Introduction
The evolving web-based technology holds many promises for modern enterprises. In the ever competitive and turbulent business market, harnessing the web for business opportunities and growth seems the only way to go for most enterprises. Firms must equip themselves with more flexible and responsive IT Architecture to respond to the vibrant external environment (Zo 2006). Today, businesses that have adapted web-based solutions in their transactions have an unassailable competitive advantage over their counterparts who continue to rely on traditional methods of conducting business. The reason is simple: modern-web based business solutions are capable of increasing profitability by exposing the enterprise to a world-wide market, and by transforming the nature of the enterprise relationships with its key stakeholders – the clients (Bwired 2006). However, to exploit these new horizons presented by web-based technologies, careful planning and analysis needs to be undertaken to determine which technology can be able to generate maximum value and returns on the business enterprise and technology investment. This is the purpose of this project plan.
Antiques 2000 is a company that is in its set-up stage. Its major shareholders are John Alger, Sue Wong, Andy Patel, and Kerry Mason. The enterprise intends to employ the use of web-based technologies to purchase bargain items from local antique shops and auctions and sell them on the internet at a profit. Unique and sound planning is needed in order to tap into vast opportunities that such a business can derive from the internet. Having undertaken all the necessary groundwork, what remains is to design, develop, and implement a web-based business system which must be up and running within a period of three weeks due to financial constraints. This system is supposed to facilitate intra-firm, inter-firm, and firm-customer business processes as well as integrate the enterprise with numerous other enterprise information systems (Zo 2006). Below, the critical stages in the development of the web-based system are discussed.
Project Aims and Objectives
The role of networking to integrate business processes and link business partners, suppliers, or clients have been re-emphasized by the introduction of e-business (Zo 2006). The harsh business realities witnessed today demands for tougher measures to be taken to guarantee the success of Antiques 2000. Without any doubt, embarking on a mission to identify the critical stages in the development of the appropriate web-based system for the company requires as much thinking about the aims and objectives of the system as it does about the business strategy held by the directors.
The aim for the proposed web-based system is to convey the desired business functionalities and processes using the internet and a standard IT architecture. Available data points to the fact that business processes can effectively be transacted within and across enterprises using “web services based on the service-oriented architecture framework” (Leyman, Roller, & Schimdt 2002, p1). To meet the expectations of this aim, decisions must be made on how the company intends to represent its business processes of selling online antiques as a web service. Specific objectives of the web-based system include:
- Transforming the business processes to make them more efficient
- Research by generating relevant information about the company’s online customers
- Image development by marketing the company’s brands, details, advantages, and its positioning
- Boosting sales through employing web-based tools such as online newsletters and integrated customer relationship manager systems
Several software and hardware utilities need to be availed for this project to be a success. It is therefore necessary to make budgetary provisions for computers, servers, server software, website software, and website hoisting charges. Due to monetary constraints, the company may choose to enter into web design franchise where it could get the needed software and hardware at wholesale prices instead of retail (WebDesign Franchise 2009). In addition of providing excellent marketing services, a franchise reduces the risk of failure on new businesses by providing them with temporary financial help, consultancy, and market forecasting. This will be a plus for Antiques 2000.
It should be noted that the most important challenge for any project management exercise is to realize the project targets and objectives while at the same time honoring its constraints (Knutson, J., & Bitz 1991). Though there are many constraints that may come on the way, the most foreseeable ones in this project are constraints of time and costs. The project has been given a maximum duration of three weeks and therefore a work schedule needs to be drawn bearing that in mind. The constraint of cost in the information system’s requirements is bound to be affected by external factors such as the cost of hoisting the website; cost of hardware and software needed including computers, servers, website software, and server software; and general labor charges. It should be noted that the cost of these technical equipments will be dependent on how much the hired consultant will charge for services rendered (Kelly 2009). Due to constraints in budgetary allocation, suggestions can be made to shop for branded computers and routers instead of new ones. This will save some few dollars.
