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Project Management

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Autor:  anton  23 October 2010
Tags:  Project,  Management
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Workshop Five Team Assignment

JADD – Relocation Project Proposal

University of Phoenix

CMGT/410- Project Planning and Implementation

JADD – Relocation Project Proposal

In an effort to take advantage of new technology and streamline our current practices, we have undertaken the task of moving into a brand new state of the art facility. The infrastructure of this new building will be fitted out with technology specified by ourselves and directly related to the industry we are in and the way we conduct our business: now and in the future. We have surveyed our employee population and believe we are fulfilling their wishes for an efficient, reliable communication system.

A project plan has been drawn up and if we can successfully work to this plan there should be minimal disruption to our workflow.

Background and Statement of Need

JADD is a research-based pharmaceutical company that was established in 1994. Its headquarters and manufacturing facility are in Diamond Bar, California. JADD has become a leader in developing prescription medicines and products. JADD was formed by leaders in the field medicine with the mission to provide high quality effective medicines and products in mind. Their vision is to assist people live healthier and more prosperous lives.

Through innovation and dedication, JADD has been able to accomplish great growth within the industry in the last 10 years. It was inevitable to have outgrown our current facilities. Our customer base has expanded as well as the customers’ needs.

Project Objectives

In the need to sustain our current business and the need to stay competitive, we propose that JADD relocates to a larger facility. With new and more technological advanced facility and personnel JADD will not only be able sustain its current market share but also expand it. The IT department will be key to facilitating the move. The new facility will be completely enhanced with systems that will enhance the company’s infrastructure. JADD’s exceptional customer service team will also grow and continue to serve with the same high standards with the help of the new systems. The new facility will also make room for a larger and more sophisticated research and development department. This will keep JADD above the edge in the pharmaceutical industry. An analyzed forecast will show the great impact that this expansion will have on the company.

The initial allotted time for the move will be two and a half years. The departments will move in a manner where production and customer service is not interrupted. The IT department will lead the move with half of the department’s personnel working strictly on the needs for the move. The Within this time the project team will follow a strict plan to keep the project flowing and have it completed in a timely manner and within budget. The current budget for this project is set at $600,000.

Missions and goals of the project

The most import part of this project is to move people, manufacturing equipment and IT infrastructure from the old building to the new one with out impacting production. The side this team is concentrating in though is the IT portion of it. For the IT portion the mission is to move existing servers and routers. Build new servers in the new facility. Build a network from scratch in the new facility. Buy any additional equipment that is needed. Build a voice over internet system from scratch to for the phones. Coordinate the move of users IT equipment from various locations to the new. Install users IT equipment as the move in phases. Build production/manufacturing lines from scratch including validation of it. All moves and builds to be done without interrupting manufacturing production and according to set dates.

Project (Plan) Approach

To enable IT to support current building and a new building the IT department will be divided in half. One half will stay in the old building and continue to support it; but prioritizing the work. Department Directors will be informed that non-business critical issues will not be addressed during the transition period of the move due to limited IT resources. The other half of the IT department will send a representative to every project management meeting and will plan IT needs with the project manager and with the move coordinators from other departments. The rest of the IT department will be working in the new facility building the infrastructure. Also they will be sent up user machines and validating them as they come in phases.

Project (Plan) Organization

Ana an IT support specialist will stay in the old building and continue supporting it until the final move. William a Senior Application Specialist will continue to stay in the old building supporting it. Kathy a Network Specialist will be the department’s project manager/move coordinator. Kathy will be responsible to attend the project management meetings and keep the IT director informed of progress. Larry is the Telecom specialist he will be coordinating with Kathy all the T1 and T3 switchovers from the different sites moving in. Also he will be responsible for setting up all the analog lines with different vendors of new building and shutting down all the old ones in the old building. James is a Senior Network Specialist and he will be responsible for building the IT infrastructure of the new building in coordination with Kathy and Larry. This includes servers, routers, voice over IP, Cisco phone build and setup. James will coordinate all LAN drops, WAN switchovers with vendors, Kathy and Larry. James will also setup the manufacturing area of the new building since he as experience doing it from previous projects. Chuck is the IT Director, he will be informed by the IT team of all progress and will keep upper management of informed of IT’s status. Chuck will also assist all IT department members when needed. On top of above duties everyone in the IT department will help in users PC setup in the new building.

Task/Responsibility Matrix

A good deal of thought, analysis, and discussion between all parties must occur before system members take this step. The following are some of the steps that should occur in such a consideration. They do not represent all possible steps, but rather those that a reasonably cautious system would undertake. Introducing the idea. This will likely occur by the system coordinator or the system advisory council at a meeting of the system advisory council.

Directing the staff to investigate. The advisory council may direct the coordinator and staff to investigate the idea of regional library system governance and report back to the board.

Conducting the investigation. The staff's initial report should examine the cost-benefit of a move out of the system. It is important that this analysis consist not only of the estimated tangible, monetary costs and benefits, but also--perhaps more important--the intangible costs and benefits. This initial report should contain enough information that the advisory council and members can decide whether to proceed further.

