Discuss About The Organizational Change Management Necessity.
Project Description: The project is developed for developing the strategies supporting the implementation of the activities aligning the formation of the factors supporting the formation of the improved completion process. The project would be developed supporting the alignment of the factors supporting the utilization of the factors defining the simplification of the activities. The implementation of the project management plan would be developed successfully for easing the flow of information transfer and formation of the final project report.
WBS |
Task Name |
Duration |
Start |
Finish |
0 |
Big Data Analytics Implementation |
34 days |
Mon 5/28/18 |
Thu 7/12/18 |
1 |
Initiation |
6 days |
Mon 5/28/18 |
Mon 6/4/18 |
1.1 |
Analysis of the requirements |
3 days |
Mon 5/28/18 |
Wed 5/30/18 |
1.2 |
Charter Documentation |
2 days |
Thu 5/31/18 |
Fri 6/1/18 |
1.3 |
Risk Management |
1 day |
Mon 6/4/18 |
Mon 6/4/18 |
2 |
Planning |
11 days |
Thu 5/31/18 |
Thu 6/14/18 |
2.1 |
Outline of Plan |
2 days |
Thu 5/31/18 |
Fri 6/1/18 |
2.2 |
Review of Plan |
3 days |
Tue 6/5/18 |
Thu 6/7/18 |
2.3 |
Complete Plan Development |
5 days |
Fri 6/8/18 |
Thu 6/14/18 |
3 |
Execution |
14 days |
Thu 5/31/18 |
Tue 6/19/18 |
3.1 |
Big Data Platform is selected |
1 day |
Thu 5/31/18 |
Thu 5/31/18 |
3.2 |
Data is Migrated |
5 days |
Fri 6/1/18 |
Thu 6/7/18 |
3.3 |
Operation Alignment |
8 days |
Fri 6/8/18 |
Tue 6/19/18 |
4 |
Controlling |
11 days |
Wed 6/20/18 |
Wed 7/4/18 |
4.1 |
Processes Monitoring |
4 days |
Wed 6/20/18 |
Mon 6/25/18 |
4.2 |
Problem Detection |
2 days |
Tue 6/26/18 |
Wed 6/27/18 |
4.3 |
Modification of the processes |
5 days |
Thu 6/28/18 |
Wed 7/4/18 |
5 |
Closing |
6 days |
Thu 7/5/18 |
Thu 7/12/18 |
5.1 |
Final Documentation |
3 days |
Thu 7/5/18 |
Mon 7/9/18 |
5.2 |
Submission of Reports |
2 days |
Tue 7/10/18 |
Wed 7/11/18 |
5.3 |
Sign off |
1 day |
Thu 7/12/18 |
Thu 7/12/18 |
The project plan would comprise of the following the effective alignment of the successive formation model. The project plan execution would be based on the alignment would be developed successfully forming the inclusion of the factors developing the utilization of the factors. The project plan for the project of Big Data Analytics Implementation would be based on the implementation process. The deployment of the activities would be successfully deployed for easing the completion of the improved activity formation. The alignment of the activities would be deployed for easing the alignment of the factors developing the formation of the processes.Project Timeline: The timeline for the project of Big Data Analytics Implementation is shown in the Gantt chart below,
Resource Name |
Type |
Work |
Standard Rate |
Cost |
VP of Operations |
Work |
144 hrs |
RM100.00/hr |
RM14,400.00 |
VP of Marketing |
Work |
40 hrs |
RM90.00/hr |
RM3,600.00 |
Risk Manager |
Work |
32 hrs |
RM50.00/hr |
RM1,600.00 |
Sponsor |
Work |
8 hrs |
RM0.00/hr |
RM0.00 |
Project Manager |
Work |
40 hrs |
RM110.00/hr |
RM4,400.00 |
Vendor |
Work |
112 hrs |
RM80.00/hr |
RM8,960.00 |
Database |
Material |
1 |
RM700.00 |
RM700.00 |
System |
Material |
1 |
RM1,000.00 |
RM1,000.00 |
Monitor Tools |
Material |
1 |
RM300.00 |
RM300.00 |
Documents |
Material |
2 |
RM20.00 |
RM40.00 |
Total Budget |
