Table of Contents
Page
Cover Page
Table of Contents 1
1. Introduction 2
2. Project Overview 2 2.1 Project Aims and Objectives 2 2.2 Constraints 3
3. Project Plan 3
3.1 Stages in the Project 3
3.2 Milestones 4
3.3 Soft Systems Stages 4
3.4 Gantt Chart 5
4. Resources Management 6
4.1 Concept 6
4.2 Development 6
4.3 Execution 6
4.4 Finishing 7
5. Risk Assessment 7
5.1 Project Team Structure 7
5.2 Potential Problems 8
6. Technical and Non-technical Problems 8
7. Leadership 9
7.1 Management Theories 9
7.2 Effective Leadership and Motivation 10
8. Communication Issues 10
8.1 Poor Communications 10
8.2 Communication Barnes 10
9. Effective Communications 11
9.1 Written Communications 10
9.2 Verbal Communications 11
9.3 Non-verbal Communications 11
10. Staff Resistance 11
11. Mentoring and Coaching 12
11.1 Project Manager and Mentor (Coach) 12
11.2 Career Mentoring 13
11.3 Change Curve Mentoring 13
12. Conclusions 13
References 14
1. Introduction
1.1 Services Provided by Owen’s Dental Care
Owen’s Dental Care provides comprehensive dental services encompassing preventive dental care, scheduled diagnostics of regular clients and dental treatments. Preventive dental care and diagnostics include bi-annual dental examination schedules, teeth cleaning, fluoride treatments, dental sealants, and teeth or full mouth x-rays. Dental treatments teeth fillings, root canal treatments, tooth extractions, and gum treatment.
1.2 Organization Structure
Owen’s Dental Care has a simple organizational structure. There are six practices in situated in various regions. Lucille Owen as the managing director heads the entire organization. In every practice, there are administrators, a receptionist, two dentists, and a hygienist. Apart from the hierarchy involving the managing director as the head and the personnel in the six practices as the human resource, there is no distinct hierarchical relationship within the six practices since the personnel work on a horizontal level.
1.3 Existing Problems
Owen’s Dental Care is experiencing four major problems that this plan intends to address. These problems include 1) supply chain management, 2) performance consolidation and monitoring, 3) non-feasibility of cross practice booking, and 4) lack of regular financial information.
2. Project Overview
2.1 Project Aims and Objectives
This systems development project plan aims to address the four problems currently experiences by Owen’s Dental Care through actions intended to improve the performance and viability of the business organization. To meet this overall aim, the project plan intends to meet a number of objectives based on the perspectives of the various stakeholders. On the part of management, the objective is to introduce a system that allows the managing director the capability to monitor the performance of the six practices and the personnel in order to assess and foresee potential problems, identify alternative solutions, and derive various contingency plans to address the possible actualization of these problems. On the part of the staff working in the head office, the objective is to improve supply chain management of the organization to ensure that the six practices are always ensured of supplies as well as ensure cost-efficiency by obtaining quality supplies at the least possible cost. On the part of the project manager, the objective is to actualize the systems development project plan within the defined period and within the budget allocated for the project. On the part of patients, the objective of the project is to create added value through a flexible and convenient booking system and competitive price for its dental services.
2.2 Constraints
There are anticipated limitations in the actualization of the systems development project plan. The project has a limited budget totalling US,000. However, by prioritizing on the different areas or aspects of spending in the project and preventing resource wastage, the budget should be enough to meet all financial aspect. The project is scheduled for completion within eight weeks. Since the project plan is multifaceted involving the placement and integration of the soft and hard infrastructures (2007) to support the system together with technical aspects of the project. Soft infrastructures refer to changes in corporate culture while hard infrastructure pertains to changes in the organization of the business units to accommodate the new system (1995). Technical aspects include networking of the computers of the main office and the six practices and upgrading systems knowledge and skills. Through time management, leadership, mentoring and effective communication (2002), all the stages of the project should be completed within the timescale. The project is context-based so that ensuring that the system is designed to meet the requirements of the organization constitutes another challenge that should be addressed through collaboration. The project requires an effective system so that ensuring high quality becomes another constraint but this should be arrested through assessment measures ( 2003) intended to ensure the reliability, flexibility, functionality and operability of the new system.
3. Project Plan
3.1 Stages of the Project
The project plan has six stages starting with the networking of computers to link main headquarters with the six practices. After the linking of computers, next stage is conducting re-organisation of personnel to accommodate the networked system such as re-definition of tasks and establishment of the points of coordination. The next stage involves human resource management covering intra-organisation information sharing on the new system and personnel training. The next stage is integrating the technical, organisational, and human resource aspects to ensure the testing and functioning of the system. The next stage is evaluating feedback exchange across the organisation to determine system issues and determine sound solutions. Last stage is finalising all adjustments for a fully operational system that meets the needs and objectives of Owen’s Dental Care.