Examining the root causes of discontent with the current structure. If the staff and advisory council are interested in pursuing non-profit/business governance further at this point, it is probably because they are motivated by a belief that the shift will solve problems, open opportunities, or both. If the stimulus is perceived problems, it is important that all other avenues of remedy be pursued first. Reorganization as a regional system can be a very resource-intensive and disruptive process and should not be embarked upon unless the benefits are clearly defined and not otherwise achievable.

Discussing the idea with members. If the coordinator and advisory council are committed to pursuing the idea, they will introduce the idea to the membership at a general meeting. This discussion should include a full report by staff on what the regional system is, the requirements, costs, expected benefits, and timetable for implementation. A series of meetings will probably be needed to answer member questions and fully discuss the idea.

Defining the terms. Before coordinator directors and lay representatives can approach their departments under the terms which each governance would occur must be outlined. This will probably call for the creation of a committee to work with the system staff to draft a plan for converting to a regional system. Several questions must be answered in this phase such as:

Insurance of all the employee will have all the their belongs packed and labeled, with their new office supplies in their office space.

Each department of employee have their faxes and capabilities local or internationally abilities.

What phone capabilities each employees have local or internationally abilities.

Determining the timeline. The first responsibility of the transition committee should be to plan the timeline along which the remaining tasks will be completed. The first decision in setting a timeline will be where in the planning and annual reporting schedule the transition will fall. It is advisable, if possible, to plan for the conversion to become effective on the first day of the first fiscal year. Each moving coordinator reports to the project management.

Work Breakdown Structure

The Work Breakdown Structure (WBS) is being identified using Microsoft Project. By using WBS it is easy to identify who is doing what and at what stage. Also another advantage of using WBS is that it is easy to identify when a resource is getting taxed too much or when a task needs more resources allocated to it.

Task Flow Network/Critical Path

Task flow network will indicate how the necessary resources will be allocated and used in our project. The dependencies will be monitored so that all tasks are completed in a timely manner. Also to assure that each task completed is done correctly. The project’s objectives will be met within the allotted time. Having all tasks with their corresponding dependencies will streamline the project properly and efficiently.

Project Schedule

Departmental presence in building is Phase I of the Southern California Move Plan. This phase will begin on September 2, 2004 and will commence on December 2, 2005. It will include the move of the Biomed, QA and IS Departments. Phase II begins on January 31, 2005 with the Building Support Move and will be completed on December 27, 2005. In Phase II, the General Services Departments will be moved. This includes Mail Room, Copy Center, Security, Building Maintenance, Reception and Building Engineer. Phase III will allow the moving of the Manufacturing, Hospital Services, Reference Lab/HLA, Telerecruitment, IS, QA and Executive Offices Departments. This will begin on September 1, 2004 and will be finished by October 17, 2006. In Phase IV of the project, Research, Operational Support, Scientific Affairs and Education Department will be moved. This move will start on November 10, 2004 and will end on November 28, 2006. Phase V includes the move of the Public Relations, HR, Finance & Payroll, Problem Management, Project Management, Sales & Marketing, NMDP and Medial Office Departments. This will initiate on December 14, 2004 and conclude on January 30, 2007.

Project Reporting

This project will provide space for the relocation of the prescription medicines and products program currently housed in inadequate space in temporary buildings, which are targeted for demolition, and space for the relocation of infrastructure of this new building will be fitted out with technology specified by ourselves and directly related to the industry we are in and the way we conduct our business. The new building will also provide space for the relocation for the relocation and modernization of the psychology computing facility currently location.

Cost Plan

We have taken into account many factors before we started his project and the budget was very high on the list of considerations. Was this project financially worthwhile and viable to the company and would we get a return on that investment. Preliminary results and analysis have suggested we will and that was a strong reason for proceeding with the investment.

In our Microsoft Project outline we are only taking into account costs that are occurred through labor charges. Hardware costs are included in a separate proposal. At the moment we stand at just over $100,000 in labor costs. There are eight team members working on the project and four different pay rates. We have not included any contingency for paying double time and this is something we must monitor carefully to ensure we do not incur any charges at this rate.

We do have a little room in the budget to accommodate any unforeseen costs, but we urge all project managers and team members to be diligent in their work habits. We have implemented an aggressive timeline and we need to work effectively and efficiently.

Phases One and Three will be our high dollar phases and we will need to monitor and track our progress very carefully. There could be room in the budget for any cost overages if we run under budget in our other phases. This is not the ideal situation, but may be a viable option if we run over budget on these two phases. It is also important that we adhere to our projected timeline for these two phases, as we will not have any additional unused resources to make up any shortfalls.

Performance Measurement

The cost of the project is being monitored at each phase so that we will stay within budget as much as possible. The cost of the equipment will be the lowest possible. We will go to our top vendors and take bids. The other measurement is the time spent on the project. Each project member will be required to stay within their allotted time schedule. Any variance will need to be reported on a weekly basis with explanations.

