Columbia Southern University Unit 1 DMV Communication Plan Paper Instructions Communications and time management are both key processes within any project

Columbia Southern University Unit 1 DMV Communication Plan Paper Instructions

Communications and time management are both key processes within any project. Stakeholders and project members must have a clear understanding of actions, issues, and expectations throughout the life cycle of the project. Managing time to eliminate non-productive tasks will allow an organized project manager to meet scheduled milestones and keep the project within budget.

Part I

In Part I of this assignment, create a communications plan for your information technology (IT) project. The plan should be in chart form, and it should be one page in length. The plan should list the project stakeholders, types of communications, frequency of communications, content standards for communications, and who is responsible for providing and archiving communications.

Part II

In Part II of this assignment, write a one-page executive summary for your plan that focuses on the topics listed below.

What is a communications plan, why is one needed, and what does the plan contain?
List and briefly describe the characteristics that will help a project manager improve his or her communications skills.
How can a project manager limit time wasted with crisis situations and unscheduled visitors?

Your completed project should be a minimum of two pages in length, not counting the references page. You must use a minimum of two sources, one of which may be your textbook, to support your responses. All content must follow APA guidelines, including all sources used, which must be cited and referenced according to APA style. A title page is not required for this assignment. Running head: IT PROJECT FAIL
1
California’s DMV IT Project
Arian Cigarroa Fonseca
Columbia Southern University
IT PROJECT FAIL
2
California’s DMV IT Project
Introduction
In 1987, the California Department of Motor Vehicles undertook a major project whose
goal was to update its 20-year-old system and merge the department’s enormous driver’s license
and vehicle registration databases. With California being the undisputed world capital of the
information technology industry, the public’s assumption presumably would have been that the
project would sail through without major predicaments. The project was to cost $27 million and
be up and running within 5 years. However, in 1993, six years after the project was begun, the
DMV project was abandoned completely. The DMV had spent $44.3 million on a system that
ultimately did not work (Harrison, 1994)
The Project
The DMV project was to convert the state’s 28-year-old DMV database from an IBM
ES/9000 mainframe platform to 24 Tandem Computers Cyclone machines running the Nonstop
Cyclone SQL relational database. The five million development contract account went to
Tandem Computers, Inc. based on a one million benchmark test conducted by the state in 1988
between Tandem and IBM. In the fierce competition, Tandem’s 28-processor VLX with Nonstop
SQL beat out IBM’s 3090 Model 400S mainframe and DB/2 relational database. The California
DMV had seven performance tests for the two companies to execute. While Tandem passed six
out of the seven tests, IBM passed only two. However, although the DMV requirements
demanded at least 30 transactions per second, Tandem’s 70 transactions per second in the
evaluation was nowhere near their boasted 208 transactions per second from their own
benchmark tests (Faging 2000)
IT PROJECT FAIL
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The DMV system also necessitated constant uptime, a database with 12 tables in sizes
ranging from one million to more than 80 million rows each, an average of 11.3 SQL statements,
and close to 80G bytes for the database. The estimated costs for this type of database was 23
million by IBM, but only 10 million by Tandem. According to the benchmark, “while IBM was
found to ‘be superior’ in the number of third-party tools available for the DB2 environment and
was judged better in training because DMV employees were already trained on IBM terminals,
editors and utilities, Tandem demonstrated a higher degree of performance, availability and
operational ease of use. Obviously, the California DMV had grossly underestimated the size of
this project and consequently failed to recognize its scope. In addition, they did not thoroughly
comprehend the technology that they had purchased as it may have become too big. In general,
the DMV’s computer modernization project may have become too complex in its planning and
implementation for a governmental department to handle alone. Therefore, they could not be
very flexible in modifying the technology in order to fit their specific needs. As a result, they let
the technology drive the change rather than allowing the business process to define the
technology change and then adapting that technology towards their business objectives. Perhaps
they were trying to create a system based on a reality that did not exist in trying to change the
organization with the advances in technology (Fanging, 2000)
Conclusion
Implementing these changes would certainly be a challenge, but nevertheless, it should
have been possible. The DMV has conclusively demonstrated that they can achieve certain
