Project Communications and Closure

Project Communications and Closure

The project was successfully conducted and the old version replaced with the new version that most consumers like and prefer. The latest version e-mail upgrade Version 9.0 has been tested in the market and approved by many technology experts. Version 9.0 is expected to replace version 7.0 drastically in the market due to its quality features. The project provided the viability and cost involved in transforming the E-mail from Globalugrades version 7.0 to version 9.0. 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. The entire process of the software upgrade is expected to take long, given the complex nature of the latest version 9.0. 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, implemented strategies that out phased the oldest version 7.0 and replaced it with version 9.0 with has more features and meets customer specifications.

In order to understand whether the project was successful or failed, it is essential to develop the project success criteria. From the review drawn from World Globalcom, the project was expected to be completed in 14, 960 hours above the forecast 12, 000 hours. This means that the project took longer than expected and incurred the cost of time.  The project was forecast to cost a total of 1.25 million in ten months; instead, it took a total of 1.56 million, which was more than the expectation. Despite the challenges, the new version is received in the market and feedback shows that the new version is well received in the market than the previous version. The problems noted in Mahoning County will be solved in the next few months as separate projects. One of the major success is that the project was completed within speculate time producing the new e-mail system. The problem of spam filters that require different network configuration is being solved within the first month of operations. The above situations can be analyzed through the three basic success criteria.

The Project Investment Portfolio

In this case, planned investments are checked whether they are on target, if the capital costs are on target and if the expensed cost is on target. From the previous plan, expenses and cost were as follows. Total expenses and cost were amounting to $9000. For a complete implementation of the project, the expected cost was 1.25 million. The implementing company spend a total cost of 1.56 million, considering dynamism in the plan. The project manager forecast a high level of agility. ODHS is considered agile since it keeps pace. This implies that it eradicates any form of complexity. It makes operations and processes simple and easy to understand. ODHS networks are sustainable because it embraces automation to provide a dynamic and responsive infrastructure.  Currently, the network environment of the data centre is dynamic, putting a greater focus on resource management.  The network resources have to match business agility and responsive to all applications. Nevertheless, investment, capital and expenses were on target indicating that the project was a success.

Resource Capacity and Demand

Based on these criteria, resources are checked whether they are working on the right project areas, priority projects are staffed effectively and also the project shifts as per the changes expected in the future. In the project, resource capacity was well organized and planned to meet the objectives.  After launch, it was noted that users of the new version were happy with the transition.  This increases the demand for the project end product. Under these criteria, we also compared actual real-time forecast, which was noted to meet the standards,   operation and financial planning were also compared and noted to be viable. Lastly, under the criteria, there was high-performance and low performing investment over time.

Process Improvement

The project enabled the improvement of the old version 7.0 to version 9.0 that optimize benefits.  The success criteria items are accessible to project throughout, monitor cycle times and process and workflow. According to the statistics, customers are happy about the improvement made on the version. The version supports a sustainable network that balances the triple bottom line of people, planet, and connectivity across the globe. ODHS network has help achieve long-term success and viability. The new version network system is secure, healthy, and convenient to use. Basically, there are five features of a sustainable network system. E-mail software is dynamic and more than a scale with fixed features. It involves how large clusters are and how they can be expanded. ODHS is meant for future deployments. The most vital concept to consider is that scalability is not only about absolute scale, but it is about developing a channel sufficient for confirmation. Version 9.0 e-mail software upgrades considered various ways to attain scalability in their network. ODHS requires to employ the traditional leaf-and-spine. Based on the above criteria, it can be noted that the project was a success.

Lessons learned

Cost and Performance

From the project report, it can be noted that the entire project was undervalued at a total cost of 1.25 million but utilized 1.56 million instead. This shows that the project was dynamic, with several changes in expenses that increase the total cost.  The project management team needs to be flexible and monitor operating expenses. The primary lesson is that while planning for a project, there is a need to consider extreme possibilities that may change the entire budget. Network software project ensured needs infrastructure that corporates with orchestrated fashion to provide better interface experience. This implies that the network computers, store, and network all applications with frictionless coordination. As the developers bespoke the applications realize utility computing, they should consider production workloads.

Schedule

The project was scheduled to take 12, 000 hours to complete; instead it took 14, 960 hours. The original plan was to implement the project in nine months and not ten months that it took. The Worldview, vender had to implement five deliverables that took 30 days, and another took ten days. It can be learned that the project timing in the original plan was short and needed adjustment.

In conclusion, even though the project suffered a 20% turnover rate, the projects performance rate was high with most of the users liking the new version of e-mail.  With the Globalcom spam filter configuration, the version will be fully accepted. The project was successful based on customer satisfaction and new version performance index. The project planning and implementation process was successful and was conducted with due diligence.