Please ensure the assessment should be based upon the attached case study and referencing should be done in APA 6 with intext citation.
PROJ6003 Project Execution and Control Assessment Case Study 2021 1 * The contents of this Case Study were adapted from a real case to suit the requirements of the PROJ6003 subject’s assessments and are the property of Torrens University Australia. Department Asset Management System – DAMS Project Background The organisation is a large state-based government department in Victoria with assets and stakeholders throughout the entire state of Victoria. This project is to deliver an Asset Management Information System which will store the details of all new and existing assets, which include land and buildings across multiple locations. We will call the system DAMS, Departmental Asset Management System. The DAMS System replaces over 20 department asset management systems and manual processes, including systems written in MS Access, Excel and Lotus Notes. Due to the number of assets and divisions within the department, it was decided that the system would be developed and deployed over a three-year period, with three separate deployments. The project was purchased on the basis of responses to a tender, and the successful supplier was an experienced vendor, who had previously delivered this application to other state government-based agencies. We will call the vendor Great IT Systems (GIS). The contract was approved as a fixed price contract, using the Requirements Specification document from the Tender as the agreed basis for costing. The contract allows for changes to specifications and requirements at a fixed hourly rate according to the rate card. The CoTS (Commerical Off the Shelf) software solution was purchased for a cost of $5.5M plus implementation and training costs. Training development and delivery was quoted at a cost of 500 days at a daily rate of $1000 per day. Implementation costs, including requirements analysis, customisation and system testing were charged at $3M. Hardware and infrastructure was purchased at a cost of $4.5M. Total cost of the project is recorded as lifecycle cost, whick includes ongoing maintenance during the life of the program, generally made up of the initial contract plus two extensions of the initial contract. Changes and additions to scope are based on the rate card (Appendix 1) The initial intention was that the selected application would be implemented as it was, out of the box and with minimal customisation. The business users would need to change their ways of working to follow the processes that are introduced via DAMS. Project Team The current vendor Project Manager has successfully delivered many projects and is well known for her Stakeholder Management and Project Delivery skills. We will call her Lee. The current department Program Manager is a consultant with many years of experience, but has only recently joined the department on a contract basis, specifically to deliver the DAMS Program. We will call him Mark. Glenn is a Project Manager, who reports to Mark, and has also joined as a consultant. Glenn has worked with this department previously as a consultant, and has delivered a number of applications, including AssetMan which will now be replaced by DAMS. A Business Analyst has also been allocated to the Program. He comes from within this government department and has worked in an IT delivery role for six years, He too has implemented AssetMan and knows Glenn well. We will call him Martin. Recently, a Project Officer, Teena, has joined the Project Team. Her role is to schedule and manage meetings and training dates. Teena is an experienced Project Manager who has worked for many government organisations and understands how to communicate effectively with the key PROJ6003 Project Execution and Control Assessment Case Study 2021 2 * The contents of this Case Study were adapted from a real case to suit the requirements of the PROJ6003 subject’s assessments and are the property of Torrens University Australia. stakeholders. Teena is present in all meetings and in all training sessions. Teena feels that she is underutilised and that Mark is not taking advantage of her skillset. She also feels that Lee is using her as the scapegoat for any issues that are coming to light. Teena is not included in the Project Steering Committee Meetings, which frustrates her, as most of the Project Team and stakeholders come to her first with any questions or problems. The organisation has allocated Subject Matter Experts to the Program, with the expectation that the solution will satisfy all of their needs, and that all staff will use the full system once it has been delivered. The Subject Matter Expersts are specialists in their area of work, with a number of stakeholders allocated to a super user role. This role allows them to create new users, and update new code tables according to the needs of the teams and applications. The key internal stakeholders, especially the Subject Matter Experts, who have been seconded to the Project Team, have worked in their role and team for many years, and are very experienced in their current applications. They do not understand the roles or needs of other teams and really are not interested in knowing