A Capstone Integrated Process team is a “multidisciplinary group of people who are collectively responsible for delivering a defined product or process. IPTs are used in complex development programs/projects for review and decision making. The emphasis of the IPT is on involvement of all stakeholders (users, customers, management, developers, contractors) in a collaborative forum” (n.d., 2016). A Capstone integrated process team are also created as part of structured systems engineering methodologies, focusing attention on understanding the needs and desires of each stakeholder. This system was introduced to the U.S. Department of Defense in 1995 as part of the major acquisition reforms to the way goods and services were acquired.
DHS is composed
...System (SMS). Knowing that the Harley-Davidson’s employees were not very susceptible to quick changes, SiL’k team made sure to employ company’s model to highlight People, Processes and Technology for any change initiatives. Additionally, company’s Technology decisions were differed to company’s Architecture Integration group to ensure all technical solutions will be compatible with existing Information Systems architecture. Last but not least, the team took an open communication approach and throughout the process, each party involved, shared their monthly updates as well as project newsletter that communicated objectives, activities and progress to the community. This was clearly an ultimate teams collaborative effort, which brought them all toward shared vision of the new process and activities, resulted in shareholder’s decision in favor of the new supplier.
1. Competitive Advantage – Through my experiences in the Capstone Simulation I learned a great deal about running a business. First of all, recognizing your company’s competitive advantage and reinforcing it in your business plan and operations is essential for sustained success. By investing heavily in TQM, HR, and automation in the low and traditional segments, Digby was more efficient than our competitors. Thanks to our heavy investments in TQM our company’s R&D cycle times were among the industry’s best. Not only were we able to meet customer preferences in a timely manner, allowing us to secure market share, our variable costs were greatly diminished with these investments. Costs were even further diminished with
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can pull together a basic plan of action that would have set the DIA’s baggage handling system as a marvel model of rapid automation.
Once all of the teams are in place and employees are put with the product specialized for them, the ball will get rolling. Slowly but surely things that need to be corrected will be done, employees that can not conform to the new responsibilities will be eliminated, and employees will start to feel the job satisfaction that is really the driving force behind this system.
Issue: CanGo does not have a method and process that determines how to plan, develop and control projects. The implementation of the new system integration and the revision of the current production process flowchart, are good examples of CanGos’ struggles. These projects have not been properly managed due to the fact that the teams at CanGo do not have a methodology model. Management lacks the skills need to achieve the projects objectives, executions and deadlines.
formed project teams to look into issues and make suggestions on how to make it better. The
The evaluation plan should fit nicely into the model outlined above by Kent-Walsh and McNaughton (2005). The pretest in Stage 1 should provide the baseline for the targeted strategy. As referenced in a study by Light et al. (1992), this baseline should be based upon behaviors that are occurring within a natural environment. Then in Stage 7, the posttest should provide the post-intervention probe. Finally, the generalization occurring in Stage 8 provides follow-up assessments that can gauge the overall effectiveness of the intervention. The reason for this evaluation process is tri-fold. The first component is to see what needs have and have not been met (Beukelman, Mirenda, & Ball, 2013). Secondly, it is to determine the effectiveness
...arations needed during implementation of the project while the final phase is meant for overall evaluation.
Kezner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th. New York: John Wiley and Sons, Inc, 1998. Print.
The Systems Development Life Cycle (SDLC) consists of phases used in developing a piece of software. It is the plan of how to develop and maintain software, and when necessary, replace that software. In 2007 during my hospital’s transition to a new software system, I was fortunate enough to be included in the process. I did not get involved until the implementation phase, but from then on, until now, I remain very active in the process. I decided to highlight the Waterfall Model of SDLC. The Waterfall Model is a “sequential development process” with each phase continuing in a line (McGonigle and Mastrian, 2012, p. 205).
There was a huge and a high pressure government project which had to be completed in a short span of time. It had several teams associated with different
Key stakeholders are concerned that the process redesign that has been achieved through the CCG is not delivering the best possible level of client outcomes. That concern is the principal reason for initiating, and will be a key outcome from, this review.
In this process, it was important for me to establish the sense of urgency as well as the vision of the project. I accomplished this by meeting and working with the stakeholders, securing their consensus and working with the technical team to develop technical...
Interfacing with the project manager and relevant personnel, the system administrator assists project teams with technical issues in the initiation and infrastructure planning phases. These activities typically include the definition of needs, benefits, and technical strategy; research & development within the project life-cycle; technical analysis and design; and support of operations staff in executing, testing and rolling-out the solutions. System administrator participation on specific projects is focused on smoothing the project transition from development to implementation by performing operations activities within the project life-cycle.
They outsourced and gave a quick training on project management for 50 employees (out of 300), some of which were place as part of the committee to create a project management methodology for the company. After two months of meetings, and mainly due to personal interests, three stage-gate models were created: information systems, new products/services provided, and one for acquiring new