Closure Report Hardware Deployment For ABC Company

Closure Reporthardware Deployment Project For Abc Companyclosure Repor

Closure Reporthardware Deployment Project For Abc Companyclosure Repor

Closure Report Hardware Deployment Project for ABC Company Closure Report Project Manager: Krishna Marepalli Date: January 2019 Version: © Global Knowledge Training LLC Version History ID Changes Date Created Author © Global Knowledge Training LLC Table of Contents Project Summary 4 Project Results 5 Scope 5 Cost 5 Schedule 5 Success Criteria 6 Key Lessons Learned 7 Project Assessment 8 Project Manager Assessment 9 Team Assessment 10 Action Items / Future Projects 11 Project Acceptance 12 © Global Knowledge Training LLC Project Summary Project Hardware Deployment for ABC Company Objectives To deploy the most current hardware system to ABC company To ensure that there is compatibility between the current software and the newly deployed hardware.

To provide all ABC Company staffs access the newly deployed hardware system. To improve the overall functionality and efficient program progress of ABC Company by hardware deployment. To decommission the already existing hardware system Project manager Krishna Marepalli Sponsor ABC Company Start date May 2018 Planned completion date November 2018 Actual completion date January 2019 Project Results Scope Deliverable description Were All Requirements Met?[footnoteRef:1] [1: Yes: all requirements were met; some: some of the deliverable requirements were met; no-approved: deliverable was dropped from project but change request was submitted; no-unapproved: deliverable was dropped from project but change request was not submitted] Comments Deploying the most current hardware to ABC Company Ensuring compatibility between the current software and the newly deployed hardware Yes, all the requirements were met.

Yes, all the requirements were met. Most deliverables were provided on time. Most of the deliverables were provided adequately. Cost Budget Item Planned Cost Actual Cost Variance Comments Salaries $50,000 $60,000 $10,000 There was an increase in staff training costs Other internal expenses $10,000 $15,000 $5,000 There was an increase in other internal expenses Consulting expenses $5,000 $4,000 $1,000 There was a decrease in consulting costs Capital expenditures $15,000 $18,000 $3,000 There was an increase in capital expenditures Schedule Deliverable Description Planned Completion Actual Completion Variance Comments Deploying the most current hardware to ABC Company Ensuring compatibility between the current software and the newly deployed hardware November 2018 November 2018 January 2019 January month 1 month Adjustment in project schedule Adjustment in project schedule Success Criteria Criteria Status[footnoteRef:2] [2: Met: criteria were met; not met: criteria were not met ] Comments The new hardware is deployed, and all old hardware decommissioned.

All ABC staff can efficiently work and increase the productivity of the company. The new hardware system becomes very reliable and efficient for use by the ABC Company. The efficient flow of work is once again assured by the newly deployed hardware Met Met Met Met Activity successful Activity Successful Activity Successful Activity Successful Key Lessons Learned What are the most important lessons learned during this project? There are many significant lessons that were learned when undertaking the project. Though the project schedule was not met, one important lesson learnt is the importance of sticking to the initial time schedule of the project. (Soekiman et al, 2011) examines different factors relating to labor which may affect a project schedule.

Though some constraints may delay the project, it is of great essence when the schedule of the project is adhered to. The application MS Project Schedule was used for the two-thirds of the project and it helped to assess the results of delays. There was an increase in the costs of the project. This is because there were some expenses which were not catered for during the planning process. The ABC Company did not have efficient information relating to some costs.

The costs included that of training and purchase of the new hardware. Some extra funding was therefore sourced from other stakeholders so as to avoid shortages. The lesson to learn from this is that the planners of the project should try their level best to identify all possible costs. Many IT projects may be delivered on budget if all the underlying factors are considered (Bloch et al, 2012). There were some requirements for the deliverables of the project.

Though not all requirements were met, it is important to note that those requirements achieved the standards which were set. (Lock, 2017) outlines that the requirements of project deliverables are essential in project management. It is therefore important for any project planner to ensure that all the requirements for the deliverables of the project are met accordingly. The project was very successful. The project manager was able to provide good leadership as the project was on course. The project was able to meet the original intended business benefits.

The staff members cooperated well. The IT experts of the ABC Company worked hard to ensure that the project was on course. In this way the project was able to meet the customer needs. It is a significant lesson that all projects which are rolled out should try to be successful and hence meet its intended objectives. (Raymond & Bergeron, 2008) analyzes the impacts of project management system on the success of the project. The results of the project were impressing.

