...Description of a Failed Project Student’s Name Institution Description of a Failed Project The project at hand is that of the implementation of E-borders system in the United Kingdom. In the past, the United Kingdom experienced the challenges in the situation of security to and from the country. The movement through the borders was bringing about fears about the security situation in the country. In the year 2003, the government decided to come up with a system that would enhance the monitoring of the movement of people to and from the country through the borders. The project was dubbed the E-border project. The government then engaged an IT company known to as the Raytheon. This company was given the tender to put into place the e-border system. By the year 2008, the project had been implemented to a great extent. In this case, the company held to the responsibility was seen to have gone half way of the requirement (Mollick, 2014). However, in the same year, the British home complained of missing key milestones in the project. The complaint by the British home formed a major setback in the project. The project was now being seen as not fulfilling the requirements of the initial intentions. In the year 2010, the primary setback was faced and experienced. A national election was conducted to usher in a new government (Chakrabarty, 2016). This saw the income of a government that did not fully support the project. Though the project was still ongoing, the new government...
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...OVERVIEW Physical security is primarily concerned with restricting physical access by unauthorized people (commonly interpreted as intruders) to controlled facilities, although there are other considerations and situations in which physical security measures are valuable (for example, limiting access within a facility and/or to specific assets and controls to reduce physical incidents such as fires). Security unavoidably incurs costs and, in reality, it can never be perfect or complete - in other words, security can reduce but cannot entirely eliminate risks. Given that controls are imperfect, strong physical security applies using appropriate combinations of overlapping and complementary controls. For instance, physical access controls for protected facilities are generally intended to: • deter potential intruders (e.g. warning signs and perimeter markings); • distinguish authorized from unauthorized people (e.g. using pass cards/badges and keys) • delay and ideally prevent intrusion attempts (e.g. strong walls, door locks and safes); • detect intrusions and monitor/record intruders (e.g. intruder alarms and CCTV systems); and • trigger appropriate incident responses (e.g. by security guards and police). It is up to security designers to balance security controls against risks, taking into account the costs of specifying, developing, testing, implementing, using, managing, monitoring and maintaining the controls. Physical access control is a matter of who, where, and...
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...lead to software project failure? June Verner NICTA Alexandria Sydney Australia june.vemer@nicta.com.au Jennifer Sampson NICTA Alexandria Sydney Australia jennifer.sampson@nicta.com.au Narciso Cerpa University olTalca Talca Chile n.cerpa@utalca.cl. It has been suggested that there is more than one reason for a software development project to fail. However, most of the literature that discusses project failure tends to be rather general, supplying us with lists of risk aod failure factors, and focusing on the negative business effects of the failure. Very little research has attempted an in-depth investigation of anum ber of failed projects to identify exactly what are the factors behind the failure. In this research we analyze data from 70 failed projects. This data provides us with practitioners' perspectives on 57 development and management factors for projects they considered were failures. Our results show that all projects we investigated suffered from numerous failure factors. For a single project the number of such factors ranges from 5 to 47. While there does not appear to be any overarching set of failure factors we discovered that all of the projects suffered from poor project management Most projects additionally suffered from organizational factors outside the project manager's control. We conclude with suggestions for minimizing the four most common failure factors. Abstract - Index terms software project failure, software project management, failure...
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...Procurement in Project Management CPM 620- D1 Homework #4 Trophy Project Case Study November 11, 2011 There are three problem areas within this company that really stands out and have contributed to the trophy project’s failures. The conflicting organizational structure, the lack of senior management support, and the project manager all contributed to the failure of the trophy project. Organizational structure problem: The company appears to be operating as a matrix organizational structure with a project manager assigned to this specific project. However, there is a lack of support amongst the project manager, the functional manager, and senior management. Due to the lack of project-oriented emphasis on the trophy project it appears that the company is operating more as a traditional organizational structure. “In the traditional structure, the power spectrum is realized through the hierarchy, whereas in the project structure, power comes from credibility, expertise, or being a sound decision-maker” (Kerzner, 2006, pg. 198). The company should focus on using a pure matrix organizational structure and give the project manager the support and required resources needed to successfully complete the project. Management problems: It was apparent that there was no support from the functional and senior management on this project. There was also a lack of support by the project office and the line managers. The line managers finally realized that they had a role in the project several...
