Project Management Concepts Computer Security Department

Question: Discuss about theProject Management Concepts for Computer Security Department. Answer: Introduction: This paper focuses on the analysis of an ongoing project for replacing outdated computer systems by Computer Security Department (CSD) of the Federal Government so that they can manage public clients. The project started with a shortage of fund as Government only approved $1.5 million but the business case for the project had loosely identified some of the risks rather than implementing a risk management plan. Hence, this report identifies the status of the project as well as the analyzing the project plan in addition to comparison of project assessment with project management practices. This paper will help to recommend the closure of project as well as how the improvements can be made in future for such types of project. Report on Current Project Status This section of the paper describes present status of the CSD computer systems replacement project. This project was being handed over to a company named Good Programs to supply the product and help with the execution. The organization perceived the promoting chances of this anticipate and subsequently, it proposed to offer some extra elements that were not in the first extension, gave the division permitted them to be, fundamentally an innovative work (RD) site. The previously mentioned reason can be said as one of the major cause behind the project failure. Moreover, the shortfall on its original budget request delimited the project committee to appoint Financial Manager for the project instead of any Project Manager [8]. This is considered as another pitfall in this project as almost in any project, a Project Manager plays a vital role. In context to this case study, the Financial Manager had to undertake his normal duties apart from the project that led to over allocation issues. Another vital issue that is essential for any project is communication [2], in this case study it has been identified that there was lack of communication between the steering committee and Good Programs. At some point after the first venture was checked and started, both the first CEO and Finance Manager had been moved out of the division and new officers had been named. This came about to hamper the advancement of venture, as there was no solid reports accessible concerning the actual scope, changes to the scope, project schedule or cost for the project. Structure of the Report A Project report is defined as a document that is always written in business environments. It is often prepared at the beginning of any project or can be also developed while a project is running in the organization [5]. It consists of some basic information like Reason for the undertaking, beginning and end dates of the venture alongside depiction of assignments and exercises of task and other data. A task report comes in imperative documentation of an association so it must be made in the best proficient way. The most important features that a Project report for almost any successful project must contain is the Project Scope, Schedule, Cost, Risks and Quality [6]. In context to this case study of CSD computer systems replacement project it has been identified that it did not followed or developed a proper Project report prior to execution of the project. The project scope was not defined and conveyed to the higher-level management [1]. In this project, the stakeholders were also not identified before executing this project, which is an essential element to ensure success of the project. The budget that was allocated for the project was low as compared to the estimated budget. In this project, a proper risks analysis and management was not followed to identify the external as well as internal risks associated with this project [4]. The starting and end dates for the project were estimated but there was no development of project schedule to describe the various tasks and activities required for completion of the project. Another aspect that the CSD project report was lacked is formation of a formal communication plan between Good Programs and th e Financial Manager. Comparison of Project Assessment and Project Management Practices A successful project management involves analyzing the various processes involved in the project as Planning, Communication along with Monitoring and Control whereas Project assessment involves identifying the completion of project on time, on budget with high quality results [3]. In context to this case study of CSD, to replace their existing computer systems it can be said that the project was lacking the implementation of project management practices. This is because there was lack of proper planning prior to execution of the project as well as there no provision for constant communications between the Financial Manager and Good Programs on a regular basis. The best practice in project management involves defining the scope and developing schedule for the project [7]. These two practices were not at all adapted by the Financial Manager prior to execution of the CSD project, as it requires a skilled Project Manager for the success of a project. The other fact in terms of project as sessment is that there was absence of reports about the ongoing progress that helps to assess the project in terms of time, budget and the benefits to the organization. Recommendations The Project Closure requires addressing various areas of clean up, so some of the recommendations for this particular project has been provided as below: Prepare agenda of remaining things from the project and closeout the things as quickly as time permits. Engage with financial groups to guarantee that all contract responsibilities are concluded in context to the project. Accomplish final accounting in terms of budget for the project. Develop the complete report on project. Collect responses from reviewers using questionnaire. There are also various points to be considered from Project Closure review to ensure the success of future projects as below: Analyze previous project review and define new scope. Review the essential documents related to the project. Consider making use of individual reviewers. Utilize adequate process for collecting data from stakeholders. Deliver applicable reports. Prepare recommendations for the future project. References [1] E. Andersen, "Do project managers have different perspectives on project management?", International Journal of Project Management, vol. 34, no. 1, pp. 58-65, 2016. [2] G. Levin, "Project Management for Non-Project Managers", Proj Mgmt Jrnl, vol. 44, no. 5, pp. e2-e2, 2013. [3] K. Kogon, Project Management for the Unofficial Project Manager. BenBella Books, Inc, 2015. [4] K. Rose, "Project Sponsorship: Achieving Management Commitment for Project Success", Proj Mgmt Jrnl, vol. 47, no. 1, pp. e1-e1, 2016. [5] K. Wells and T. Kloppenborg, Project management essentials. New York, NY: Business Expert Press, 2015. [6] O. Zwikael, "International journal of project management special issue on project benefit management", International Journal of Project Management, vol. 34, no. 4, pp. 734-735, 2016. [7] R. Mller and J. Sderlund, "Innovative approaches in project management research", International Journal of Project Management, vol. 33, no. 2, pp. 251-253, 2015. [8] R. Turner, "International Journal of Project Management, Editorial January 2012", International Journal of Project Management, vol. 30, no. 1, p. 1, 2012.