Analyzing Scope Creep

In July 2013 our university merged with another institution that resulted in a marriage with two medical schools at one institution and now three physical locations. Specifically, Rowan University (host institution) was acquiring the University of Medicine and Dentistry of NJ (UMDNJ). The product that needed to merge successfully was the system that houses the student support services areas of the university called Banner (supported and sold by a company named Ellucian). The areas that use this system are admissions, registrar, financial aid and bursar offices. Rowan University hired Ellucian consultants to assist in the merge of the Banner system from two institutions to one. 

While the expectations were clear between Rowan and the consultants, they were not clear for UMDNJ. Rowan was told that UMDNJ was using out of the box Banner system and so did Rowan. The only drawback and issue that raise many eyebrows was that UMDNJ hadn’t upgraded their system since 2006 and upgrades had been implemented almost quarterly annually since. The migration project plan was set and due dates were scheduled by Ellucian to import the data from UMDNJ into the Rowan Banner system.  Scope creep started occurring when we started getting conflicting information from stakeholders at UMDNJ regarding the information due to migrate.  The UMDNJ stakeholders weren’t being forthcoming about the data and external systems they were using in addition to Banner that allowed them to operate without using the most current release. Although the merge was successful, clients on both sides became slippery to the date of completion due and the information is still not totally in synchronized in the Banner system. 

Looking back on the experience now, had I been in the position of managing the project I believe making sure the stakeholders at UMDNJ are completely comfortable, happy and satisfied with the plan would have been a better approach.  Rowan stakeholders were not as amicable as they could have been.  As outlined in our textbook, I would tell people how the requested data will be used.  I would provide scheduled performance reports to the people who supply the data.  Lastly, I would publically acknowledge those people who supply timely and accurate data (Portny, Mantel, Meredith, Shafer, Sutton & Kramer, 2008).

Reference

Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.

 

Estimating Costs and Allocating Resources

In conducting a web search (listservs, message boards, blogs), I located two resources that would be useful in estimating the costs, effort, and/or activity durations associated with ID projects.

The first resource was:

http://searchdatamanagement.techtarget.com/feature/IT-project-management-The-cost-estimating-process

You’ll learn about cost estimation and project management.  I would use this site to refer to examples or different scenarios that may relate to a project I am currently working.

The second resource was:
http://www.dummies.com/how-to/content/how-to-estimate-project-costs.html

You'll learn how to organize, estimate, and schedule projects efficiently and effectively. This is your bible in project management. You'll also discover how to manage deliverables, issue changes, assess risks, maintain communications, and live up to expectations by making the most of the latest technology and software and by avoiding common problems that can trip up even the best project managers. I would use this site as a reference guide similar to a dictionary when managing a project.

 

 

Communicating Effectively

When the message changed from one modality to the next, I appreciated how each modality gave a slightly different feel which could lead to a different interpretation.  For example, in the email, I felt a sense of formality that forced me to respond because it is date stamped with a signature. The downfall with written communication is that the sender never really knows if or when the receivers read the information (Portny, Mantel, Meredith, Shafer, Sutton & Kramer, 2008). Listening to the phone message allowed me to feel more comfortable because I could hear the tone of the caller’s voice.  The in person communication was also formal but required more planning than all of the modalities.  The in person communication best conveyed the true meaning and intent of the message with sincerity and meaning regarding the necessity of producing the report. In person communication also allows time for questions and distribution of brief handouts that summarize the key points identified in message (2008).  Whether the communication is formal or informal, project managers should prepare and plan so their messages are received and correctly interpreted by project audiences (2008). Communication addresses performance, problems and progress if done effectively to support one another in any given project.

Reference:

Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.