Stakes International Information Technology Project Research Paper

Project statement and goals

Stakes International is developing an intranet-based dashboard that will assist the management to place queries to the firm’s database and receiving information such as the current financial status of the firm, the status of development projects as well as the network and server infrastructure. This has been occasioned by the fact that the management has in the past experienced delayed decision-making because of a lack of timely information. This has resulted in delayed processing as well as dissatisfied customers as Stakes International operates at under capacity. It has been envisaged that with these processes being streamlined through the introduction of the intranet dashboard, Stakes International will generate up to 1.2 million US dollars from its business.

The initial feasibility study was conducted using interviews. The Team metro carrying out the project for Stakes International carried out the initial training and orientation and derived the necessary interview materials in form of questionnaires. The general structure of the questionnaires was balanced including both open and closed questions.

All projects initiated must have a goal (Schwalbe, 2005). The goal of this project is to implement an intranet-based dashboard that will provide an interface giving the management current status reporting function concerning a number of factors such as the network and server infrastructure, the financial and project development statuses. The Team metro that is handling this project is so far enthusiastic concerning the progress. The project is expected to proceed expediently resulting in the long-term sustainability of the processes carried out at Stakes International.

Performance Objectives

A successful project management discipline will ensure that a set of performance objectives are in place upon which the project’s progress can be measured (Rioux, 2008).

The introduction of the intranet-based dashboard is expected:

1. To improve Stakes’ managerial monitoring process and improve their decision making. Status reports have been taking a month to compile can now be compiled biweekly. The delay was as a result of limited data communication services and system inefficiency. The intranet based dashboard is expected to reinstate the frequency of reporting to biweekly thereby helping the management make timely decisions as regards network and server infrastructure, financial and project development statuses.
2. To centrally avail project management status data and information in real time mode. Initially this data has been delayed and would be available only after three days. The intranet based dashboard will ensure that the data is now available instantaneously enabling the management to make decisions on how shared working can be facilitated so that deadlines are effectively met.

The monetary organizational value of the intranet based dashboard

Part of project management discipline is to evaluate the return on investment also called the monetary organizational value (Marchewka, 2009). Stakes International currently handles business estimated at 800,000 US dollars annually. Part of this amount to a tune of 125,000 US dollars has been set apart by the management for the development of this project plus a further 50,000 US dollars for contingency funding towards the project. When the intranet dashboard is finally operational, Stakes International expects to meet deadlines more effectively which in turn is likely to increase their annual income to 1.2 million US dollars. The measurable organizational value for the intranet based dashboard application is projected at 225,000 US dollars which is 128.6%. MOV Calculations:

(Total annual income after system implementation – (Development + contingency costs) – initial income before system implementation) = (1,200,000 – (125,000 + 50,000) – 800,000) = 225,000 US dollars in the year following the dashboard’s implementation.

Calculating this monetary organizational value (MOV) as a percentage yields (225,000/175,000) x 100 = 128.6%

The project network diagram for the intranet dashboard

A project network diagram is an illustration that shows the main activities within a project and their sequential arrangement showing their dependencies. The project network diagram for this intranet dashboard application will have seven main activities described by the work breakdown structure shown below

Estimated labour requirements for the intranet dashboard project

Team metro who will be handling this project is a team consisting of a project leader, an analyst, a programmer and a scribe. This team will work liaising with Stakes International project manager as the user representative. The estimations of labour requirements for this project will total to 114,000 US dollars as indicated in the breakdown that follows:

1. Project manager (user- Stakes International): As a user representative, the manager will sit on the project team representing Stake International’s interests. The manager will have a charge to define the user requirements during the iterations and will not be assigned to the project team full time but will be invited during the main deliverables in order for the project team to effectively capture these requirements. The project manager will draw a daily pay of 200 US dollars and is likely to provide input during the fact finding, system specification, system building and testing and implementation.
2. Project leader (Team metro): This position entails composing the project team and managing the project through to its completion. The project leader will be fully engaged during the project life cycle for the period of 120 days. The project leader will receive a daily pay of 300 US dollars for a full time service during the project’s life cycle.
3. Analyst (Team metro): This position requires that the incumbent carry out the fact-finding exercise and evaluate the various business system options. The analyst will be charged with the responsibility of preparing the system specification as well as providing pertinent data needed during system testing. The analyst will also be engaged full time on the project at a daily rate of 180 US dollars.
4. Programmer (Team metro): The programmer will translate system specification (functional view) into the necessary coding to derive the functional dashboard. The programmer will also liaise with the user representative to incorporate within the dashboard the necessary network parameters to ensure that the uploaded dashboard functions as required. The programmer will liaise with the analyst and user during system testing. This is a full time engagement at a daily rate of 150 US dollars.
5. Scribe (Team metro): The responsibility charged here is that of compiling all project related documentation. The scribe will also take down the minutes of all project status review meetings carried out during the project’s life cycle. The scribe is a full time engagement that will attract a daily remuneration of 120 US dollars.

Assumptions

1. The project team will work seven days a week 8am to 4pm throughout the project’s life cycle with no regard to holidays.
2. The project team will be fully dedicated to the project.
3. Team metro has the necessary technical expertise to carry out the project to its completion.

Constraints

The overall project cost is established at 125,000 US dollars with a contingency funding of 50,000 US dollars. However should the budget surpass this figures maybe due to change in technology, Stakes International is likely to shelf the project.

Conclusion

Interim reports are an important accompaniment to any project as a summary document detailing the areas covered within a proposal (Papalambros, 2004). Stakes International is likely to derive this benefit based on this interim report.

References

Marchewka, J.T. (2009). Information technology project management (3rd ed.). London: Wiley & sons.

Papalambros, P.Y. (2004). Principles of optimal design: Project guidelines. Web.

Rioux, M. (2008). A guide to the project management body of knowledge. Project management institute, 40(1), 15-32.

Schwalbe, K. (2005). Information technology project management (4th ed.). Cambridge, Massachusetts: Course Technology.