Information System Project Management Report: UWL Renovation

This report presents a comprehensive analysis of a Project Management Information System (PIMS) project, specifically focusing on the renovation of computer labs at the University of West London (UWL). The report is structured around key tasks, including ensuring user involvement in the Project Initiation Document (PID), structuring the project for clarity, and establishing an effective Project Board. A significant portion of the report addresses risk management, detailing potential risks such as executive support, change management, scope, scheduling, resources, design, technical issues, and communication. It includes a detailed risk register with proposed mitigation strategies. The report also covers project planning, change management best practices, and options for resolving project problems, including communication with stakeholders. The report utilizes tables and illustrations to provide a clear and organized presentation of the project management concepts and strategies, offering a practical approach to managing a renovation project within a university setting.

Information System Project Management
1

Table of Contents
INTRODUCTION ...............................................................................................................................5
TASK 1.................................................................................................................................................6
1.1 Ensure user involvement in the development of the Project Initiation Document ...................6
1.2 Structure the project and any sub-project to ensure clarity of deliverables ..............................7
1.3 Establishment of an effective Project Board..............................................................................7
TASK 2 ................................................................................................................................................9
2.1 Principle risks for the project ....................................................................................................9
2.2 Preparing the risk register for the project showing proposed mitigation ................................10
2.3 Use of risk register at regular project review meetings ..........................................................21
TASK 3 ..............................................................................................................................................22
3.1 Project plan .............................................................................................................................22
TASK 4...............................................................................................................................................26
4.1 Best practices regarding the effective change management principles to manage change
request............................................................................................................................................26
TASK 5...............................................................................................................................................29
5.1 Options available to resolve the problems and steps take by the project manager to
communicate it to the stakeholders................................................................................................29
CONCLUSION..................................................................................................................................30
REFERENCES...................................................................................................................................31
2

Illustration Index
Illustration 1: Gantt Chart of renovation of computer labs................................................................25
Illustration 2: Managing change request process...............................................................................28
3

Index of Tables
Table 1: Structure the renovation of Computer labs of University of West London............................7
Table 2: Project Board for renovation of computer labs project .........................................................7
Table 3: Risk register for the renovation project of computer labs showing proposed mitigation.....10
Table 4: Project plan of renovation of computer labs.........................................................................22
4

INTRODUCTION
Project Management Information System (PIMS) is a computer driven system that helps the
project manager in the project work. Basically it is used for scheduling, monitoring, calculating
costing, develop report of current status of the plan etc. The major work of PIMS is to automate,
organize and control of the process of project management. It supports the project team in terms of
creating project charter, control changes in the charter and develop a proper and complete documen
(What is a Project Management Information System (PMIS)?, 2011)t. It helps the project manager
to get right update of the information about the project work which allows him to take decisions
regarding the scheduling and budgeting of the plan. PIMS improves the project management work
and its outcome assist in taking competitive advantages as compare to rival firms. It schedules the
work and maintain the cost as well as keep both of them on track. PIMS delivers the several
benefits to the companies in terms of managing the different documents, minimize the costs of
contracts and bids etc (Markgraf, 2016). The present report is related to Project Management
Information System (PIMS) where a case of University of West London is taking into the
consideration. In this situation, university wants to renovate its computer labs to ensure students
and staff all have access to the latest technology to support their studies and teaching. The project
sponsor is the Head of Computing and it is to be run under PRINCE 2 principles.
5

TASK 1
1.1 Ensure user involvement in the development of the Project Initiation Document
From the given case study, it has been found that University of West London wants to
renovate its computer labs with the aim of ensuring that the teachers and students are getting
effective and right knowledge. In this context, it has project manager responsibilities to ensure the
user involvement at the time of development of the Project Initiation Document (PID) (Adak and
Yumuşak, 2013). It is one of the most artifacts in project management that provides the basic
fundamental base to the project. It includes different aspects such as project goals, stakeholders,
risks, scope, project controls etc. It is preparing on the basis of PRINCE 2 to represent the action
plan. PID is a detail interpretation of the elementary project start up document which can also be
said Project Brief (Burke, 2013). On the other hand, user involvement means engagement of the
service users in the different designing, management and delivery of the services. The participation
of the users have ensured the success rate of a company. On the basis of the suggestions of the
customers, organization can develop or modified its current service or products in right direction.
In the case of renovation of computer lab, the project manager needed to ensure that
complete participation of the University because without knowing the needs and requirements of
the users, it has hard to meet the expectations of them (Azimi and et.al., 2011). For ensuring the
user participation during the development of PID, project manager needs to take various actions
which are as follows.
Focusing on University priorities: For the project manager, it is essential to priorities the needs of
the user. It is require the participation of the University in decision making process because on the
basis of their requirements, PID will develop (Robson, Begum and Locke, 2003).
Equality of opportunities: During the big changes within the organization, it require the
involvement of the users of all level by giving them equal opportunities. Same thing should be
happen with University where project manager gives the equal opportunity to all members such as
staff members, top management, students etc. This approach will increase the expectations of the
client and deliver them a clear message within the University so that service users will able to give
their suggestions during the development of PID (Colin and Vanhoucke, 2014).
Continuous monitoring and evaluation: Project manager should frequently ask the things and
ideas from the users of University about the new changes. Their opinion will help in find out those
issues which becomes the reason of renovation of the computer labs and other objects. For this, a
continuous feedback should be take from the client which enable the project manager to develop
PID during the first phase (Flyvbjerg, 2013).
6

