Project Evaluation: Impacts, Strategy, And Management

Impacted Area

Areas to be Impacted

• Better: Customer trust, engagement and satisfaction with better employee productivity
• Faster: Faster processing speed and accomplishment of goals
• Cheaper: Operational and infrastructural costs
• Do more: Growth in collection of funds

A total of 109 days will be needed for achieving the targets.

Employee productivity and funds collected will increase by a margin of 30 and 35 percent respectively. This will result in better customer engagement and trust (Miller, 2008).

The project will cover the design, development, testing and deployment of the information system for RALS. The information collection will also be included with the volunteer activities for the management of the tickets, supplies, guest list, goodies, incident recording and response.

Project charter, project plan, project design and source code, implementation plan and closure report will be delivered during the project.

Agile methodology would be used for the management of the project including the scope. The project approach would be flexible and the human and non-human resources along with the estimations will be managed using the ad-hoc agile methods (Stare, 2014).

• Networking tools and equipment
• Design and development tools
• Operating systems and interface
• Computer systems

• Go-ahead by the Board of Directors
• Meeting the deadlines

• 109 days will be needed for the completion of the project.
• The funds will be arranged in advance.
• The work environment will be arranged in advance.

The risks that may come up during the project may be many and there will be five phases in the project that will be used for the completion of activities. The risks have been identified on the basis of these phases and on the basis of various sources and possibilities of the risks.

The risks are identified and are assessed on the basis of their type, likelihood, impact and mitigation plan (Clarizen, 2016).

Project quality shall be maintained by carrying out quality checks during every phase of the project. The employees must be provided with the trainings on the quality practices that must be followed (Dds, 2016). Total Quality Management (TQM) and Six Sigma standards shall be followed by the management to make sure that the project quality does not drop at any point. Also, the ethical standards and professional codes of conduct shall be followed by every member in the project team.

• Feasibility analysis on different aspects and verification of the results
• Verification of the project estimates and plans
• Verification on the design and code
• Reviews, inspections and walkthroughs

• Unit testing by the development to validate the correctness of the build to be released to the test team.
• System testing to identify the functional requirements and their accuracy as per the requirements and specifications document.
• Integration testing to test the functioning of all the sub-systems and modules as a single unit.

Small, K. (2016). Project Evaluation. Retrieved 28 September 2017, from https://www.uctc.net/research/papers/379.pdf

A whitepaper has been written down by Small to represent the various details and activities that come under the project evaluation activity. The author focuses on the use of standpoint estimations, project costs and benefits along with project risks to evaluate the project. There could have been use of better charts and images to put the information through.

Ifrc. (2016). Project/programme monitoring and evaluation (M&E) guide. Retrieved 28 September 2017, from https://www.ifrc.org/Global/Publications/monitoring/IFRC-ME-Guide-8-2011.pdf

The resource is a guide to provide the steps and guidelines that must be followed for monitoring and evaluating the projects. There are exercises and activities included to bring forwards the information along with the excellent use of diagrams and graphics. There could have been use of more examples as well.

Tilkin, G., & Biesen, A. (2016). Project Evaluation. Retrieved 28 September 2017, from https://www.mice-t.net/Evalcom2.pdf

Tilkin and Biesen have described the method of project evaluation with utmost clarity in the article. The purpose and basic requirements that must be addressed in the evaluation process have been covered. The involvement of internal and external resources has been explained. The authors could have used a more general language for describing the details.

All the project deliverables must be submitted and they must be approved by the Board of Directors 

The final submission in the form of the closure report shall be completed and submitted.  

The analysis of costs and benefits shall be done and there shall be a positive Net Present Value (NPV) calculated (OpenLearn, 2016). 

The review processes shall be carried out by the project management along with a final review by the project client. 

The performance measurement for the resources involved in the project shall be carried out. The appraisals and rewards to be distributed to the resources shall be determined and reported to the higher management.

The user acceptance testing results shall be gathered and the review of the same must be complete. There shall be no major or critical bugs identified by the end-users of the system. 

The resources associated and assigned to the project shall be released from the project. 

The project shall be evaluated on the basis of the estimations set in the MOV for the project. The actual and expected results shall match for the positive results in the evaluation process.

• The value earned by the project in terms of the customer feedback and comments, funds collected, employee feedback must match with the expectations set in the initial phase.
• The evaluation shall be made on the project goals and objectives along with the organizational goals and objectives. The two shall be strategically aligned and project goals shall be completely accomplished (Miller, 2008) 
• The number of changes that take place in the project shall be low.
• The number of risks and defects encountered at the end of the closure phase shall be nil.

The results that are calculated must be compared with the target and expectations set in the MOV of the project and the outcomes shall be assessed. There shall be minimal gaps in the values that are achieved for the project to be termed as successful.

References

Brandeis,. (2016). Common Challenges in the Project Life Cycle | Brandeis University. Projectmgmt.brandeis.edu. Retrieved 28 September 2017, from https://projectmgmt.brandeis.edu/resources/articles/common-challenges-in-the-project-life-cycle/

Clarizen,. (2013). Risk Management – Lifecycle. Clarizen Success. Retrieved 28 September 2017, from https://success.clarizen.com/hc/en-us/community/posts/203996078-Risk-Management-Lifecycle

Dds,. (2016). Ground Rules. Retrieved 28 September 2017, from https://www.dds.ca.gov/ConsumerCorner/MakeComplexintoSimple/AdaptationSamplesMeetingRulespg9-16.pdf

Francis, D. & Horine, G. (2016). The Purpose of the Project Charter | PMP Exam Cram: Project Initiation | Pearson IT Certification. Pearsonitcertification.com. Retrieved 28 September 2017, from https://www.pearsonitcertification.com/articles/article.aspx?p=102300&seqNum=2

Miller, S. (2008). Overview of Measurable Organizational Value (MOV) – Sheep Guarding Llama. Sheepguardingllama.com. Retrieved 28 September 2017, from https://www.sheepguardingllama.com/2008/01/overview-of-measureable-organizational-value-mov/comment-page-1

Stare, A. (2014). Agile Project Management in Product Development Projects. Procedia – Social And Behavioral Sciences, 119, 295-304. https://dx.doi.org/10.1016/j.sbspro.2014.03.034

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