Lack of Executive Support
Project management is always a composite task. It comprises multiple dimensions. It is very complicated depending on the class and type of project. In a nutshell, it is the discipline to plan, organise, secure, manage, lead and control resources for achieving particular aims.
In this study, the primary threats related to developing IS or Information Security for which project quality is analysed. Further the effect of IS project management, regarding legal issues and various ethnic, cultural distinctions while performing under global groups. Next, different closing methods are discussed, and the ways they can be used over IS projects are also analysed.
First of all, there can be a lack of executive support. The project teams have been lacking authorities for achieving project aims. Here, in this cases, executive management supports has been fundamental for project success. Moreover, executive management has been disregarding meetings and project communications (Peltier, 2016).
Further, there can be conflicts between stakeholders disrupting the projects. The different members of executive management have been combative to project, and there is disagreement over various issues on projects at an executive level. Besides executive turnovers has been disrupting plans, as the primary executives leave any company, the disruption turns into a project issue.
Next, there are threats related to scopes. The scopes get ill-defined as a common risk of errors or omission in scope definition. Further, scope creeps are inflating the uncontrolled changes and constant growth of magnitudes (Marchewka, 2014). Here project teams have been adding their features of products. This is nor the change necessity or requirement.
Moreover, some of the estimations regarding ordinary risks of the projects has been inaccurate. Besides, some dependencies have been drastically affecting project costs and schedules. There have been various activities that have been missing from the scope. Here needed actions are found to be missing from a definition of scope.
Then, there are various risks to cost management. First of all the cost forecasts are inaccurate. This estimates projections and costs. Moreover, there is a variability of exchange rates. Here, the expenses are incurred in foreign currency exchange rates having a drastic effect (Laudon & Laudon, 2015).
As far as change management is concerned, there is a massive quantity of change requests that increase complicacies of the project and has been facing various distractions through primary resources. Moreover, there are stakeholder conflicts that have been proposed with changes. Further, there are a perceptions that the project failed due to those changes. A massive number of priority changes has been leading to the idea that the project is abandoned. As the budget and time is continuously extended, the stakeholders have felt that they have missed original targets. Then there is a lack of change management systems. Here the lack of critical tools is at risks. Besides, there can be a lack of change management processes. This is critical for project success. Apart from this, the project has been possessing limited visibility to changes affecting those projects.
Conflicts between Stakeholders
Moreover, there is a lack of change control board. This is vital to managing changes for massive projects. Further, there is a lack of wrong priorities of changes. There are various incorrect preferences of changes as non-essential modifications are being prioritised affecting critical times. Then there is low quality of change requests that are of low attributes or ambiguous (Schwalbe, 2015). Moreover, there are change request conflicts having requirements. This has been of no use under the context of project requirements.
Apart from this, stakeholders are turning to be disengaged. This takes place as the stakeholders have been ignoring communications of projects.
Further, stakeholders have inaccurate expectations. Here the stakeholders have been developing false hopes where it is believed that the project has been achieving various things that have not been present in plans, requirements and many more. Besides, stakeholder turnovers have been leading to project disruptions. As they fail to support projects, they have negative attitudes towards projects (McIlwraith, 2016). Further, there are stakeholder conflicts that denote disagreements between stakeholders on various issues of projects. Moreover, there are process inputs that are of poor quality. The data from stakeholders have been of low quality such as requirements, change requests and business cases.
Then there are problems with communications. The project teams have been misunderstanding requirements. As a project team misinterprets these requirements, there are gaps to be developed between work packages, needs and expectations. Next, there are communication overheads. As the primary project resources have been spending high over their rime engaging stakeholders on various issues of projects, the change requests of their tasks have been falling behind (Goldes et al., 2017). Next, some communications are challenging not to be underestimated. One requires to communicate with similar concepts in various manners prior the people remember that. Further, the users have inaccurate expectations. Here the risk on the project occurs as the users are unable to know how the project has been coming on to their ways. At last, there have been different impacts on individuals who were not kept informed. Here, stakeholders are missing in the communication plan.
Cultural issues:
The culture determines the way in which people and companies have been operating daily, and different problems are faced every day. This has been occurring as there are conflicts due to various cultures (Haqaf & Koyuncu, 2018). Thus, the diversity that is found among employees has needed higher attention from management such that sensitive skills drive the relationships. Therefore the leaders have relationships with their followers.
Threats related to Scopes
Here among skills needed from project managers, this is the ability to know the culture of people of their team. Having adequate knowledge about the culture of team members is a significant challenge. The project managers are needed to deal with this regularly.
Awareness among various cultures is helpful to managers in managing and developing teams in practical ways. Knowing the effect of cultural influences are vital for these kinds of global projects, and multicultural competence has been becoming as complex factors for project managers (Webb et al., 2014). Global project managers require cultural diversities for project managers in identifying potential benefits and disadvantages to a team from various cultures. This reason is that with cultural orientations, it is valuable as the managers understand how to handle that.
Ethical issues:
Contract laws are always a tricky legal game, varying from places. Project management processes combine those legal agreements for protecting companies against litigations.
