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Western Gippsland Malignancy Institute has usage of a wide range of distributed geospatial datasets, through multiple data download sites. However, no-one web location exists by which people and organisations will get and reveal such data. Shared web services and applications are less accessible even, in support of advertised as a potentially distributed reference modestly. There is in Gippsland a substantial possibility to collaboratively create a single location by which published geospatial resources are available and shared.
Many people are extremely enthusiastic about this opportunity and also have a persuasive business need to view it succeed, not minimal of which will be the agencies that take care of the largest GIS data circulation sites in the state. Further, the life of a collaboratively developed Commons might get rid of the dependence on existing, disparate GIS data download sites, conserving several organisations from the duty of keeping their sites and changing them periodically.
The coordinated geospatial commons that is envisioned would greatly move forward our capacity to talk about web services specifically, by both providing a location to submit information about them and also by facilitating assessments of the trustworthiness and standing of such web services. The increased use of web services will produce efficiency gains for many organisations, in particular, the ones that develop geospatial applications. Most importantly perhaps, the Commons provides a one-stop location for a wide selection of business and GIS users in Minnesota and beyond, whether everyday or professional, to find and show useful resources, and can promote greater posting of geospatial data, services, and applications.
This Charter officially authorises a project to build up a [consolidated web presence] for the Western Gippsland Cancer Institute(WGCI) at the Western Gippsland Hospital (WGH) lines of business in the Office. A Project Plan shall be developed and posted to the Job Sponsor for agreement (Cleland and Ireland, 2006). Project activities will commence after the Project Plan and the resources to execute it are approved by the Project Sponsor.
Project title and date of authorization,
Project manager's name and contact details,
Brief description of objectives and vision for the project,
Success criteria for the project, Project Scope,
Start and end dates for each sprint,
Milestones/objectives for each sprint,
Summary of the project management methodology including:
Assumptions, constraints and expectations, Governance, Roles and responsibilities and
Sign-off section for all stakeholders.
The project aims at creating a system to manage all work that has been recently being penned down on paperwork. The project Eyesight is to see things being carried and in a modern way to be able to increase efficiency differently, save of their time and reduce the cost of the procedure.
The main aim of this project is to make the official system for transferring all manual documentations by giving an updated, compelling aesthetic design and information architecture for the Federation University or college Australia and the Oncology section of the Western Gippsland Cancers Institute (WGCI) at the American Gippsland Hospital (WGH).Driving ideas of this work include a give attention to the needs of your target audiences; a capability to show off the first variety and strengths of WOWS; and an online experience on par l with other leading higher education institutions.
The requirements for this project is to gain agreement with stakeholder and providing a foundation to talk to a technology service agency what the answer must do to gratify the customer’s and business’ needs. It is also to give input into the next phase of this project.
The budget to cover the project is $700,000. This amount of money will be used in various stages of project implementation. This is the sum of money that will be required to carry out the complete work of fabricating a Web-based Oncological Working System.
This project will achieve success if certain conditions are met. The conditions are:
Stakeholders and clients are employed throughout the job, and their requirements, preferences, and viewpoints are documented and integrated into design operations. Dependencies with other web occurrence projects are coordinated and determined, and associated risks are mitigated. Design advisor effectively can produce deliverables within scope, budget, and job schedule. Information structures designs are manufactured, approved by Web Program Comm Team, and designed to design layouts and creation web conditions (as appropriate). Designs are created, approved by Web Program Command Team, and handed off to university staff for incorporation into production web environments. An initial set of specifications for branding, navigation, convenience, and conformity with relevant procedures and rules are approved and developed by governance, along with recommended priorities for future expectations development. Implementation ideas for the adoption of specifications are approved and documented by governance. Tool models for the development of local information architecture and web design are documented and sent to university or college web service personnel. Opinions from campus constituents, at Federation School Australia and the Oncology division of the American Gippsland Tumor Institute (WGCI) at the European Gippsland Hospital (WGH) on design and information structures, is positive.
The project will revolve around upgrading the existing system to get another new system. The project has been pioneered by Federation University Australia and the Oncology division of the Western Gippsland Cancer Institute(WGCI) at the Western Gippsland Hospital (WGH). The aim is to see the patients get better services (Cleland and Ireland, 2006). The project is undertaken by key stakeholders in all the three organisation who are ensuring everything works as planned.
The objectives of this project are to: Engage a design expert to assist the Federation University Australia and the Oncology department of the American Gippsland Cancer Tumor Institute (WGCI) at the American Gippsland Clinic (WGH) with examining current state, determining and employing critical advancements, and developing updated visual designs. The update and increase of the campus’s basic information architecture (how internet pages are structured and navigated) as well as how information will be published and kept up-to-date is one onf the major objectives. Moreover, creating a modern, efficient visual design (look and feel) for healthy central websites, and a collection of design themes for use by Federation College or University Australia and the Oncology division of the American Gippsland Malignancy Institute (WGCI) at the American Gippsland Medical Center (WGH) units are some of the key objectives. Lastly establishing standards for design, content, and development which will be sent out to campus organizations are important objectives.
