For the new hardware and software refresh project, the Gantt chart outlines the specific time frames for completing the tasks. During week one the shareholder meeting will take place to discuss and outline the budget calculations as well as the system analysis. These decisions directly influence the stakeholder meeting, which will declare it as a predecessor for the second task. Stakeholders will next discuss the options of hardware recycle for replacing the old systems in sake of the budget calculations. Once this task is complete, the following week will begin the implementation of the hardware and software install. The first phase that will include any resources listed- Installation and support labor costs
Microsoft Office 2010 Suite
ThinkCenter E31 Workstation (70 total)
ThinkServer TS430 Series Server (2 total)
Windows InTune Management System
Each of these resources needs budgeting according to the allocated expense report. The official install will take place over six days, completing one location at a time. The main Baderman hotel will begin execution with a two-day install to permit any alterations or interruptions because this is the first install. Following the main location completion will be the second two hotels and finishing up with the convention center, restaurants, and shops. The Gantt chart also outlines the WBS, which defines the milestones and the tasks, according to their direct summary task.
Risk Mitigation Strategy and Procedures
The risk mitigation strategy that the project team will use to analyze and report unplanned changes in the project is the risk limitation strategy. With the risk limitation strategy, taking some kind of action limits the companys exposure to risks (MHA Consulting, 2011). The risk limitation strategy uses some risk acceptance as well as risk avoidance. For example, for this project, the project team realizes that it is possible that the hardware or software might fail, and so they will need to obtain backup hardware or software in the event that this equipment fails. However, if the project team believes that particular unplanned changes are less likely to occur, they will not spend the money to avoid those particular risks.
On the other hand, if the team believes that particular unplanned changes are likely to occur at some point in this project, they will try to avoid those risks no matter the costs. Analyzing unplanned changes or issues will allow the project team to be better able to handle changes as they come along. These unplanned changes will be kept in a register to help control the issues or changes. Developing a set plan about how to control these changes will enable the project team to handle these unplanned changes more efficiently. There are several procedures that the project team plans to implement for handling change control issues.
First, categorizing, and entering any unplanned changes to the project in a register so that the project team can better keep track of the unplanned changes. Next the team will consider the impact of the change and what alternative options are available to resolve the issue. Finally deciding if implementation of the change needs to occur and how the team should go about implementing the change. Risk mitigation strategy for analyzing and reporting unplanned changes as well what procedures the team plans to implement for handling change control issues As with most projects, there are certain risks involved that may require unplanned changes or redirection to keep the project on track. Knowing how to identify those risks and implementing a change control system is vital to the success of any project.
Risk mitigation strategy requires the following key points: (1) Assume or Accept: Acknowledge the existence of a particular risk and make an informed decision to accept it without trying to control it. The changes require management or the project leader(s) approval. (2) Avoid: Adjust program requirements or constraints to either reduce or eliminate risks. This adjustment could be accomplished by either a change in funding, schedule, or other technical requirements. (3) Control: Implement actions through properly channels to minimize the impact or likelihood of the risk. (4) Transfer: Reassign organizational accountability, responsibility, and authority to another stakeholder willing to accept the risk if required. (5) Watch/Monitor: Monitor the project environment for any changes that could affect the nature or the impact of the risk.
Maintaining a close relationship with the users and stakeholders throughout the project life-cycle and understand that project completion within a timely manner is paramount to the users and stakeholders. Any foreseen risks can be avoided with proper planning and implementation. In the Baderman project plan, choosing the option to replace the physical machines, operating system, and office suite will help minimize the risks within the plan. By replacing the equipment, rather than upgrading the equipment will help to minimize the risk of delays with system incompatibilities or lack of support. This also bring about a positive change to the end users as the physical hardware will be under a warranty rather than needing support from internal IT technical staff, this will save excess costs that the older equipment could cause.
Litten, D. (2013). Using Change Management and Change Control Within a Project. Retrieved from http://www.projectsmart.co.uk/using-change-management-and-change-control-within-a-project.html MHA Consulting. (2011). Four Types of Risk Mitigation. Retrieved from http://mha-it.com/2013/05/four-types-of-risk-mitigation/