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Friday, July 31, 2009
The Sudan E-passport project
Name: Steven Joeng ID: 1000819856
Q1, Based on the article, there was a group of external stakeholders (related to the politics) involved in the Sudan e-Passport project. How did their needs and expectations affect the overall project management success?
Answer:
The group of external stakeholders was the Ministry of Interior of Sudan also known as MOI of Sudan, which 100% own the Kushite Integrated Co. Ltd.
To reach the goal they want and fulfill their needs and expectations, the MOI and Kushite took care about the internal work packages and supported by HJP consulting, so that it affect the overall project management success. The internal work packages such as:
- Business process re-engineering
- Site security management systems
- Logistics
- Personnel
- Quality assurance processes
-procurement contract
In conclusions, Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI was affecting the overall project goal and success.
Q3, Analyze which project management process groups were affected to cause the conclusions listed in lessons learnt. Elaborate your reasons.
Answer:
There were five project management process groups, from those five, only two that applicable and affecting the project, so that the conclusions are formed to learn from the past.
First is project initiation that covers on this lesson.
- Internal work packages and supply chain activities must be coordinated by a single project management. The important point is by choosing the right project manager, because only one project manager can be work at a project. To initiate a project, someone must define the business need for the project, someone must sponsor the project, and someone must be a project manager roles to coordinates the project.
Second is project planning that covers on these lessons.
- Qualification plans for components must be agreed between issuer and supplier in a very early stage.
- A formal change management process must be installed right from the beginning. These meant to avoid the mistake that occur when the project was on the executing processes, so that they won’t to redo the project, or precede the project with an error within. Project planning divided into scope management, schedule management, cost management, procurement management and so on, which is defining each knowledge area as it relates to the project.
Q1, Based on the article, there was a group of external stakeholders (related to the politics) involved in the Sudan e-Passport project. How did their needs and expectations affect the overall project management success?
Answer:
The group of external stakeholders was the Ministry of Interior of Sudan also known as MOI of Sudan, which 100% own the Kushite Integrated Co. Ltd.
To reach the goal they want and fulfill their needs and expectations, the MOI and Kushite took care about the internal work packages and supported by HJP consulting, so that it affect the overall project management success. The internal work packages such as:
- Business process re-engineering
- Site security management systems
- Logistics
- Personnel
- Quality assurance processes
-procurement contract
In conclusions, Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI was affecting the overall project goal and success.
Q3, Analyze which project management process groups were affected to cause the conclusions listed in lessons learnt. Elaborate your reasons.
Answer:
There were five project management process groups, from those five, only two that applicable and affecting the project, so that the conclusions are formed to learn from the past.
First is project initiation that covers on this lesson.
- Internal work packages and supply chain activities must be coordinated by a single project management. The important point is by choosing the right project manager, because only one project manager can be work at a project. To initiate a project, someone must define the business need for the project, someone must sponsor the project, and someone must be a project manager roles to coordinates the project.
Second is project planning that covers on these lessons.
- Qualification plans for components must be agreed between issuer and supplier in a very early stage.
- A formal change management process must be installed right from the beginning. These meant to avoid the mistake that occur when the project was on the executing processes, so that they won’t to redo the project, or precede the project with an error within. Project planning divided into scope management, schedule management, cost management, procurement management and so on, which is defining each knowledge area as it relates to the project.
1000715602, Membere I. Membere. IT project management office in south carolina.
QUESTION(2)
(2)$2.3 trillion is not a small amount of money. in your opinion with regards to theory, how was the project sponsor(s) persuaded to invest in such project? Give example of tools used during the initiating phase for this purpose?
ANSWER 2
My opinion on how project sponsors were persuaded about South Carolina IT project office.
Actually, $2.3 trillion is not a small amount of money based on the article of our project because it is clearly written according to U.S. Department of Commerce’s Bureau of Economic Analysis that “ public and private sectors spent an estimated $2.3 trillion in 2001 on projects ranging from construction, research, development and information technology. This staggering amount is the equivalent of one quarter of our country’s gross domestic product (GDP)” and the above mentioned amount is huge for a project therefore before any project sponsor will invest on project with
that huge amount, something must have persuaded or triggered the project sponsor.
