UNIVERSITY OF EDUCATION, WINNEBA
DEPARTMENT OF ICT EDUCATION
PROJECT
INSTALLATION OF AIR-CONDITIONERS AT OLA SENIOR HIGH ICT LAB
Student
ADZOYI SEYRAM
Index no.
5111570030
Level OR Program
BSC. INFORMATION COMMUNICATION TECHNOLOGY (ICT) LEVEL 300
LECTURER
MR. Dawson Amoah
COURSE NAME
Introductions Technology Project Management
Date
IST MARCH, 2014
This document is a Project management that contain executive summary, Project Sponsor
and key Stakeholders, Business case, Objective and success criteria, High level cost
analysis, a little touch on risk analysis and assumption and constriants.
Table of Contents
EXECUTIVE SUMMARY .................................................................................................................. 4
1.1. Project Scope ..................................................................................................................... 4
1.2. Project Purpose. ................................................................................................................. 4
1.3. OBJECTIVES. ....................................................................................................................... 4
1.4. Project Description ........................................................................................................... 5
2.0. Project sponsor and stakeholders............................................................................................ 5
ANALYTICAL TECHNIQUES ....................................................................................................... 10
3.0. BUSINESS CASE................................................................................................................... 10
Business Case Analysis Team ................................................................................................... 11
4.0. Success Measurement / Criteria ............................................................................................ 12
5.0. HIGH COST /BENEFIT ANALYSIS ............................................................................................. 13
5.1. Alternatives Analysis......................................................................................................... 13
6.0. RISK MANAGEMENT ............................................................................................................. 14
6.1. Risk management structure and procedures ...................................................................... 16
7.0. CRITICAL ASSUMPTIONS AND CONSTRAINTS.......................................................................... 17
7.1. Project Assumptions ......................................................................................................... 17
7.2. Project Constraints ........................................................................................................... 17
REFERENCES ............................................................................................................................... 18
PROJECT
Installation of Air-conditioners at Ola Senior High School ICT labs
Date: 1/03/2014
Prepared By ADZOYI SEYRAM
EXECUTIVE SUMMARY
King Jimbo Air-condition limited is an installation and repairing company in Ghana that
provide cool atmosphere to business centres, health institutions and school communities. In
this project is a highlighted Project Sponsor with key Stakeholders and how each of them will
be managed during the project.
The project’s purpose and objective is well taken care of and continued with the business
case.
For the past several years our school computer lab has been subjected to numerous external
breaches because of poor information technology (IT) security measures. These incidents
have resulted in approximately Ghc10000 in damages to the school. The air condition project
has been created to address and correct this problems pertaining to the lab in such that the
loss will be reduced. The project will integrate improved technology solutions with our
current platform in order to establish a reliable and efficient lab.
1.1. Project Scope
This project will be limited to only the three computer labs in the school and it will be done
in three phases. Two computer laboratories will be fully installed with the ir-conditioners
whiles the other main lab with fans be replaced.
1.2. Project Purpose.
The King Jimbo Limited project intends to plan, design, and construct an air – condition
system. The ACs will be installed to create a contusive atmosphere for both tutors and
learners.
1.3. OBJECTIVES.
The major objectives of this project is to fix air-condition in the lab to provide a convenient
learning environment for teaching and learning. Computers produce heat when they are
working and for this reason, good ventilation is needed to make the lab a confortable place
for the students and the instructors. Below are the sub-objectives for this project:
Serve Ola Senior High School with air-conditioners in the three computer labs to
make teaching and learning effective for all.
Prevent the computers from overheating which leads to inefficiency.
To reduce the noise level as a result of using fan in the lab.
To make the lab a conducive place for teaching and learning.
1.4. Project Description
King Jimbo air-conditioners Limited Project will review and analyse several potential
products to replace fans in the computer lab with air-conditioners to save cost. This will be
done by determining and selecting air-conditioners which adequately replaces our existing
fan system and still allows for growth for the next 10 years. Once selected, the project will
replace our existing system in a phased implementation approach and be completed once the
new system is operational and the legacy system is archived and no longer in use.
2.0. Project sponsor and stakeholders
The project team will categorize stakeholders based on their organization or department.