objectives, as evidenced in their online program. The upper management of the DMV needs to
work more closely with their IT department in developing these changes so that the business
objectives coincide with the IT objectives. In other words, they need to work towards
IT PROJECT FAIL
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accomplishing a two-way strategic alignment and thus, the transformation will be more complete
and will consequently achieve the overall company goals. In addition, the management team
should have looked for qualified consultants who could counsel them on making proper business
decisions regarding the design and implementation of the project’s hardware and software, thus
smoothing out the edges of each stage within the project development. The entire project will
then be linked to the business strategies.
IT PROJECT FAIL
5
References
Fagin, K. (January 2000). “DMV to Offer Online Car Registration” The San Diego Union
Tribune.
Harrison, S. (July 1994). Bugs in State’s Computer System; Lack of Controls and Expertise Are
Costing Many Millions in Taxpayer Dollars and Damaging a Wide Variety of
Government Operations. Retrieved from chromeextension://oemmndcbldboiebfnladdacbdfmadadm/http://www.isy.vcu.edu/~gdhillon/Old
2/Old/Teaching/TeachingFall04/Fall-04-VCU-640-ISKM/Cases/CALIFORNIA%20DMV%20-%20distribution.pdf
Running head: MANAGER VS LEADER
1
Manager vs Leader
Arian Cigarroa Fonseca
Columbia Southern University
MANAGER VS LEADER
2
Manager vs Leader
Introduction
The management of a company represents a component of management science, in fact,
the most developed and important one under the conditions of market economy, where the
company is the basic economic agent of each economy and, at the same time, the main value
generator. A basic component of management, that strongly influences the performances of
companies is, without doubt, leadership. Today, leadership has found its well-deserved place in
the science and practice of management in the contemporary world, by bringing together the
energies of people and groups, particularly through the power of creation, towards the fulfilment
of objectives, targets and missions of an organization.
The Manager
Generally speaking, managers are people to whom employees are directly subordinated,
who make management-related decisions that directly influence the actions and behavior of
others. The defining characteristic of the manager lies in his power over others, that implies both
the right and the ability to influence their behavior. (Hin?ea et al, 2010) In specialty literature, the
manager is defined as being an employee who carries out actions related to planning,
organization, management and control, possessing a great level of control over any of the
following elements within the organization: money, time, workload, decisions, technology,
equipment, standards, meetings, other people etc. This activity may concern either the activity of
the whole organization, or the activity of a department, or the activity of a job. (Popa et al, 2013)
Managers stand out from the rest of the executants through their qualities, competences,
skills, knowledge and kinds of behavior they possess to a greater extent than the other employees
of the company, but also through their knowledge and skills related to this field. The issue
MANAGER VS LEADER
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regarding the essential qualities of a successful manager has long been debated and specialists in
the field have put emphasis on the fact that some of those qualities should be (Muscalu, 2014):
•
the ability to establish a clear course of action;
•
availability for open and intense discussions with stakeholders;
•
the ability to train and support people;
•
the ability to objectively recognize the performances of the subordinates;
•
the ability to carry out continuous controls;
•
the potential for selecting the right human resources;
•
the ability for realistic assessment of financial implications of managerial decisions;
•
an open mind, receptivity to new ideas;
•
the ability to communicate clear decisions to subordinates;
•
ethical integrity.
The Leader
One of the most important elements that has an impact on the success or failure of an
organization is, unmistakably, the leadership. Having both a formal and an informal basis,
leadership represents a leader’s ability to determine a group of people to co-work with him in
order to achieve an objective based on their strong affective and operational implication. The
main implications of leadership are the following:
•
establishing an environment of mutual trust and for the solving of certain interpersonal
problems;
•
providing channels for open communication;
MANAGER VS LEADER
•
creating elements which are favorable to social interaction;
•
increasing mutual trust and mutual respect among team members;
•
ensuring knowledge of the team by using formalities, rituals and symbols;
•
using team-oriented incentives.
4
The leader is a chief, a person that is, officially or unofficially, in charge of others. The leader
uses his vision to establish the direction in which other people make an effort and influences
them, motivating them to follow that direction. (Popa et al, 2013). The vision imposed by the
leader provokes the others, enhancing their motivation. Generally, people are more receptive to
clear and exciting purposes, rather than to the simple impulse: “Do your best!”
Conclusion