3.2 Milestones
Milestones represent the key activities for completion for every stage of the systems development project plan.
3.3 Soft Systems Stages
The soft systems stages focus on the processes of problem identification, problem analysis, system analysis, conceptual model identification, conceptualisation of feasible and appropriate changes, and implementation plan development.
3.4 Gantt Chart
The plan chart highlights the various stages of the project plan distinguished according to the task areas and the intended sequence of completion. The first stage covers the technical aspect of networking the systems followed by the implementation of the necessary changes in the task assignments and organisational structure of Owen’s Dental Care to fit the introduction of the new system. This is followed by the human resource aspect requiring the acceptance of the personnel of the need and utility of the networked system together with cooperation in developing the skills to effectively operate the new system. The next stage involves the integration of all tools and competencies in testing and using the networked system. Evaluation follows to determine problems and make the necessary adjustments. After the system has been adjusted to become completely functional, all formalities for the completion of the system change follows.
4. Resources Management
4.1 Concept
A number of resources are involved during the preliminary phase of the project. Physical resources include the venue for conducting meetings and consultations and the telecommunication technologies to ensure the exchange of information and feedback. Financial resources cover expenses for researching and assessing the problems and needs of the firm including internal research and external or market research. Human resources include consultants, researchers, and other personnel needed in contributing to the understanding of the business problem and its solution. Resource monitoring methods during this stage include scheduling of venues, accounting for monetary disbursements, and performance or goal-completion assessment. In case of deviations, corrective measures are the selection of alternative venues, justification of excesses in expenditure and goal-based spending, and taking of feedbacks to determine roadblocks in performance.
4.2 Development
In this stage, tools and processes of networking system are identified, assessed and compared to determine combination of tools to fit the needs and objectives of Owen’s Dental Care. Resources needed in this stage include high technology hardware and software. Advanced computers with simulation software is necessary to determine which networking system would work for the benefit of the firm. Various networking systems need testing through the simulation software and results will be logged for comparison with the system needs and requirements of the dental care firm. Technical skills are also necessary in this process. To monitor the use of resources, comprehensive reports of the simulation tests (2003) reflect the extent of use of these resources in achieving the desired result of selecting a networking system that applies to the firm. In case of deviations in resource use, redefining objectives work in redirecting efforts.
4.3 Execution
During the execution or implementation stage, physical, financial and human resources are involved. Physical resources involve computers in case the old ones are outdated and cannot support networking, internet connection for all computers, hardware and software, and other facilities. Financial resources cover the various aspects of execution such as budget allocation for the physical resources and human resources. Human resources include the technical consultants, management and coordinating personnel, and firm employees. Sound monitoring methods in this stage is the comparison of project implementation plan with the actual project implementation. Quality and performance measures (2003) should also work in evaluating the execution of the network system. In case of deviations, justifications together with adjustments should address this issue.
4.4 Finishing
In the final stage of the project, financial and human resources are needed in formalising the transference of the system to the firm. Financial resources include the cost of endorsing the system to Owen’s Dental Care by the IT Consulting Firm including the payment of the consultation fee and other fees agreed to be paid upon the satisfactory completion of the project. Human resource is necessary in conducting a final assessment of the system by technical personnel to ensure that the system is fully functional and operational prior to endorsement as well as tying up all contractual obligations of the IT Consulting Firm and Owen’s Dental Care such as lawyers, auditors or inspectors. Resource monitoring methods (2002) during this stage again involves the cross checking of all the activities and tasks included in the project plan to ensure completion, the comparison of the quality and functionality of the system based on the specifications of the dental care firm. In case of deviations in resource use, accountability and responsibility (2002) applies as corrective measures.
5. Risk Assessment
5.1 Project Team Structure
Team structure of the project is simple that allows both vertical and horizontal linkages among the sub-units. The project manager can directly contact the client while the team have direct contact with each other but with the project manager always apprised of the collaboration process. Since communication is multi-level and mostly direct, issues and problems are easily detected and recognised by the various players in the project, resulting to the immediate determination of solutions and the implementation of adjustments to make the necessary changes. The simplicity of the team structure is also cost saving because it eliminates redundancy and allows complete cooperation among the units and sub-units.
5.2 Potential Problems
A number of potential structure-based problems could arise in the course of project actualisation. First problem is the difficulty of the client in determining the needs and objectives of the firm that requires the introduction of a new system. Since not all of the personnel of the different practices are not convinced of the need for the project. Apart from differing opinions on the need for the new system, varying opinions would also arise on the type of system for implementation. This could lead to shifts in the specifications of the client that could also delay the work of the entire team. Another problem would be the differences in the opinion of the research, design and purchasing team on the material and non-material aspects of the project. However, differences in opinion in this aspect results to better results when the creativity, innovativeness and analytical competencies of the members of the sub-units contribute to the determination of the best system and system implementation for the client. Nevertheless, there is need for the project manager to direct efforts towards the objectives.
