In 2017, Police Scotland launched a project to replace its aging policing information management system (PIMS)....

  

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In 2017, Police Scotland launched a project to replace its aging policing information management system (PIMS). The project, called 16, was expected to cost 180 million and be completed in 2020. However, the project quickly ran into problems. One of the biggest problems was poor scheduling. The project was initially scheduled to take three years, but it quickly became clear that this was unrealistic. The project team underestimated the complexity of the project and the amount of work that needed to be done. As a result, the project schedule slipped, and the project costs started to spiral out of control. Another problem was poor controlling. The project team did not have a good system in place for tracking progress and managing changes. This led to a lot of rework and delays. In addition, the project team did not have a good way of communicating with stakeholders, which led to a lot of frustration and confusion. As a result of these problems, the 16 project was a failure. The project was delivered three years late and 200 million over budget. The project also failed to meet its original objectives. Police Scotland was forced to abandon the i6 system and start over with a new project. The i6 project is a cautionary tale about the importance of good scheduling and controlling in project management. When these two elements are weak, projects are more likely to fail. Here are some lessons that can be learned from the i6 project It is important to carefully estimate the time and cost of a project before it starts. It is important to have a good system in place for tracking progress and managing changes. It is important to communicate effectively with stakeholders throughout the project. It is important to be flexible and adaptable when things go wrong. By following these lessons, organizations can increase their chances of success in project management. Adapted from the following sources: Police Scotland i6 project failure: https://www.bbc.com/news/uk-scotland-39208096 Waterfall approach damns failed 46m i6 Scottish police system: https://techmonitor.ai/government- computing/waterfall-approach-damns-failed-46m-16-scottish-police-system Question 1 (25 Marks) Discuss how MS Project software could have been used to improve the scheduling and controlling of the i6 project. Question 2 (25 Marks) Elaborate on some of the challenges that a project manager might face when using MS Project software to control a project. (25 Marks) Question 3 With reference to the above case study, analyse the key factors that you consider important for the successful scheduling of the 16 project. Question 4 (25 Marks) A project manager can use a burndown chart to identify potential problems with the project schedule by comparing the planned work remaining to the actual work remaining. If the actual work remaining is increasing, it is a sign that the project is falling behind schedule. Assuming that the graph provided below represent data obtained from the 16 project. 4.1 Provide a detailed analysis of the report and justify your answer. 4.2 What assumptions can be made when reading the burnt down chart? 4.3 Discuss how a project manager can use a burndown chart to identify potential problems with the project schedule and track the progress of the project. 4.4 Given the challenges faced by the i6 project in using MS Project as a scheduling tool, advise project managers on how to prevent future risks. 4.5 Propose to future project manager about the value of incorporating Earned Value (EV) report in monitoring a project. In 2017, Police Scotland launched a project to replace its aging policing information management system (PIMS). The project, called 16, was expected to cost 180 million and be completed in 2020. However, the project quickly ran into problems. One of the biggest problems was poor scheduling. The project was initially scheduled to take three years, but it quickly became clear that this was unrealistic. The project team underestimated the complexity of the project and the amount of work that needed to be done. As a result, the project schedule slipped, and the project costs started to spiral out of control. Another problem was poor controlling. The project team did not have a good system in place for tracking progress and managing changes. This led to a lot of rework and delays. In addition, the project team did not have a good way of communicating with stakeholders, which led to a lot of frustration and confusion. As a result of these problems, the 16 project was a failure. The project was delivered three years late and 200 million over budget. The project also failed to meet its original objectives. Police Scotland was forced to abandon the i6 system and start over with a new project. The i6 project is a cautionary tale about the importance of good scheduling and controlling in project management. When these two elements are weak, projects are more likely to fail. Here are some lessons that can be learned from the i6 project It is important to carefully estimate the time and cost of a project before it starts. It is important to have a good system in place for tracking progress and managing changes. It is important to communicate effectively with stakeholders throughout the project. It is important to be flexible and adaptable when things go wrong. By following these lessons, organizations can increase their chances of success in project management. Adapted from the following sources: Police Scotland i6 project failure: https://www.bbc.com/news/uk-scotland-39208096 Waterfall approach damns failed 46m i6 Scottish police system: https://techmonitor.ai/government- computing/waterfall-approach-damns-failed-46m-16-scottish-police-system Question 1 (25 Marks) Discuss how MS Project software could have been used to improve the scheduling and controlling of the i6 project. Question 2 (25 Marks) Elaborate on some of the challenges that a project manager might face when using MS Project software to control a project. (25 Marks) Question 3 With reference to the above case study, analyse the key factors that you consider important for the successful scheduling of the 16 project. Question 4 (25 Marks) A project manager can use a burndown chart to identify potential problems with the project schedule by comparing the planned work remaining to the actual work remaining. If the actual work remaining is increasing, it is a sign that the project is falling behind schedule. Assuming that the graph provided below represent data obtained from the 16 project. 4.1 Provide a detailed analysis of the report and justify your answer. 4.2 What assumptions can be made when reading the burnt down chart? 4.3 Discuss how a project manager can use a burndown chart to identify potential problems with the project schedule and track the progress of the project. 4.4 Given the challenges faced by the i6 project in using MS Project as a scheduling tool, advise project managers on how to prevent future risks. 4.5 Propose to future project manager about the value of incorporating Earned Value (EV) report in monitoring a project.