All the stakeholders who were engaged in the project were very happy about the project’s results. The members of staff were now able to use the new hardware. IT tests were conducted, and it was found that the new hardware was fully compatible with the software in place. (Mir & Pinnington, 2014) tries to link the performance of the project management and the results of the project. The stakeholders included the project planners, sponsors, management and the teams. This is a good lesson to learn in that each project which is started should always produce the desired results.

Paper For Above instruction

The deployment of hardware systems is a critical component in enhancing organizational efficiency, especially in companies like ABC where technological infrastructure directly impacts productivity and competitive advantage. The closure report for the hardware deployment project at ABC Company highlights a systematic process that underscores the importance of careful planning, implementation, and evaluation in project management. This paper aims to assess the strengths and weaknesses of the project management lifecycle (PMLC) used, justify the chosen methodology, and analyze potential challenges associated with its application, drawing from the details furnished in the project closure report.

Selection and Justification of the Project Management Lifecycle Methodology

The project at ABC Company primarily employed a traditional, waterfall-style project management lifecycle, characterized by sequential phases: initiation, planning, execution, monitoring, and closure. This methodology is well-suited for hardware deployment projects due to its emphasis on detailed upfront planning, fixed scope, and clear deliverables. The clarity of the project's objectives—to deploy the latest hardware compatible with existing software and ensure operational readiness—aligns with the deterministic nature of the traditional approach.

The justification for selecting this methodology stems from the project’s straightforward scope and the necessity for systematic stages. Hardware deployment projects benefit from precise scheduling and scope definition, which are core to traditional PMLC. Moreover, substantial planning was evident, including detailed cost estimates, schedule timelines, and success criteria, all indicative of a traditional waterfall approach. Such meticulous planning minimizes risks associated with hardware incompatibility, delays, and cost overruns, which was partially evidenced when the project faced schedule delays and cost increases, yet remained manageable under the structured plan.

Challenges in Applying the Traditional PMLC

Despite its suitability, the application of a traditional PMLC in this context presented several challenges. The most prominent issue was the delay in project completion, pushing the completion date from November 2018 to January 2019. This was primarily due to unforeseen circumstances such as scheduling adjustments, which highlight the rigidity of the waterfall model in accommodating scope or schedule changes.

Stakeholder management posed another challenge; given that the project involved multiple teams and vendors, coordinating schedules and expectations under the linear approach was difficult. The project also faced risks related to cost management, where expenses like hardware procurement and staff training exceeded initial estimates. These issues demonstrate the inflexibility of traditional methods in dynamically responding to real-time project variances, especially in complex IT environments where technology updates and vendor delays are common.

Furthermore, technical documentation and requirements were inadequately defined at the outset, reflecting typical shortcomings in adherence to the comprehensive planning stage. These deficiencies could hinder adjustment capabilities if unanticipated technical issues arose during implementation.

Comparison of PMLC Strengths and Weaknesses

The traditional PMLC’s strengths include clear structure, defined scope, and accountability, leading to straightforward project monitoring and evaluation. For hardware projects like this, it simplifies the management of physical assets and ensures compliance with technical specifications. The structured phases facilitate stakeholder communication and documentation, providing a transparent overview of progress.

However, its weaknesses are apparent in its inflexibility and limited capacity to handle uncertainties or scope changes once the project is underway. The delays and cost overruns encountered illustrate these vulnerabilities. Agile or hybrid methodologies could offer better responsiveness but at the expense of less predictability, which is critical in hardware deployment projects where safety, compatibility, and compliance are paramount.

Challenges and Risks of the Selected PMLC

The main risks associated with applying a traditional lifecycle include difficulty in responding to schedule slippages and unforeseen technical issues. Stakeholder expectations might shift during the project, but rigid planning may restrict scope adjustments. Organizational and environmental factors, such as unforeseen vendor delays or changes in hardware specifications, further complicate the project. Conversely, the structured nature of this methodology helps mitigate some risks through comprehensive planning, but it requires rigorous initial scope and risk assessments.

Conclusion

In conclusion, the traditional project management lifecycle was aptly suited for the hardware deployment project at ABC Company due to its clear scope and deliverables. However, the project’s schedule delays and cost overruns reveal inherent challenges related to inflexibility and risk management. Procurement, stakeholder coordination, and requirement definitions are areas needing enhancement to improve responsiveness in similar future projects. Cost and schedule management should incorporate contingency planning, and dynamic change management strategies could be integrated to mitigate potential delays. Overall, while the traditional PMLC provided a solid framework, combining it with flexible approaches may offer improved resilience in complex IT deployments.

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