The following are specifically out-of-scope because of this project: Selection, procurement, and implementation of a content management system, Any coding, scripting, request development, or specialised development within the net content management system, Development of content (text, images, video tutorial) beyond basic information architecture and template design. Implementation of ease of access or regulatory compliance measures beyond id of Federation College or University Australia and the Oncology section of the American Gippsland Malignancy Institute (WGCI) at the European Gippsland Clinic (WGH) benchmarks and underlying information architecture and template design.
|Sprint||Start Date||End date||Milestone||Objective|
|Project Launch||5/10/2016||16/10/2016||Already done||Creating awareness of need of WOWS|
|Project Scope Planning||23/10/2016||30/10/2016||At final stages||Building a framework for the project|
|Design Consultant Scope of Work||3/11/2016||25/11/2016||Under plan||Choosing the best design that suits our need|
10.1 Methodology and approach
The next strategies and activities will be utilised to assure successful delivery of task deliverables:
The use of the Web Program Management Team and Office of the Exec Vice Chancellor as tips of accountability for key decisions, including authorization of information structures and design themes. Also the engagement with the Federation University Australia and the Oncology section of the European Gippsland Cancers Institute (WGCI) at the American Gippsland Medical Center (WGH) associates from the Academics Senate to inform strategies and critical decisions.
Integrate and organise activities and information with independent projects within the net Existence & Services Program to identify and fulfil cross dependencies. Partner with Procurement & Business Deals to craft a scope of work, take care of a request for proposal (RFP), and select and deal with a design advisor.
Participation of a design consultant to: help campus level conversations, do end-user analysis, draft and recommend information architecture. This will include drafting and recommending aesthetic design(s). The completionof web templates to meet design criteria and engaging Federation University Australia and the Oncology section of the Western Gippsland Cancer Tumor Institute (WGCI) at the European Gippsland Medical Center (WGH) for requirements gathering. For example, Web Council/Steering, CAB/SEC, CAFA/CCT, Academics Department Managers, Assistant Deans/CAS, Council of Provosts, DL Council, Digital Arts/New Advertising faculty and students, student groups, Cancer care for children department, Hospital Patients and heads.
The involvement of a subset of constituents to provide opinions on design and information structures recommendations is also necessary. This group would provide feedback only and would not constitute a conclusion making body.
Engage a team of personnel, faculty, patients and students, working under the instruction of the net Steering Committee, to draft design execution and specifications plan. Obtain final approval of the WOWS Council, campus principal officers, and representatives from a healthcare facility department. The project Governance Will Maintain a primary concentrate on critical university priorities and strategies
Listed below is a set of assumptions. Upon signature and agreement of the document, all parties recognize these assumptions are correct and right: This project gets the full support of the task sponsor, stakeholders, and all divisions.
The [IT Section] is authorized to deal with additional resources. Money for resources can be obtained, and Knowledge of existing manual system maps and content management models must be successfully transferred to the developers before the implementation phase.
The accompanying restrictions relate to the Job: The project deadline is unbelievably tight coupled with existing resources which are extended very thin. All software must be appropriate for our current manual website. New or updated parts included but not constrained to, HTML CSS and web layouts style bed materials. This must utilise existing framework for substance compel, facilitating; at least [#] HTML and CSS makers who know about [open-source tool] work process will be required for program improvement connected with usage of the new plan and templates. the new site must be incorporated with the prevalent web investigation instrument [e.g., GA or Web Trends] and venture look capacity [US search].
The following risks for the Job have been diagnosed. The project manager will determine and utilise risk mitigation/avoidance strategies as appropriate to minimise the probability of these hazards.
Existing resources are extended thin, in the [IT Department] particularly, where development resources are had a need to implement design alternatives.
The current government site has a very strong brand and is also more popular as a model throughout the administration. Re-branding the site, and integrating additional content without shedding the current concentrate and faithful customer base will be tough. The information that needs to be transferred may cause schedule troubles for the introduction date. The responsibilities of [content and technology teams] aren’t yet fully described and this includes resources for [508 trials; long-term job support, etc.] which have not yet been recognized.
The variety of stakeholders involved adds to the degree and complexity of job management required to reach consensus on project steps. Additional contracting will be needed to resource development activities properly.
Governance entails the set rules which are intended to regulate the project management. The rules affect all the stakeholders involved(Larson and Gray, 2011). Different rules were applied in the performance management. The management formally arranged governance arrangements covering unified decision-making and joint authority for managing associates with owners, stakeholders, and third people.