Once all stakeholders have been categorized, the project team will utilize a power/interest
matrix to illustrate the potential impact each stakeholder may have on the project. Based
on this analysis the project team will also complete a stakeholder analysis matrix which
illustrates the concerns, level of involvement, and management strategy for each
stakeholder.
The chart below will be used to establish stakeholders and their levels of power and
interest for use on the power/interest chart as part of the stakeholder analysis.
Key Organization Name Power (1-5) Interest (1-5)
A Operations Mr. Akorli Kingsley 2 2
B Operations Dr. Donald Datsormor 4 5
C Supplier Mr. G.K Quashie 1 1
D Supplier Mr.Quiar Thinor 1 2
E Trial Customer E. Day 3 5
F Engineering Dr. W. Knight 4 1
G Engineering Mr. S.K Adoyi 2 4
Below is the power/interest chart for the Ola Senior High School Project stakeholders.
Each letter represents a stakeholder in accordance with the key in the chart above.
A GES
B HOD,
C P.T.A
D SRC
E PROJECT SPONSOR
F HEADMISTRESS
G COMMUNICATION OFFICER
Interest
1 5
5
1
Power
A
B
C D
E
F
G
Based on the power and interest analysis and chart above, stakeholders A, C, and D will
require minimal management effort as they reside in the lower left quadrant of the matrix.
Stakeholder F, in the upper left quadrant, must be kept satisfied by ensuring concerns and
questions are addressed adequately. Stakeholder G, in the lower right quadrant, must be
kept informed through frequent communication on project status and progress.
Stakeholders B and E, in the upper right quadrant, are key players and must be involved
in all levels of project planning and change management. Additionally, stakeholders B
and E should be participatory members in all project status meetings, gate reviews, and ad
hoc meetings as required.
The stakeholder analysis matrix will be used to capture stakeholder concerns, level of
involvement, and management strategy based on the stakeholder analysis and
power/interest matrix above. The stakeholder analysis matrix will be reviewed and
updated throughout the project’s duration in order to capture any new concerns or
stakeholder management strategy efforts.
Stakeholder Concerns Quadrant Management strategy
Headmistress Ensuring proper
handover of project to
operations team
Minimal
Effort
Communicate project
specifications as required
Project
manager
Resource and scheduling
constraints for
production once project
is transitioned to
Key Player Solicit stakeholder as member
of steering committee and
obtain feedback on project
planning. Frequent
operations communication and
addressing concerns are
imperative
Team member Ensuring on time
delivery of materials
Minimal
Effort
Communicate project schedule
and material requirements
ahead of time to ensure
delivery. Works toward the
deliverables of the project.
Responsibilities include:
understand the work to be
completed; complete research,
data gathering, analysis, and
documentation as outlined in the
project plan; inform the project
manager of issues, scope
changes, and risk and quality
concerns; proactively
communicate status; and
manage expectations.
GES Possible union strike
may impact material
delivery
Minimal
Effort
Solicit frequent updates and
develop plan for alternative
supply source
Project
manager
Key Player Leads in the planning and
development of the project;
manages the project to scope.
Responsibilities include: develop
the project plan; identify project
deliverables; identify risks and
develop risk management plan;
direct the project resources
(team members); scope control
and change management;
oversee quality assurance of the
project management process;
maintain all documentation
including the project plan; report
and forecast project status;
resolve conflicts within the
project or between cross-
functional teams; ensure that
the project’s product meets the
business objectives; and
communicate project status to
stakeholders.
Project Sponsor Concerns regarding
resources to assist
project team with
product design
Keep
Satisfied
Provides overall direction on
the project. Responsibilities
include: approve the project
charter and plan; secure
resources for the project;
confirm the project’s goals
and objectives; keep abreast of
major project activities; make
decisions on escalated issues;
and assist in the resolution of
roadblocks.
Communication
Officer
Questions regarding
Installation of product
Keep
Informed
Allow technical staff to work
with stakeholder to answer
questions and address
concerns and provide test
results for validation
ANALYTICAL TECHNIQUES
Unaware Resistant Neutral Supportive Leading
Headmistress
Project manager
Project Sponsor
PTA
GES
Users
3.0. BUSINESS CASE
Team members and their responsibilities include:
• CECW-CO Proponent – Provides oversight and headquarters level coordination with other
elements.
