Effects of Management Information System for Service Delivery
Introduction
The e-MIT Project is among the flagship projects of the Melbourne Institute of Technology (MIT). This project depends on a 12-months plan geared towards design, development, as well as the implementation of the Integrated Management Information System for the effective service delivery in this institution. The main component of this project is execution of various major MIT’s information systems, which include Students Academic Information System (SAIS), Financial Management Information System (FMIS), Executive Information System (EIS), Human Resource Management Information System (HRMIS), and Supplies Procurement and Faculty Management Information System (SPFMIS). The execution of this project will offer an environment to quality performance of the core functions of this institution, which leads to effective service delivery (Ijoema, 2018). The project will address the Information Technology (IT) needs of the students, the faculty, and the administrative staff. It will also enable MIT to render effective administration by integrating the two campuses with different faculties as well as interoperability of all the systems via shared databases, the online document management, along with proper IT infrastructure. This project proposal provides the project planning document based on the overall parameters of the e-MIT Project, establishes the appropriate project management plan, and the quality environment needed to complete this project. It also assesses the project issues, conducts the post-project review like lessons learned, as well as making recommendations for the improvements for future projects.
Project Scope
The e-MIT Project has emerged out of these patchwork efforts, and it is an ongoing endeavor of the whole MIT System with two campuses and various departments, which are situated in Melbourne and Sydney with a total population of 2500 students (Njeru & Obwatho, 2018). The envisioned e-MIT System Project should be the platform for integrating, harmonizing, and inter-operating the Information Systems and the infrastructure across all the faculties of this institution. Don't use plagiarised sources.Get your custom essay just from $11/page
This system will enable MIT to improve significantly on efficiency and the output of its core functions, which include teaching, the research, and the public service (Mohamed et al., 2019). The e-MIT System shall put the institution to the new levels of the academic and operational excellence by using the single platform for the core operations whereby the campuses can share the resources and the information online. In turn, it will allow the entire MIT community to be of excellent service to the institution’s stakeholders and the whole nation.
Moreover, this project is in line with Australian Development Plan (ADP) 2015-2025 because it promotes automation and the computerization of the government processes to reduce the transaction expenses and make the public service more efficient. This Integrated System will improve the efficiency of the institution’s operations once it is developed, deployed, and utilized fully. It will also promote transparency and accountability.
In the long-run, successive implementation of the e-MIT Project will result in the establishment of the shared standards, the harmonized systems, as well as the shared services across the campuses faculties that have decentralized processes for transactions. It will be ideal for operational efficiency to support MIT’s constant tradition of academic excellence. This project’s objective is also in line with the sub-goals in the ADP 2015-2025 that the government should pursue innovation as a critical factor for harnessing the culture of competitiveness (Njeru & Obwatho, 2018). Thus, this project will bring the institution to the level of top-notch in Australia and even globally. It will promote the culture of the multi-disciplinary collaboration, open dialogue, cross ideas fertilization, and knowledge sharing. In turn, the project will support the Key Performance Index (KPIs) in social Contracts with Australians, such as the achievement of transparency, accountability, as well as participatory governance, and inclusive governance through IT.