And from my opinion what persuaded the project sponsors to invest in the project is
that they were faced with some IT project management problems to a statewide level and they believed bringing up a project of that kind will help to minimize or put their problem to an end since their priority is to afford to citizens and government agencies in terms of project scope, quality, time and cost through IT projects and they believe with the execution, leadership, direction and assistance of the PMO, the State of South Carolina can be assured that its future technology projects will be managed by some of the most qualified project managers in the country and that seems to be a human development capital project and they executed their project successfully with the help of some cost management tool and techniques, cost analysis tool, and communication management tools like policies, templates, metrics, dashboards, reporting requirements, glossary of terms, etc. and my opinion is supported with application of Mcclelland theory of achievement which state that “achievers like challenging projects with achievable goals and lots of feedback”.
QUESTION(3)
This article mentioned the benefits provided by the south Carolina IT PMO. were these benefits achieved? How did they evaluate these achievement? Elaborate.
ANSWER 3
Basically numerous benefits were provided and achieved by the execution of South Carolina IT project management office not only to the government agencies across the state but also to citizens of South Carolina as well, the PMO provided benefit improvement like , Staff productivity, Time and budget performance, Estimations and overall quality, Customer satisfaction , Response time etc, and In addition to the progress made in the areas of State policy, methodology, training and certification, the PMO has also made significant contributions in a number of other areas including endeavors in project management networking, education, oversight on the state and national level and the project was evaluated impressively because it covers the triple constraint of project management which are scope, cost, and time, and these constraints are the major benefits needed from projects.
(2)$2.3 trillion is not a small amount of money. in your opinion with regards to theory, how was the project sponsor(s) persuaded to invest in such project? Give example of tools used during the initiating phase for this purpose?
ANSWER 2
My opinion on how project sponsors were persuaded about South Carolina IT project office.
Actually, $2.3 trillion is not a small amount of money based on the article of our project because it is clearly written according to U.S. Department of Commerce’s Bureau of Economic Analysis that “ public and private sectors spent an estimated $2.3 trillion in 2001 on projects ranging from construction, research, development and information technology. This staggering amount is the equivalent of one quarter of our country’s gross domestic product (GDP)” and the above mentioned amount is huge for a project therefore before any project sponsor will invest on project with
that huge amount, something must have persuaded or triggered the project sponsor.
And from my opinion what persuaded the project sponsors to invest in the project is
that they were faced with some IT project management problems to a statewide level and they believed bringing up a project of that kind will help to minimize or put their problem to an end since their priority is to afford to citizens and government agencies in terms of project scope, quality, time and cost through IT projects and they believe with the execution, leadership, direction and assistance of the PMO, the State of South Carolina can be assured that its future technology projects will be managed by some of the most qualified project managers in the country and that seems to be a human development capital project and they executed their project successfully with the help of some cost management tool and techniques, cost analysis tool, and communication management tools like policies, templates, metrics, dashboards, reporting requirements, glossary of terms, etc. and my opinion is supported with application of Mcclelland theory of achievement which state that “achievers like challenging projects with achievable goals and lots of feedback”.
QUESTION(3)
This article mentioned the benefits provided by the south Carolina IT PMO. were these benefits achieved? How did they evaluate these achievement? Elaborate.
ANSWER 3
Basically numerous benefits were provided and achieved by the execution of South Carolina IT project management office not only to the government agencies across the state but also to citizens of South Carolina as well, the PMO provided benefit improvement like , Staff productivity, Time and budget performance, Estimations and overall quality, Customer satisfaction , Response time etc, and In addition to the progress made in the areas of State policy, methodology, training and certification, the PMO has also made significant contributions in a number of other areas including endeavors in project management networking, education, oversight on the state and national level and the project was evaluated impressively because it covers the triple constraint of project management which are scope, cost, and time, and these constraints are the major benefits needed from projects.
Dost Mohd. Bayzid Majumder - 1000921980
Question No. 1. The article stated that one of the challenges is “ human face”, where customers still value personalised and responsive services from their bankers. How was this 'challenge' being handled in the planning and evaluation?