• Project Leader - Provides vision and leadership to integrate knowledge management
approaches and peer review accreditation standards in the website’s design and development.
2. • Working Group Members – Meet periodically to review progress and to review and
advise on recommendations for improvements.
• Content Subject Matter Experts (SME) - Serve as subject matter experts for various
programs and areas of emphasis. See Protocol at Appendix
• Field Review Group (FRG) – Consists of Division and District Office, as well as project
level reviewers who periodically access and review the Lab and provide specific comments
on Air-conditioners functionality and effectiveness.
4. • Field Review Group Leader – Coordinates FRG activities (reference CECW-ON memo
dated 18 October 2002, subject Natural Resource Management Gateway Initiative - Field
Review Group Appointments). • Contributors - Submit Lessons Learned, Good Enough to
Share items, suggestions for site improvement, etc.
AUTHORITY
A CECW-ON memorandum to the field dated 20 September 2000 announced the initiative,
which was initially included on the FY00 Work Plan of the RMSP. Enclosure 3 to that memo
contains a detailed justification for the site, titled “NRM Web Site Development Proposal.”
Business Case Analysis Team
The following individuals comprise the business case analysis team. They are
responsible for the analysis and creation of the WP Project business case.
Role Description Name/Title
Executive Sponsor Provide executive support for the
project John Doe, VP Operations
Technology Support Provides all technology support
for the project
Jane Smith, VP Information
Technology
Process Improvement Advises team on process
improvement techniques Jim Jones, Process Team Lead
Project Manager Manages the business case and
project team
Adzoyi Seyram, Project
Manager
Technical Support Provides all Technical support for
the project
Amy White, Software Group
Lead
4.0. Success Measurement / Criteria
This project will be successful if the following conditions are met:
1) Successful production of deliverables within scope, budget, and project timeline.
2) Stakeholders and clients would be engaged throughout the project,
3) Requirements, preferences and opinions of Stakeholders and clients are documented
and incorporated in the development processes where necessary.
4) Positive feedback from stakeholders upon project completion.
5.0. HIGH COST /BENEFIT ANALYSIS
The following table captures the cost and savings actions associated with the Air-
conditioners Project, descriptions of these actions, and the costs or savings associated
with them through the year. At the bottom of the chart is the net savings for the first of the
project.
Action
Action Type
Description Yearly costs (- indicates anticipated savings)
Purchase air-conditioners Cost Initial investment for air -conditioners Ghc40,000.00
Installation Cost Cost for IT group to install new air-conditioners. Ghc15,000.00
Reduce Spoilage of computers in labs Savings
An immediate reduction in breakdown in computers and servers
Ghc1284.00
Net Year Savings Ghc537,016.00
Taking a look at the cost and savings above for the proposed project indicate that
This represents a significant improvement in our operating costs and is a clear indicator of
the benefit this project will have on the company.
5.1. Alternatives Analysis
The following alternative options have been considered to address the business problem.
These alternatives were not selected for a number of reasons which are also explained
below.
No Project (Status Quo) Reasons For Not Selecting Alternative
No Project (Status Quo) Reasons For Not Selecting Alternative
Keep the fan system in place
Unnecessary expenditure of funds for increased replacement of funds.
Continued occurrence of a high number of spoiled computers
Poor and untimely reporting
Alternative Option Reasons For Not Selecting Alternative
Outsource the implementation of a web-based platform
Significantly higher cost Expertise already exists in house Vendor’s lack of familiarity with our
internal requirements
Alternative Option Reasons For Not Selecting Alternative
Fixed components internally Lack of qualified resources Significant cost associated with
company fix Timeframe required is too long
6.0. RISK MANAGEMENT
This section defines the roles and responsibilities for risk management.
Project Management Office/Enterprise Project Management Air-conditioning Limited Jimbo
has issued a project risk management supplement that this project will use to form the basis
of the risk management process.
The Information Technology Department’s Project Management Office provides support to
the project manager and has some additional processes and templates for Software
Development projects that will be employed in this project.