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...The Orion Shield Project Analysis- Week 2 by: Shanicka Sudler University of Maryland University College AMBA 640 Due Date: Tuesday, July 21st, 2015 The Orion Shield Project: Executive Summary “On the basis of data released by the Bureau of Economic Analysis, part of the US Department of Commerce, they estimated in 2001 that the US public and private sectors combined spend some $2.3trn on projects every year, an amount equivalent to a quarter of America's GDP” (Wheatley, 2015). Now that we know that, we can fully understand how important project management is not just for small businesses but for the world. There are many variables that works together to make a project successful. Scientific Engineering Corporation (SEC) recently hired a new Project Manager, Gary Allison, for their organization. He was appointed to take on The Orion Shield Project. From the very beginning. Mr. Allison was set up to fail for many reasons. One of the projects assigned was the Orion Shield Project. The purpose of this paper is to identify and critically discuss the technical, ethical, legal, contractual and other project management related issues faced by the current Project Manager. As well as complete an evaluation on the job performance of the Project Manager. Introduction According to pmi.org as well as other scholarly readings, a project can be best defined as “temporary task or tasks that it has a defined beginning and end in time, and therefore defined scope and resources...
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...ITMM – 571: Project Management for ITM. CASE STUDY 3: Article Title: SAIC to Pay $500 Million to Settle New York CityTime Fraud. Topic: Case Study on a real-life IT Failed Project: SAIC’s CityTime Project with New York City. Author: Bob Van Voris. File Name: Potula_ITMM_571 Case Study_03_.doc About The Author: Bob Van Voris is the Legal Reporter at Bloomberg News in the Greater New York City Area since 2002. He worked as a reporter at National Law Journal from 1997 to 2002 for a period of 5 years. He worked as Associate in Patterson Belknap Webb & Tyler LLP from 1995 – 1997 for 2 years and as Associate in Lord Day & Lord, Barrett Smith from 1992 – 1994 (2 years). He completed his B.A in Political Science from Union College and received his J.D. from New York University School of Law. Introduction: The New York City made a decision of implementing an automated timekeeping system that would enable a more efficient, secure, and accurate payroll for the employees in the City, in the year 1998. The Office of Payroll Administration (OPA) was designated as the agency to handle the project. Interested contractors submitted proposals for the design and implementation of the CityTime system. OPA selected MCI Systemhouse, Corp. (“MCIS”) for the project upon review of the submitted proposals. In 2002, the City named Science Applications International Corporation (“SAIC”) as the contractor to provide the timekeeping system at an initial contract...
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...decided to implement the CRM project using their high end product of project management methodology. However, due to complexity and budget of the project it requires in-depth analysis of critical factors for CRM implementation and support of top management. The project management, change management and sponsorship is identified as crucial factors in getting green signal for the implementation of CRM project. (Reinartz, Kraft & Hoyer, 2004). The present paper discusses statistical interpretation of research data to find whether CRM project is worth pursuing given the strength of firm’s project management capability along with market evaluation of CRM implementation. Market analysis shows that 47% of the company finds that inadaptability of the end-user with CRM applications put the project in jeopardy(Coltman and Devinney, 2007). Data is analyzed for implementation of CRM through different vendors for companies of all range from less than $750K to over $10M. It consists of implementation statistics over the past 10 years. To analyze research data, Bayes’ theorem is selected as the probability model that was close to implementation of CRM project. Statistics and Probability Tutorial(n.d.) states that Bayes’ theorem looks appropriate in the context as it provides logical inference to calculate the degree of confidence based on already gathered evidence. Statistical result of data reflects that the probability of project being failed by a project management methodology is 47%...