First of all, there are skipping of legal issues, where various project managers have not been making any mistake on any side of caution. This is until they create and construct industry. Thus, verbal agreements can be made that are unreachable. Very often, team or employee theft of secret or proprietary data is a cause of the clients to find attorneys. This is the most effective way for attorneys contract attorneys to pen down service of project management agreement (Nicholas & Steyn, 2017). This must never be used as the lieu of legal advice. To assure complete protection from this litigation, the project managers must write down their service agreements. They should keep in mind that they might not change service agreements in every project for avoiding legal challenges that have been originating from projects that are managed.
As there are no service agreements in proper place, various consequences can take place. First of all, the project terms have not been including a timeline of projects. It must be revealed that who should be working and managing on projects. This involves a timeframe of a project that must reveal who must be operating and working on the project. It has included a change of orders clause with unforeseen costs. The clients have been requesting penalty clauses as the work is not finished as per promise (Ndungu & Kandel, 2015). As one requires to use external resources, suppliers and vendors they must be monitoring those sources. Here sub-contractor agreements with companies must be named as external insured is mandatory. Then some communications must determine clients and business. As this takes place, it must be indicated. They stuck to written legal agreements and assured that they refer contact to be verbal. This can be in the form of faxes or emails.
Risks to Cost Management
The first step is to confirm who must work according to requirements. As the project is closed, every deliverable of the project should be finished and delivered to customers. One must consider formal acceptance of customers for the complete tasks. Then there is a full closure of total procurements. As the project gets closed, one must be completing remaining payments. These are required to make partners and suppliers. These procurements are also completed, and a gaining of formal acceptance with deliverables are to be considered by customers. The client must be representing written documents, and this is email and signed off documents. This indicates that the projects are finished and has been accepting outputs of projects. Then there is a completion of the final reporting which is measured and recorded. It includes cost performances, quality performances (Barlette, Gundolf & Jaouen, 2015). This, for example, is finished within budget and is not completed. It indicates how the project has been exceeding planned budgets.
Then are indexing and achieving of records. Here the collected documents are finalised. The ultimate versions of plans for project management and all needed documents are achieved as per records of the company. Then there are updating of lessons learnt. These are gathered from every stakeholder. These are stored in resources of the organisational process of the company. Next, there is hand-off completion of products. As this project gets finished, the project product is provided to the end users. This requires predetermined assistances of various documents that are described regarding how to operate or use those products.
Then there are project closure steps. This indicates the release of the resource. Here, as the project gets successfully finished, every assignment of project resources have been closed. Here the lessons learned inputs originating from project resources gets gathered and released to a marketplace. As it is seen, the closure of the project is also vital like various other stages. Hence the project managers must consider these tasks for severe considerations for useful results for plans.
Conclusion:
The above study shows that managing projects are an essential skill set. The managers must consider this an ideal starting point for managing projects. They must also discuss plans to be taken to future and seek to learn and deploy essential skills and knowledge of project management. To provide the projects successfully, this is vital to begin undoubtedly through determining what the project has been resulting in. In this study, they must also demonstrate practical methods for understanding and exploring aims from the outset of projects. They should also consider every factor that has been affecting executions. The report shows various stages regarding how to manage, cost, schedule, scope and plans the project from start to finish. As all kinds of projects have been depending on people who have been delivering that, this course has also been enabling to explore how one can effectively manage and communicate with individuals. Thus they can employ various skills of leadership for successfully delivering their projects. In this way, different practical methods can be learnt by using the powers of project management irrespective of the size of the project. The study helps in exploring how one can gain advantages through utilizing techniques of project management in their plans.
References:
Barlette, Y., Gundolf, K., & Jaouen, A. (2015). Toward a better understanding of SMB CEOs’ information security behavior: Insights from threat or coping appraisal. Journal of Intelligence Studies in Business, 5(1).
Bauer, S., Bernroider, E. W., & Chudzikowski, K. (2017). Prevention is better than cure! Designing information security awareness programs to overcome users’ non-compliance with information security policies in banks. computers & security, 68, 145-159.
Goldes, S., Schneider, R., Schweda, C. M., & Zamani, J. (2017, June). Building a viable information security management system. In Cybernetics (CYBCONF), 2017 3rd IEEE International Conference on (pp. 1-6). IEEE.
Haqaf, H., & Koyuncu, M. (2018). Understanding key skills for information security managers. International Journal of Information Management, 43, 165-172.
Laudon, K. C., & Laudon, J. P. (2015). Management information systems (Vol. 8). Prentice Hall.
Maarop, N., Thamadharan, K., Samy, G. N., Zainuddin, N. M. M., Azmi, A., Yusop, O. M., & Azizan, A. (2016). Information Security Management System Implementation Success Factors: A Review. Advanced Science Letters, 22(10), 3023-3026.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
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McIlwraith, A. (2016). Information security and employee behaviour: how to reduce risk through employee education, training and awareness. Routledge.
Ndungu, M., & Kandel, S. (2015). Information Security Management in Organizations.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Routledge.
Peltier, T. R. (2016). Information Security Policies, Procedures, and Standards: guidelines for effective information security management. Auerbach Publications.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Soomro, Z. A., Shah, M. H., & Ahmed, J. (2016). Information security management needs more holistic approach: A literature review. International Journal of Information Management, 36(2), 215-225.
Turner, R. (2016). Gower handbook of project management. Routledge.
Webb, J., Ahmad, A., Maynard, S. B., & Shanks, G. (2014). A situation awareness model for information security risk management. Computers & security, 44, 1-15.
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