Select A Project And Create A Project Overview Statement

Select a Project and Create a Project Overview Statement

Select a Project and Create a Project Overview Statement

Choose an original project that you will plan over the course of the semester, ensuring it is a project you can work on throughout the term. The project must be in an early planning stage and not already underway or completed. It should be related to IT or Project Management but other areas are acceptable. The project must be feasible within two years and involve no more than 25 human stakeholders. Select a project that you have application knowledge of and can gather information on resource requirements and estimates. Examples include office relocation, software development, hardware deployment, new software deployment, user training, migration to a new software, PMO development, HelpDesk development, infrastructure upgrade, or SOX compliance. Use the suggested format from the Wysocki book (page 126) to prepare a clear Project Overview Statement. Post this statement on the class forum to justify why your chosen project is suitable for your coursework.

Paper For Above instruction

The process of selecting an appropriate project for academic planning requires careful consideration of scope, feasibility, and relevance. For this assignment, I have chosen to undertake a project focused on deploying a new Customer Relationship Management (CRM) system for a mid-sized organization. This project aligns with project management principles and has clear objectives, resource needs, and success criteria that can be systematically planned and monitored over the semester.

Firstly, the project aims to implement a scalable CRM platform intended to streamline customer interactions, improve data management, and enhance sales and marketing efforts. The goal is to deploy the system within twelve months, ensuring minimal disruption to ongoing operations, and achieving a measurable improvement in customer engagement metrics. The scope includes system selection, customization, data migration, staff training, and post-deployment support.

In terms of objectives, the project will accomplish: 1) selection of an appropriate CRM software, 2) successful data migration from legacy systems, 3) staff training and adoption, 4) integration with existing systems, and 5) user support and feedback collection post-launch. Critical success criteria involve meeting deployment timelines within budget, user adoption rates exceeding 80% within three months, and measurable improvements in customer response times and satisfaction scores.

Resource estimation involves a project team of approximately 15 stakeholders, including project managers, IT specialists, sales and marketing personnel, and external vendors. The project budget will cover software licensing, hardware upgrades, training sessions, and consultancy services. Risks identified include potential delays in data migration, resistance to change among staff, and scope creep, which can be mitigated through detailed planning, stakeholder engagement, and clear communication pathways.

This project is feasible within a two-year timeframe and aligns with my application knowledge in IT project management. Its scope is manageable, and resource requirements are realistic. The project scope also adheres to the four characteristics of a project — it is unique, temporary, aimed at a defined objective, and involves cross-functional stakeholder collaboration. The successful planning and execution of this CRM deployment will deliver significant organizational value by improving customer relationship processes, creating efficiencies, and enabling data-driven decision-making.

Overall, selecting this CRM deployment project provides a practical yet sufficiently complex challenge that is manageable within the academic period. It encompasses key project management concepts and offers opportunities for applying resource planning, risk management, stakeholder engagement, and success measurement strategies.

References

  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
  • Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.). Wiley.
  • Serrador, P., & Pinto, J. K. (2015). Does Agile work? — A quantitative analysis of Agile project success. International Journal of Project Management, 33(5), 1040-1051.
  • Crowston, P., et al. (2018). The Impact of Stakeholder Engagement in Project Management. International Journal of Managing Projects in Business, 11(4), 827-859.
  • Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum. Prentice Hall.
  • Conforto, E., et al. (2016). The Agile Promisetm — Benefits, Limits, and Expectations in Project Management. International Journal of Managing Projects in Business, 9(1), 340-365.
  • Hayes, R. M. (2020). Strategic Project Management: Developing a Competitive Edge. Business Expert Press.
  • Project Management Institute. (2020). Standards for Organizational Project Management. PMI.
  • Highsmith, J. (2010). Adaptive Software Development: A Collaborative Approach to Managing Complex Systems. Dorset House Publishing.
  • Nelson, R. R., & Winter, S. G. (1982). An Evolutionary Theory of Economic Change. Harvard University Press.

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