what the others do or how they do it. They do not understand why they need to use an application that takes into consideration the needs of the other teams. The benefits of implementing DAMS are not immediately visible to these internal stakeholders, who believe that the new systems are imposing more work on them, rather than simplifying the processes. A number of Subject Matter Experts, who have been seconded to the Project Team, do not have a long-term view of the needs of their team, but rather have a limited view based on what they currently do. The application requirements have been developed on the basis of information gathered from these Subject Matter Experts. PROJ6003 Project Execution and Control Assessment Case Study 2021 3 * The contents of this Case Study were adapted from a real case to suit the requirements of the PROJ6003 subject’s assessments and are the property of Torrens University Australia. Figure 1 Program Organisational Structure Corporate and Branch teams The Staff, who are located at Head Office within their corporate teams, are primarily responsible for liaising and supporting the branch office staff, however they are mainly called upon to report on KPIs and ensure that the projects which are created for each branch office, are delivered according to agreed requirements. For the purposes of simplicity this report will focus on the impacted divisions within the Corporate Head Office location, along with their branches which are located in Metropolitan and Non-Metropolitan Regions across the state. The Branch staff are responsible for their assets and their staff as well as their own customers. The Branches are the delivery arm of the department. While they manage assets and maintenance work at their own sites, they are also responsible for the delivery of the department services to their local communities. These Branch staff are also responsible for reporting back to the Corporate Divisions. The aim of DAMS is to reduce the amount of duplication in the preparation of these reports for the Corporate teams, using the data from a centralised base of information, which can be accessed, depending on securities and permission, by all staff who need to access the data. PROJ6003 Project Execution and Control Assessment Case Study 2021 4 * The contents of this Case Study were adapted from a real case to suit the requirements of the PROJ6003 subject’s assessments and are the property of Torrens University Australia. The Corporate and Branch teams and their applications within DAMS are listed below in Table 1 Division and Applications. The Regional structure is shown in the map below in Figure 2 Regional Divisions within Victoria Table 1 Division and Applications Corporate Division / Branch Responsibility Application Release date Asset Management Asset Register Release 1 – deployed Agreements Release 1 – deployed Disposals Release 1 – deployed Acquisitions Release 1 – deployed People and Culture People and Lists Release 1 – deployed Corporate Finance / All branches Contractors Release 1 – deployed Corporate Finance Investment Management Release 3 – no release date Capital Allocation Tool Release 3 – no release date Corporate Reporting Reporting Release 1 – deployed Forecasting and Modelling Release 3 – no release date Corporate Planning Asset Management Planning Modelling Release 3 – no release date Corporate Planning / All branches Condition and efficiency management Release 3 – no release date Asset Management Reform Implementation Team / All branches Property Condition Evaluation Release 2 - delayed Capability Building Unit/ All branches Asset Maintenance Plan Release 2 - delayed Corporate ESM Team / All branches Essential Safety Measures Release 2 - delayed Response Programs Unit / All branches Asbestos Registers Release 2 - delayed Safe Program Release 2 – delayed Asbestos Management and Audits Moved to Release 3 Cleaning Unit / All branches Cleaning Release 2 – delayed, part has been moved to Release 3 PROJ6003 Project Execution and Control Assessment Case Study 2021 5 * The contents of this Case Study were adapted from a real case to suit the requirements of the PROJ6003 subject’s assessments and are the property of Torrens University Australia. Corporate Division / Branch Responsibility Application Release date Contractor Panel application and management Release 3 – no release date Cleaning Audits Release 3 – no release date All branches Work Order Management Release 2 - delayed Figure 2 Regional Divisions within Victoria The product The key benefits of DAMS are mainly aimed at the Corporate Management Teams, who are looking at the centralised reporting and centralised future planning options which will be delivered when the project has been completed. Several applications scheduled for Release 3 are aimed at achieving the future planning requirements. At this completion of Release 3, all of the applications will have been delivered and all staff, state-wide, will have been trained with some havingused the applications for at least 12 months. The Corporate Reporting Team will be developing key reports to provide planning and modelling for future asset acquisitions and asset maintenance programs. These reports will feed future budget proposals which will be submitted to