Answer:
The article of the Commercial Bank of Africa Limited (CBA) to upgrade their current banking system which has been supporting their business for more than a decade, states that their objective is to generate a new generation banking system with more fascilities and services in order to value the customers for their better future. For this, personalized and responsive services from the bankers is highlighted to be the core objectives for their huge range of customers globaly.
In this case, CBA requires a compete planning and evaluation of the project from the dealer financial services software company TEMENOS™.
Planning:
System analysis and break down of the system by diagraming the problems is to be done in order to define the specific requirements of the customers.
Maintainance of the system with frequent system analysis will help the system to work properly without creating problems to the customers.
The new software upgrade and new generation fascilities will create advanced banking system to provide personalized and responsive services. Like –
Service delivery through multiple channels encompassing traditional branches, ATM`s, point of sale and electronic / internet banking channels
Hubbing of IT operations as the bank expand in the country and the region
Business information management and customer relationship management
Improve hardware and software specifications to meet current needs
Training of staff to be aware of the new system in order to respond to the customer's problems immediately
Alerting client base and customers of the new system
Evaluation:
The project's system is evaluated with the improved service delivery and reduction of the futre costs of the customers.
The online services of the improved banking system allows the customers to manage various aspects of their credit accounts from their home which saves their time and gives them complete control over their own account
It improves the money tallying from the tellers end and improves the security of the banking accounts.
It also improves the responding time between the machines and the human beings with the bank which enables the customers to have better banking experiences.
Question No. 3. The project implementation is the vital part in the whole process of project management, because it would affect the customers' views if anything goes wrong with this phase. Describe the activities that the project manager could plan for this stage, to avoid any risk of failure.
Answer:
For the avoidance of any risk of failure in the banking system, the new and advanced T24 Model bank of TEMENOS™ installed at the Commercial Bank of Africa Limited (CBA) has implemented some new plan and activities. This will affect the customers' views about the banking system.
Implementation:
Implemention of the new core banking system, T24 presents an ideal opportunity for the customers to realize substantial gains in competitive advantage and operational efficiencies. High standard automated services can provide at-ease and more convienient banking system.
TAABS:
The improved T24 simplifies the implementations by combining with their new implementation analysis toolkit TAABS. The toolkit is a fully automated service to analize phase of the project with –
automate interviews,
full audit and
automatic construction of T24 parameter structure.
The system also implements evaluation of the initial return on investment that justifies their section of T24 by monitoring the progress of the project in order to check the status and quality of the system to ensure easy banking system to the customers without any hassle.
TOPS:
The Temenos Operational Performance Service (TOPS) identifies both system and non-system requirements to generate immediate business value. It executes an approach of creating a future vision for an agreeed portion of the customer's business, from a business point of view, with a clear roadmap to achieve that vision, a clear assessment of the benefits which could be achieved in doing so and a view on how they would be measured. Thus, the TOPS services provides a complete Business solution to the customers to deliver an assessment of their current situation, including a Pain Pint Catalogue and identifies a prioritized “quick wins”.
Management Consulting Services:
The Temenos Management Consulting Services is fully documented in the ARIS process modeling system, from IDS-Scheer. By utilizing its expertise in business process the service guides the customer in the transformation of their business, based on the alignment with the process with results in dramatic improved efficiencies, low risk and improved service.
TAM:
The Temenos Application Management Service (TAM) can support the local implementation of the customers to offer a remote administration service. This service provides low cost and high quality t24 support.
Thus with these implementations of the new banking system at CBA, their clients can be highly satisfied and be tension-free with the avoiding risk of failure in their business.
Sudan e-passport / Ravinder Singh / 1000819822
1).Based on the article , there was a group of external stakeholders (relate to politics) involved in the Sudan e-passport project. How did their needs and expectations affect the overall project management success?
The group of external stakeholders are MOI and Kushite, both of this external stakeholders affect overall project management success of Sudan e-passport project because they are ongoing to negotiate to many things with suppliers, and HJP provide training to MOI and Kushite.
MOI and Kushite also take care about their internal work packages such as:
- Business process re-engineering .
- Site security management system.
- Logistics such as: 1. Stock management
2. Secure storage and transport of blank booklets.
- Personnel.
- Quality assurance processes .
