The coursework below requires that you read the Comair Case study at http://www.cio.com/archive/050105/comair.html and research on some standard project management chapters so that you can contrast what happened in the case study with project management theory. You are required to read the Comair case study and do research in answering the questions. On successful completion of this unit, students should be able, at threshold level, to: 1. Apply good project management practice to a computer system development 2. Compare and contrast relevant project technique, such as planning, estimating and tracking 3. Critically analyse aspects of project management such as resourcing, team building, change control, security, privacy and audit.
Tasks:
Using DSDM methodology and a Gantt Chart notation, design a project plan for the analysis, design and implementation of a new crew management system for Comair (20 Marks)
2a. Draw up a business continuity plan for Comair, detailing risks, but ensuring that the problems of Christmas 2004 are dealt with, along with other problems you may foresee or others covered in the case study (20 marks)
2b. Discuss the reason/reasons you think that organisations like COmair don’t seem to plan for business continuity risk (10 marks)
List the aspects of human resourcing that are important to, or may be affected by using a DSDM methodology for Comair. Discuss how you would deal with the 4 you believe to be most important. (20 marks)
Notes: For those questions that worth 20 marks, the length of the answer should be 2 and half pages with single line spacing For the question that worths 10 marks, the length of the answer should be 1 and half pages with single line spacing The Comair case study website: http://www.cio.com/archive/050105/comair.html
Using DSDM methodology and a Gantt Chart notation, design a project plan for the analysis, design and implementation of a new crew management system for Comair (20 Marks)
Project plan for Comair guided by DSDM and Gantt chart
DSDM methodology is supported by continuous user involvement in iterative development and incremental approach that is responsive to changing requirements (1). It consists of three-phases; namely, pre-project phase, project-life cycle phase and post project phase. The methodology recognizes that projects are limited by time and resources. On the other hand, Gantt chart can collaborate with DSDM for the project plan to achieve easy usage and understanding (2). It is formatted with calendar time scale in the top line and activities in the left hand column. The chart has the ability to track project progress for the purpose of project design and determination of important milestones and slack days that can be used for determining the project development and flexibility. With these guides along with historical accounts of Comair case study, new crew management system project plan can be discussed.
Pre-project Since Comair has current problems with regards to the level of innovativeness of its IT, consultants and external engineers can help in the first stages of the project. In the long-run, outsiders can also provide information on technological changes that they can share with the firm. Business needs should be classified in monetary, strategic, intangible and time-based criteria to avoid overlapping of goals and forgoing priorities. This supports imperfections that Comair may experience in its first attempt to collaborate creation of a new crew system. Conflict and friction may emerge between inside and outside IT engineers that it is important for the company to establish open communications between the two sides to prevent delays or adversely affect the quality of the system. Comair lagged strategic competence due to inability of managers to take action and persistence to use the old system. Improvement in communication should be initiated from within to detect problems as they arise.
Project Life Cycle DSDM is a new technique that Comair would pursue. Due to this, change in corporate culture is necessary to appreciate its underlying principles and prevent substantial resistance from the workforce. The company has greater incentive to introduce a new technique amid nearing bankruptcy, tainted reputation and operational losses. The primary weakness of the old system is its limited capacity for adjusting and re-scheduling flights while its strength is familiarity and trust of employees using it for many years. Therefore the prototype system should focus on altering the old system weakness above anything else. This prioritization prevents engineers to spend time for unknown limitations and impacts of the old system. Upon resolving the primary weakness, employees should try to use the edited system. Suggestions will be entertained based on survey and will be rationalized by financial resources and time for resolution. If employee suggestions are approved, second, third and so on prototypes will be created encompassing beneficial features and reduced weaknesses of the earlier system models. Continuous refinement, testing and checking time scale should be adapted.
Participation of Comair managers and employees testing and redesigning the prototype is vital. Weak participation and low motivation can connote understating the abilities of the prototype. Since there are no previous formal iteration records that the company secures, improvements of system in the past will not determine the implementation of prototype testing. The firm is confronted to build its learning curve to be able to understand an efficient, user-friendly and dynamic system. Functional and non-functional features of the prototype as dictated by corporate surveys should be determined to create risk measures for the new system. This can aid in analyzing the future performance of the system, if ever it will be approved. Before implementation, assure that end-users of the system approve abolishment of the old system.
Post project cycle There should be available training for new users and re-training for old users who are confronted with system modifications. Problem identification can be initiated in a bottom-up or top-down approach for system evaluation to have strategic and operational perspective. Human resource department should secure budgets for continuous motivation especially when the system change is top-down approach in which resistance can occur. Leadership should be charismatic enough to convince the workforce that corporate goals like positive earnings and competitiveness is in line with employee objectives.
2a. Draw up a business continuity plan for Comair, detailing risks, but ensuring that the problems of Christmas 2004 are dealt with, along with other problems you may foresee or others covered in the case study (20 marks)
Business continuity plan for Comair
Credit:ivythesis.typepad.com
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