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