There are several groups of individuals involved in both project and project management lifecycles.
15.1 The Project Manager
The Project Manager is the team accountable person for planning and executing the project. Which consists of a Project Manager and a variable variety of Project Team members, who are learned to provide their tasks based on the project schedule (Larson and Gray, 2011).
15.2 The Project Supervisor
The Project Supervisoris the responsibility of Project Director to secure acceptance and authorization of deliverables from the Job Sponsor and Stakeholders. The Project is responsible for communication, risk management, including status reporting, escalation of issues that can’t be fixed in the team, and, in general, making sure the project is sent in the budget, on routine, and within range(Munns and Bjeirmi, 1996).
15.3 The Project Associates
The Project Associatesare responsible for executing duties and producing deliverables as specified in the Task Plan and aimed by the Task Manager, at whatever degree of work or participation has been identified for them.
15.4 Job Team members
On larger tasks, some Job Team members might provide as Team Leads, providing a process and technical control, and sometimes maintaining some of the job plans.
15.5 The Executive Sponsor
The Executive Sponsoris an administrator with a demonstrable interest in the outcome of the job which is at the end responsible for protecting spending expert and resources for the project. The Executive Sponsor acts as an obvious and vocal champion, legitimizes the project’s goals and targets, keeps of the main job activities abreast, and is the best decision-maker for the job. The Executive Sponsor provides support for the Project Sponsor and Project Director and Task Manager and has final approval of all opportunity changes, and signs off on approvals to check out each succeeding project phase. The Professional Sponsor may choose to delegate some of the above responsibilities to the Job Sponsor and Project Director.
15.6 The Organizing Committee
The Organizing Committeeincludes management representatives from the key organisations mixed up in job control and oversight and another key stakeholder teams that have special involvement in the results of the job. Depending on how a project is organised, the organising committee can be engaged in providing resources, help out with securing funding, become liaisons to executive groups and sponsors, and fill other roles as defined by the project(Duncan, 1996).
15.7 Customers representative
Customers representativeis the business units that recognised the need for the service the project will develop. Clients can be at all levels of an organisation. Since it is frequently not simple for all the Customers to be directly mixed up in the project, the following roles are identified::
15.8 Customer Associates
Customer AssociatesCustomer Associates are members of the client community who are identified and distributed around the project because of their subject matter expertise. Their responsibility is to effectively represent their business systems’ needs to the Task Team and to validate the deliverables that summarise the product or service that the project will produce. Customer Representatives are also likely to bring information about the project back to the Client community. At the end of the project, Customer Representatives shall test the service the job is producing, evaluating and deploying it while providing feedback to the Task Team (Duncan, 1996).
15.8 Customer Decision-Makers
Customer Decision-Makersare those members of the client community who have been specified to make decisions on behalf of the main business units that use or will be affected by the merchandise or service the job will deliver. Customer Decision-Makers are in charge of achieving a consensus of their business unit on project and outputs, as well as communicating it to the Project Manager. They are present at project conferences as requested by the Job Supervisor, review and approve process deliverables, and provide subject matter knowledge to the Task Team. On some assignments, they could also provide as Customer Reps or be part of the Steering Committee.
15.9 The primary stakeholders
The primary stakeholders are a group of people who, if their support were to be withdrawn, would cause the job to fail.
Distributors are people contracted to offers additional products the project will require and are another member of the Project Team.
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The project under appraisal is to redesign the existing information architecture of the oncology division of West Gippsland Hospital (WGH) of the West Gippsland Healthcare Group (WGHG) in assistance with Federation University. For the success of any project, there is a need for the proper alignment between the techniques used and organisational objectives. WGH had a clear objective to complete the upgradation of their legacy system to enhance the attractiveness and appeal of information architecture and ease of webpage accessibility and navigation. For this purpose, a team of design consultants and advisors were formed to achieve the desired project outcome.
It is observed that the project has a well-defined objective and scope. However, there were certain challenges arising from the identification of the right content and themes for the new system. The continuous engagement of stakeholders with the existing system and upgradation was difficult. The availability of pre-existing content and monetary resource of $700,000 offered an opportunity for the IT team to work autonomously and in an innovative manner. Time constraint also added to the challenges faced. Proper risk mitigation strategies were defined to handle uncertain events. It is evident that the fundamental principles of project management had been followed during the conduct of this project. However, there is a lack of clarity in the project documentation as it failed to follow any recommended project management standard template resulting in the haphazard placement of sections which affect a reader’s understanding. This project would be a definite success if project management standard procedures are used in planning, identifying and scheduling tasks, stakeholder alignment and prioritisation, communication plan, budgeting and resource allocation, risk assessment and performance management.