Complex IT Project AIBA at the eCourier Company - Example

eCOURIER Student’s name Code & Course Professor’s name University City Date The balance of this page should be left blank. Please start or attach your assignment on the following page (which has been separated by a Section Break) Jones, University of Southern Queensland, Aberdeen Street, Brisbane. OLD-4001. Director of International Office, University of Southern Queensland, BRISBANE OLD 4001 Dear Sir/Madam, Attached below is report you requested. The report analyses complex IT project named AIBA at the eCourier company. The report gives an overview of the company, the literature review, the possible recommendation, and conclusions. The analysis depends if the project will be applied and implemented in the company. Yours Sincerely Jones. Abstract The essence of this report is to give an in depth understanding of the process that are involved during project cycle. Firstly, the report identified the courier industry simply because it is one of the technological industry that are vulnerable to project complexity when new structures are put in place. In this context, eCouier company was selected regarding its intentions to engage into Advanced Information Based Allocation (AIBA), an IT project. The project intends to provide technical management when it comes to process of dispatching, the fleet management, and communication system through their handheld terminal purposefully to alert the courier of the job available. Consequently, the AIBA intends to analyse each courier performances, factors affecting delivery time such as traffic congestion and weather. Secondly, the report gives a vast review of the literature regarding process applied purposefully to realize the success of the complex IT project. Some of the identified topics in literature review includes the project management, macro-economic environment, critical success aspects of the study, and procedure for assessing the project success. Thirdly, the report gives recommendations especially to the PMO regarding how successful projects. Lastly, a conclusion is given regarding the understanding of the entire report in response to the eCourier company AIBA project. Contents Abstract 4 1.0 Organizational Context 6 2.0 Literature Review 7 2.1 Project Management 7 2.2 Macro-Economic Environment 8 2.3 Critical Success Factor (CSF) 9 2.4 Measuring Project Success 10 10 2.3.1 Criteria process 11 Factors 12 3.0 Recommendation 12 3.1 Putting in Place a well-Structured Team 12 3.2 Defined Success Criteria with Stakeholders 13 3.3 Understanding the Market needs 13 3.4 Management of Technical Issues 13 3.5 Project Cycle Management 14 4.0 Conclusion 14 5.0 References 15 1.0 Organizational Context eCourier company is a courier service company based in United Kingdom that focuses on delivery transparency and the automated customer interactions. Basically, the company collects parcels from different addresses and taken to different final destination as instructed by the client. Due to its welcoming growth in London, the company has interest in attaining top leadership position in courier industry by offering its services globally. In this context, the company intends to develop a complex IT project in Advanced Information Based Allocation (AIBA) that will provide technical management when it comes to process of dispatching, the fleet management, and communication system through their handheld terminal purposefully to alert the courier of the job available. Consequently, the AIBA intends to analyse each courier performances, factors affecting delivery time such as traffic congestion and weather. Getting a qualified PMO can be of added advantage to the AIBA IT project in eCourier. The PMO needs to provide innovative ideas that are of competitive advantage, of growth at a long run while attempting to reduce project uncertainties. Consequently, the complexity of AIBA project requires the PMO to have an extensive knowledge of offering AIBA project phases solutions while ensuring minimum use of the resources. Both the hard and soft skills contribute towards the success of the organization, especially in complex IT projects. 2.0 Literature Review 2.1 Project Management Projects are positioned based on the structured objectives, the expected results, its output or productivity and the level of complexity. In this context, project management entails the controlling the achievements of project objectives, applying the organisation resource, structure, and using tools without altering the routine of the organisation functioning (Guru 2008). Through project management, the PMO has the ability design work requirement, allocating the much-needed resources, supervising of the work required, inspecting the progress of the project and making workable instructions to the unforeseen events that arise in different phases of the project (Matt 2016). However, Clarke implied project management as the system used for change and problem solving of technical issues arising in organisations (Clarke 1999). As such, applying good project management system enables the organisation to achieve the structured business goals and the needs. In this context, management of AIBA complex IT project needs to aim at achieving the eCourier company better performances, maximising the possibility of the project success while minimising chances of the project failure. Consequently, it can be argued that the technique applied in project management are interrelated with the outcome of the project. Contrarily, the review indicates that