Eventually, the final project at Verizon was realized at its fullest scope. There was an elimination of the need for " a resource-draining, in-house application designed for keeping track of labels," and a "more tightly controlled promotion model that allows developers and managers to know that software builds and deployments are accurate and complete" was created (MKS: Case Study -- Verizon Wireless, 2004, MKS). Processes were subject to more standardization with more uniform codes, now "sandboxes' that permitted multiple developers to edit same file simultaneously and the enhanced communication between it project teams created cost savings despite the time devoted realizing the completion of the project (MKS: Case Study -- Verizon Wireless, 2004, MKS). The scope of the project did not alter so much as it suffered from a time frame that had expanded. Frustrations regarding technological difficulties with mixed operating systems and constructing a uniform code and scheduling approach, and also the need to call in outside consultants increased the budget of the project created further losses, financially and in terms of good will.
Although the final project was successful, more effective use of the knowledge provided by change management studies would have been helpful. The resistance of it professionals, unwilling to share information with others because of fear of losing their territory would be seen as normal. Of the fundamental steps of the change management process the increased urgency and need for change was not clearly communicated on the part of the guiding team at the beginning of the project, despite clarity of the final vision and objective. The unanticipated resistance and poorly communicated preparation for the inevitable interm process made employees less motivated to "empower action," especially in the absence of "short-term wins" over the transotopm (McConnon 2008, p.12)....
Triple Constraints Health care informatics and how that field interacts and is affected by triple constraints is the subject of this brief report. Further complicating this paradigm is thre passage and enforcement of the Health Information Technology for Economic and Clinical Health (HITECH) Act. Specifically, the meaningful use objectives that are mandated by that act have simply added more hoops for informatics project personnel to jump through. While the HITECH act
Security and the Triple Constraint One of the most difficult aspects involved with successfully managing an information technology (IT) project is achieving a practical sense of balance between a complex set of competing priorities. Experienced IT professionals have learned firsthand that various limitations, including budget restrictions and impending deadlines, can severely impact their ability to fully satisfy a project's primary objectives. A consensus has emerged within the field of IT
Project Management Concepts Question 1; the Triple Constraint The term triple constraint refers to three interdependent factors which will act as constraints on the way projects are completed. The triple constraints, which may also be called the 'project triangle', will be found in all projects, they are the factors of time, cost, and scope. Successful projects are usually defined as those which are delivered at the right time, within the correct budget,
Project Management As developed in the 1950's by the U.S. Navy as a method to manage complex projects; the Program Evaluation and Review Technique (PERT) "is a network diagram that visually displays the activities and milestones which are required for project completion" (NETMBA.com. N.D. PP. 1). The assembling of a PERT chart requires the compilation of all tasks related to implementing and completing a project, developing activity times and their proper
" (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
Project Management Accreditation Project Management A project is a temporary group endeavor, with an agreed beginning and duration time frame, organized to produce a unique product, service or result. (PMI 2011) A distinguishing characteristic of a project is that it is progressively detailed as the project is better understood by the people working on it. Another characteristic of a project is that it is not a routine operation, although a project may
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