Starting with the pre-contractual phase, which was for the most part skipped as the EDS teams focused primarily on technologies first, the project lacked the necessary foundation to succeed from a planning standpoint. Focusing on the pre-contractual phase could have also helped to have more clearly defined the SLAs and metrics used for managing the project over the long-term as well (Cross, 2007). With 23 SLAs and 51 metrics, the challenge was one of just having enough time to track the many aspects of reporting needed to fulfill contractual obligations. Lastly, having a more complete pre-contractual phase, there could have been more time to define and execute change management initiatives and programs as well. The lack of phased approach also significantly slowed down the development of the project, with Phase 1, 2 And 3 as defined in the project being more focused on network infrastructure, system-wide connectivity and finally user adoption than on generating a suitable and scalable change management plan of action (Cross, 2007).
Budgeting became a barometer of how ineffective the entire project was beginning run quickly as the costs escalated out of control and multiple extensions were asked for both from the Department of Defense and Congress (Dignan, 2004). One of the primary factors behind the budget escalating to such a large extent was the insistence by EDS of consolidating many Communities Of Interest (COI) into one single, contiguous project overall (Rosencrance, 2006). This one-size-fits all approach to managing the project quickly led to cost over-runs, setting the foundation for so much overspending that Congress eventually got involved and changed the leadership of the project from the U.S. Navy perspective (Cross, 2007). Figure 2 provides an analysis of the NMCI Contract Minimums After Extension through FY 2007.
Figure 2:
NMCI Budget Minimums and Extensions
Source: (Cross, 2007)
The project failed to attain its objectives due to EDS not realizing that a more segmented, incremental approach was needed. Instead of attempting to take on the entire project at once, EDS needed to plan out a more realistic strategy of involving third-party contractors to alleviate the strain on their own resources. Third-party contractors could have also enabled the company...
Project Management Involved Formation of Airbus Project Management involved in Formation of Airbus The report investigates factors that led to the A380 project crisis. Analysis of the project revealed that Airbus did not integrate an effective project management model into the project lifecycle leading the project to be two years behind schedule, which eventually led to the costs escalations. The report reveals several lessons to be learned from the A380 project crisis.
The use of Gantt charts for enabling interprocess integration and knowledge management in the A&D industry is a best practice for also managing process-intensive projects (Singh, Keil, Kasi, 2009). These include the development of new computer systems and advanced technologies where the project needs to capture the knowledge to fulfill its objectives. Project management's core set of tools therefore needs to be focused on how to augment and strengthen
Project Management In Discussions week, project portfolio management selecting projects. Explain meaning statement. The books suppose additional resources: Kerzner, H. (2010) Project management practices: achieving global excellence. "Project portfolio management is more than selecting projects" Managing a project portfolio can be analogized to managing an investment portfolio. While the selection of the component entities of the portfolio are certainly important, it is not enough to merely select good investments -- these 'investments' or
" (Lavell & Martinelli, 2008) Mark Kozak-Holland emphasized that the most critical aspect of the Great Escape project was risk management. The work of building the tunnels was extremely dangerous -- danger of collapse of the sandy soil and bad air in the tunnels. The airmen had to place a high probability on the Germans discovering the plot owing to the traces of the excavated soil and nosy guards. The
If so, the project manager has the necessary tools to assess the project's progress and communicate its status and needs to others. Conclusion: Useful tools are defined for project management. Prior to initiation, there are tools for ensuring that all parties agree on the goal, the approach, the costs, the personnel, the timetable, and the "deliverables." Yet, only when these are defined and agreed upon can the project planning begin. Furthermore,
From such goal, problems can be avoided within the process of building the house. Moreover, with the help of the process of identifying the needs first before going into the process of house construction, the course of building the house can be properly managed. In general, within the main goal of developing a good project management practice is the goal of identifying the important procedures that must be considered to
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