Week 5 Tutorial Submission And Project Integration

Week 5 Tutorial Submissionpdfweek 5 Tutorial Project Integration Man

Following the case study of Blue Bank from week 4 tutorial: Tasks 1. Prepare the financial section of a business case for the Remote Deposit Capture Project. Assume the project will take 6 years to complete and cost about $500,000 (year 0 costs). Annual operating costs would be about $150,000 per year for three years. Estimated benefits are about $400,000 per year for three years. Use the business case spreadsheet template to help calculate the NPV, ROI, and year in which payback occurs. Assume a 6.5 percent discount rate. 2. Prepare a project charter for the Remote Deposit Capture Project. Assume the project will take 6 years to complete and cost about $500,000. Use the project charter template and examples of project charters in Chapters 3 and 4 as guidelines. Assume that the project sponsor will be the new VP of IT, Harold Johnson, you will be the project manager, and you will have people from marketing and IT supporting the project on a part-time basis. The VP of Marketing, Tricia Young, is also a key stakeholder in the project and head of a project steering committee formed to oversee this project. 3. You know that people will be requesting changes to the project and want to make sure you have a good integrated change control process in place. You also know that you want to address change requests as quickly as possible. Review the template for a change request form provided on the companion Web site (change_request.doc; see the link on the lower left). Write a one- to two-page paper describing how you plan to manage changes on this project in a timely manner. Address who will be involved in making change control decisions, what paperwork/electronic systems will be used to collect and respond to changes, and other related issues.

Paper For Above instruction

The management of project changes is crucial to maintaining control, ensuring timely delivery, and achieving project objectives in a dynamic environment such as the Remote Deposit Capture Project for Blue Bank. Effective change management involves establishing a structured process that allows for the review, evaluation, and approval of change requests, while also ensuring rapid response to minimize project disruption.

The first step in managing change requests is to define who will be involved in the decision-making process. For this project, a Change Control Board (CCB) will be established, consisting of key stakeholders such as the project sponsor (Harold Johnson, VP of IT), the project manager, representatives from the marketing and IT teams, and possibly the steering committee led by Tricia Young. The inclusion of diverse perspectives ensures that changes are evaluated comprehensively, factoring in technical feasibility, strategic relevance, and resource implications.

Next, the process for managing change requests should be clearly articulated. All change requests must be documented using a standardized form—such as the template provided on the companion website—that captures essential details including the description of the change, reason, impacts, and proposed implementation. This documentation ensures consistency, transparency, and facilitates efficient evaluation. Electronic systems such as project management software (e.g., Microsoft Project, Jira, or SharePoint) can be used to track and manage change requests, providing visibility to all stakeholders and maintaining an audit trail.

Once a change request is submitted, it undergoes assessment by the CCB to determine its impact on scope, schedule, costs, quality, and risks. Urgent or minor changes may be expedited through a streamlined approval process involving fewer members, while larger or high-risk requests will require thorough discussion and approval by the full CCB. Rapid decision-making is supported by predefined criteria and escalation procedures, ensuring that critical changes are addressed promptly without compromising project integrity.

Communication plays a vital role in change management. Stakeholders should be informed of decisions and rationale at each stage, and changes should be incorporated into the project baseline once approved. Additionally, a change log should be maintained to document all requests, decisions, and implementation statuses, allowing project teams to monitor progress and avoid scope creep or delays.

Other issues to consider include training team members on change procedures, ensuring that change management is integrated into the overall project governance, and establishing metrics to measure the effectiveness of the change control process. By creating a clear, efficient, and transparent change management process, the project team can adapt to evolving requirements while minimizing risks and ensuring successful project completion within the specified timeframe and budget.

References

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