Work Breakdown Structure (WBS)
Estimated Timeline
It is estimated that this project will last for a period of 12 months starting from January 2020 to December 2020 as illustrated in the WBS above
| Project Management Plan on e-MIT Project | Starting Date | Interval | Finishing Date |
| 01/01/2020 | 12 Months | 31/12/2020 |
Resources Required
The team will install five key information systems to support the critical functions of the college, such as student registration, administration, and allocation of funds. These systems will include:
- Students’ Academic Information System (SAIS)
- Financial Management Information System (FMIS)
- Executive Information System (EIS)
- Human Resource Management Information System (HRMIS)
- Supplies Procurement and Faculty Management Information System (SPFMIS)
The Key Information Systems will be bid out and awarded to the joint venture, which involves various partner companies with an amount of $350,000 inclusive of VAT. The Term of References (TOR) included the provisions for these items to support the core systems:
- Perpetual licenses for software for SAIS, FMIS, HRMIS, SPFMIS, and EIS
- Maintenance support of one year
- Software licenses to support the applications
- Management and execution of project along with training of the users and the involved MIT technical personnel
- Implementation of intelligence software and the integration with the systems
- Hosting services such as installation in the data center and Service Level Agreement
- Overall management of the project and the systems integration
- The technical training concerning Systems and Database Administration together with software for those systems
The institution will also purchase these perpetual licenses:
- Gradebook for PeopleSoft Enterprise
- PeopleSoft Enterprise Intelligence
- Inventory Management Oracle
- Project Billing and Project Costing Oracle
- Human Resource Oracle for Employees
- Fusion Edition for Financial Analytics
- Professional Kit for User productivity
- Fusion for Spend and Procurement Analytics
- Contributor Relations for PeopleSoft Enterprise
- Oracle Grants
- Oracle Payroll
- PeopleSoft Enterprise Integration Pack for Student Administration
- Oracle iProcurement
- Fusion Edition for the HR Analytics
- Power Connection Adapters and the Informatica PowerCenter
- Time and Labor Oracle
- Project Costing Oracle
- Financials Oracle
- Purchasing Oracle
- Learning Management Oracle
- Performance Management Oracle
- Self-Service HR Oracle
- Oracle Edition for Database Enterprise
The in-house information systems will include:
- MIT College Admission Test (MITCAT)
- Virtual Learning Environment (VLE)
- Socialized Tuition (ST)
- Integrated Library Systems (iLIB)
- Online Admission Application (OAA)
Gantt chart and Network Diagram
Estimated Cost
Quality Plan
Quality will be of great concern in implementing this project since it will influence the entire operations of the organization. In that case, the team in charge of the project will have to formulate the policies that govern the operation of the system and the Validation & Authentication to access the system. Quality will also be checked through the evaluation, selection, and negotiation of the proposal. The project team, sponsors, and partners will have to review the responses of RFQ starting after the deadline for the submission. In the review and evaluation, the team may:
Analyze proposed elements in RFQ responses based on WBS
Compare proposed efforts with the requirements of an initiative to determine the viability of this project
Analyze the proposed specification development
Assess the feasibility of RFQ responses and compared with the use cases
Analyze the proposed testing methodologies such as performing the testing methodologies
Stakeholders Analysis
| System | Stakeholders | Benefits and Impacts based on Status 31 Mar 2020 |
| Student Academic Information System (SAIS) | All the Faculties All the Students All the Administrative Faculties All the Administrative Workers All the Alumni | STATUS: MIT Open College- soft Go-Live (June 2020) MIT Melbourne- Go-live Targeted Quarter One 2020 BENEFITS AND IMPACTS: MIT Open College- Even though not all the modules will be online, a selected batch of students in the MITOC to use SAIS initially will use the system during enrolment The plan is launching this system in time for the summer enrollment. SAIS team are likely to conduct End User training by Feb for various users to prepare for the go-live |
| Financial Management Information System (FMIS)
Supplies Procurement and Faculty Management Information System (SPFMIS) | All the staffs of Accounting, Budget, and the Cash (ABC’s) Departments of all the Campuses at System-level All the workers of the Procurement and the Campus Management Departments | STATUS: Pending the Go-Live as it targets the Second Quarter of 2020 for the two Campuses BENEFITS AND IMPACTS: When it will go-live, modules linked to it include: The disbursement of voucher transactions and the processes The daily performance operations of accounts receivables The Functions that pertains fixed assets, the cash management, general ledger, and management of the projects along with grants
For the SPCMIS, it will include the three major modules: iProcurement, Purchase, and Inventory will be availed They will assist to: order goods and services from the suppliers process the purchase requests purchase orders Approve the quotations Aid in making informed inventory-connected decisions through minimizing stock while maximizing the cash flow
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| Human Resource Management Information System (HRMIS) | All the employees of MIT | STATUS: The Live system will be limited to the HR Department of all the two campuses and the System-level. Roll-out of the Self-service Module for the employees that would be determined by the Campuses BENEFITS AND IMPACTS: The First Batch will enable online updating of the personnel records and the online submission of various items such as: Limited practices Feedback Publications SALN |
| Executive Information System (EIS) | MIT President Vice Presidents The Assistant Vice Presidents The Chancellors The Vice-Chancellors The Deans and the Heads of the Departments, Units, and Chairs
| STATUS: Pending the Go-Live in Sept 2020 for both the campuses BENEFITS AND IMPACTS: Will offer the updated and the consolidated reports that the officials may require at their decision-making level and different administrative purposes |
Communication Plan
The project team will apply the standard Initiative Management Approach to initiate the communication plan for the project’s period. The team will also have the anatomical chart for the defined roles and responsibilities of the individuals offering the management support the project implementation. The project team members will help in propagating the communication plan so that this project can implement the strategic means. The plan based on communication skills, along with quality, will assist the team in sustaining better ideas for the accomplishment of this project (Wadhwa, 2019). The communication will be channelized with the assistance of different kinds of aptitudes, which will help in maintaining decorum for authentication of this project. The communication plan will center around the topics of this project as it portrays critical information on controlling of the issues on this project. The communication plan involvement will assist in bringing positive changes in the project through the inclusion of the management plan for the project.
