Project Development Plan for Dawson Automobiles
Introduction
Designing and implement information technology systems is considered by many organisations as a challenging task. The company must depend on the professional expertise to successfully implement the said IT/IS systems. In addition, planning and implementation needs adequate time, cost control, suitable management style, effective and efficient communicate and other important resources. Furthermore, managing IT/IS implementation also involves some uncertainties and unexpected turn outs which needs urgent resolution to avoid these risks from worsening. Because of this essentialities and risks in project, a figure designated to control and manage these operations should be assigned and task management should be considered.
For this, the task that would be given consideration is the Dawson’s Automobiles. The market of this company is known to be the ‘entry-level’ luxury cars. The market segment mostly involves the bottom vehicles in the line-up of luxury brands as well as the top-of-the-line models of some non-luxury brands. The company operates from one site housing the Managing Director, ten Sales Executives, two Administrators and one Receptionist. The company’s current system only includes Word Processing and Spreadsheet software. On one hand, potential clients are directed, by the receptionist, to the Sales Executive, who then takes the customers through the range of cars that may be suitable to them. Each sales executive logs the sales he has made that day on his spreadsheet. At the end of the day a hardcopy of the records are passed to the administrators who update the central system. A number of difficulties have been identified in the current system, including;
• Information is not up-to-date as the main records are updated once a day.
• Different selling price passed on to customers by different sales executives.
• Customer details kept on multiple PCs.
• Sales executives have created their own spreadsheets which are not compatible with each other or the system used by the Administrators.
• Hardcopy information has been lost a number of times.
Because of these problems, the MD has decided to invest in an integrated system to manage administration functions and management reports. . The role of this paper is to determine different factors that must be considered by task manager especially when developing new projects. In particular, the various constraints that a task manager could possibly meet in the development will be determined. The discussion will also include the appropriate leadership and management styles, communication approach to address the constraints mentioned and the role of the task manager as a mentor and coach in the IT/IS development.
Task 1: Task Context
1.1 Aims and Objectives Development
In a developing a new project, like the implementation of the new integrated system at Dawson Automobile, the management must be able to set a clear and established direction. Such directions can be attained by developing aims and objectives. In this regard, the task manager must be able to establish a visual picture of what the new integrated system will be and how it will be effectively implemented. Having a clear aims and objectives, the staffs who will be involved in the development of new integrated system at Dawson Automobile will be able to comprehend various processes necessary for the successful implementation of the project. In addition, the task manager must also include an outline of activities, along with the aims and objectives, to ensure that the project team members are moving towards the project objectives. According to Kimber (1996), the task manager should be more active in assuring that all efforts meet the needs of the plan.
The significance of developing specific project aims and objectives for the new integrated system for Dawson Automobile has been one of the most important things to consider. As the company needs to improve their system of handling transaction and its records, they consider the new integrated system. Basically, the function of this system is to do record on business activities via electronic means. To be able to promote the function of this new integrated system and to gain some insights of various employees working for Dawson Automobile, the task management group sets specific goals of the project (Young, 2005).
Here, the Dawson Automobile aimed to solve the issue of their current system and to be able to have an electronic means of updating records of business operations. The new integrated system also aims on helping the company to provide important information for clients and sales executives in terms of selling prices. The integration and networking of important records for multiple PCs and the creation of unified spreadsheets to be provided for the sales executives. The new system also aims on provide the company a record retention system to avoid information lost.
Such objectives will also enable the company to disseminate information to the organizational members through electronic mail. Through these aims and objectives, the different units of the Dawson Automobile will be able comprehend the significance of having a new integrated in the records department and applied a collaborative strategy for its implementation (Young, 2005). From this example, the development of aims and objectives in the IT/IS development project is important not only in generating sense of direction but also in promoting project comprehension within Dawson Automobile.
The inability of the task manager to develop clear task aims and objectives can lead to several issues. For example, this will be difficult to have a coordinated process for each of the staff towards common project objectives. In this regard, the lack of lack of coordination will then result to ineffective project results or total failure. In addition, without a definite aims and objective, the achievement of the project will be hindered and may not meet the deadline as scheduled. In this regard, this problem may lead to the clients’ and staff’s dissatisfaction as project results are not well-achieved. The extended time needed to finish an undirected project will also require additional resources; the absence of clear project objectives then leads to wastes.
