The Project
The case study project for this paper is the Colchester Institute Project. The project was sponsored by the JISC Committee for Integrated Environments for Learners (JCIEL). A Managed Learning Environment Steering Group (MLESG) was set up to help Further Education Colleges with the selection and implementation of Managed Learning Environments. A number of Interoperability pilots was conducted by the MLESG to “implement and prove the feasibility of interconnection between systems within an MLE through the integration of the international standards of Information Management Systems (IMS), with Further Education (FE) extensions).
Purpose of the Colchester Institute project
The aim of the Colchester’s Project was to investigate the technical together with other issues surrounding the interfacing of TekniCAL’s Virtual Campus (which is a Virtual Learning Environment product) with Fretwell Downings’s EBS (refering to a student record system component of a Managed Environment (MLE) through the integration of appropriate elements of the IMS standards. This project was undertaken over the period 1st April – 31st December 2001.
Characteristics of the Colchester project
The Colchester project had characteristics of a typical project. As such, it had an established time frame that is it was commenced on April 1st to 31st December 2001 – which was a small timescale. Similarly, it had a life-cycle meaning that it had a beginning and an end having various distinct phases in between. As it would be expected, the project ran on a set out budget with an associated cash-flow. In addition, the Colchester Project had an array of activities that were essentially unique and non-repetitive. The Project also made great use of resources from varied departments that required much coordination. Like all other projects, the Colchester Project had a single point of responsibility that was the project manager. In this respect, the Colchester Project was under the able leadership of Jayne Bacon, the Information Learning and Technology Manager at the Colchester Institute. Lastly, there were well defined team roles along with relationships that were subject to change and needed to be developed, defined as well as established (team building). Particularly, the Colchester Institute Project received support from a small team and had a steering group along with a modest pilot group of students in an identified area of the curriculum.
Classification of Projects
Generally, projects are done for the either or a number of the following reasons: to construct buildings or infrastructure,, to upgrade existing products, to establish manufacturing processes, or to build defense related sytems (Tentrox 2011). Project success is closely connected to the organization’s effectiveness together with its well-being in the long run.
There are a number of criteria or factors that inform the classification of types of projects.
i. The first factor which define classification of a project is the focus of the project. As such the project focus could be either on business processes or Information Technology. The distinction is in the high level focus of the project whether the project is aimed at a new or changed business process which is implementable without modifying the existing information technology systems or whether it aims to use information technology to facilitate and implement a change to the way business is done in the organization (Buttrick 2005). Furthermore, there is a third type of project known as pure information technology project which ideally exists in information technology team to address technology needs.
ii. Projects are classified according to Project Risks – whether they are low, medium or High risks. Selection of the methodology approach to be undertaken is largely dependent on the understanding of the degree of risk along with their nature (Hillicks 2004). As such a risk assessment is important at the beginning of a project.
iii. Categorization of a type of a project is also based on the very size of the total investment. In this respect, the larger the investment in a project, the more tight the administration and oversight activities will be.
iv. Projects are also categorized according to the complexity of the communication. Communication complexity of a project relate to the number of people actively involved, the geographical or temporal distribution of the activities, and the cultural distribution of the people working on the project itself. There is more reliance on written material for clear transfer of knowledge when a large number of people are involved in a project. Similarly, more reliance on written communication exist when a project has a widespread geographical distribution of the team. Accordingly, projects that have team members who are different in terms of cultural backgrounds need to work harder so as to ensure that there understanding of each other. A three-tier assessment is used to assess the communication complexity of a project (Buttrick 2005). These are:
a) low complexity, where the project team is small and located within the same geographic location besides being largely homogeneous. Such projects make use of low-ceremony predominantly verbal communications because it is expected the members will talk to each other more frequently.
b) medium complexity- this means that there is existence of any of the three factors that effectively hinder the team from communicating effectively at all times . This could because there are some groups of the project team that are co-located while others are off-site, or the entire team is too big to get together at one given time. As such the project require more formal, written communication though a modest reliance on verbal informal communication still exist.
c) high complexity – more formal communications channels are used when the project has large teams, outsource/offshore development activities and has distributed multi-cultural teams. There is much more reliance on formal, written artefacts accompanied by rigorous review and sign-off procedures (Buttrick 2005). Members must often talk each other and build relationships so as to minimize the risk involved in reliance to explicit communications channels.