Project Manager:
The overall coordinator of the
Risk Management Program.
Maintaining this Risk Management Plan
• Maintaining the Risk Management Data Base and distributing
updates
• Briefing the team on the status of risks
• Tracking efforts to reduce moderate and high risk to
acceptable levels
• Providing risk management training
• Facilitating risk assessments and
• Preparing risk briefings, reports, and documents required for
Project Reviews
Project Team:
Responsible for identifying,
monitoring and managing risks
Coordinate with SMEs to review and recommend to the Project
Manager changes on the overall risk management approach
based on lessons learned.
• Quarterly, or as directed, participate in the update to project
risk assessments made during the previous review period.
• Review and recommend any changes to the risk assessments
made and the risk mitigation plans proposed.
• Report new risks to the Project Manager via e-mail
• Ensure that risk is a required topic at each Project Meeting
• Accomplish assigned mitigation tasks and report
status/completion of mitigation actions to the Project Manager
for entry into the database.
Subject Matter Experts
(SMEs):
Responsible for implementing
risk management tasks per this
plan.
Review and recommend to the Project Manager changes on the
overall risk management approach based on lessons learned.
• Quarterly, or as directed, participate in the update to program
risk assessments made during the previous quarter.
• Review and recommend any changes to the risk assessments
made and the risk mitigation plans proposed.
• Report new risks to the Project Manager via e-mail
• Accomplish assigned mitigation tasks and report
status/completion of mitigation actions to the Project Manager
for entry into the database.
End Users The end users will participate in the project through the SMEs.
The End Users may identify risks and should pass the
information through the SMEs or Project Team. All risk
identification, tasking, and reporting will be handled through
the project team member(s) assigned to the End User.
6.1. Risk management structure and procedures
This section describes the risk management process and provides an overview of the
risk management approach.
Size: With a budget of GHc55,000, this project is a medium sized project
Complexity: This project involves multiple divisions within the organization, but does not
involve any other agency or external organization. The project does work with
complex formulas. We rate this medium complexity.
Importance to
Business:
This project is determined to be of high priority within the agency.
Visibility: Agency seldom does IT projects of this size or complexity
IT SKILLS
Vendor: ITD is updating an ITD based app. ITD has already done this with other
projects.
Project Mgr.:
Relying on ITD’s internal PM. Agency staff has no formal PM experience.
Agency Project
Team
About 50% of the SMEs have done a similar project
7.0. CRITICAL ASSUMPTIONS AND CONSTRAINTS
7.1. Project Assumptions
The following assumptions apply to the WP Project. As project planning begins and
more assumptions are identified, they will be added accordingly.
All staff and employees will be trained accordingly in their respective data entry,
timesheet, and reporting tasks on the new web-based system
Funding is available for training
Funding is available for purchasing the air-conditioners.
All department heads will provide necessary support for successful project
completion.
Project has executive- level support and backing.
The P.T.A. as well as the entire community of Ho is very serious and interested in
the project completion.
7.2. Project Constraints
The following constraints apply to the WP Project. As project planning begins and more
constraints are identified, they will be added accordingly.
There are limited IT resources available to support the Air-conditioning Project and other, on-
going, IT initiatives.
As implementation will be done internally and not by the product developers or vendors,
there will be limited support from the component producers.
Sufficient funding and dedication of time to the project by team members are required for
continued development and adequate maintenance. Should sufficient funding not be
available, certain initiatives may be planned but not undertaken. This effort is a collateral
duty for most of the PDT members. In some cases, this reality may slow progress toward
task completion. The fun must be available for the procurement of the appropriate air-
conditioning equipment and tools.
Also team members must be dedicated and communicative to speed work to be completed on
time. The project sponsor must be available in time of need so as not to cause delay in any of
the project phase when their services are needed.
REFERENCES
www.ProjectManagementDocs.com
Treasury Board of Canada (2001). Integrated Risk Management Framework. Cat. No. BT22-
78/2001. Available from http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RiskManagement/rmf-
cgr_e.html
PMI (2003). Project Management Body of Knowledge (PMBOK), particularly Chapter 11,
Risk Manage- ment. Upper Darby, PA: Project Management Institute. Available from
http://www.pmi.org