6. Technical and Non-technical Problems
In the course of the actualisation of the project plan, a number of technical and non-technical problems are expected to arise during the different stages of project completion. The technical problems revolve around the lack of the tools, structures, skills, and documentation necessary in moving from one stage to another. The non-technical covers various aspects such as the lack of communication, delays in task completion when the accomplishment of the task is necessary to proceed to other tasks, competencies, and differences in opinion that results to the non-acceptance of the system and the non-cooperation in ushering the integration of the system into the organisational operations. However, by recognising these possible problems and applying preventive measures such as opening or linking channels of communication as well as organising and monitoring tasks, these problems should be prevented or easily managed when these arise in the course of project implementation.
7. Leadership
7.1 Management Theories
Leadership plays an important role in corporate communication, which is a key tool in change management. This means that leaders should understand and direct corporate communications towards the desired change. (1995) defines corporate communication as the management tool used to harmonise internal and external means of communication to achieve the highest degree of effectiveness in relationship building and group dynamics that are important in project completion. (2001) describes that part of corporate communications is language management that pertains to terminologies and modes of delivery within the organisation. It should be recognised that not all of the members of the project management team are knowledgeable of systems. This means that technical language should be tapered to accommodate other members with nil knowledge of technical language. (1998) adds that corporate communication also encompasses corporate culture, which pertains to the values, beliefs and practices of the organisation. Corporate culture affects corporate communication by influencing the artefacts expressing the way that the members of the organisation relate to the firm, project, tasks and their fellow personnel. In project management, a defined organisational culture provides a common basis for collaboration.
7.2 Effective Leadership and Motivation
Effective leadership is the leader’s recognition that projects are developed and accomplished by people so that the members of the team are active players at the start, middle and end of the project (2007). This means that an effective project leader should motivate the members of the project team to draw their full commitment and contribution to the project. To motivate members of the project team, the leader should encourage openness and listening in drawing feedback (1995) from the team members. Through an open environment, the team members are encouraged to become creative, innovative or analytical to contribute to decision-making. When the team members realise that their opinions are valued they develop a sense of belongingness to the team translated into commitment to the team effort. Commitment then finds expression through minimised mistakes or delays. Through open communications, project monitoring becomes easier since members of the team can openly discuss with the project manager any perceived impending or actual problems for immediate prevention or resolution. An effective leader should also be able to recognise concerns of the team members and provide a venue for the resolution of issues. Moreover, an effective leader should also be able to tie-up the contributions of the team sub-units by directing the members towards the common goal of accomplishing the project through their concerted effort.
8. Communication Issues
8.1 Poor Communications
There are three different sub-units, which are the research team, the design team, and the purchase, and information sharing is important to derive decisions over important aspects of the project. It can happen that misunderstandings and miscommunications could arise when channels of communication between the sub-units become blocked due to differences in opinion that are difficult to reconcile, refusal of unit members to listen to the opinions or ideas from the perspective of the other sub-units, and the lack of parties to mediate the problem. Developing an environment and channels for open communication addresses the potential problems of poor communications.
8.2 Communication Barriers
In this project, there could be a number of communication barriers. First barrier is the differences in the specialisations of the team members that could result to difficulties in arriving at a commonly understood language. The design team are IT specialists adept at the technical language of computers and the Internet. In meetings, it can happen that the other sub-units that are not that familiar with IT language cannot relate to the report of the IT team. Second barrier is lack of technical tools for multi-level communications such as the traditional telephone and fax as well as ICT tools such as online audio-visual communications.
9. Effective Communications
9.1 Written Communications
Written communications constitute a handy means of information sharing as well as a backup for digital files. To be effective, written communications should be clear. This means that the content should be understandable by the readers in order to translate into the expected action. Apart from clarity, written communications should be concise. The point of the communications should be easily discernible even with short letters. Again, the point of effective written communications in project management is the translation of the interpreted meaning into the expected outcome. In this project, effective communications is enhanced by optimising the utility of written communications by minding the content and manner of expression in written communications in order to delivery the intended message to obtain the desired response.
9.2 Verbal Communications
Effective verbal communications can be achieved through various means. First is by planning or organising the message. Second is by being expressive. There should be a difference in speaking style by placing stress on important points or using different tones for different situations. Creating a fitting communicative environment is made by combining content, tones and expression to develop understanding among the group.