Importance of Resource Allocation
Business is all about making profit and processes that are seen as extraneous to the enterprise must be done away with. The concept of resource allocation derives its roots from this philosophy. Basically put, resource allocation in project management involves allocating human, technical, and material capital to projects in a way that will ensure their optimal use (BNET 2009). In undertaking resource allocation, every activity must be prioritized to ascertain its needs. There are various ways used to prioritize project activities, including the heuristic analysis method and other network analysis techniques such as the critical path method (Mejdaleno, Lively, & Miller 2007). Resources to be allocated for the completion of a project task may be inform of equipment, individuals, money, or anything else capable of definition.
Resource allocation is very important in project management as each phase in the life cycle of a project demands particular management techniques. Resources that are needed in the cycle of project conception may be totally different from the ones required in project definition (Schwndt 2005). Other project life cycles include project planning, execution, and termination. It is in this light the resources must be allocated to specific categories in a project’s life cycle in such a way that optimum usage of those resources is achieved. Through resource allocation, the level of funding allocated to each project life cycle is determined (Mejdaleno, Lively, & Miller 2007). However, this is subject to external and internal vagrancies. Resource allocation is also important as it prioritize the resources in relation to their importance in the project. As such, the project manager is able to save the enterprise a lot of waste in excess resources which may not be necessary in the first place. In projects surviving on lean budgets, resource allocation ensures that only the most vital resources are included in the plan. Lack of proper resource allocation will therefore impede or present a constraint to successful completion of project tasks. Successful project management lies in effective resource scheduling, accessibility, and optimization (BNET 2009).
The resources needed for the designing, developing, and implementing a web-based business system for Antiques 2000 are three-fold. There is need for monetary resources needed to finance the whole budget. There is need for human resources in the form website developers, networking experts, and the staff that will run the facility upon its commissioning. Lastly, there are the technological resources that will be used in the process of developing the web-based system. These come in the form of computers, servers or routers, and necessary software like the server and website software. It is worthwhile to note that the resources are interrelated to one another (WebDesign Franchise 2009). The monetary resources available will determine the path of the technological and manpower resources. If the monetary resources are not adequate, this can have a devastating effect on the information system’s requirements and to a large extent on the usability and profitability of such a venture in the long run.
Importance of Time Scales in Project Management
Like in every other aspect of life that time is employed by individuals to keep track of daily occurrences and events, time-scales are used in project management to effectively monitor the progress of each activity in the project. For effective monitoring, time-scales need to be applied to each objective of the project and its associated tasks (NHS 2004). It is imperative to create a relationship between the time-scales you put in the project plan and the availability of resources used in different phases of the project life-cycle. In other words, there is no point of coming up with timescales if resources are not available. To develop a comprehensive time-scale, it is always important to have the task commencement dates as well as task termination dates. But with the availability of the requisite resources for completion of project tasks, time-scales need to be prepared in advance so that the project manager can identify possible or future loopholes (Knutson & Bitz 1991).
Apart from the above, time-scales serves an important function of passing on information about key project activities to the management and staff of a company (NHS 2004). They are put in light that certain activities will be carried on particular dates and will take certain durations of time to complete. For instance, if the project involves refurbishing the offices, the management will know upfront the time they are supposed to relocate their staff for the project tasks to continue. Indeed, the importance of time-scales can never be underestimated since the delivery of the project depends entirely on time estimation. Failure to deliver the project within the stipulated time frame may spell doom for the enterprise in terms of lost revenues that were supposed to be generated by the project. Time-scales are also important as they reflect the order in which project activities must be undertaken, and the relative significance of each project task (Knutson & Bitz 1991). It should be remembered that one of the most important success factors for any project manager is his or her ability to meet set deadlines. The table below is a summarized form of how time scales will be allocated in development of the web-based business system.
