Models in Project Management

Overview of the E-Mail Upgrade Project

This project is meant to examine the viability and cost involved in upgrading E-mail from Globalugrades version 7.0 to version 9.0 that contains significant features desired by the Ohio Department of Human Services and other users. The project focuses on a software upgrade and network modification with the help of local technology employees in 15,000 states and throughout eighty-eight countries. As the Project Manager for the Office of Network Support, I have the task of ensuring a smooth transition from the old version of the software to the new version for convenience (Zare, 2019). For many years, customers and users of the E-mail have longed for a significant upgrade that creates a new face. Due to such demand, the Ohio Department, through respective agencies, has strategies to out phase the oldest version 7.0 and replace it with version 9.0 with has more features and meets customer specifications.

Purpose of the project

• The primary objective of this project is to ensure the smooth transition of Globalupgrades version 7.0 to version 9.0.
• It is also meant to provide a comprehensive evaluation of the viability and cost of the software upgrade
• To evaluate the level of community support for the latest version of E-mail

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Goal

To ensure a smooth transition of the software to the latest version 9.0 as required by the Ohio Department of Human Services’ Office of Network Support

Project constraints

As the project manager, there are different challenges that I anticipate. The network system in the 88 countries ranges high quality with high bandwidth that meets the standard of the population; therefore, the project has to meet high expectations. Further, the connection in most of the regions is poor, and this will cause challenges to the entire process.  Another problem forecast is the lack of budget and enough resources. There is a high turnover rate with the industry and the existing employees.  As the manager, I will have problems with forcing the project team to meet impossible deadlines with deprived resources (Müller & Mueller 2019). The scope creep and changes in the project plan would present numerous challenges in the process. Lack of stakeholder engagement also reduces the possibility of project success. The entire project may face several challenges; however, the project team has the right strategies to mitigate and encounter every risk for the success of the transition. Before the start, we will lobby all possible participants to put their efforts to ensure success.

Preliminary Cost for the Project

The project will be done in two phases. Phase one is projected to cost $23210, while phase two will cost approximately $159000.  Below are the synthesized costs.

Key Stakeholders

The stakeholders in this project include the project team, project managers, project sponsors, customers, executives, Ohio Department of Human Services, and the Office of Network Support. The project will be done in consultation with the ministry of information technology and their respective quality agencies. The most important stakeholders are the customers who will be using the new version of the software. Various software companies will be consulted to ensure the quality of service and products.

The Project Team Includes the Following Personalities

The project team will have a well-planned communication channel that is set up to ensure consistent revision and alignment of objectives and goals. A constant check will be done to determine if the project is performing as intended. The communication channels will help make some necessary changes to the project charter, either weekly or bi-weekly meetings. The team is organized to share all the resources available, starting from the staff, finance to non-human resources. After one month of project progress, the first phase, which is project initiation, will be completed and assessed.  The team will be briefed on the entire phase of the project and what to expect.  In project planning, the primary phase will include all the stakeholders and key players in the information technology department in the country and agencies. As we proceed, the team will be made aware of project execution, control, and validation and then finally be made aware of closeout and evaluation.

Project Management Model

The project management model to be used is agile, which will be integrated with the Kanban framework. The tow will be used together to analyses and understand various steps and activities involved in transitioning from version 7.0 to version 9.0.

Agile framework

The agile project management framework is one of the recognized management methodologies for an iterative and incremental project such as the E-mail project (Banyal, Aggarwal, & Bhardwaj 2019). With the agile framework, demands and solutions will evolve via the collaborative effort of self-organizing and cross-functional teams. The agile framework was specifically created for software development to meet the demand for the highly competitive and constant movement of the software industry.

Agile project methodology entails principles, and as the manager, I will ensure they are met.

• Working software over comprehensive documentation
• Responding to change over following a plan
• Individuals over processes and tools
• Efficient and frequent delivery of working software
• Support, honesty, trust and motivating
• Working software is the primary measure of progress
• Agile processes to support a consistent development pace
• Attention to technical detail and design enhances agility
• Simplicity

Project Milestones and Deliverables

Phases-involves the start and the end of work. The project was organized in various phases to ensure proper monitoring, assessment, and evaluation to get quality and smooth change of the software.

• Design
• Procurement
• Construction
• Development
• Testing
• Launch

Communication – entails organizing meetings and kick-off of the event as shown bellow

Project status;

This involves evaluation of the progress to ensure that the milestones and deliverables are attained as intends in the previous plan.

References

Banyal, S., Aggarwal, R. K., & Bhardwaj, S. K. (2019). A review of methodologies adopted during the environmental impact assessment of development projects. Journal of Pharmacognosy and Phytochemistry, 8(4), 2108-2119.

Müller, F., & Mueller, A. (2019, January). Knowledge Risk Management–How to Manage Future Knowledge Loss. In Proceedings of the 52nd Hawaii International Conference on System Sciences.

Zare, M. (2019). Application of the transtheoretical model to predict self-care outcomes and serum irisin level in patients with type 2 diabetes (Doctoral dissertation, Tabriz University of Medical Sciences, Faculty of Nutrition and Food Sciences).