there is no concept designed on how project management and outcome are linked and affect each other (Taherdoost 2015). Based on project management, the AIBA complex IT project can apply the semi-complex method that is greatly applied in information technology projects 2.2 Macro-Economic Environment The increasing aspect of globalisation and internationalisation of companies across the globe, the more intensive the micro-economic environment influences the company activities (Mic 2013). In this context, the eCourier AIBA entering into newer foreign environment needs to be more considerate on the existing macro-environment and the cultural differences, especially on the targeted market. As such, AIBA project needs to adhere to the macro-environment by engaging into PESTLE analysis of a single state that it operates. The contemporary environment is complex hence the urgency of using complexity model purposefully to balance the AIBA project to PESTLE factors. Below is a figure 1 representation on how the complexity model process works for complex IT projects such as AIBA. Though the above complexity model provides an effective platform for engaging complex AIBA IT project, the PMO are most likely to experience challenges during interlinking of the macro, micro, organisational and project environment. The ability to overcome interlinking complexity contributes towards the success of the project. 2.3 Critical Success Factor (CSF) CSF imply aspects that contributed towards the realization of the project success (Butler 1999). In this context, the PMO uses the critical success factor basically to identify and define of what the success of the project will of importance to the organisation. In AIBA complex IT project, the critical success factor will be showcased through by positioning three phases of the project, thus pre-implementation, implementation and post-implementation stages. The listed three phases advocates for the complete structured process in conducting the project. The process is systematically done through market study, project arrangements, challenging aspects, applying the positive change, stakeholder preference, risk tackling, and management of communication. The below figure is a critical success factor model that will absolutely apply by the eCourier company Market study Project arrangement Challenging aspects Applying positive change Stakeholder preference Risk tackling Management of communication 2.4 Measuring Project Success Both the golden triangle and square route are greatly used to conduct an assessment towards the success of the project in traditional and contemporary society respectively (Atkinson 1999). The golden triangle advocates that the successful projects are determined after the project is finished within the positioned resource cost, time, and quality as per the expectation of the participants. Further exploration contributed to the development of contemporary model known as a square route. The Square route co-founded by Atkinson in 1999 adheres to the core aspects of projects thus validity, reliability quality, sustainability measured through efficiency, effectiveness, revenue growth, positive environmental impact, personal development, stakeholder, consumer, and community satisfaction of the newer project (Atkinson 1999). If the eCourier AIBA project attains all the enlisted aspect, it will be presumed that the AIBA project has been successful. Refer to a below figure, a representation of Square Route model 2.3.1 Criteria process The success of the project is firstly showcased at the start of the project whereby the PMO and participants have similar objectives, perception and emphasis (Baccarini 1999). The criteria are based on four dimensions thus the dimension of efficiency that adheres to time, cost, and quality, Production effectiveness and results, ease of purchase order and safety measures (Shenher 1997). The second dimension includes measuring the impact of the consumer or the end user form the project while the third dimension entails the project impact to the company. The last dimension entails project is a determination on how it is important towards the organisation especially in the move to prepare for future results. The criteria process is applied into two viewpoints thus macro and micro viewpoints. Macro and micro viewpoints are used to classify project success. In macro viewpoint, the criteria identify the success of the project through completion and satisfaction. In macro viewpoint, the success of the project is determined to satisfaction only (Lim, 1999). Below is a presentation of the project criteria aspects towards the project outcome 3.0 Recommendation 3.1 Putting in Place a well-Structured Team The AIBA complex IT project needs to put in place well-structured team that have a different mix of skills, renowned experiences and strong commitment towards the project. The PMO needs to create a platform on how to select the qualified team, taking advantage of unique skills showcased by team members and issue motivation purposefully to align the team members to the project objective. In this context, AIBA complex IT success will be drawn closer towards realising its success. As such, the PMO need to use the SFIAplus standard that enables the PMO to identify the right project skills in team members, plan relative training for individuals with inadequate skills, and the development of the project activities (The Chartered Institute of IT 2015). 