1.2 Constraints
In developing the new integrated system for Dawson Automobile, there are various constraints which should be given attention, specifically in task management as well as in the development of specific task objectives. Such constraints can be in technical or non-technical context.
Technical Constraints
It is important that the management must be able to consider the skills and expertise of IT IS professionals when they want to develop a new integrated system. The inefficient use or the shortage of the needed technical abilities of the members of the project team will not facilitate the achievement of the new integrated system. It is very important that the task managers ensure the availability of the assistance of professional. This is specifically applicable in customizing the projects where specified skills are very essential.
Another essential technical constraint that must be given attention for the development of new integrated system is the availability of the needed software or IT/IS programs. The objectives of the project may indeed both the employee and clients’ needs, however, if the software and programs available is does not meet the needs of the stakeholders, this may lead to more constraints and risks.
Non-technical Constraints
In terms of non-technical constraints, costs, time and quality are considered. Accordingly, costs or budget allocated for the project development is a crucial determinant on ho extensive information system project will be. It is said that limited financial resources can constrain a development of a more detailed management of the project. The cost of the project should be integrated in the planning stage of the project since this will served as a control of various activities which will be done during the actual project implementation. The expenditures of the projects should be strategically planned and followed; otherwise the project team may have excessive budget which may result to system failure.
On one hand, time is another significant constraint in the project development of the new integrated system. In the design and implementation of new integrated system for Dawson Automobile, it can be said that that task managers who intend to initiate a new integrated system in an organization must assume a tedious and time-consuming process (Pelz-Sharpe and Kittmer, 2004). In this regard, task managers should be able to tell whether the IS project can be initiated within a designated time frame. If it is not plausible, then it is the role of the task manager to come up with contingency planning. One good suggestion was given by Pelz-Sharpe and Kittmer (2004), where the long process of new integrated system implementation can be addressed by breaking the project activities into stages. Similar to cost control, time management is an important aspect of NEW INTEGRATED project objectives as this will help prevent project failure.
According to Story (2003), the lack of effective time management is one of the main causes of project blow-outs. In particular, inefficient time management can be the result of unfeasible time frames, insufficient commitment to the time schedule and unproductive meeting time. This indicates that that if NEW INTEGRATED objectives are not supported by a definite time frame, the project team will not be able to follow a specific direction or achieve anything within a given time span. A task or project with uncertain signs of progress will only result to a lengthy unproductive process and waste of resources.
Quality is yet another important constraint in developing the aims of an NEW INTEGRATED project. The design and implementation of these systems require the purchasing and installation of programs or software. The exact IT feature or system needed by the organization should then be identified so as to determine which appropriate program will be used. The objectives of the project should then coordinate with the projected results of the team; this will help in ascertaining quality project outcomes. The problem in inadequate consideration for quality has been exemplified in other case applications (Romney, 1999).
Task 2: Task Management
2.1 Resource Management Techniques
Resource management techniques are important for the task managers as these will allow them to ensure that all resources to be used for the NEW INTEGRATED systems are allocated according to plan. Without the specific technique for resource management, it is likely for the project team to use inappropriate programs or go beyond the designated budget for the project. Resource management techniques are basically used in order to manage different needs of the project such as people skills, time and finances. As these are important aspects of the project, task managers must then employ certain resource management techniques for better project outcomes.
There are several ways on how a task manager can employ resource management techniques for NEW INTEGRATED projects. One of which is through the use of the Systems Development Life Cycle (SDLC). Also referred to as the waterfall model, SDLC serves as an efficient guide for both task managers and system developer during the designing and implementation of an new integrated system. Aside from guiding the project process, it is also helpful in ensuring the quality of the project outcome. For instance, this model stresses the significance of testing and evaluating the system before its actual implementation; the task manager on the other hand, can utilize various available tools for this purpose such as tests for correct function, correct response, non-functionality, performance and configuration.