Risks Management Plan
| Risks | Strategy for Mitigation |
| MIT campuses may resist changing existing processes based on their tradition | The team will propose more efficient operations as opposed to the existing processes so that they can convince the stakeholders |
| There may be a rapid increase in distinctive tasks and the changes when developing this project | The project team should conduct both the time and the motion study |
| Another challenge that may be experienced is the lack of the process standardization | The team members should do more research together with analysis and even consult the stakeholders concerning the processes standardization |
| Neglecting the value of risk analysis | The team should attend the general planning and Risk Analysis through workshops, monitoring, mitigation, and addressing the possible risks. |
| The involved personnel lacking the interest | The team should conduct the consultation workshops and the regular meetings as well as offering the incentives for the individuals who turn out to participate in this project |
| The increase in the number of hackers and the security standards along with privacy | The team should hire or train specialists in the protocol, the policies, and computer security issues. |
| Not considering the value of schedule, various changes in the project, and never following the periods strictly | The team should set emphasis on a particular schedule and monitory strictly the progress of different tasks. |
| The failure of the stakeholders to accept or resist by not understanding this proposed system | The team involved should conduct constant consultations by ensuring that they include all the stakeholders in all the phases of this project’s life cycle |
| Unwell-defined Integrated System Plan, which leads not to follow it | The team should ensure the buy-in of Project Plan, which they can achieve if they involve all the groups of the stakeholders in the planning of the project as well as communicating those plans to different stakeholders. They should also hold regular meetings so that they can communicate and even coordinate the project activities interrelated. The team should also track the progress of the project and the variances against set plans. |
Ethical Issues Analysis using PMI Guidelines
The Project Management Interpretation (PMI) Guideline makes it easy to note down ethical considerations, which may be used at the times of the execution of the e-MIT Project. The accomplishment of the PMI enables the propagation of the ethical issues depends on project decisions and the dilemma. This guideline gives the plan that attempts to solve the systems issues on the e-MIT project that will have a duration of 12 months interval together with $200,000 expenses. This guide also presents the establishment of the advanced level of the application required for the active participation of the project manager, leaving no scope for additional issues on the e-MIT Project. Mitigating these issues of the system application will be dealt with if the E-MIT system that should integrate different kinds of systems competes personalized via implication of the innovative allocation of the system that enables the prevention of security and privacy issues.
Project Deployment Plan
The e-MIT Project will span the whole institution’s system composed of two campuses and their respective faculties located in MIT Melbourne and MIT Sydney. The project will utilize the mixed approach with essential support driving from the top-down. It will also be participatory as well as a consensus-based as considered necessary. The project deployment will entail orientation and the education of the stakeholders through briefings, focus group discussions (FGDs), workshops, and the small group meetings for ensuring considerations of the concerns and the input of the stakeholders. The information system and the IT activities will be executed in phases per the campus (Njeru & Obwatho, 2018). The first phase of the e-MIT Project will start early 2020 with the MIT Melbourne serving as the pilot campus for the deployment of core information systems and roll-out of different information systems. The MIT Sydney Campus should also be prepared further for the implementation of the system in its faculties as the Phase 1 is being performed in the pilot campus and ensuring continuation as well as further improvement of the e-MIT Project. The five central information systems under the e-MIT will roll-out at various stages of the implementation as targeted this 2020 for go-live in all the two campuses.
