Managing scope change within fast track project teams
- Authors: Dookran, Varsha Rajendra
- Date: 2012-08-01
- Subjects: Project management , Business planning , Project managers - Attitudes , Project managers
- Type: Mini-Dissertation
- Identifier: uj:8916 , http://hdl.handle.net/10210/5387
- Description: M.Ing. , The structured approach of executing a project towards a common objective and within a pre-determined schedule and budget has evolved through the times. Nowadays, being responsible for managing such endeavours has grown into a full-time job title, that being a project manager. It has been recognised though, that the process of project management is not as straightforward and easy to follow as outlined in a process workflow in order to achieve success. This is because change is prevalent. It does frequently, as well as unpredictably, crop up throughout the lifecycle of a project and with it, creates an instantaneous state of panic and confusion among all key project stakeholders. Changes to projects most often impact their scope by either expanding or narrowing the project’s areas of influence. Consequences as a result thereof upset the project’s key measures i.e. budget, schedule and quality. Managing scope changes effectively as well as systematically is critical in order to achieve the final outcome of the project within its predetermined constraints of time and cost. These efforts not only diminish the state of panic and uncertainty but it also allows key project leads to proactively respond to changes. The primary objectives of this minor dissertation are to ultimately understand the following: a) What are main contributing factors that lead to scope change within an organization b) What are the consequences of scope change on the project’s key measures c) What can be done to minimize and effectively control change throughout a project’s lifecycle, and d) What skills should project managers possess in order to effectively manage projects An opinion based research technique in form of a survey and an observational research technique in form of a case study were employed to attain a better spectrum of understanding on the subject matter. It was also an aim to generate a list of successful, simple and well-known practices for project managers to use throughout the life of all projects, to focus on sections that are known to contribute to scope change. It is important to note that this dissertation serves only as a guideline to effectively manage scope within a project. Therefore, it is recommended to apply the lessons listed, within one’s working environment on future or current running projects in order to reap the intended benefits. The benefits of effectively managing scope changes that can be humanly controlled will ensure that: The project is delivered within its pre-determined budget and schedule The product or facility is delivered within specifications initially agreed upon, and The client considers the organization for future bids due to the delivery of a successful project Ultimately, it was found that: The results attained from the survey and case study were synonymous in that a project with a poor defined scope largely contributes to scope change From the survey the most important standard skill for a project manager to possess to effectively manage projects was being an efficient decision maker. The case study deduced that if the project manager was able to think on his feet and be more assertive, the implementation of a few unnecessary changes could have been avoided Majority of the factors owing to scope change negatively as well as directly impact the project’s cost or schedule. Quality as a result thereof, is indirectly compromised, and The need for a proper planning, monitoring and control system throughout the project lifecycle, a clear understanding of the problem and the active participation of all stakeholders at the start of the project as well as throughout its lifecycle, is imperative to ensure the project’s definition of victory is achieved!
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A framework for assessing enterprise resource planning systems.
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
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Ensuring succesful ERP implementations using the vision-to-project framework
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
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