It cannot be discussed about the complete overlap of management with leadership. Even
if management and leadership are different activities, they do not exclude, but complete each
other. Good management includes competent leadership as its component. We highlight, in this
context, the major role of leaders in setting the vision, direction and the essential role of
management in the efficient use of available resources. A proficient leader is the one who
represents the interests of the group, protects its reputation, while at the same time taking care of
its identity. Communication is not only the sole element through which managers and leaders can
assert and affirm themselves, but also one of the most important qualities for a manager or
leader.
MANAGER VS LEADER
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References
Hin?ea, C., ?icl?u, T. and Jenei, G., 2010.Management and leadership in the public sector. A
comparative analysis of the concepts, TheTransylvanian Journal of Administrative
Sciences. Retrieved from http://www.rtsa.ro/rtsa/index.php/rtsa/article/view/87/83
Muscalu, E., 2014. Management and leadership In: Muscalu, E..2014. Management fundamental elements. Sibiu: The Publishing House of Lucian Blaga University.pp.182195.
Popa, M., Lungescu, D. and Sala??, I., 2013.Management: concepts, techniques, abilities, ClujNapoca: The University Press of Cluj
Running head: WORK BREAKDOWN STRUCTURE
WBS for ITC4780
Arian Cigarroa Fonseca
Columbia Southern University
1
WORK BREAKDOWN STRUCTURE
2
WBS for ITC4780
Introduction
The Work Breakdown Structure (WBS) is the foundation for project planning and
control. It is the connecting point for work and cost estimates, schedule information, actual work
effort/cost expenditures, and accountability. It must exist before the project manager can plan
these related and vital aspects of the project, and they all must be planned before the project
manager will be able to measure progress and variance from plan. In order to perform this vital
function, the WBS is at its core a hierarchy of deliverables or tangible outcomes.
ITC4780 Course WBS
The information technology evaluation and implementation II (IT4780) course has 8
units with reading assignments, projects, discussion board, and projects each and a final
examination on unit 8. For this document of explanation, only one-unit breakdown will be used
as example due to all the units having the same breakdown structure.
Unit 7 tasks breakdown
Task Mode
Auto
Scheduled
Manually
Scheduled
Manually
Scheduled
Manually
Scheduled
Manually
Scheduled
Manually
Scheduled
Manually
Scheduled
Task Name
Duration
Unit 7
5 days?
Reading
5 days
Assignment
Unit 7 Final
5 days
Project
Unit 7 Discussion
5 days?
Board
initial Post
Answer to a
classmate
Request to take
Final Exam
4 days
Start
Finish
Wed
10/16/19
Wed
10/16/19
Wed
10/16/19
Wed
10/16/19
Wed
10/16/19
Tue
10/22/19
Tue
10/22/19
Tue
10/22/19
Tue
10/22/19
3 days
Sat 10/19/19
5 days
Wed
10/16/19
Sat 10/19/19
Tue
10/22/19
Tue
10/22/19
Predecessors
35
% Work
Complete
0%
0%
0%
0%
0%
0%
0%
WORK BREAKDOWN STRUCTURE
3
Unit 7 has 35 predecessors, meaning that, there are 35 tasks that need to be completed before the
tasks on unit 7 can be started and completed. Within the same unit, there are tasks that depend on
others being completed before they can be started. For example, “Final Project” can’t be started
without first completing the “reading assignments” for without this, it would not be understood
what is needed to complete the final project task. The same way, even though the “Answer to a
classmate” task can be started any time during the duration of the unit, it is important to first
complete the “Initial post” task in order to have more options from classmates to choose to
answer a post.
WORK BREAKDOWN STRUCTURE
4
References
Valle, M., & Lanier, D., Jr. (2016). Teaching Microsoft Project in the project
management classroom: The dream home project exercise.Business
Education Innovation Journal, 8(2), 133–145. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscoho
st.com/login.aspx?direct=true&db=bth&AN=120450027&site=ehostlive&scope=site
Running head: WORK BREAKDOWN STRUCTURE
MSI Data Center Relocation
Arian Cigarroa Fonseca
Columbia Southern University
1
WORK BREAKDOWN STRUCTURE
2
MSI Data Center Relocation
Introduction
The specifications in this document related to the MSI Data Center requirements were
based on the initial WBS planning and budgeting exercises. These specifications were further
refined and finalized by the MSI Data Center staff during the planning phase for the Data Center
relocation and it was completed on 2018-2019. The requirements for the building space were
reviewed in September 2019 with the MSI Center President and VP of Business Services and
this document reflects the latest updates.
Summary
The computer and networking Support Staff reviewed the document for detail inputs on the
servers and equipment to be housed in this building. The assumptions utilized for the MSI Data
Center sections of the document are as follows: (1) some portion of the servers throughout the
center will be consolidated into a central server room and which servers would be selected for
this consolidation would be decided by MSI President, based on the server’s purpose and access
requirements. (2) The MSI Support staff, except for those that support cloud-based storage and
