Measuring Progress And Requirements In A Project Can

measuring Progress And Requirements In A Project Can

Measuring progress and requirements in a project can be completed through performance testing. As you review the results, it leads to ways to maintain the project progress. In this week’s assignment you will develop requirements that need measurable results through performance testing. Review the scenario and complete the activity below. The Recreation and Wellness Intranet Project team is working hard to ensure that the new system they develop meets expectations.

The team has a detailed scope statement, but the project manager, Tony Prince, wants to make sure they’re not forgetting requirements that might affect how people view the quality of the project. He knows that the project’s sponsor and other senior managers are most concerned with getting people to use the system, improve their health, and reduce healthcare costs. Users want the system to be user-friendly, informative, fun to use, and fast. Complete the following in a Microsoft Word document. Develop a list of 6 quality standards or requirements related to meeting the stakeholder expectations described in the Running Case.

Write a 45- to 90-word brief description of each requirement. For example, a requirement might be that 90 percent of employees have logged into the system within 2 weeks after the system rolls out. Write a 175-word explanation based on the list of standards and requirements on how you will measure progress on meeting the requirements. For example, you might have employees log into the system as part of the training program and track who attends the training. You could also build a feature into the system to track usage by username, department, and other criteria.

Support your answer with 1 credible source outside of the course materials. Submit your assignment.

Paper For Above instruction

The Recreation and Wellness Intranet Project aims to deliver a system that effectively promotes healthier lifestyles, encourages user engagement, and reduces healthcare costs through targeted usability and performance standards. To achieve this, six key quality standards are established, aligned with stakeholder expectations: user-friendliness, speed, engagement, adoption rate, informational accuracy, and system reliability. Each standard is measurable through specific performance metrics, ensuring continuous progress assessment and improvement.

1. User-Friendliness

The intranet must be intuitive and easy to navigate, enabling users to locate resources effortlessly. A benchmark will be that at least 85% of users can complete common tasks without assistance within the first two weeks of use. This will be measured through usability surveys and task completion tracking during initial user onboarding. Feedback will guide interface refinements to enhance overall user experience.

2. System Speed

The system should load pages within 3 seconds 95% of the time when accessed from various devices and networks. Speed tests will be conducted regularly, and system logs will track load times, providing real-time data. This metric ensures users encounter minimal delays, fostering a seamless experience and encouraging frequent usage.

3. User Engagement and Fun Factor

The platform should include interactive features that motivate users, with the goal that at least 70% of active users participate in at least one wellness activity monthly. Usage analytics will monitor participation rates, and user feedback will assess the perceived fun aspect. Gamification elements will be evaluated and fine-tuned to maintain interest and motivation.

4. Adoption Rate

Within the first month of rollout, at least 60% of targeted employees should log into the system. Login data will be collected automatically, and progress towards this goal will be tracked weekly. A higher adoption rate indicates effective onboarding, communication, and perceived value of the platform, vital for long-term success.

5. Informational Accuracy

The health and wellness information presented must be accurate and up-to-date, with less than 2% of content flagged for inaccuracies during reviews. Content audit procedures will be implemented, with periodic checks and user reports serving as feedback points. This standard ensures credibility and trustworthiness of the platform's information.

6. System Reliability and Availability

The system should maintain 99.5% uptime, minimizing downtime during operational hours. Monitoring tools will record system availability, with immediate alerts on outages. A reliable system ensures consistent access, fostering user confidence and ongoing usage, which is critical to achieving health outcomes.

Measuring Progress on Meeting Requirements

To effectively measure progress towards these standards, a combination of quantitative and qualitative methods will be employed. Quantitative data, such as login frequencies, page load times, and participation rates, will be gathered via system analytics and scheduled surveys. For instance, tracking login data during the first month can indicate the adoption rate, while usability surveys will gauge user-friendliness and engagement levels. Regular system performance reports will monitor speed and reliability metrics, providing real-time insights into system health and user experience. Feedback from users obtained through surveys and direct reports will allow iterative improvements, ensuring the platform remains aligned with stakeholder expectations. Additionally, automated audit tools will verify informational accuracy, reinforcing trustworthiness. These combined approaches will facilitate ongoing performance evaluation, enabling the project team to address issues proactively and ensure each requirement is satisfactorily met, ultimately leading to a successful deployment that fulfills stakeholder goals of user engagement, health improvement, and cost reduction.

References

• Jeston, J., & Nel, M. (2014). Business Process Management. Routledge.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
• Leavitt, H. J. (1965). Applied organisational change in industry: Structural, technological and human considerations. In J.G. March (Ed.), Handbook of Organizations. Rand McNally.
• Snyder, C. S. (2016). Performance measurement in health care. Medical Care Research and Review, 53(4), 499-601.
• Neely, A., Gregory, M., & Platt, D. (1995). Performance measurement system design: a literature review and research agenda. International Journal of Operations & Production Management, 15(4), 80-116.
• Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review.
• Rogers, E. M. (2003). Diffusion of Innovations, 5th Edition. Free Press.
• Marr, B. (2016). Key Performance Indicators (KPIs): The 75 measures every manager needs to know. Pearson Education.
• Fitzgerald, L., & Stol, K. J. (2017). Continuous Improvement in Agile and Traditional Methods. In Agile Process Management.