2.2 Effects
The SDLC model is a tried and tested technique; thus, it can be considered as an effective resource management technique. Specifically, SDLC is good for managing project resources as it promotes effective communication among the project staff members. This model also ensures that the project staff has the necessary knowledge and skills for the system. As tasks are designated into phases, the project team will not have to panic about meeting deadlines. In addition, the SDLC model is applicable form the start until the end of the process, ensuring that the system meets the requirements of the users. However, the use of this resource management technique also has certain limitations. For example, some management information needs cannot be accommodated by the model. Although the SDLC helps in estimating the right amount of time, people and other resources necessary for the project, inexperienced estimators and complex project phases may not result to the same effect. The model is also more output driven that it fails to consider the possible changes that have to be done in between processes. In addition, the model promotes a simplistic thinking for information systems development when the actual process is neither easy nor simple. It is practically a messy and problematic process that is full of issues that would have to be resolved (Avison & Fitzgerald, 2003).
Readily available resource management software is effective as it can be purchased and installed easily. Moreover, compared to a full new integrated project, a ready made software program is more economical. However, it is likely for the task managers to find difficulty in searching for the exact software suitable for the client’s specific requirements. The software that can only perform some of the firm’s resource management needs is only a waste of finances. Moreover, if the software is brand new, it is likely that consultants will not be familiar on how the program works; troubleshooting the software can also be a problem if this is the case.
From these identified effects, it can be said that it is hard to identify which technique is the most effective. As all possible resource management techniques have positive and negative effects, it is recommended that task managers should then be aware which of the cited methods is the most appropriate for the system they are working on. In choosing the resource management technique, the needs of the client, the resources needed and the actual system to be implemented for the project are some of the important factors task managers must consider.
Task 3: Leadership
As mentioned, the implementation of new integrated systems in an organization could result to a number of risks. Specifically, non-technical and technical problems could arise out of the project design and implementation process.
3.1 Non-technical Problems
Time is one the most common non-technical problem that can be encountered by a task manager in the design and implementation of new integrated system. Problem due to ineffective interaction is also a common non-technical issue. As the project team is made up of different experts and personalities, problems due to differences in opinions or views is a typical occurrence. This in turn could result to interaction difficulties and project delays. If this non-technical problem will not be resolved, sudden changes to the existing project team may happen; this however, can be disadvantageous due to adjustment needs and schedule disruptions (Huffman & Piggrem, 2003). Problems in communication for new integrated projects are indeed a common issue as verified by research. In the study done by Hutinski, Vrcek and Bubas (2001), the researchers investigated whether communication problems do exist in the different phases of management of the project through a survey of IT professionals.
3.2 Technical Problems
The lack or inadequacy of the knowledge and skills necessary for a particular new integrated system is one of the most common technical problems that a task manager may encounter. If the project staff is not skilled enough to support the selected new integrated system, delays and financial wastes will be the result. The incompetence of the project team can also affect the project outcome itself. For instance, if the team members lack the necessary planning skills for the project, activities involved will lack the proper guidance. If the project staff is overly confident of the initial plan, it is likely that project errors will be overlooked. The ability to predict and identify errors in the project is an important ability that a project team must have as this will help prevent failure.
3.3 Management and Leadership
Management and leadership styles are important aspects of task management, particularly in addressing the identified technical and non-technical problems. Management and leadership however, are defined as two different terms (See Appendix A). Kelly (2004) for example, defined management as an aspect controlled by fear. With management, the roles of each individual member are strictly defined. Furthermore, management does not trust or identify with anybody. The central focus of management is the achievement of personal rather than team success. Individuals working under the management style also communicate when necessary only of it is work-related. The communication approach used is then neither open nor honest.
On the other hand, leadership is said to operate in a more trust-oriented environment. In this style, the members are trusted and given the free will to use their skill to accomplish their job assignments. People in leadership are significantly more important as compared to management; with leadership, achievements irregardless of size are recognized. Moreover, there is a deeper sense of teamwork in the leadership style. Communications in leadership is also more participative and open (Kelly, 2004).
Kotter (1996) on the other hand differentiated the two concepts in relation to change. Specifically, he noted that leadership is the one that drives change while management is the one that controls it. In his book, he defined management as a set of procedures that allow the coordination of people and technology. Planning, organizing, staffing, controlling, budgeting and problem solving are the most significant aspects of management. Leadership on the other hand is defined as a set of procedures that helps people adapt to change. It identifies what change should take place, aligns people to this change and motivate them to work towards it despite various hindrances. Maccoby (2000) also adapt a similar definition of the terms. However, he also noted that the main distinction between the two is that management is more of a function while leadership more of a relationship between the subordinates and the leader.