3.2 Defined Success Criteria with Stakeholders In basic projects, project success is only measured based on delivery on time, as per the project budget, and the attainment of the quality expected. However, the criteria of determine the success of the project needs to be wide. In this context, the PMO need to engage with the stakeholders, team members and customers on the success criteria which will help the project involved parties to stay in the right direction of success while avoiding chances of conflict arising. As such, the eCourier company needs to engage in depth with stakeholders to ensure that AIBA project is in the right direction. 3.3 Understanding the Market needs Before complete implementation of AIBA project, eCourier needs to greatly understand the diverse scope of courier market, especially that now it intends to provide its services globally. Understanding the market will enable eCourier to understand the market need and if they are aligned to the AIBA IT model. In this context, the company will be able to offer product and services that are of preference to the consumer interests hence attracting more consumers. As such, eCourier company will be a step ahead in attaining top leadership position in the courier industry. 3.4 Management of Technical Issues AIBA IT project management team need to understand that for the project to achieve high-quality specifications, minimal costs, and less time requires imperative management of project especially when technical issues arises. The PMO in AIBA project needs to test the available technologies and make sure they align with the project objectives. Consequently, the project manager should be more informed of the contemporary technological development and have the flexibility to adapt to the newer technologies hence ensuring that eCourier company maintains a positive lead among other courier competitors. 3.5 Project Cycle Management For AIBA project to be successful, the management team needs to adhere to the phases of project cycle thus putting a plan in place, monitoring each step of the project, recording, making working decisions, actioning taking, and revising. It is important to note that the PMO needs to continuously revise the project phases purposefully to attain deliverables that are based on the objectives of the project. Additionally, the PMO need to engage with internal and external stakeholders in ensuring in decision-making purposefully to avoid biases. Overall, the PMO should apply the critical success factors while structuring the project cycle. 4.0 Conclusion The report gives an in-depth understanding of how the eCourier company can conduct AIBA complex IT project and attain successful results. The complex of IT projects is showcased through the project area, macro-environment, micro-organization, organisation environment, and internal environment of the project. From the discussed process and models, it can be argued that handling complexity projects are attuned to high success rates. Consequently, the review attributes that the success of the project is based on the CFS in all stages of the study cycle. Lastly, five recommendations were provided; structuring of the qualified team members, positioning the success criteria embedded with stakeholder’s responses, understanding the market needs, management of the arising technical issues, and the controlling of the project by adhering to the positioned control cycle. The stated recommendation gives directives to the PMO on how to manage varied technicalities and scope of projects, especially in information technology industry. 5.0 References Gupta, S 2015, ‘International Financial Reporting Standards: A Way for Global Consistency’. Australian Journal of Business and Management Research, vol. 1, no. 1, p.43. Atkinson, R 1999, ‘Project management: cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria’. International Journal of Project Management, vol. 17, no. 6, p. 337 – 342. Baccarini, S 1999, ‘The logical framework method for defining project success’. Project Management Journal, vol. 30 no. 4, p. 25 –32. Butler, T 1999, ‘Unpacking the Systems Development Process: An Empirical Application of the CSF Concept in a Research Context’. The Journal of Strategic Information Systems, vol. 8, no. 4, p. 351. Clarke, A 1999, ‘A practical use of key success factors to improve the effectiveness of project management’. International Journal of Project Management, vol.17, no. 3, p.139 – 145. Guru, P 2008, ‘Project and their Management: A Literature Review’. International Journal of Business and Management, vol. 3, no. 8, p. 3. Matt, H 2016, ‘Managing Project: Excellence in Financial Management’. Available at: http://www.exinfm.com/training/pdfiles/course19.pdf. [8th/ March/ 2017]. Mic 2013, ‘Influence of Macro-Environmental Factors to the Process of Integrating a Foreign Business Entity. Available at: http://www.fm-kp.si/zalozba/ISBN/978-961-266-148-9/papers/MIC1119.pdf., p. 388. [8th/ March/ 2017]. Lim. C 1999, ‘Criteria of project success: An exploratory re-examination’. International Journal of Project Management, vol.17, no.4, p. 243 – 248. Shenhar, A 1997, ‘Mapping the dimensions of project success’. Project Management Journal, vol. 28, no. 2, p. 5 – 13. Taherdoost, H 2015, ‘How to Lead to Sustainable and Successful IT project Management? Propose 5Ps Guidelines’. International Journal of Advanced Computer Science and Information Technology, vol. 4, no. 1, p. 14. The Chartered Institute of IT 2015, ‘SFIAplus-Competitive Advantage through Structured Skilled Development’. Available at: http://na.bcs.org/upload/pdf/sfiaplus-us-pack.pdf. [8th/ March/ 2017]. Read More