Leadership Styles
The leadership styles employed by company leaders are very crucial to their success. It is therefore true to say that the designing, development, and implementation of the web-based business system at Antiques 2000 is far likely to be hindered by the two different leadership styles exhibited by the key stakeholders. In the company’s leadership structure, John Aljer and Sue Wong are democratic leaders whereas Andy Patel and Kerry Mason are autocratic leaders. It is standard practice in project management that relationships must be built across the board to ensure that all the stakeholders understand the processes involved, their roles and responsibilities, and the key objectives of the processes (NHS 2004. The project manager, the executives, and all other interested parties need to meet regularly to share experiences regarding the progress of the project, and discuss any other unforeseen circumstances. This should be an open forum where each is free to express his or her own ideas regarding the project.
Autocratic leadership will always clip the project manager’s independence to progress the project in the best way possible due to interference. Leaders who exercise this form of leadership style are known to wield high levels of authority over their employees and other team associates (Mind Tools 2009). In case of a project management team, autocratic leaders are bound to give them very few opportunities or little independence of going about their own project activities or even making useful suggestions. Such an environment is not conducive for project management. Available research reveals that autocratic leadership directly leads to monumental levels of staff turnover (Mind tools). Many of the benefits arising from the expertise and creativity of a project management team will go down the drain if it encounters an autocratic leader. However, this leadership style is effective for some unskilled menial jobs where the benefit of control far outweigh its disadvantages- but not certainly for project management.
The democratic leadership style exhibited by John Alger and Sue Wong will serve to help the project’s activities. As already mentioned elsewhere, the independence of the project management’s team must be guaranteed if the team is acting in the best interests of the company. A democratic leader will always invite other member to make their contributions in the decision-making process even if the final decision rests with him or her (Mind tools 2009). In addition of increasing job satisfaction among the project management’s team, such a leadership style always encourages the members to experiment with their latent potentials that may prove to be helpful to the organization. The project management’s team will always derive their motivation from the fact that they are in control of whatever they intend to do, and the leaders may only avail their helpful insights. This style of leadership is good for project management, but the only weak link is that project tasks may derail as participation takes more time.
Effective leadership basically entails knowing oneself, building trust among workmates and other team members, bearing a vision that is effectively communicated to those under the leader, and taking efficient actions that will make the leader realize own leadership capabilities (Saladis, 2006). Therefore, one of the ways that effective leadership can be effective in eliminating some of the problems mentioned above is its ability to influence people, and the ability to have a clear vision. The capacities to persuade, encourage, or influence other individuals in ways that will offer them motivation to support your agenda, ambitions, dreams, and objectives is a real plus in project management. This attributes are key cornerstones for effective leadership.
Effective leadership can also overcome problems, especially those posed by autocratic leadership, through offering credibility to the position of power. In team building, leaders should not only concentrate on their skills or the trust they derive from others, but should also concentrate on how other people thinks about their own expertise, and if the people should trust them (Saladis, 2006). To avoid a situation whereby a leader is seen as imposing his powers over his subjects like it is the case with autocratic leaders, effective leadership demands that individuals in positions of power must constantly check, verify, uphold, and enhance their credibility on their subordinates (Mind Tools, 2009). This is the spirit that must be entrenched in project management, especially for project managers.
Also, Effective leadership could have overcome such problems as represented by both leadership styles in its demonstration of empathy, or the ability to understand other individuals. Leaders must have the ability to listen actively, properly understand the unspoken thoughts, body language, fears, and expressions, and demonstrate trust and trustworthiness (Saladis 2006). The situation shouldn’t be like one exhibited by autocratic leadership where the leader has little time to listen to the subordinates. Effective leadership that can solve leadership problems discussed above demands that the leader must be sincere enough, and should always address his feelings before the facts.
Effective leadership also demands that a leader should be able to actively engage his or her team members. Engaging team members will effectively solve the leadership problems discussed above in that the leader will always identify a common ground with his subordinates whereby goals and objectives of the project at hand will be discussed. He or she will always ask for input from the team members in the form of feedback on the mission and objectives of the project, possible alternatives, improvements, or other opportunities that can prove to be less costly and more effective. An effective leader would also try to solve the problems above by demonstrating commitment and listening actively.