Though defined differently by a number of authors, management and leadership styles are both important in new integrated system for Dawson Automobile management of the project. In general, there are two possible forms of leadership style. These are the transactional and transformational styles. Transactional leadership is more of the authoritative approach where the focus is on giving orders and controlling people. Under this style are two sub-divisions. One is management by exception, which focuses on disciplining subordinates for poor performance; the other is called contingent reward leadership style where subordinates are promised rewards for good performance or punishments for bad performance (Avolio, 1999). Transformational leadership on the other hand is centered on inspiring the subordinates to perform at their best. This leadership style involves a strong identification with the leader (Hater & Bass, 1988). Transformational leaders are also after the interest of their followers and the formation of a shared vision (Yammarino & Bass, 1990).
Leadership in task management is useful as leaders facilitate the establishment of effective relations among the project team members. The leaders regulate the flow of topics or issues during the project planning and implementation. In the planning phase for instance, leader can serve as the project facilitator who in turn will ensure that all ideas raised are relevant to the project. This role of the leader will address the problem on inefficient time management. The lack of skills or knowledge in some project members can be resolve by leadership as leaders can serve as mentors. Through the provision of ample assistance and support, leaders can resolve the problems on inadequate skills among project team members. The lack of effective communication has also been cited as one of the common problems in task management. As leaders can also function as effective negotiators, effective leadership can then resolve communication-related issues.
Task 4: Communications
4.1 Communication Problems
Communication is an important aspect in task management as it allows the establishment of trust, effective utilization of skills as well as development of good working relations (Bandow, 1998). Effective communication in task management is often ignored yet it is considered essential particularly in tasks like conducting demonstrations, briefing the project team and obtaining the system requirements for the project. However, a task manager must be prepared as various communication problems could arise from the implementation of new integrated systems. It has been mentioned that the participation of the different members of the project team could stress individual differences. In turn, contradicting ideas and insights could result to miscommunication and tension within the group. Communication problems could also arise between the firm or the client and the system developers. This problem usually occurs in smaller firms where the management is more involved in the project. According to Gobeli, Gray and Larson (1991), when the project team does not provide sufficient feedback to client regarding the progress of the project, miscommunication results.
The different behaviors of the involved project team members can also result to miscommunication. This is often observed between the project team and the employees who will be using the new IT system. As the design and implementation of IT project involves major changes, frequent communication problems occur when the users are not open to discuss the systems or willing to use them. Chambers (2001) noted that this is a difficult challenge as individuals cannot be forced to listen, participate or communicate. In one IT project case where new integrated system was designed and implemented, it has specifically noted that effective communication among task managers is one of the keys to the project’s success. Here, the task managers prevented communication problems by constantly consulting the users of the system right from the development of the metadata. The task managers of the project believed that it is very important that the users are familiar and comfortable with the New integrated system before its actual implementation. This does not only help in identifying user problems but also in encouraging the users to become more appreciative of the new system.
The lack of routine meetings and beating deadlines, communication problems could also be encountered (Hutinski, Vrcek & Bubas, 2001). Meeting in task management can take various forms such as board meetings, conferences, project progress meetings, budget setting meetings and team briefings. When project team members are not able to discuss the development of their individual responsibilities, it is likely that their work outcomes do not coordinate with one another. The lack of meetings on the other hand may be attributed to the time pressure involved in the project. When limited time is allotted for the project team, the time for discussion and feedback becomes limited as well. In order to remedy this problem, it is suggested that a meeting checklist is prepared before hand. This checklist should outline the objective of the meeting, people who should be present and other relevant details. In this way, the team can always ensure that the purpose of the meeting is always achieved.