RM35,000.00 |
The following is the work breakdown structure for the project of Big Data Analytics Implementation,
The work breakdown structure table for the project of Big Data Analytics Implementation is shown below,
WBS |
Task Name |
Duration |
Start |
Finish |
Predecessors |
0 |
Big Data Analytics Implementation |
34 days |
Mon 5/28/18 |
Thu 7/12/18 |
|
1 |
Analysis Phase |
6 days |
Mon 5/28/18 |
Mon 6/4/18 |
|
1.1 |
Analysis of the requirements |
3 days |
Mon 5/28/18 |
Wed 5/30/18 |
|
1.1.1 |
Project Requirements |
1.5 days |
Mon 5/28/18 |
Tue 5/29/18 |
|
1.1.2 |
System Requirements |
1.5 days |
Tue 5/29/18 |
Wed 5/30/18 |
3 |
1.2 |
Risk Management |
1 day |
Mon 6/4/18 |
Mon 6/4/18 |
|
1.2.1 |
Risk Analysis |
0.5 days |
Mon 6/4/18 |
Mon 6/4/18 |
11 |
1.2.2 |
Risk Mitigation |
0.5 days |
Mon 6/4/18 |
Mon 6/4/18 |
6 |
2 |
Documentation Phase |
28 days |
Thu 5/31/18 |
Mon 7/9/18 |
|
2.1 |
Charter Documentation |
2 days |
Thu 5/31/18 |
Fri 6/1/18 |
|
2.1.1 |
Initiation document |
1 day |
Thu 5/31/18 |
Thu 5/31/18 |
4 |
2.1.2 |
Charter Plan document |
1 day |
Fri 6/1/18 |
Fri 6/1/18 |
10 |
2.2 |
Final Documentation |
3 days |
Thu 7/5/18 |
Mon 7/9/18 |
|
2.2.1 |
Test Results are identified |
2 days |
Thu 7/5/18 |
Fri 7/6/18 |
28 |
2.2.2 |
Documented in report |
1 day |
Mon 7/9/18 |
Mon 7/9/18 |
13 |
3 |
Planning Phase |
11 days |
Thu 5/31/18 |
Thu 6/14/18 |
|
3.1 |
Outline of Plan |
2 days |
Thu 5/31/18 |
Fri 6/1/18 |
4 |
3.2 |
Review of Plan |
3 days |
Tue 6/5/18 |
Thu 6/7/18 |
7 |
3.3 |
Complete Plan Development |
5 days |
Fri 6/8/18 |
Thu 6/14/18 |
17 |
4 |
Technology Development Phase |
14 days |
Thu 5/31/18 |
Tue 6/19/18 |
|
4.1 |
Big Data Platform is selected |
1 day |
Thu 5/31/18 |
Thu 5/31/18 |
4 |
4.2 |
Data is Migrated |
5 days |
Fri 6/1/18 |
Thu 6/7/18 |
20 |
4.3 |
Operation Alignment |
8 days |
Fri 6/8/18 |
Tue 6/19/18 |
21 |
5 |
Monitoring Phase |
6 days |
Wed 6/20/18 |
Wed 6/27/18 |
|
5.1 |
Processes Monitoring |
4 days |
Wed 6/20/18 |
Mon 6/25/18 |
22 |
5.2 |
Problem Detection |
2 days |
Tue 6/26/18 |
Wed 6/27/18 |
24 |
6 |
Modification Phase |
5 days |
Thu 6/28/18 |
Wed 7/4/18 |
|
6.1 |
Processes Change Implementation |
1 day |
Thu 6/28/18 |
Thu 6/28/18 |
25 |
6.2 |
Modification of the processes |
4 days |
Fri 6/29/18 |
Wed 7/4/18 |
27 |
7 |
Closure Phase |
3 days |
Tue 7/10/18 |
Thu 7/12/18 |
|
7.1 |
Submission of Reports |
2 days |
Tue 7/10/18 |
Wed 7/11/18 |
14 |
7.2 |
Sign off |
1 day |
Thu 7/12/18 |
Thu 7/12/18 |
30 |
The specific work packages of the project include analysis of the requirements, risk management, charter documentation, final documentation, planning phase, technology formation phase, monitoring phase, modification phase, and closure phase. The completion of the each of the individual work packages would be helpful for the alignment of the successive implication of the activities. The completion of the project would be dependent on the alignment of the specific alignment of activities. The completion of the project would be dependent on the alignment of the successive inclusion of the activities defining the alignment of the improved activity formation. The completion of the work packages would be based on the simplification of the activities developing the alignment of the activities deploying the suppression of the successful activity formation.