Project Management Methodology
2. Planning tool and techniques
Work breakdown structure is a project management method that analyzes a project with the desire to note the deliverables needed to finish the project. The WBS is used from the start of the project to describe the extent, approximate the cost and manage Gantt programs. The WBS acquires all the aspects of the project in a better manner, analyzing large, difficult projects in a precise way hence allowing a proper structure for consolidating and controlling the project. The WBS is able to operate the issuance of resources, allocating tasks, duties estimation and management of the project (Tentrox 2011). The project management work breakdown model is necessary as it is not differentiated into several information as it may result project micro management. On the other hand, too limited information may result into duties that are massive to handle properly. The WBS is illustrated in a tabular form, indented duties list as component of the Gantt chart. The framework is presented in tree like format so as to acquire the deliverables and duties required to meet the project goals. There are varied ways that the project is analyzed hence bringing about several project management frameworks, for instance it is analyzed in stages. Hence in any planning one uses the WBS chart for logistics composing of a room, facility among others. The WBS may be applied in acquiring project planning formats like Critical Path Method (CPM) or PERT. The two are used together, the initial stage in the project planning is to state precisely the specific activities. The WBS may be applied in creating a list of varied activities in the project that may be applied as a ground to enhance other information in other stages of the project management format. The WBS is quite significant in the efficient and effective project management process; it creates a vital aspect of the planning process with keen consideration on time management.
Gantt charts are horizontal bar charts that are brought into being through production control. Commonly applied in project management, the chart offers a graphical view of a schedule which is useful in planning, regulatory and tracing precise duties in a project (Search Software Quality 2012). The charts are simple forms presented on graph paper using the project management applications like Excel and Microsoft Project. The charts offer a clear illustration of the project form, it however has negative attribute in that they do not show duty reliance; one is not able to tell how a certain duty that does not meet the set time implicates another duty.
The Critical Path Analysis and PERT are quite necessary and significant tools that are applied in scheduling and management of complicated projects (Mind Tools 2012). The CPM/CPA is useful in planning all the duties that have to be done as a component of the project. They are used as the fundamentals for groundwork of a schedule as well as the planning of a resource. In the process of the project management, one has the ability to monitor success of the project objectives. One is able to see the remaining action requirement to be used to get back on course of the project. In the project one is able to display the final project plan on Microsoft project software as well as in excel. The advantage of using CPA in the planning stage of the project is that one is able to create and assess the plan to be assured that it is strong. The Critical Path Analysis correctly notes the duties which must be done in the correct time for the project to be finished at the right time. It similarly notes which duty may be kept on hold if the resources require allocation to another spot so as to meet the skipped or overdone tasks. However, the negative side of the CPA is that when one applies it as a method by which the project plans are communicated and controlled against, the correlation of the tasks to time is not definite when one compares it to Gantt charts. This makes it quite complicated to comprehend. The Critical Path Analysis is used to note the smallest amount of time that is required to note which project stages one should improve so as to finish the project at the correct time. The most significant concept behind the Critical Path Analysis is that one cannot begin certain activities till the moment others are done. These processes require completion in a proper manner with each stage being definitely done before moving on to the next phase. The processes are done in a procedural manner. Other procedures are not reliant on the completion of other duties. One is not able to do this before or after a certain phase is met. They are completely not reliant on one another.
The PERT chart a tool in project management mostly used for scheduling, organizing and managing duties in a project. The Program Evaluation Review Technique brings to view a graphic view of project involving numbered nodes showing events or goals in the project interfaced by categorized vectors showing the tasks in the project. The Gantt charts and the PERT are the two best known in project management. Each of this may be applied in scheduling. However, the Gantt charts show tasks reliance and PERT charts are quite unclear, project manager most of the time put to application the two methods.
3. Risks of the Project and Risk Management
a. Risks
The Colchester’s project has several risks at its hand; this is in reference to the tools and practices applied. According to Jayne, she feared failure more (Hillicks 2004). The project faced varied cultural contrast that was vivid between the business and education section as the project of duration was in place. There is also terminology; the field at times needed similar information in the two systems leading to it being named differently. There also arose the issues on recording of information that was quite varied; like in the case of Male and Female. The use of the Work Breakdown Structure (WBS), though with the varied benefits one is able to acquire from it, it similarly has some risks it faces. One of the risks of WBS is that one is bound to end up with noting all the required actions to finish the project and this is bound to end up huge and difficult to manage WBS. Other projects involve in the WBS is the management of the process which lead to enhancing the value of the project. Staffing matters may also arise considering if the company has enough people for the project, this staff may risk being overused at times leading to failure. The PERT chart similarly has the risk of being too complicated to interpret; this is so in complicated projects. The staff employed to work on the project will get hard time interpreting it and using it in the project.