4.2 Communication Methods and Styles
While task managers are exposed to these problems, there are a number of different communication methods that can be used to address them. Communication in general can either be formal or informal. The task manager should then be aware which approach is most appropriate as the situation requires it. For instance, formal communication depicts confidence and control, thus, it is appropriate when speaking to superiors or to the clients. Informal approach on the other hand can be used for the project team or to the direct users of the system to develop rapport and facilitate comprehension. Task managers may also use the upward, downward and horizontal communication styles. In this case, the basis is more on the position of the speakers. For example, the upward method is used when two people of significant position, such as a conversation between two managers, are the ones speaking. On the contrary, a communication style between the manager and the subordinate may adapt the downward method. On the other hand, communication among the project team members may use the horizontal method. In general, task managers should remember that effective communication does not cost anything; thus, it is not as difficult to practice and maintain during the design and implementation process. These communication styles actually suggest that one of the keys to effective communication is know ones’ audience type. By means of comprehending the audience, the communicator or task manager will be able to know what communication medium and approach are appropriate.
Task 5: Mentoring and Coaching
Aside from effective leadership and communication, task managers may also serve as the team’s mentor and coach. Mentoring and coaching are actually two different concepts (See Appendix B). Mentoring is actually a process of developing an individual’s hidden capabilities. Its primary aim is to discover the protégé’s knowledge or skill. This is also given in order to support the development of the protégé’s career development. As the mentor aims to prepare the individual to take on future opportunities, mentoring maintain open communication. In general, the mentor can take the position of a higher ranking individual who has more advance knowledge or experience than the protégé.
If mentoring is centered on individual development, coaching on the other hand is more on the assessment and resolution of work issues. Coaching is more related to the task at hand and more focused on the individual’s performance (Downey, 1999). In task management, task managers can serve as coaches by providing insights, guidance and motivation to the project team in order for them to perform better. The coaching process is also done by means of frequent interactions. Through the daily coaching process, learning among the team is strengthened and enhanced. The primary aim of coaching is not just to empower the individual, but to achieve the highest goal possible. In spite of their differences, both mentoring and coaching are important in doing new integrated system.
An article from Infoworld (2000) also stresses the growing significant of coaching in management of the project. In particular, coaching can be of use during the project set up and the post-project review. During the project process, coaching can also be used for training, consulting and provision of information. Aside from providing assistance, these two concepts can also be used by the task manager in preventing delays in the project and preventing errors.
Conclusion
From the examples cited in the discussion as well as the literatures discussed, the important role task managers play in new integrated system design and implementation becomes clear. Due to the significance of their role in attaining project success, task managers must then be equipped with the right knowledge and skills, particularly in handling the different problems that could arise in the process. Task managers should not only be skilled when it comes to performing different tasks, but they must also be people-oriented, involved, committed, enthusiastic, creative and innovative. The different aspects of task management also indicated that while there are many methods or styles that a task manager may apply, no single method can be considered as the most effective or appropriate. Thus, it is recommended that task managers take an individualized approach in managing, leading, communicating, mentoring and coaching the project team. Through this, task managers will be able to employ the right management of the project practices as the situation requires it.
Appendix
APPENDIX A: Leadership vs. Management
LEADER
MANAGER
Seek experts
Tries to be expert
Passion
Excitement
Empowers
Directs
Is trusted
Is respected
Identifies the need to change
Drives the change
Guides
Offers opinions
Motivates and inspires
Controls and solves problems
Leads change
Prevents regression
Focuses on strategy
Focuses on structure
Establishes direction
Creates explanations
Source: Colonna, 2004
Leadership
Management
A Relationship
A Function
Selecting talent
Planning
Motivating
Budgeting
Coaching
Evaluating
Building Trust
Facilitating
Source: Maccoby, 2000
APPENDIX B: Mentor vs. Coach
Feature
Mentor
Coach
Focus
Individual
Performance
Role
Facilitator with no agenda
Specific agenda
Relationship
Self selecting
Comes with the job
Source of influence
Perceived value
Position
Personal returns
Affirmation/learning
Teamwork/performance
Arena
Life
Task related
Source: Starcevich, 2004
Mentoring
Coaching
Ongoing relationship that can last for a long period of time
Relationship generally has a set duration
Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support
Generally more structured in nature and meetings are scheduled on a regular basis
More long-term and takes a broader view of the person
Short-term (sometimes time-bounded) and focused on specific development areas/issues
Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organization who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities
Coaching is generally not performed on the basis that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused
Focus is on career and personal development
Focus is generally on development/issues at work
Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
The agenda is focused on achieving specific, immediate goals
Mentoring resolves more around developing the mentee professional
Coaching revolves more around specific development areas/issues
Source: Brefi Group, 2005
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