Project Baseline

Once project costs have been analyzed then we can implement a project baseline, which will help us to monitor and compare the work we are doing to the original plan. Adjustments to the plan may need to take place and we must make sure these changes are conform to the desired project output and that they are tracked and reported.

By creating a baseline we can control and manage the scope, cost and schedule of the project and measure our accomplishments against this baseline. Without a baseline a project is not a closed system and therefore no measurements can be evaluated and we have no change control disciplines.

If there are any major or radical changes that need to be made to the plan then we may need to re-baseline and re-plan the project. This process would only be undertaken if there were major flaws in our original plan.

The project baseline is an imperative process of any project. It is hard to evaluate changes if you do not know where you started. Project requirements can drive costs and schedules past there original forecasted deadlines. And it is only with a baseline that we can adequately control, monitor and process these changes.

Project Evaluation and Reporting

A recent reorganization of Information Technology Services will build a unified organization to provide the community and customers with more robust and innovative services. JADD most recent transformation brings a stronger, more cohesive and more customer-responsive organization. In the move will also outlined a reorganization that strategically combines previous departments and creates new positions to help ITS meet its expanding role information technology in computing. For example: Kathy will be responsible to attend the project management meetings and keep the IT director informed of progress. Larry is the Telecom specialist he will be coordinating with Kathy all the T1 and T3 switchovers from the different sites moving in. Also he will be responsible for setting up all the analog lines with different vendors of new building and shutting down all the old ones in the old building. James is a Senior Network Specialist and he will be responsible for building the IT infrastructure of the new building in coordination with Kathy and Larry. This includes servers, routers, voice over IP, Cisco phone build and setup. James will coordinate all LAN drops, WAN switchovers with vendors, Kathy and Larry. James will also setup the manufacturing area of the new building since he as experience doing it from previous projects. Chuck is the IT Director, he will be informed by the IT team of all progress and will keep upper management of informed of IT’s status. Chuck will also assist all IT department members when needed. On top of above duties everyone in the IT department will help in users PC setup in the new building.

Department Directors will be informed that non-business critical issues will not be addressed during the transition period of the move due to limited IT resources. The other half of the IT department will send a representative to every project management meeting and will plan IT needs with the project manager and with the move coordinators from other departments. The rest of the IT department will be working in the new facility building the infrastructure. Also they will be sent up user machines and validating them as they come in phases.

The plan, prepared lays out the broad steps needed staff's initial report should examine the cost-benefit of a move out of the system. To assess total costs and benefits of the estimated tangible items. This initial report should contain enough information that the advisory council and members can decide whether to proceed further.

If the coordinator and advisory council are committed to pursuing the idea, they will introduce the idea to the membership at a general meeting. This discussion should include a full report by staff on what the regional system is, the requirements, costs, expected benefits, and timetable for implementation. A series of meetings will probably be needed to answer member questions and fully discuss the idea.

To coordinate the undertaking the the move the board committee should be prepared to pursue an aggressive timeline in order to fit in all remaining tasks will be completed as soon as possible. The first decision in setting a timeline will be where in the planning and annual reporting schedule the transition will fall. It is advisable, if possible, to plan for the conversion to become effective on the first day of the first fiscal year. Each moving coordinator reports to the project management.

The Within this time the project team will follow a strict plan to keep the project flowing and have it completed in a timely manner and within budget. The current budget for this project is set at $600,000.

Changing times have meant the JADD organization are taking a new dynamic approach to their business, so someone with commercial acumen fits in well. The shift from the image of 'tweed jackets with leather patches' to business-minded organizations publicly accountable for their spending has brought in a new wave of public services workers who can use their industry experiences to work for something in which they truly believe.

This project will provide space for the relocation of the prescription medicines and products program currently housed in inadequate space in temporary buildings, which are targeted for demolition, and space for the relocation of infrastructure of this new building will be fitted out with technology specified by ourselves and directly related to the industry we are in and the way we conduct our business. The new building will also provide space for the relocation for the relocation and modernization of the psychology computing facility currently location.

Project Termination

The move was divided in seven phases. All the phases were completed according to schedule with a lot of effort put in by the individual departments move coordinators. The key departments that made the move a success were the IT department and the building facilities department. As each phase was complete it was noted with in Microsoft Project. Also as each phase was completed the company’s CEO did a sign off stating the completion of the phase was done.

As departments moved into the new building any changes needed were given to the project management team. Once the project management team got those changes they were given to the contractor which in this case was Driver Construction. After those requests were completed by Driver, the project manager and Driver did a walk through of the whole building and created a punch list of any items that still needed to be completed. Once the punch list was created Driver went through the punch list and took care of those items.

As for lessons learned part there was a meeting the project manager held with each department director and the company’s CEO to get feedback on how the move could have been better. These ideas will be reviewed by the project management team to see which ones can be used in future projects.

Conclusion

As detailed in this plan, it is an ambitious and far reaching project, but the benefits in the end will outweigh any inconveniences we may encounter in the building, transferring and startup of the new system. The greatest benefit is that we can now move forward, grow and more efficiently meet the demands of our customers.



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