From the above stated methods, project manager will easily ensure about the high
involvement of the University in the preparation of PID for renovation project.
1.2 Structure the project and any sub-project to ensure clarity of deliverables
Table 1: Structure the renovation of Computer labs of University of West London
Milestones list
Project: Renovation of Computer labs of University of West London
Milestones no. Milestone Compulsory/ Optional
0001 Planning Compulsory
0002 Contracts Compulsory
0003 Plan development Compulsory
0004 Bids and contracts Compulsory
0005 Implementation of plan as per the given specifications Compulsory
0006 Finishing of building Compulsory
0007 Monitoring Compulsory
0008 Project closure Compulsory
1.3 Establishment of an effective Project Board
Table 2: Project Board for renovation of computer labs project
Expected personnel Coordinators Other supportive members
Project steering committees Project board Board of directors of
University of West of London
Project manager
Contract officer
Sub-contractor
Suppliers of h/w, network and
s/w
Administrative officer
IT specialist
Technical support member
7

Budgeting planning director
Lead consultant
Other consultants
Cost consultant
CDM Co-ordinator
Specialist consultants
Lead designer
Service engineers
Structural engineers
Specialist designers
8

TASK 2
2.1 Principle risks for the project
1. Executive support: Most of the time, the top management have not taken the interest or does
not support the employees in a new work. This lack of support has weak the bond between
the staff and executives. Poor support of the executive members of University has a biggest
risk for the renovation project (Banaitiene and Banaitis, 2012 ). The impact of this is it
has hard to document all the requirements and needs in proper manner which create the
delay in implementation of action plan
2. Change management: The continuous flow change request in PID has created the risk for
the project. If project manager not able to manage the modifications in the existing plan than
it will he hard to manage the changes. It has lead to developed the probability of failure of
the project and it many consume more time and costs (Cullen, 2014).
3. Scope risk: Sometime, this kind of risk may be quantified or not and it include hardware
defects, scope creep, unexpected changes in legal framework, software defects etc.
Renovation project may faced this type of risk in during the implementation. Impact of
scope risk on the project plan can be it deviate the entire action plan from the track and
create the delay in completion of it (Mochal, 2004).
4. Scheduling risk: It is a most difficult situation for the project manager keep track on the
entire project plan as per the schedule and achieve the expected deliverables. In the context
of the University computer labs renovation, the probability of occurring of scheduling risk
may be high. This can be raised due to less control over scope of control, hardware
maintenance delays, taking time in decision making process etc. These all may affect the
scheduling of the project plan and delay the project at any stage (Project Risk Categories,
2016).
5. Resource risk: The major resources of a company are human and financial. The same thing
has applied on renovation project. If the employees hire for the work are not skilled, if plan
has under staff from the starting etc than it is human resources risk for the renovation
project. It will leads to create the delay in entire plan and affect the effectiveness of action
plan. On the other hand, from the perspective of financial, if University provides insufficient
funds to the project manager to carry out the renovation plan or inadequate investment on
buying the machines then it will be a financial risk (Gemünden, Huemann and Martinsuo,
2013). The impact of this will it will affect the entire project deliverables and make delay in
completing the entire work.
9

6. Design: Generally, the flexibility and feasibility of the design and architecture is knowing
the key of success of a project. Same thing applies on renovation project plan. If the project
manager prepares the low quality design of the action plan, design is not flexible and
feasible or unable make the interconnection between different system then it will develop a
chance of failure of design risk. Impact of this on renovation project is it will take more time
to make a new plan that will require more cost and time. The result of it is it will create a
delay in the project plan (Mar, 2013).
7. Technical risk: Use of low quality technology components, use of out dated or old
technology in different activities of running the project, unavailability of the technical
components etc has affected the quality and performance of the action plan. If the project
manager face all these situations then it will definitely affect the entire project plan of
renovation of computer labs (Gyawali, Tao and Müller, 2013).
8. Communication risk: Poor communication between the staff members or services users and
service providers has created the situation of misunderstanding. In the regards of renovation
project, if University authority has not made proper communication with the project
manager or project manager has not able to deliver the right information to the team
members then it will be hard to understand the requirements of the clients. Along with this,
it will affect the productivity of the team and increase the chances of failure of project plan
(Hazır, 2015).
2.2 Preparing the risk register for the project showing proposed mitigation
From the above stated principles risks that can be occurred in renovation project plan affects
the entire project plan and create the delay in completion of the work. It is project manager
responsibilities to determine the different types of risk associate with the plan. To minimize the
impact of occurrence of hazards, he should have to take some steps and develop the methods to
mitigate them as soon as possible (Kerzner, 2013). For the above mentioned risks, the proposed
mitigation with risk register is as follows.
Table 3: Risk register for the renovation project of computer labs showing proposed mitigation
Risk Pre
mitigation
probabilit
y (a) (1 to
5)
Pre
mitigation
impact (b)
(1 to 5)
Pre
mitigation
rating
(a*b)
Mitigation
strategy
Post
mitigation
probabilit
y (c) (1 to
5)
Post
mitigation
impact (d)
(1 to 5)
Post
mitigation
rating
(c*d)
Executive 1 5 5 To 1 5 5
10

supports minimize
the
following
risk, the
executive
of
University
should
understand
their roles
and
responsibil
ities in
renovation
project.
They also
should
show the
highly
commitme
nt level
towards
the plan.
Along with
this, they
should
have to
support the
project
manager
and its
team for
giving the
11

complete
details
about the
requiremen
ts and
changes
during PID
developme
nt (Lanata
and et.al.,
2015).
Change
manageme
nt
3 3 9 Project
manager
should try
to check
all the
requiremen
ts and
needs of
the client
during
preparing
the PID. At
this phase,
he should
confirm all
the things
from the
top
manageme
nt of
University
more than
2 1 2
12