Los Angeles County Department of Public Social Services has been struggling to accomplish a well organized computer system that was supposed to minimize the work of the employees, minimize the consumption of paper, decrease the number of errors and make the service for the customer faster. The bid for a newer, innovative and technological system began at $1 million dollars in 1995 (www.articles.com) . Many contractors sought the opportunity to make the County's dream come true. In this paper, I will attempt to describe a proposed project that will enable the County to fulfill the need for a faster service, more accurate, cutting unnecessary paper work for the employees and the lowest possible cost. The Los Angeles County Department of Public Social Services has attempted to develop a computer system that will connect to Federal Systems, State and local integrated systems to cross reference individuals across the nation. Bidding for the project began in 1990 where 10 contractors were chosen to debate a better cost efficient computer system for the County. Some of the competitors involved Unisys, Maximus and other private entities. Unisys was chosen to pick up the challenge. The proposal promised to have the system up and running within 1 year, minimizing error, expediting document turn around and cutting paper work for the employees. Three years later it was discovered by an undeclared source that what had been promised was far a way from reality and remained just that a "dream". What began at $1 million dollars, had escalated to 7 million dollars in the period span of 3 years. What makes this more incredible is that Unisys was nowhere near finishing the compounding task after the promised year. Two years la... ... middle of paper ... ...on and eigenvector analysis enables us to account for all the interactions between managerial and success variables and to address a handful of perspectives, often left unanalyzed by previous research" (Shenhar, Tishler etal,. 2002). Having said this, the proposal has been addressed to your department for further legal issues and payment. References: Leo, Douglas W, CCC (2002). Using Project History to Assure Project Success. Transactions of AAEE International, p01 Retrieved: February 25, 2006 from www.apollolibrary.com Los Angeles County Department of Public Social Services Home Page 2006. Retrieved: February 26,2007 from www.laco.gov Shehar, A; Tishler, Asher; Divir, Dov; Lipovestky, Stanislav; Lechler, Thomas 2002. R&D Management; 2002. Vol. 32 Issue 2, p111, 16p Retrieved: February 26, 2007 from http://web.ebscohost.com
The San Fernando Valley is an urbanized basin situated in the County of Los Angeles, California, bordered by mountains its home to about 1.69 million people. Yet, amidst its cool mountain breeze residents of the Valley have learned to recognize its environmental hazards. Experiencing great impacts from its larger more celebrated neighboring cities undergoing urban gentrification. As a consequence, it has led a number of people to make their way to the San Fernando Valley. Unfortunately, many of them are homeless fleeing the unsafe streets of skid row and making their home in different areas of the valley. Camping out in semi-rural washes many park their RVs behind major commercial buildings while the more unfortunate construct tents under the protection of freeway bridges. In the San Fernando Valley, the homeless blend into the
Project responsibility is assigned to the division’s Research and Development Group: Mike Richards, the project scientist who developed the product, is assigned responsibiliy for project management. Assistance will be required from other parts of the company: Packaging Task Force, R & D Group: Corporate Engineering: Corporate Purchasing: Hospital Products Manufacturing Group: Packaged Products Manufacturing Group.
Back in May of 1998 GovWorks.com was founded and had 8 employees in it. The idea of such an internet service was inspired by the best friends and two co-founders: Kaleil Isaza Tuzman and Tom Herman. They have left their jobs to start work on the website. The company has started with a couple of computers, a comparatively tiny office and one car. With its very quick extension just in a few months the company grew to 30 employees, but it was the beginning. Their goal was just pompous: to transform the local payment system to the size of a federal and then to the global worldwide transaction system. Even the slogan of the company was nothing if not immodest: “All payments for all governments”. He tried to get the support of organizations that represent many different municipalities. For instance U.S. Conference of Mayors. They were so-called umbrella organizations. With the support of them GovWorks could quickly become a nationwide. Unfortunately it did not work out that way. Tuzman and Herman undervalued the trust little cities have to the endorsements of the umbrella organizations. GovWorks expected big contracts to come quicker than they actually came. As the result in the beginning of 2001, the company was not any more in business.