9.3 Non-verbal Communications
Listening to the feedback and answering the questions of group members constitute important factors in effective non-verbal communications. Another important consideration is reading and mastering the non-verbal communications of team members. Non-verbal communication has a different expression for different people so that the project manager needs to learn the non-verbal expressions of the group members and master their non-verbal cues to facilitate better communication. Problems can also be better recognised through the non-verbal cues of the team members. Needs and requirements of the team members can also be understood through non-verbal communications.
10. Staff Resistance
A number of resistance issues may arise in the implementation of the project. First resistance could be the apprehension of the employees of Owen’s Dental Care over the possible change in their tasks upon the introduction of the new system. Employees gain security by mastering or being good at their tasks and the introduction of new system could result to new knowledge and skill demands in task completion that challenges the security they have built during the period of their tenure (2007). Second resistance could come from the different perspectives of the employees over technology even if the employees do not recognise or aware of this. When this happens, employees would find excuses for the project not to push through. In this case, an open communication environment should be created to draw the feedback of the staff members over the planned change. Upon learning the positive and negative reactions of the staff members, the managing director can determine ways of addressing individual concerns to arrive at a consensus to accept the new system. Third resistance develops from the negative perception of the lack of prior consultation before the implementation of the systems development project. Employees who constitute the active parties in the operation of the new system may question the top-down imposition of change as irrational, unnecessary or costly. In this case, the top management should communicate the benefits of the new system to the staff members in the different practices to gain their cooperation and participation in the operation of the new system. In addition, top management should instil in the staff members their important role in the effectively using the new system and the efficiencies they expect to derive from the new system that would improve their performance or output. To address resistance, the establishment of a fiduciary relationship between top management and staff members is achieved through effective communications.
11. Mentoring and Coaching
11.1 Project Manager and Mentor (Coach)
Mentoring or coaching involves an important part of project management because it is through this process that the potential of team members are developed (2007). Although there are recognised differences between mentoring and coaching, both terms serve the purpose of bringing out competencies to enhance the efficiencies in performance and outputs (2001) that in turn translate into the accomplishment of the goals of the project. The role of mentor or coach necessarily falls on the project manager. Although a consultant could be hired to play the role, the project manager as mentor offers a number of benefits. First is the that the project manager understands the needs arising throughout the project and knowing this context allows the mentor to help the individual team members to develop skills applicable to the project. Second is the experience of the project manager in handling problems surrounding the implementation of the project so that the project manager knows the means that the team members can develop to effectively recognise, understand and deal with problems. Third is the fiduciary relationship that developed between the project manager and the team members. This means that the team members are more comfortable learning from a known or respected mentor relative to a stranger, even if the stranger is an expert in project mentoring.
11.2 Career Mentoring
Career mentoring applies in developing the potential and enhancing the existing strengths of team members as the mentorees ( 2007). The objective of mentoring is to help the team members determine and achieve planned career development aims. The mentor provides encouragement and the opportunity for the mentorees to hone their strengths. The development of strengths then results to the accomplishment of great work. This then results to successes on various levels including the personal success of the team member, the career success of the team member, the success of the team, and the success of the project. Career mentoring occurs in different stages. First stage is the discovery of strengths through mentor encouragement and opportunities for developing competencies. Second stage involves the use or application of these strengths in actual project settings. Third is the reaping of the benefits from the application of strengths. Fourth is the completion or commencement of the cycle with the development of further strengths.
11.3 Change Curve Mentoring
Although the stages of career mentoring seem easy, these are not without difficulties so that success is not always achieved on the first attempt. In project management, a number of roadblocks or setbacks may occur but the important thing is to deal with disappointment and failure and make another attempt ( 2005). The purpose of change curve mentoring is to help members of the team deal with setbacks ( 2007). The role of the mentor is to redirect the focus of the mentoree from the setback towards the goal of developing strengths. Similar to career mentoring, change curve mentoring also involve stages. The first stage is redirection or the reacquisition of strengths by the team members taking breaks to reflect on the setback and learn from the experience. The second stage is shifting of perspective of the mentoree by encouraging the mentoree to look at the future accomplishments. The third stage is regaining of confidence to apply the discovered strengths in project tasks but this time selecting a better route, direction and pace.
12. Conclusions
After consideration of the various aspects of the systems development project plan, resulting to the recognition of the objectives and purposes of the project, the tools needed in accomplishing the plan, and the possible problems that could arise in the course of the plan and the determination of solutions to these potential problems, project completion should proceed smoothly. However, there is an area that needs to be stressed, which is obtaining the acceptance of the employees of the different practices to recognise the importance of the new system, accept the change, and cooperate in the accomplishment of the process. This needs stress because it involves not only the project team but also coordination with the management and employees of Owen’s Dental Care. Since this involves a wide range of possibilities or situations, this also opens risks and issues that need to be addressed if the plan is to effectively proceed.
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