Effective Communication
One of the most basic tenets of achieving success in any field in life is the ability to effectively communicate. Lack of effective communication across all the stakeholders that are directly or indirectly linked to any project undertaking will often derail the whole process. This can turn to be a costly affair especially for business enterprises whose primary role is to gain profit. The management and the project management team of Antiques 2000 are rushing against time to design, develop, and implement a web-based business system due to financial constraints. Any delay arising from lack of effective communication can therefore prove to be too costly for the company.
However, there are loopholes within the company’s structure that can lead to a break down in communication. First is the portfolio problem. All the four partners want to be regarded as managing directors of the company therefore occasioning an inadequacy in effective communication structure. Problems may arise during the implementation phase because, I, as the project manager may have difficulties communicating the progress of the project. A decision issued by one director may be overturned by the other due to lack of a command structure. Even if the four partners are equal, they need to develop a leadership structure that will address the needs for effective communication.
Another area that may bring conflicts of interests thereby dampening effective communication is in their leadership styles. They are directly polarized, with two members falling for democratic leadership style and the other two for autocratic leadership. This is bound to bring communication problems as the two styles advocate for opposing leadership orientations as discussed elsewhere. Perhaps the final area that is bound to elicit passions thereby bringing problems of communication is in budgetary allocation. The company is running on limited finances and therefore, there may be inadequacy of communication as key partners tries to prioritize the needs of the company versus available financial resources.
But what is effective communication? Principally put, it involves choosing the best communication medium for a particular purpose, the ability to use that medium suitably, the arrangement of information to the target audience in an appropriate manner, and the capacity to understand the responses and messages derived from others (BNET 2008). Just like effective leadership, effective communication is a requisite component of any project management activity that aims to achieve success. Perhaps the most basic purpose of effective communication in project management is to effectively coordinate action (Hal 2006; Kliem 2007). People must commit themselves on who to perform this action and when the action is to be performed. In project management circles, this is known as commitment conversation, and could effectively be used to put to end the portfolio wrangles seen among the partners of who will be the managing director of the company and who will not. Through effective communication, all must commit themselves to share responsibilities regarding the project.
Effective communication can also help patch up the problems of conflict of interest and different leadership orientations in that it is always predictable, thereby helping in the maintenance of trust and momentum among members (Levin & Rad 2004). Miscommunication, especially in leadership wrangles can often undermine the success of the team. Direct communication should be encouraged in all set-ups, and every member of the team must be free to contribute to the debates or discussions without fear of reprisal. In this light, the Autocratic leaders in Antique 2000 must allow for active participatory communication to take its due course. This way, many problems would have been solved.
To avoid a collapse of communication in the critical area of budgetary allocation for project activities, regular feedback from the Accounting consultant should be given to the project management team. It has been observed that many Accountants prefer to keep mum when issues of budgetary allocation arises (Enbysk 2006). This does not help the process of communication as silence can aggravate the interests of either party. If no money has been budgeted for the project, feedback should be passed on to the affected in the most humane manner possible. Indeed, all these problems can be wiped out through effective communication.
Mentoring and Coaching
The main purpose of the web-based business system for which the project plan was intended for is to enable Antique 2000 to sell bargain items via the internet using appropriate web-based technologies. The employees, having only basic IT skills need therefore to be mentored on using the web-based technologies effectively to achieve maximum benefits while lowering the risk of misusage or bad handling, which may in turn cost the company much more money to repair. Since the business basically involves selling online, the employees also need to be mentored about the software requirements that will be used in the business processes and transactions. Selling items online also requires customer care skills, which the employees may never have. In that regard, the employees also need to be coached on customer handling, care and satisfaction. They have to been mentored also on client feedback.
