, and delivering a project (Kerzner,2002,120). The waterfall is a methodology type that entails the identification of a solid plan then executing it at once. It discourages overlapping; for each step must be completed before the other step is implemented. The agile methodology is less of a process and more of an aggressive mentality. It is a series of strategies and executions that are applied as the project goes on until a viable method is achieved. Previously the agile method was in use, hence the many overlapping projects that kept delaying the current project. Going forward, I recommend the waterfall methodology for this project. It guarantees speed and execution before the resources and attention are taken to other projects.
The risks that can be anticipated in such a project include government policy and shift of requirements. IT is an ever-expanding field, and the government regulations keep shifting with time to accommodate it; for instance, the taxes could increase. The requirements could also change at any point, and therefore a project of this nature requires massive flexibility. Due to these circumstances, the stakeholders are risk non-tolerant. This being a redeeming chance for the company, mishaps are not an option in this project.
Risk identification is achieved through frequent brainstorming and reliable intelligence. Risks can also be identified from a thorough SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. Regular interviews can also happen to identify different risks and their potential causes. The qualitative analysis explores the likeliness of risk against an existing rating scale. It is entirely subjective as it is carried out by participants based on their instincts and individual perceptions (Kerzner,2002,163). It also does not work mathematically, is a necessity, and acts as a precursor for quantitative analysis. A quantitative risk analysis mathematically reviews the impact of potential risks on the project targets. It gives a realistic monetary outlook in the event of any uncertainty.
Some of the steps lined up in the event of potential risks are listed below (Raftery,2003,16). The most effective mode of mitigating risks is to avoid them in the first place. It can be achieved by choosing a tried and tested method with very low-risk chances. However, in the event of looming risks, a contingency plan is in order. Lastly, the company should prioritize all risks and treat them with the seriousness they deserve.
A change management plan is a strategy that handles the change process and is deployed after recurrent poor performances. It reinforces budget control and resource allocation. It reduces the effect of the recent changes in our company and on our stakeholders. It should address assignment of roles, budget and role changes, and, if necessary, reclassification (Paton and McCalman,2008,36). I believe the project should continue because of the renewed commitments and renewed enthusiasm that guarantees delivery and quality. As the company commits to excellence, our stakeholders must mobilize their resources and influence to support, consult, and enable the change to be implemented.
In conclusion, the memo reviewed the past mistakes of the company amid ongoing changes in management. Wholesome changes in policies and plans are shown in a clear blueprint to restore DZM Web Solutions’ image and improve its company image.
References.
Baratta, A., 2006. The triple constraint, a triple illusion. In PMI® Global. Congress.
Clampitt, P.G., 2017. Communicating for Managerial Effectiveness.
Kerzner, H., 2002. Strategic planning for project management using a project management maturity model. John Wiley & Sons.
Paton, R.A., and McCalman, J., 2008. Change management: A guide to effective implementation. Sage.
Raftery, J., 2003. Risk analysis in project management. Routledge.