- Procurement contract .
So they are all that affect overall project management success.
4). In your opinion, how did the project manager able to produce the results as listed in the success factors? Relate each success factor to the project management process groups.
In my Opinion the project manager able to produce the success result because they did the project step by step from initiation activities to planning activities, executing activities, monitoring ,controlling activities and closing activities in a proper way.
From the article we knew that these are the success factors :
· Capacity building with the issuers personnel resulted in sound understanding of thecomplexity of the system
· Local project manager with an international background was able to manage the project cross cultural boundaries
· Suppliers communicated well between each other
· Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI
Looking more detail to each phase of HJP project:
Initiating processes include defining and authorizing a project. This is one of most important foundation to start the project ,the company must know what there are doing in details and they must know what the company personnel are doing. This process related to the first factor (Capacity building with the issuers personnel resulted in sound understanding of thecomplexity of the system).
Planning process include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. In these process we can see that HJP has their planed example qualification planning ,system integration test planning.
Executing processes include coordinating people and other resources to carry out the various plans.This phase relate to the second factor (Local project manager with an international background was able to manage the project cross cultural boundaries). In this phase we can see and example that HJP provides training to MOI and Kushite.
Monitoring and controlling processes include regularly measuring and monitoring progress progress to ensure that the project team meets the project objectives.This process relate to third factor(Suppliers have to communicate well to identify the change and keep the project on track). In this phase the project stakeholders can identify any necessary change that may be required to keep the project on track, and this phase can be seen when MOI and kushite take care about HJP internal work packages to maintain their workers.
Closing process include formalizing acceptance of the project and ending it efficiently. this phase relate to last factor (Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI). This can be seen because there still wil be intensive relation between HJP and external stakeholders.
1).Based on the article , there was a group of external stakeholders (relate to politics) involved in the Sudan e-passport project. How did their needs and expectations affect the overall project management success?
The group of external stakeholders are MOI and Kushite, both of this external stakeholders affect overall project management success of Sudan e-passport project because they are ongoing to negotiate to many things with suppliers, and HJP provide training to MOI and Kushite.
MOI and Kushite also take care about their internal work packages such as:
- Business process re-engineering .
- Site security management system.
- Logistics such as: 1. Stock management
2. Secure storage and transport of blank booklets.
- Personnel.
- Quality assurance processes .
- Procurement contract .
So they are all that affect overall project management success.
4). In your opinion, how did the project manager able to produce the results as listed in the success factors? Relate each success factor to the project management process groups.
In my Opinion the project manager able to produce the success result because they did the project step by step from initiation activities to planning activities, executing activities, monitoring ,controlling activities and closing activities in a proper way.
From the article we knew that these are the success factors :
· Capacity building with the issuers personnel resulted in sound understanding of thecomplexity of the system
· Local project manager with an international background was able to manage the project cross cultural boundaries
· Suppliers communicated well between each other
· Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI
Looking more detail to each phase of HJP project:
Initiating processes include defining and authorizing a project. This is one of most important foundation to start the project ,the company must know what there are doing in details and they must know what the company personnel are doing. This process related to the first factor (Capacity building with the issuers personnel resulted in sound understanding of thecomplexity of the system).
Planning process include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. In these process we can see that HJP has their planed example qualification planning ,system integration test planning.
Executing processes include coordinating people and other resources to carry out the various plans.This phase relate to the second factor (Local project manager with an international background was able to manage the project cross cultural boundaries). In this phase we can see and example that HJP provides training to MOI and Kushite.
Monitoring and controlling processes include regularly measuring and monitoring progress progress to ensure that the project team meets the project objectives.This process relate to third factor(Suppliers have to communicate well to identify the change and keep the project on track). In this phase the project stakeholders can identify any necessary change that may be required to keep the project on track, and this phase can be seen when MOI and kushite take care about HJP internal work packages to maintain their workers.
Closing process include formalizing acceptance of the project and ending it efficiently. this phase relate to last factor (Intensive involvement of the Senior Executives of Kushite and Senior Officers of the MOI). This can be seen because there still wil be intensive relation between HJP and external stakeholders.
