ABC Company Billing System Project Upgrade

    

     The ABC organization was in the process of upgrading their billing system to accommodate more features and allow more user-friendly component to be installed.  My role in the beginning of the project was bot the PM and trainer. The project was a success, but not without several hiccups.

     The project “Post Mortem” was depressing because management looked to me for all of the answers, which I did not have. It was impossible for me to be responsible for both jobs in that I was not able to prepare for training or not able to guide the team toward completion. Saying “No” was not an option because they felt that the IT person alone with me could do the job. However, the size of the project was factored in during the pre-planning stage because there was not a planning stages that I was aware of during that time. We were it!

     The deliverable timeline given to complete the project was within three months from the month of April to June. This also meant complete training for all end users.

First thing first:

  1. I begin by creating SMART objectives for all core parties.

  2. Begin to define the Project boundaries because there were limitations in my ability to do everything and be everything to everybody. There were also limitations to skills set for the successful completion of the project, mine including. My educational background was technical and customer service training, but this project called for IT, finance, HR., Field Operation, marketing, collection, audit, dispatch, and warehouse to be involved.

  3. Begin to convenience Upper Management to use a specific person to act as the PM, which would allow me the opportunity to work on the project as the instructional designer, as well as the trainer. 

     The most frustrating part of the project was not utilizing a PM during the pre-planning stage of the project. We would have save time, and would not have had to extend the project completion date to another month.

What contributed to the project’s success or failure?

     The project was a success because Upper Management decided to utilize a PM to guide the project from beginning through its closure.

Which parts of the PM process, if included, would have made the project more successful? Why?

     The PM was able to plan the project, which included organizing, controlling, scheduling, resources, meeting the project specifications, as well as factoring in uncertainties. The PM was also able to set clear objectives ensuring a feasible plan for how everyone would reach their goals. The PM held individual accountable for their part of the project, communicated with clients and management providing them with up-to-date information concerning the project, and monitored performance against plans and dealing with any problems that arises. The PM also kept the project team focus on the benefits that the project completion would bring to all end users and the organizational leaders. The PM utilizes the Statement of Work (SOW) to keep the project on track, under budget and completed on time.

 

Reference

Portny, S. E.Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E.  (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.

 

 

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