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...Christopher Roberts April 29, 2015 93174/Man 3583 Class Project The Disaster Relief Project of Post- Hurricane Katrina On August 29, 2005 the levees broke and started the flooding of the city with depths of more than 10 feet of water in some places. The category 4 storm had already taken its toll on the city. The head of DHS Michael Chertoff waited a total of 24 hours after receiving knowledge that the levees were breached to make the designation that hurricane Katrina was a "incident of national significance--requiring an extensive and well-coordinated response by federal, state, local tribal and nongovernmental authorities to save lives, minimize damage and provide the basis for long-term community and economic recovery." What followed this statement was a project management failure of catastrophic measures. I believe there are 4 major project management failures that could have been handled differently by local, state, and FEMA- communication, planning, leadership, and execution. FEMA, Local, and State officials failed to plan for events like this, they failed to communicate with each other during/after the event, they failed to show leadership, and they failed to execute any of the plans presented in a timely manner (one of which was to provide the trapped residents of the city basic needs of food and water). Given that New Orleans is essentially a bowl by being that about half of the city and surrounding areas are above sea level and the other half is up to 6 feet...
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...Executive Summary Gary Allison had no idea what he was getting himself into when he accepted Mr. Larson’s offer to become Program Manager for the Orion Shield Project. Although Gary had a Ph. D. in mechanical engineering and 14 years’ experience as a project engineer, his education and engineering experience could not have properly prepared him for the large undertaking the Orion Shied Project turned out to be (Orion shield project, 2003, p.1). Managing a program is different and more difficult than managing one project, it is like managing multiple projects and people at once, there is much more involved. According to Schwalbe, “Many program managers worked as project managers earlier in their careers” (2012). Gary had no previous project management experience, which already put him at a disadvantage as a program manager. Had he possessed the knowledge, skills and tools required of program managers, he may have been more successful. Not only did Gary lack the knowledge, skills, and tools to properly manage the program, he also lacked the proper support from leadership. Red flags should have went off for Gary from the very beginning that Mr. Larson would not provide the guidance Gary needed to be a successful program manager. Throughout the course of the project, Orion Shield was plagued with technical, ethical, legal, contractual, and other miscellaneous program management issues. With the proper knowledge, skills, tools and support from management, these issues could...
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...XYZ Global Pvt. Ltd decided to implement the CRM project using their high end product of project management methodology. However, due to complexity and budget of the project requires in-depth analysis of critical factors for CRM implementation and support of tip management. Through my research and compliance with industry constraints, the project management, change management and sponsorship is crucial in getting green signal for the implementation of CRM project (Reinartz, Kraft & Hoyer, 2004). User adoption is generally highlighted as key challenge in success of CRM project. Market analysis shows that 47% of the company finds that inadaptability of the end-user with CRM applications put the project in jeopardy (Coltman and Devinney, 2007). If the project is cancelled, it results in loss of million dollars. As a business analyst of the XYZ Global Pvt. Ltd, I have to provide statistical interpretation to the senior management whether CRM project is worth pursuing given the strength of firm’s project management capability along with market evaluation of CRM implementation. Risk is huge if project goes on wrong note (Stone, Woodcock, and Wilson, 1996). Research To reach to right conclusion; I researched market analysis regarding implementation of CRM through different vendors for companies of all range from less than $750K to over $10M. My researched data set was from the CRM LANDMARK and consisted of implementation statistics over the past 10 years. More importantly...
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...Channel Tunnel Project Management Mistakes Bellevue University PMGT335-316S Project Cost 15 February 2012 Channel Tunnel Project Management Mistakes The Channel Tunnel (Chunnel) project was one of the largest privately funded construction projects in history, and one plagued with mistakes. The project created a rail link between England and France spanning over 30 miles with 23.5 of the miles under water. The project melded a difficult mix of numerous contractors and regulatory agencies with bankers and two national governments (Fairweather, 1994). While an overall success the project suffered from many planning and management mistakes that caused it to be grossly over budget and late. One of the key mistakes that befell the project was also one of the costliest. The contract that was entered into between Eurotunnel and Transmache Link (TML) for the terminals and the mechanical and electrical equipment was a lump-sum contract (Fairweather, 1994). This decision was driven by the desire of the bankers involved in the project for a level of certainty on the costs. This error could have been prevented with a few basic project management techniques. The bankers, being a key stakeholder, had the right to have their desires understood by Eurotunnel before any contracts were signed. What failed to happen was effective communications between the engineers at Eurotunnel who had the knowledge to understand the risks involved with this phase of the project and the bankers...