Thursday, July 30, 2009
CC211_Sudan E-passport_Clement Subana_ 1000818357
1. Based on the article, there was a group of external stakeholders (related to politics) involved in the Sudan e-Passport project. How did their needs and expectations affect the overall project management success?
A Group of external stakeholders involved in the Sudan e-Passport project were MOI and Kushite.
MOI and Kushite affect the overall project management success by did their needs: business process re-engineering, site security management systems, logistics, personnel, quality assurance processes, procurement contract.
Their expectations for each needs are:
• Business process re-engneering: secure enrolment and delivery processes; and central IT processes
• Site security management systems: passport assembly site; and personalization sites and central IT centers
• Logistics: stock management; and secure storage and transport of bank booklets
• Personnel: intensive training on ICAO standards, system architecture; and training of police officers, who operate enrolment delivery
• Quality assurance processes: outgoing inspections of e-passport manufacturer; and incoming inspections at de-central stocks
• Procurement contract
2. According to the HJP consulting project workflow diagram, there are four phases of work related to testing. Name of the test done and who were involved in those tests (as testers). Categorize the tests according to the four phases learnt in theory
There are five test of work related to testing which are:
1. Interoperability / conformance test
2. System (site) acceptance test
3. Factory (site) acceptance test / qualification
4. System integration test
5. Component or unit test
The tester for Interoperability / conformance test, System (site) acceptance test, and Factory (site) acceptance test / qualification are Ministry of Interior of Sudan.
The tester for System Integration test: Kushite Integrated Co. Ltd which is 100% owned by MOI
The tester of those test for Component or unit test: Germany, Slovenia, France, Switzerland
Four phases that those test categorized are:
1. Interoperability / conformance test concept phase
2. System (site) acceptance test development phase
3. Factory (site) acceptance test / qualification development phase
4. System integration test implementation phase
5. Component or unit test close-out phase
A Group of external stakeholders involved in the Sudan e-Passport project were MOI and Kushite.
MOI and Kushite affect the overall project management success by did their needs: business process re-engineering, site security management systems, logistics, personnel, quality assurance processes, procurement contract.
Their expectations for each needs are:
• Business process re-engneering: secure enrolment and delivery processes; and central IT processes
• Site security management systems: passport assembly site; and personalization sites and central IT centers
• Logistics: stock management; and secure storage and transport of bank booklets
• Personnel: intensive training on ICAO standards, system architecture; and training of police officers, who operate enrolment delivery
• Quality assurance processes: outgoing inspections of e-passport manufacturer; and incoming inspections at de-central stocks
• Procurement contract
2. According to the HJP consulting project workflow diagram, there are four phases of work related to testing. Name of the test done and who were involved in those tests (as testers). Categorize the tests according to the four phases learnt in theory
There are five test of work related to testing which are:
1. Interoperability / conformance test
2. System (site) acceptance test
3. Factory (site) acceptance test / qualification
4. System integration test
5. Component or unit test
The tester for Interoperability / conformance test, System (site) acceptance test, and Factory (site) acceptance test / qualification are Ministry of Interior of Sudan.
The tester for System Integration test: Kushite Integrated Co. Ltd which is 100% owned by MOI
The tester of those test for Component or unit test: Germany, Slovenia, France, Switzerland
Four phases that those test categorized are:
1. Interoperability / conformance test concept phase
2. System (site) acceptance test development phase
3. Factory (site) acceptance test / qualification development phase
4. System integration test implementation phase
5. Component or unit test close-out phase
ATANDA-ADEBAYO-SHERIFF
1000717517
QUESTION 1&2
Qst1. The article stated that one of the challenges is “human face”, where customers still value personalized and responsive services from their bankers. How was this challenge being handled in the planning and evaluation?
Commercial Bank of Africa, (CBA) expects to improve its competitiveness through the new banking system in the following business areas: Service delivery through multiple channels encompassing traditional branches, ATM's, PRIME & ONLINE (credit and debit system), SMS banking, point of sale and electronic/internet banking channels. Also through Hubbing of IT operations as the bank expands in the country and the region and business information management and customer relationship management. The new system has strong functionalities that will assist the bank to meet much more rigorous regulatory requirements and compliance requirements that are likely to be introduced in the future in various areas such as better risk management, anti-money laundering and CBA selected TEMENOS T24 as the most appropriate system because it is the most technologically advanced banking system that closely matches CBA's core banking system requirements for today and the future.