In scheduling the resources and product definition are controlled by the client or the management and are not well balanced. There are certain tasks that are omitted making it necessary to redo the scheduling again (Daptive Community 2007). The schedule is not in a position to create a product size in an allocated time, similarly, the amount of energy applied in quite big than initially projected. When scheduling, it is recommended not to over schedule it as excess scheduling is bound to bring about pressure limiting productivity. Another risk faced is when there is a shift of the intended date; there is no relation to a change with the product or resources applied in the project. If there is a case where there is a delay in one task, it may lead to several delays in several other tasks in the same section of the organization.
Considering the project is done in a set time, it may not be enough time to complete it considering the number of tasks to be done. This may also be due to lack of enough resources to undertake the process and tasks as required. The project may be faced by inadequate finances considering the number of tasks to be accomplished. Another risk is when the project is done and presented to the client it may be unsatisfactory as it needs redesigning. The client may require other products other than the ones applied. This is too tedious and disheartening.
In design and implementation, there is the risk of some design not handling certain issues and this may result to redesign and application. In the event certain functionality does not fails to work the chosen code be implemented using another chosen code. There is also overestimation of saving schedules resulting from productivity advancement tools.
b. Risk Management
Risk management is a sequence of steps that must be taken when something wrong arises in the process of a project management. The stages that are involved in the risk management are identification, analysis, response and control.
In risk identification we identify the risk; this is done by business and IT persons to undertake the identification process. Business risks are handled through business. On the other hand, there are generic risks that are incurred by projects (Turbit 2012). Like the case where there is a risk where the business users are not present and at the same time the resources are not there not completely done. The organization will be forced to out in place standard reactions to the generic risk. The risks should be noted in two sections; there is the cause of the situation and the second one which is the implication acquired.
In terms of risk analysis, risks should be analyzed in two sections. The effect of the risk has to be evaluated. The chance of the risk happening has to be analyzed. An example of how to do this in a simple manner is using the 1 to 4 scale; the bigger the number, the bigger the effect or chance. When making use of the matrix importance is acquired. In the event there is a high chance, and the implication is limited, it acquires a medium risk attribute. In another case, with a high implication and there is a limited probability, the level of priority is high. In the event there is an optimum chance of extreme failure then there comes a need to focus more on the problem.
In the case of risk response, this is the reaction that one must have so as to alleviate the risk. This may involve avoiding the risk; putting in place efforts geared towards eliminating the risk. One may also transit the risk to another place or person. There is also mitigating of the risk; several steps may be taken so as to limit the risk from happening. In the case where the risk correlates to the availability of resources, an agreement is created. Finally, there is accepting the risk in the case the risk is too minimal.
4. Impact of the project
As a person with interest in project management, the Colchester Institute Project Management Case Study provided great lessons and benefits to me. In all honesty, majority of the lessons along with benefits that I drew from this project were highly unexpected. This comes from the aspect that at the initial stages of going through the project case study, I did not expected to find it as interesting and resourceful as it ultimately turned out to be. This is because I first figured that it was a simple and modest project without much project to it. Indeed at the end of it all I was left without the stereotypic belief that it is complex projects that are worth paying attention time to. The Colchester Institute Project, though small, showed how great leadership can help people involved in a project can build a good rapport that can last beyond the project itself. I figured that the participants of the project did build good relationships besides the project affording extra credibility to the Colchester Institute. It is also worth noting that the execution of the project went along way in creating close links between sections across the College. Assessment of the management strategy employed by Jayne showed me that the greatest asset for a project manager is the human resource, which when used well can lead to the successful implementation of the project being undertaken.
Furthermore, the Colchester Institute Project taught me that as a project manager there is greater need to factor in eventualities during planning of a project. These include having a proper plan for better for absences and holidays. There is need for a project manager to realize they stand be frustated if they do not take care beforehand of absences that are bound to happen especially for project that occur during the mid-summer period or festive seasons. This was the case with the Colchester Project were some challenges around the differences between education and business holiday arrangements were experienced.
Similarly, the review of the Colchester Institute Project also enabled to realize that the culture aspect is a key when planning a project. There could be some cultural differences between business and education sectors. Therefore there is need to develop a good working relationship.
This assignment that made me explore the Colchester Institute Project case study helped reorient my future operations as a project manager. As such I chose to strive to be proactive. This is because I was able to figure that lack of a proactive attitude in executing a project, regardless of its size and complexity, would render a project a white elephant. As such there can never be a chance for a project to just lay low and hope that things will run themselves as expected owing to the fact that people as well as activities often require prompting (Tentrox 2011).
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