Although many individuals use the words interchangeably, a difference exists between coaching and mentoring. Coaching derives its authority from the relationship that exists between the coach and the trainee (Friendrich 2007). In coaching, both the trainee and the trainer are on the same level. However, the trainer must apply certain tools to make the trainee apprehend the nature of the training. Applied in the Antique 2000 business setting, the coach, through the process of coaching the new employees, will make them realize their individual objectives and values of fulfillment to be able to live a more satisfied life while working in the project area. The employees will also be coached on making conscious choices through being exposed to different perspectives of a given situation. This is especially important when it comes to dealing with online customers. The employees will also be coached to discover the processes that are taking place within a given situation. This will effectively help them manage the project even in the absence of the managers. On their part, the managers gain from the coaching process by closely interacting with the employees and getting to know their key strengths and weaknesses. This is important as it will form the basis for job placement within the project area. In most instances, a coach is someone who comes from outside the company, and therefore confidentiality must be observed at all times (Connor & Pokora 2007).
Although mentoring is closely related to coaching, differences exist in the relationship between the mentor and the employee. Usually, the mentor is a senior individual within the company but not directly responsible for the day-to-day running of the company (Friendrich 2007). Employees are mentored in the hope of transferring vital knowledge and expertise which are informal and inherent to the organization (Connor & Pokora 2007). Every business organization has its own trade secrets which cannot be passed on to new employees through formal education. It is therefore the duty of the company or project’s mentor to pass on the trading secrets to the new employees.
It is also the duty of the mentor to introduce new employees into the organization’s networks. This should especially be done to speed the process of integration into the new system and environment (Friendrich 2007). This is beneficial to the managers basically because faster integration means that employees have settled down well to push the company’s agenda of profit making. This goes hand in hand with passing practical trade tips onto the employees to make them attain their professional objectives much faster (Connor & Pokora 2007). This again is very beneficial for managers in that a settled employee is an asset to the company. It is also the function of the mentor to make the employee achieve a close attachment to the company, and support his or her organizational-wide internal career paths. This is most satisfactory on the part of the employee as it ensures growth and continuity. It also motivates the employee to be more responsive to the needs of his or her work, not mentioning the fact that employees nurtured this way are more productive at their places of work.
Strong convictions exist that this project plan will come in handy to assist the partners set up the web-based system for their business and in the project management process. It has exhaustively touched on the aims and objectives of the IT project, resource allocation, Time-scales, leadership styles, effective communication, and mentoring and coaching, in relation to project management. Practical problems and solutions have been identified that are bound to affect the project. It is my believe that this project plan will be read by all the partners and proper action taken on all the arising issues.
References
Bwired 2006. 14 Ways in which Web Based Technology will Change your Franchise. Web.
BNET 2009. Business Definition for Resource Allocation. Web.
BNET 2008. Business Definition for communication Skills. Web.
Connor, M.P., & Pokora, J.B 2007. Coaching and Mentoring at Work: Developing Effective Practice. McGraw. ISBN: 0335221777
Enbysk, M 2006. More effective Communication = Better Project Management: 7 Basic Communication Tips. Web.
Friendrich, R 2007. Project Mentoring and Coaching: Will they Produce Leaders? Web.
Hal, J 2006. Successful Projects Require Effective Communication. Web.
Kliem, R.L 2007 Effective Communications for Project Management. Averbach Publications. ISBN 14200623468
Levin, G. & Rad, P 2004. Requirements for Effective Project Communications. Web.
Mind Tools Ltd 2009. Leadership Styles: Using the Right one for Your Situation. Web.
Knutson, J., & Bitz, I 1991. Project Management: How to Plan and Manage Successful Projects. AMACOM. ISBN: 08144504
Kelly, P 2009. The Three Constraints of Project Management. Web.
Leyman, F., Roller, D., & Schmidt, M.T 2002. Web Services and Businesses Processes Management. IBM Systems Journal, vol. 41
Mejdaleno, M.R., Lively, C. & Miller, S 2007. The Importance of Project Management. Bio Pharm. Web.
NHS 2004. Project Management tools. Web.
Saladis, F.P 2006. Positive Leadership in Project Management – Team Building, Influencing, and Leadership. Web.
WebDesign Franchise 2009. Web.
Zo, H 2006. Supporting Inta- and Inter- Organizational Business Processes with Web Services. ISBN: 978-0-542-87880-0