Project Development Hocs New Day Care Facility

Project Development Hocs New Day Care Facility

From the assessment of factors that contribute to absenteeism and decreased employee morale, it is clear that there is need for the facility. The project development will involve planning, organization, resource management and availability of transport for various aspects of the operation needs. This therefore means that consideration for the definition of the problem, designing, development, implementation and a follow up. The following activities define the way the project would be developed and the day-care facility be put up in a period of nine months. Five teams are expected to be in charge of various aspects as shown in the table below (Project management Institute, 2017).

1. Final decision making and discussion on the location of facility as well as the logistics in management.

2. Formulation of teams and allocation of responsibilities

3. Resource outsourcing, allocation and management planning

4. Definition of the budget and resource allocations for the day-care facility

5. Designing the way the day-care facility would look with in the allocated space

6. Environmental Impact Assessment

7. Tendering and hiring of staff for the construction project

8. Construction activities

9. Interior designing

10. Monitoring, physical assessment and inspection by the relevant authorities on building and construction (Fire department, Building Department)

Team Responsibilities

Designing Teams

Designing of the space and layout of facility. Ensure that the plans follow regulations and policy of necessary governing body in the country. Presentation of design to the joint committee of the university and hospital members for approval. Presentation of the interior design plan.

The Supervising Team

Ensure that the plans laid in place are followed through. Monitor the time schedules that have been allocated. Report to the committee on the progress of the project development. Documentation.

The Logistics Team

Tendering for the construction. Tendering for materials. Tendering for the labour. Ensure the price given for materials are within the market range so as to prevent over expenditure. Involved in finding the building permits.

The Finance and Budgeting Team

Develop the budget and financial allocations. Monitoring of the expenditure and incoming finance from the hospital, the university and donations if they are there. Financial auditing. Report to the committee.

The Joint Subcommittee Team

Ensure that the needs given by members from both sides are met. Ensure that information given by the other teams reaches both the university and the hospital. Hiring of staff for the day care centre. Allocation of slotting for UMH and the University employees.

Project Timeline and Activities

The Gantt chart below shows the activities for the completion of the day-care facility.

Reference Table for the Gantt Chart

Discussion on the Keys to Success from Lane's Chapter 22

Lane's Chapter 22 emphasizes several keys to project success, with one particularly vital being effective stakeholder communication. This key is paramount because successful project outcomes depend on aligning the expectations, requirements, and feedback of all involved parties. Stakeholders include project sponsors, clients, team members, regulators, and end-users, each with unique interests and contributions. Clear, consistent, and transparent communication fosters trust, mitigates misunderstandings, and ensures that project objectives are well understood and met. Without effective communication, projects risk delays, scope creep, and failure to meet stakeholder needs, jeopardizing overall success (Larson & Gray, 2020).

The Role of Keys to Success in Addressing IT-Related Projects and Requests

In the context of organizational IT projects, the "Keys to Success" serve as guiding principles to ensure seamless integration and implementation. The CIO and IT organization act as the central threads connecting various departments, projects, and initiatives. Effective leadership and project management hinge on applying these keys to steer complex IT endeavors towards success.

One of the fundamental keys is strategic alignment, which ensures that IT projects support organizational goals. The CIO must prioritize projects that enhance operational efficiency, customer experience, or competitive advantage. For example, implementing a new enterprise resource planning (ERP) system directly aligns with organizational efficiency and data accuracy goals (ISACA, 2019).

Another critical key is stakeholder engagement. In IT projects, stakeholders include end-users, technical teams, and executive sponsors. Regular engagement ensures their needs are understood and expectations are managed appropriately. For instance, gathering user feedback during software development helps tailor solutions that are user-friendly and meet real needs (Thorp & Christophe, 2018).

Effective risk management is also essential. Given the complexity of IT projects, risks related to cybersecurity, data privacy, and technological obsolescence must be proactively managed. Application of the keys ensures that risks are identified early, mitigation strategies are devised, and project continuity is maintained (Project Management Institute, 2017).

Quality assurance and continuous improvement are other critical keys. IT projects often involve iterative testing, feedback loops, and updates to refine solutions. Maintaining high standards minimizes post-implementation issues and enhances user satisfaction (Clemons et al., 2020).

Finally, effective project governance and leadership underpin all other keys. Strong governance structures facilitate decision-making, resource allocation, and accountability. Leaders who champion transparency and collaboration can motivate teams and drive projects to successful completion (Kerzner, 2017).

Importance of Each Key

Each "Key to Success" plays an integral role. Strategic alignment ensures project relevance. Stakeholder engagement fosters buy-in and reduces resistance. Risk management prevents setbacks and budget overruns. Quality assurance ensures deliverables meet expectations, and leadership provides the vision and motivation necessary to overcome obstacles. Together, these keys create a comprehensive approach that addresses the multifaceted nature of IT projects, leading to higher success rates and organizational benefits (Meredith & Mantel, 2017).

References

• Clemons, E., Schniederjans, M., & Kauffman, R. (2020). Managing IT Projects: Principles and Practices. Springer.
• ISACA. (2019). CISA Review Manual. ISACA.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Larson, E., & Gray, C. (2020). Project Management: The Managerial Process. McGraw-Hill Education.
• Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
• Thorp, R., & Christophe, M. (2018). Enhancing user acceptance of IT systems through stakeholder engagement. Information Systems Journal, 28(4), 543-567.
• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). PMI.