QUESTION 2
Upgrading from current system to a system is not easy as it seems. Do you think the project team has thought of every possibility of risks in this project? Why do you think so?
With notable application of ICT within the banking sector is the development of produce and services such as:
Internet, Sms and telephone banking, , Electronic bill payment (transfers), Pos banking (Credit and Debit).
Those developments have enables banker to provide more diversified secure and convenient financial services. With ICT application and trends that includes more innovative and sophisticated products e.g ATM services, internet and mobile banking RTGs, etc.
Operation risk mitigation through development of business continuity plans (BCP’s,) which are focused in core banking solutions, banking, back-up systems, Disaster Recovery Sites (DRs) and enhanced security system.
The introduction or upgrading of new core banking system with robust architecture has adaptable to the rapidly changing technological environment e.g. CBA, KCB, SCB.
Commercial Bank of Africa (CBA) is upgrading its core banking system to cope with business growth The Sh323.4 million new core banking system from TEMENOS AG of Switzerland will replace the current iFlex Microbanker system that has been in use since 1995.
CBA becomes the second bank after Kenya Commercial Bank (KCB) to install the T24. CBA managing director Mr Isaac Awuondo said the new generation technology would help the bank face the challenges of a more competitive environment. For CBA the new system is expected to address issues of service delivery through multiple channels such as Automated Teller Machines (ATMs), point of sale, electronic and internet banking. The new system is expected to provide the flexibility and sophistication needed to support the enhanced banking services CBA has earmarked for customers.
The new system will be integrated to the existing framework hence minimizing the overall requirement for hardware investment thus cutting initial investment cost that is associated with upgrading such facilities.
Commercial Bank of Africa, (CBA) expects to improve its competitiveness through the new banking system in the following business areas: Service delivery through multiple channels encompassing traditional branches, ATM's, PRIME & ONLINE (credit and debit system), SMS banking, point of sale and electronic/internet banking channels. Also through Hubbing of IT operations as the bank expands in the country and the region and business information management and customer relationship management. The new system has strong functionalities that will assist the bank to meet much more rigorous regulatory requirements and compliance requirements that are likely to be introduced in the future in various areas such as better risk management, anti-money laundering and CBA selected TEMENOS T24 as the most appropriate system because it is the most technologically advanced banking system that closely matches CBA's core banking system requirements for today and the future.
QUESTION 2
Upgrading from current system to a system is not easy as it seems. Do you think the project team has thought of every possibility of risks in this project? Why do you think so?
With notable application of ICT within the banking sector is the development of produce and services such as:
Internet, Sms and telephone banking, , Electronic bill payment (transfers), Pos banking (Credit and Debit).
Those developments have enables banker to provide more diversified secure and convenient financial services. With ICT application and trends that includes more innovative and sophisticated products e.g ATM services, internet and mobile banking RTGs, etc.
Operation risk mitigation through development of business continuity plans (BCP’s,) which are focused in core banking solutions, banking, back-up systems, Disaster Recovery Sites (DRs) and enhanced security system.
The introduction or upgrading of new core banking system with robust architecture has adaptable to the rapidly changing technological environment e.g. CBA, KCB, SCB.
Commercial Bank of Africa (CBA) is upgrading its core banking system to cope with business growth The Sh323.4 million new core banking system from TEMENOS AG of Switzerland will replace the current iFlex Microbanker system that has been in use since 1995.
CBA becomes the second bank after Kenya Commercial Bank (KCB) to install the T24. CBA managing director Mr Isaac Awuondo said the new generation technology would help the bank face the challenges of a more competitive environment. For CBA the new system is expected to address issues of service delivery through multiple channels such as Automated Teller Machines (ATMs), point of sale, electronic and internet banking. The new system is expected to provide the flexibility and sophistication needed to support the enhanced banking services CBA has earmarked for customers.
The new system will be integrated to the existing framework hence minimizing the overall requirement for hardware investment thus cutting initial investment cost that is associated with upgrading such facilities.
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