Resource Name |
Activity Listed |
Type |
Work |
VP of Operations |
Total |
Work |
144 hrs |
Complete Plan Development |
Work |
40 hrs |
|
Processes Monitoring |
Work |
32 hrs |
|
Problem Detection |
Work |
16 hrs |
|
Modification of the processes |
Work |
40 hrs |
|
Outline of Plan |
Work |
16 hrs |
|
VP of Marketing |
Total |
Work |
40 hrs |
Final Documentation |
Work |
24 hrs |
|
Submission of Reports |
Work |
16 hrs |
|
Risk Manager |
Work |
32 hrs |
|
Risk Management |
Work |
8 hrs |
|
Review of Plan |
Work |
24 hrs |
|
Sponsor |
Work |
8 hrs |
|
Sign off |
Work |
8 hrs |
|
Project Manager |
Total |
Work |
40 hrs |
Analysis of the requirements |
Work |
24 hrs |
|
Charter Documentation |
Work |
16 hrs |
|
Vendor |
Total |
Work |
112 hrs |
Big Data Platform is selected |
Work |
8 hrs |
|
Data is Migrated |
Work |
40 hrs |
|
Operation Alignment |
Work |
64 hrs |
The stakeholder register for the project of Big Data Analytics Implementation is shown below,
Name |
Role |
Type |
Power |
Influence |
George Smith |
VP of Operations |
Internal |
High |
High |
Sam |
VP of Marketing |
Internal |
High |
Low |
Vinh Tran |
Risk Manager |
Internal |
Low |
Low |
Jack Smith (CFO) |
Project Sponsor |
Internal |
High |
High |
Susan Wong (CIO) |
Member of Steering Committee |
Internal |
Low |
High |
<<please fill>> |
Project Manager |
Internal |
Low |
High |
Name |
Role |
Type |
Power |
Influence |
Function |
George Smith |
VP of Operations |
Internal |
High |
High |
Management of the activities and ensuring that the project is completed successfully |
Sam |
VP of Marketing |
Internal |
High |
Low |
Ensuring the management of the marketing activities and promoting the development to a wider scale |
Vinh Tran |
Risk Manager |
Internal |
Low |
Low |
Management of the risk management process and ensuring the alignment of the effective alignment of the operations for reducing the factors of risk |
Jack Smith (CFO) |
Project Sponsor |
Internal |
High |
High |
Management of the activities for aligning the implication of the resources for developing the effective integration of the factors |
Susan Wong (CIO) |
Member of Steering Committee |
Internal |
Low |
High |
In charge of the alignment of the factors utilization of the processes taking care of the effective formation of the alignment |
<<please fill>> |
Project Manager |
Internal |
Low |
High |
In charge of the management of the activities aligning the synthetic development of the development |
The controlling and monitoring of the activities would be developed in order to ease the implication of factors that is helpful in defining the successful formation of the activities. The controlling of the project is largely dependent on the successful implication of specific factors for easing the process of implication of such activities. The controlling of the project would be successful alignment of the factors for successful implication of the factors defining the alignment for easing the utilization of the factors. The controlling of the factors would be successfully dependent on the effective communication and processes. The controlling and monitoring would be implied for forming the effective implication management. The simplification would be eased for the utilization of the factors defining the successful implication formation. The completion of the each of the individual work packages would assist for alignment of the successive implication of the activities. The project would depend on alignment of the alignment of activities. The completion of the project would be dependent on the alignment of the successive inclusion of the activities defining the alignment of the improved activity formation.
However, the formation would be successfully formed for easing the implication the formation model. The completion of the project would be effective utilized for the formation of easing the activities. The usage of the project had resulted in making the information formation modification. The project plan execution would be based on the alignment would be developed successfully forming the inclusion of the factors developing the utilization of the factors. The project plan for the project of Big Data Analytics Implementation would be based on the implementation process. The deployment of the activities would be successfully deployed for easing the completion of the improved activity formation. The alignment of the activities would be deployed for easing the alignment of the factors developing the formation of the processes.
The alignment would be successfully implied for easing the functional alignment of the improved functional formation. The utilization of the effective management process would utilize the effective implementation process. The project completion would be helpful for easing the alignment factors. The lessons learnt from the project are,
Name |
Role |
Function |
Lessons Learnt |
George Smith |
VP of Operations |
Management of the activities and ensuring that the project is completed successfully |
Successful handling of the operations deploying the effective implication of the project factors |
Sam |
VP of Marketing |
Ensuring the management of the marketing activities and promoting the development to a wider scale |
The marketing of the project progress for effectively implying the successful integration of the factors |
Vinh Tran |
Risk Manager |
Management of the risk management process and ensuring the alignment of the effective alignment of the operations for reducing the factors of risk |
The risk management would be eased with the formation of the risk priority matrix and risk mitigation planning. |
Jack Smith (CFO) |
Project Sponsor |
Management of the activities for alignment of the implication of the resources for developing the effective integration of the factors |
The alignment would be formed for easing the using the formation of the resource alignment developing the formation of the improved operations |
Susan Wong (CIO) |
Member of Steering Committee |
In charge of the alignment of the factors utilization of the processes taking care of the effective formation of the alignment |
The effective decision making and formation of the strategies aligning the simplification of the successive project execution |
<<please fill>> |
Project Manager |
In charge of the management of the activities aligning the synthetic development of the development |
Management of the project activities and defining the simple learning of the project development operations |
References
Eskerod, P., Huemann, M. and Savage, G., 2015. Project stakeholder management—Past and present. Project Management Journal, 46(6), pp.6-14.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
Rui, X.U.E., Baron, C., Esteban, P. and Zheng, L., 2016. Integrating the ISO/IEC 15288 Systems Engineering Standard with the PMBoK Project Management Guide to Optimize the Management of Engineering Projects. In Complex Systems Design & Management (pp. 291-291). Springer, Cham.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.
Kirkland, C.E., 2015. Effective Complex Project Management: An Adaptive Agile Framework for Delivering Business Value. Project Management Journal, 46(5), pp.e3-e3.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.
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