Similar to The Lookout Mountain Facility, the Mount View Youth Services Center is also operated by Colorado Department of Human Services, Division of Youth Corrections. However, unlike the first facility, it offers detention services to both males and females. Mount View focuses on a behavior management program for their clients. Through positive reinforcement, goal setting, focusing on the youths’ strengths, and evidence-based programs they work to manage the behavior of their clients. This facility is unique in that it is houses the Front Range Assessment Unit. This assessment is applied to youth that have been admitted to Division of Youth Corrections. Its goal is to determine the risks posed to the youth through the assessment and then
This project belongs in the engineering-efficiency category; therefore, it has to fit at least 3 of 4 performance hurdles, which are 1. Impact on EPS; 2.Payback; 3.Discounted cash flow and 4. Internal rate of return.
Kerzner, H. (2013). Franklin Electronics. In H. Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and Controlling (pp. 839-841). Hoboken, NJ: Wiley.
The Englewood community is one of Chicago’s 77 official communities. The community is an urban setting comprised of 30,654 residents. Ninety-eight percent (98.8%) are African American. Of the population, 5,740 are youth 10 to 19 years of age, 18.7% of the population and approximately 60% of the households are headed by single women (U.S. Census, 2010). In 2011, median household income was $24,049 compared to the City of Chicago median household of $43,628. The 2010 U.S. Census did not report household income. Englewood ranks as one of the highest poverty communities in Chicago with a poverty rate exceeding 39% (Atlas of Illinois Poverty, 2003).
Most projects fail due to inattentive management, poor communication and also shifting requirements. Information Technology projects are mostly affected by such factors and it will ensure the projects failure. Minnesota’s Department of Human Services closed out its project due to organizational issues named above. The project is called HealthMatch. The organization wasted millions of dollars in the project.
On August 12, 2010, the Governor of Illinois notified the Federal State Employee Union (FSEU) Local 343, of the state’s intent to outsource and privatize the Department of Transportation (DoT) information systems management function (B. Glenn, personal communication, August 20, 2010). In response, Mr. Padilla, the president of the FSEU Local No. 343, requests the FSEU Director of Human Resources, Ms. Glenn to evaluate the notification. The memorandum dated August 20, 2010, includes Ms. Glenn’s reasons and recommendation for opposing the proposal.
3. What were the unintended consequences of using the project management tools? What lessons should Teradyne take away from the Jaguar project?
"I work off and on. Mostly day work is all there is. Used to be a teacher. I'd like to find a good job, but how? When you're on the street, you've got one set of clothes, two if you're lucky, and they're always dirty. No place to shave, shower, clean up. And any job that's decent will ask for an address, phone number, a driver's license. It's hard to break out of the cycle and into focus. " --Mark (a homeless person)
Since a great number of Americans use applications such as email, instead of hand written letters, and Microsoft Word, in place of pen and paper, the need for manual effort has lessened. In the medical field, the Government now requires doctors to use electronic medical records, replacing hand-written charts to document information on patients. Recently, my parents’ Ophthalmology clinic ceased using paper charts. They transferred each old and new patient’s medical record to a computer, allowing the partnered doctors to easily access one another’s charts. After making the change, the doctors no longer need to spend time writing information down on paper, but instead enter it into a computer. With functioning computers, this new and improved method works well. However, if the computer’s system fails the stored information may become temporarily inaccessible or completely lost. One morning my father arrived at work to find the computer system “down”. He had no list of patients, past history or any information on the patient’s reason for scheduling the appointment. Not only did this frustrate him, but also inconvenienced the clients. Had he retained paper charts rather than computer records, all required information would still remain accessible. Although this mishap rarely occurs, dependence on technology to replace hand-written documents halted my father’s
MidSouth Chamber of Commerce is an organization that rely heavily on their information systems. Lassiter, Hedges and Kovecki who has no information technology background were taken into computing operations. Introducing a new system is not an easy task until an organization has senior IT professionals and backup plans. In the end, it was the lack of proper management and lacked intimate knowledge of information systems made them depend on outside persons to make decisions that caused all these problems.
After scrapping an £7.5 million project to computerize its system, the London Ambulance Service put the project out for bid again. The new budget for development was one-fifth the cost of the prior project that failed and to be done in one-third of the time of the prior effort. Only one of the over 30 respondents was able to come in at or under that £1.5 number with the desired development timeframe (Beynon-Davies, 1999). That alone should have been an indication that something was wrong in the project. However, as typical with government/union type projects, the lowest bidder was selected to complete the project and work began.
Westerveld, E., The Project Excellence Model®: linking success criteria and critical success factors, International Journal of Project Management, Volume 21, Issue 6, August 2003, Pages 411-418. Science Direct [Accessed 10th February 2014]