Applied Systems Analysis

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Design Phase Continuing with the course project you started in Week 1, you will continue working on the solution you have envisioned so far. The work that will be added this week will increment the information you have produced so far, complementing it in a coherent manner. Tasks This week, you will design the project plan. Using the Microsoft Word document created in W1 Assignment 3, add 4–5 pages to it by completing the following tasks: · Create a project plan including the following: · Chosen SDLC, with reasons justifying this choice · Project schedule · Plan for the assessment of progress · Create a staffing plan. · Create a communications plan. · Create a risk-management plan. Support your responses with appropriate research and examples. Cite any sources in APA format.

Paper For Above instruction

Introduction

In the realm of systems development, creating a comprehensive project plan is crucial to ensure the successful implementation of technological solutions aligned with organizational objectives. For Columbia Sportswear Company, a leading entity in sportswear manufacturing and distribution, devising an effective project plan involves selecting an appropriate Software Development Life Cycle (SDLC), establishing a realistic project schedule, assessing progress systematically, planning for adequate staffing, devising a communication strategy, and implementing risk management protocols. This paper delineates each of these components in detail, supporting decisions with scholarly research and industry best practices.

Selection of SDLC: Waterfall Model

The Waterfall Model was selected as the SDLC for Columbia Sportswear’s customer relationship and marketing system development. The rationale lies in its structured, sequential approach, suitable for projects with well-defined requirements (Royce, 1970). This model allows for a clear progression through phases such as planning, analysis, design, implementation, and testing, fostering disciplined project management. Given Columbia’s stable organizational environment and precise understanding of system needs, the Waterfall Model facilitates meticulous documentation and quality control, reducing ambiguity and rework (Larman & Basili, 2003). Additionally, since the project scope is limited and the emphasis on reliability and correctness is high, this linear approach minimizes unforeseen complications during later stages.

Project Schedule

The project schedule is designed to span approximately four months, divided into distinct phases with specific milestones. Initially, the planning and analysis phase will occupy the first four weeks, focusing on requirements gathering and system design specifications. This will be followed by a four-week development phase where the system is constructed and integrated. The subsequent four-week testing and deployment phase will include user acceptance testing and training, culminating in the system go-live at the end of the fourth month.

Key milestones include:

- Month 1: Completion of requirements analysis and approval.

- Month 2: Development of core system components and initial integration.

- Month 3: System testing, debugging, and user acceptance testing.

- Month 4: Final deployment and user training.

Critical dependencies involve procurement of servers, software licensing, and staffing, which are scheduled to align with the development timeline (Project Management Institute [PMI], 2017).

Assessment of Progress

Progress assessment will be conducted weekly through a combination of status meetings, progress reports, and key performance indicators (KPIs). Regular meetings will involve project stakeholders to evaluate completed tasks, identify bottlenecks, and adjust plans accordingly (Kerzner, 2017). Furthermore, Earned Value Management (EVM) will be employed to quantify project performance by comparing planned versus actual work accomplished and costs incurred (Fleming & Koppelman, 2010).

Metrics such as schedule variance (SV) and cost performance index (CPI) will facilitate timely interventions. Weekly assessments will ensure early detection of delays or budget overruns, promoting prompt corrective actions. Maintaining transparent and consistent communication via dashboards and reporting tools will enhance stakeholder engagement and project transparency.

Staffing Plan

The staffing plan emphasizes assembling a team with diverse expertise in software development, IT infrastructure, and project management. The core team will include systems analysts, software developers, testers, and IT support staff.

Based on project scope, approximately six to eight professionals will be engaged:

- 1 Project Manager to oversee progress and coordinate tasks.

- 2 Systems Analysts for requirements specification and system design.

- 2 Software Developers proficient in relevant technologies.

- 1 Quality Assurance Tester to ensure system functionality.

- 1 IT Support Specialist for hardware and network integration.

Resource forecasting considers current organizational staffing levels, with contingency plans for contractual or temporary staff if project demands extend. The team will be scheduled for full-time engagement during peak development phases, with flexible part-time roles during planning and testing stages (Caruth, Caruth & Pane, 2009).

Communications Plan

Effective communication is vital for project success. The plan establishes protocols for information dissemination, stakeholder updates, and issue escalation. Key elements include:

- Weekly meetings with the project team for updates and troubleshooting.

- Bi-weekly stakeholder briefings to inform about progress and concerns.

- Monthly reports summarizing milestones, risks, and upcoming activities.

- Use of project management tools like Jira or Microsoft Project for task tracking.

- Email communications for ad-hoc issues and documentation exchanges.

Communication responsibilities will be designated to the Project Manager, ensuring messages are clear, timely, and tailored to stakeholder needs. The plan also involves establishing feedback mechanisms to ensure concerns are addressed promptly, fostering a collaborative environment (Pruitt & Grudin, 2003).

Risk Management Plan

Identifying and mitigating potential risks shields the project from unforeseen setbacks. Risks pertinent to this project include:

- Technical Risks: System integration failures or software incompatibilities.

- Resource Risks: Staff shortages or delays in procurement.

- Operational Risks: Disruption due to unforeseen technical issues or user resistance.

- Financial Risks: Budget overruns owing to scope creep or supplier price fluctuations.

Mitigation strategies involve conducting thorough testing at each phase, establishing contingency funds, and maintaining flexible procurement options. Regular risk assessments will be conducted every month to update risk registers, and risk response plans will be developed for high-impact threats (Royer, 2001). Communication about risks will be transparent, ensuring stakeholders are aware and prepared to respond swiftly if issues arise.

Conclusion

A carefully crafted project plan encompassing an appropriate SDLC, realistic schedule, ongoing progress assessments, structured staffing, clear communication channels, and robust risk management is essential for the success of Columbia Sportswear’s new marketing and customer relationship system. The Waterfall Model offers a disciplined approach suitable for the project's scope. Regular evaluations and proactive risk and communication strategies will help ensure timely and within-budget project delivery, ultimately supporting Columbia’s strategic goals for growth and customer engagement.

References

• Caruth, D. L., Caruth, G. D., & Pane, S. S. (2009). Staffing the contemporary organization: A guide to planning, recruiting, and selecting for human resource professionals. Praeger Publishers.
• Fleming, Q. W., & Koppelman, J. M. (2010). Earned value project management. Project Management Institute.
• Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling. Wiley.
• Larman, C., & Basili, V. R. (2003). Iterative and incremental development: A brief history. IEEE Computer, 36(6), 47-56.
• Pruitt, J., & Grudin, J. (2003). Good collaboration practices in software development projects. ACM Queue, 1(4), 2-11.
• Project Management Institute (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). PMI.
• Royer, P. S. (2001). Project risk management: A proactive approach. Management Concepts.
• Riane, R. (2020). The importance of communication planning in project management. International Journal of Project Management, 38(3), 142-154.
• Sehgal, V. (2007). Software project management. Deep & Deep Publications.
• Sommerville, I. (2011). Software engineering (9th ed.). Addison-Wesley.