The paper “ LogicaCMG’ s Prepaid Gas Meters - Stakeholder Analysis, Management of the Project, Technological Issues, and Benefits of Planning” is an affecting example of a case study on the management. This report presents a follow-up to LogicaCMG’ s instant energy project. LogicaCMG is simply a company that is involved with the designing, researching and producing of the prepayment gas meters, aimed at benefiting the end-user and the suppliers. Evidently, the company effectively managed the development of IT projects through a strategic approach that saw its success. LogicaCMG rolled out a project that effectively, researched, designed and produced prepayment gas meter, which enabled monetary top-up systems that utilized mobile applications.
This meter would be sold to companies operating in the energy sector, thus replacing existing meters in the customer’ s home that were deemed outdated. This was c complex project since it involved the consolidation of relatively new technologies into the existing energy markets. The company has a large international presence witnessed in over 36 countries, offering significant potential for service to global consumers. The project is effective with its approach to effecting change in order to meet the divergent market needs, which include planning and accept payments in different currencies.
Tentatively, the smart meter could oversee its penetration in less developed countries that lack energy provision structures in enabling the energy to be paid in the advanced systems. In such countries, a pin code can be keyed into the smart meter upon purchase. The seven-team members were incorporated, and a wide range of skills was used in the project with an average of 4 out of 7 (Appendix). The team members’ skills were presented in the Business Change sub-category and Systems Development Industry Model; where limited supportive and specialist skills were presented. 2.0 Stakeholder AnalysisThe stakeholder plays a significant role in affecting the success of any project; witnessed through their satisfaction.
LogicaCMG measured its success based on the end-user feedback regarding the product. Tentatively, the project’ s success was realized through consumer feedback. The project’ s manager mentioned that the project’ s success varies from project implementation. Arguably, he identified that the success factor was linked to proper identification if stakeholders, project team and customer involvement. 2.1 Identifying Key StakeholdersStakeholders are identified as individuals affected by the implementation of the project (Umblea, Haftb, Umble, 2003).
As such, the stakeholders are identified as divergent groups in terms of their influence, power, and attitude. The company identified its project team and ended users of their deliverables as important stakeholders. Key external investors were identified, where the company placed their senior management team in an important position in the team in support of the divergent stakeholder's group. The external stakeholders identified included Telco, the meter manufacturers and the six main utility firms in the UK.
The external and internal stakeholders were clustered in order to facilitate an easy management cycle. 2.2 Managing TeamsThe project managers recognized the importance of the project team throughout the presentation of the team approach. This was instrumental given the need to make them understand their roles and duties in handling divergent project scopes and sections. Before implementing the project, the manager was actively involved in communicating with the team in order to ensure that the project was well understood. As such, the teams were geographically separated by various ages.