Web Services at the corporate office, would be housed in this building.
The WBS provided with this document should help the project manager understand when
and where the different tasks start and/or end. Also, all the resources allocated for said project. It
is ultimately the PM responsibility to track and monitor all the required tasks to ensure that the
project does not exceed the projected scope, time, and budget.
Running Head: MSI DATA CENTER RELOCATION RFQ
MSI Data Center Relocation
Arian Cigarroa Fonseca
Columbia Southern University
1
MSI DATA CENTER RELOCATION RFQ
2
Bid Comparison Form
Bid Comparison Form
Subcontractors
1
2
3
Task 1
$13,500
$10,000
$15,000
Task 2
$22,500
$15,000
$21000
Task 3
$40,000
$25,000
$48,000
Task 4
$17,250
$18000
$22,250
$93,250
$68,000
$106,250
Bid on Time (Yes/No)
Yes
No
Yes
Complies with RFP/RFQ (Yes/No)
No
No
Yes
Price Fair & Reasonable (Yes/No)
Yes
No
Yes
Company Experienced? (Yes/No)
No
No
Yes
(Yes/No/Maybe)
Yes
Yes
No
Bonded Employees? (Yes/No)
Yes
No
Yes
3
5
2
Base Price
Total:
Use Subcontractors?
Perceived Risk Factor on a scale of
1-5
(1 = Good, 5 = Bad)
4
5
MSI DATA CENTER RELOCATION RFQ
3
Analysis, Choice of Vendor, and Justification
Three vendors submitted bids to provide Massive Solutions International (MSI) the
required data center relocation services. In the analysis, the focus was on assessing the
capabilities of the vendors to meet the needs of the company. The first step in the evaluation
process was to identify MSI’s needs, goals, and concerns. MSI’s goal is to have a secure and
efficient relocation to the newly acquired space. MSI’s concerns are the vendor’s experience if
the company has performed such a job before, if it will use subcontractors and whether the
employees have a security bond.
The vendors from first to third are EZ Data Services Corp, We Move You LLC, and Pro
Data Services, Inc., respectively. All the vendors responded of MSI’s RFQ to move to a new data
center. The evaluation process focused on the price of each vendor for every task and the total
amount. It also based on the timeliness of their bids, compliance with the Request For Quote
(RFQ), the company’s experience, use of subcontractors, and bonded employees against the set
deadlines and requirements.
Comparing and contrasting the vendors, vendor 2 offers their services at a lower price of
$68,500 than the vendor one at $93,250 and vendor at $106,250. Vendor two argues its prices at
low because they hire individuals to provide the services. Vendor one and Vendor three made
their bids on time when vendor two making their proposal one minute past the set deadline of
February 15, 5:00 p.m. Time management is an essential factor in any organizational activity
(May & Williams, 2017). It adds up as vendors one and three’s strength, while for vendor two, it
is a weakness.
According to the budget allocation, all the vendor prices are fair as they fall below and
slightly above the target of $100,000; however, for We Move You LLC, the price is
MSI DATA CENTER RELOCATION RFQ
4
unreasonable it might not be able to meet all MSI’s needs in allocation. EZ Data Services Corp
has been in existent for fifteen years but does not have essential experience in handling a project
like data center relocation. We Move You LLC has been operating for ten months although its
owners have background knowledge in information technology, it does not qualify to provide
services and looks forward to getting subcontractors to handle the project under their
supervision. Thus serves as a disadvantage or weakness for the companies. Pro Data Services has
seven years of experience to meet the needs of data center customers, which counts as a strength
of the company. The company has an advantage as it does not depend on subcontractors to do the
work.
Vendor one depends on subcontractors for some works they cannot do, for instance, task
4. Ez Data Services Corp does not have any experience in handling task 4, which requires
analysis of physical security and will subcontract the task. Vendor one and vendor three both
have bonded employees with security, while vendor two does not have any employees. The
perceived risk of working vendor two is very bad, while the perceived risk of working vendor
three is two; thus fine to work with it. The perceived risk of working with vendor one is at the
middle level. Vendor three has an advantage over the others when it comes to resources.
I pick vendor three, Pro Data Services. The vendor made the bid on time, thus shows
their ability and level of time management (May & Williams, 2017). Although the cost is higher
than the others, PDS has the resources to meet the needs of MSI for this particular project. PDS
is a registered company in many states with a high level of experience in providing data center
services. The company has a team of data scientists and technicians to meet the needs of all
customers. The company has a bond with the parent company, thus have resources to perform all
the works themselves and not have to subcontract the work.
MSI DATA CENTER RELOCATION RFQ
5
The vendor shows the ability to provide and complete all tasks required by MSI. For task
1, PDS, through its certified personnel, will analyze the power, communication resources, and
HVAC to determine if they meet the needs of MSI, document the report, and make
recommendations on changes if required. For task t…
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