How to Crash Total project Duration by 2 Weeks
The project manager can crush this project within two weeks by offering re-planning advice depending on relationships between the time and the costs with the assumptions that the performance or the quality criteria remain fixed. As the compression method, the crashing program will focus on the project schedule in the effort of accelerating the completion date of the project. The plausible examples of the crashing that could be used for this project include:
- Over-time
- Hiring extra resources
- Allocating more resources for particular activities
- Incentive payments for the early competitions
- Outsourcing significant parts of the system to complete the project within two weeks
Project Signoff
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| 1. Project Summary | ||||||||||||||||||||||||||||||||||
| Start Date | 01/01/2020 | Finish Date | 31/12/2020 | |||||||||||||||||||||||||||||||
| Project Duration | 12 months | |||||||||||||||||||||||||||||||||
| 2. Project Goals | ||||||||||||||||||||||||||||||||||
| v To improve significantly on efficiency and the output of MIT’s core functions. v To establish the shared standards, the harmonized systems, as well as the shared services across the campuses, faculties that have decentralized processes for transactions. v To address the Information Technology (IT) needs of the students, the faculty, and the administrative staff. v To enable MIT to render effective administration by integrating the two campuses with different faculties as well as interoperability of all the systems via shared databases, the online document management, along with proper IT infrastructure. All these goals were met | ||||||||||||||||||||||||||||||||||
3. Project Deliverables | ||||||||||||||||||||||||||||||||||
All the deliverables were met | ||||||||||||||||||||||||||||||||||
4. Comments (If any) | ||||||||||||||||||||||||||||||||||
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5. Document Signatures | ||||||||||||||||||||||||||||||||||
| Name | Description | Signature | Date | |||||||||||||||||||||||||||||||
| Service Owner Name
| By signing this document, I acknowledge that I have received all the stated deliverables at the agreed to quality levels.
| mm/dd/yyyy
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| Project Manager Name
| By signing this document, I acknowledge that I have delivered all the stated deliverables at the agreed to quality levels.
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Post-Project Review
The learned lessons from the execution of this project include:
- Minimizing the customization of the off-the-shelf systems
- Ensuring the executive support of the project
- Streamlining the processes so that they can conform to the best practices
- Allocating the full-time for the non-IT workers for the functional sections of the e-MIT Project
- Developing the technical expertise at every phase
- Focusing on the change management for the buy-in of stakeholders
- Exploring the use of the Free and the Open Source Software (FOSS)
- Ensuring the sustainability and the scalability of the e-MIT Project
- Promoting the exchange of information between the campus teams on the e-MIT matters that include the implementation concerns.
The recommendations include: The team should ensure the buy-in of Project Plan, which they can achieve if they involve all the groups of the stakeholders in the planning of the project, as well as communicating those plans to different stakeholders. They should also hold regular meetings so that they can communicate and even coordinate the project activities interrelated (Wadhwa, 2019). The team should also track the progress of the project and the variances against set plans. The team should conduct the consultation workshops and the regular meetings as well as offering the incentives for the individuals who turn out to participate in this project.
References
Chen, J. S., Tsou, H. T., Chou, C. Y., & Ciou, C. H. (2019). Effect of multichannel service delivery quality on customers’ continued engagement intention. Asia Pacific Journal of Marketing and Logistics.
Gera, T., Shah, D., Garner, P., Richardson, M., & Sachdev, H. S. (2016). Integrated management of childhood illness (IMCI) strategy for children under five. Cochrane Database of Systematic Reviews, (6).
Ijoema, M. M. (2018). Importance of Management Information System in service Delivery and Paper Work in Nigeria University. IOSR Journal of Business and Management, 20(9), 30-38.
Mohamed, M. D., Mohamed, H. H., Jama, A. A., Achot, C. C., Dibit, H. A., Magutu, P. O., & Nyaoga, R. B. (2019). Information Systems Outsourcing Drivers And Service Delivery Of Commercial Banks In Kenya. Noble International Journal of Business and Management Research, 3(1), 10-24.
Njeru, E. M., & Obwatho, S. (2018). Effects of Monitoring and Evaluation of Reports on Quality of Service Delivery within the Health Sector in Nyandarua County, Kenya.
Wadhwa, M. (2019). ICT Interventions for Improved Health Service Quality and Delivery in India: A Literature Review.