UNIT $3$ CASE STUDY $-$ IFS$233(2024)$Key ChallengesFrom the outset, Project TumaMina faced a set of formidable challenges:$1.$ Tight deadline: iMali Wasters aggressive expansion plans necessitated a swift projectcompletion, putting pressure on the project timeline$\mathrm{.}2.$ System integration: The new ERP system needed to seamlessly integrate with existingsystems and third$-$party applications, a task fraught with technical complexity$\mathrm{.}3.$ Resistance to change: A segment of long$-$serving employees at iMali Waster resisted theimpending changes, adding a layer of organisational challenge$\mathrm{.}4.$ Complex data migration: Migrating data from the legacy ERP system to the new cloud$-$based platform was a delicate and intricate process$\mathrm{.}5.$ Operational continuity: A critical concern was ensuring that iMali Wasters dailyoperations were minimally disrupted during the implementation phase.Project LifecycleThe lifecycle of Project TumaMina was methodically structured into five key phases:$1.$ Initiation: This phase involved creating the project charter, identifying stakeholders, andconducting an initial assessment of potential risks$\mathrm{.}2.$ Planning: A detailed project plan was developed, outlining resource allocation and arobust communication strategy to keep all parties informed and engaged$\mathrm{.}3.$ Execution: The system development process commenced with regular status meetingsand continuous stakeholder management to ensure alignment with project goals$\mathrm{.}4.$ Monitoring and Control: The projects progress was monitored through weekly reports,earned value analysis, and a stringent change request management process$\mathrm{.}5.$ Closing: The final phase included the system handover, rigorous user acceptance testing,and a comprehensive post$-$implementation review to capture lessons learned and ensurelong$-$term success.Key Events and MilestonesAs Project TumaMina progressed, several key events shaped its trajectory:$-$ Month $3$: The discovery of additional integration requirements led to a significant changerequest, prompting a reassessment of the project scope and timeline.$-$ Month $7$: The development of a critical module encountered unforeseen technicalchallenges, resulting in delays that required adept management to keep the project onCase Study: MzanziTech Solutions $-$ Project TumaMinaMzanziTech Solutions, a prominent national IT services provider, was entrusted with a significantundertaking: developing and implementing a new cloud$-$based Enterprise Resource Planning $($ERP$)$system for iMali Waster, a large State$-$owned Enterprise undergoing rapid expansion. Thisambitious initiative, dubbed "Project TumaMina," would have taken $18$ months and cost R$20$million.Project OverviewThe primary objective of Project TumaMina was to replace iMali Waster's outdated ERP systemwith a cutting$-$edge, cloud$-$based solution. The project encompassed several critical phases: systemanalysis, design, development, testing, data migration, and user training. The project team consistedof $20$ skilled IT professionals, including developers, analysts, and project managers, all working intandem to deliver a seamless solution.The stakeholders involved in this project were diverse and had significant influence. They includedthe iMali Waster C$-$suite executives, various department heads, end$-$users, and the seniormanagement team at MzanziTech Solutions.track.$-$ Month $10$: The successful completion of the first phase of data migration marked a majormilestone, alleviating concerns about this complex process.$-$ Month $14$: End$-$user resistance during initial training sessions highlighted the ongoingchallenge of managing change within the organisation.$-$ Month $17$: The final user acceptance testing was completed, culminating in the system'sgo$-$livea pivotal moment for both iMali Waster and MzanziTech Solutions.Leadership and ManagementSarah Nkosi, the project manager, was at the helm of Project TumaMina, whose leadershiphelped navigate the challenges. Sarah's application of project management principlesbalancing time, budget, and scope while maintaining stakeholder satisfactionwas critical tosteering the project towards its successful completion. Her ability to adapt to unexpectedchallenges and focus on the projects objectives exemplified the strategic leadership necessary tomanage complex IT projects in a dynamic environment.