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...information systems infrastructure to survive and prosper in today’s economy. There are many advantages to ERP systems. Companies that have successfully implemented ERP systems report improvement in management decision making, improvement in efficiency, improvement in information exchange, improvement in performance and productivity levels and improvement in customer service and customer satisfaction, just to name a few. So why, then, do industry statistics show that greater than 60% of ERP implementation historically fail? (Ligus, 2007). There are several major reasons why companies fail in implementing ERP’s including, business objectives are not clear and concise, executive leadership is not engaged, communication is lacking, project methodologies are not followed, employee resistance, inadequate training...
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...while they explained problems in the project and running an excellent communication with her team, having a good social relations with other co- workers i.e. helping in Victoria's project and giving feedbacks to the team members shows her efficient working skills. In the meanwhile there are some areas where she hasn't managed her things like checking her mails or voice messages and also she had some unplanned breaks. On the other hand she should ask correct questions to get right answers from the team members during meeting without wasting time. Coming to the efficiency, Rachel spent 25 minutes to review project reports, 20 minutes for discussing about the project with superiors, 45 minutes for progress review meeting, 20 minutes for identifying and responding to the issue arise in the project, 10 minutes for catching up with personal news, 15 minutes for reviewing schedule. Efficiency = ( direct project related work * 100)/total time spend =(340/515)*100 =66.02% Rachel's efficiency as a project manager is 66.02%. The case study shows that Rachel uses only 20 minutes a day with her team. In order to keep project on track, project manager and the team members should meet in regular basis. Rachel showed her skills to find the root cause of the problem by interacting with different departments where the problem occurred. She directly reported the problem to her boss. A2. Project manager is the one who deals with complex...
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...airport. In the early 1990s the airport decided to create the world’s largest automated baggage handling system. In order to accommodate for the millions of passengers the project team felt this would be an effective project. The goal of the project was to create an automated baggage system that would reduce aircraft turnaround time to nearly 30 minutes. By reducing the turnaround time to a half an hour would allow for more efficient operations. The project team wanted to include this new system to all three concourses which included 88 airport gates. The concept of the project was well intended but poorly planned and executed by the project management team. The first flaw and biggest flaw of the project was the unrealistic scope. The project failed to set a realistic deadline or budget for the project. The deadline was exceeded by nearly 16 months, the budget by $560 million, and the overall intention of incorporate all three concourses was also not met. The project was only able to be incorporated into one concourse, for one airline and only for their outbound flights. When deciding the constraints of the project the project team had consulted with Breier Neidle Patron Associates. The purpose of this was to determine the feasibility of this project. After the meeting it was advised not to proceed with the project based on the complexity of...
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...Executive Summary “Projects account for about one fourth of the U.S. and the world’s gross domestic product” (Schwalbe 2012). With that said, there are many challenges and issues that hinder the ultimate success or completion of a project. So is evident in the case of the Orion Shield Project, whose execution faced issues of technical, ethical, legal, contractual and interpersonal natures. Taking on a role that assumes responsibilities in stark contrast to newly appointed project manager Gary Allison’s professional background and experience doomed the project from the start. Not only did Gary not have the experience, he failed to research and prepare himself, prior to the project’s inception, with the proper project management tools and techniques that are pertinent to the success of a project. The ethical issue of false promise, regarding the maximum temperature at which the shield could operate successfully, was apparent before planning had begun and the role of project manager was officially accepted by Gary Allison. This dishonest proclamation was unsettling to Mr. Allison but he failed to voice his concerns, therefore perpetuating his anxiety and lack of confidence of the projects success. Technical issues, straying from strictly scientific measures which were Mr. Allison’s sole forte, existed in the execution (or lack thereof) of project milestones. Contractual issues arise when Gary and is team failed to follow contract protocol and policy, regarding problems with communication...
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