Nigel Longford’s Website Project Management

Introduction

Projects are usually organised and structured in a manner that allows for the satisfaction of the various requirements identified. For instance, the completion of the specified work within the stipulated period of time and within the envisaged budget determines the success of a given project. Translation of requirements into respective solutions leads to the development of a project plan. The plan provides directions to the team responsible for the undertaking (Kerzner & Saladis 2013). In addition, project planning enhances transparency and enables individuals to manage the progress of the work (Meskendahl 2010).

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Nigel Longford Enterprises needs to develop, market, and launch a website aimed at promoting the activities of the business. The current marketing plan outlines the methodology undertaken to plan and complete the project, as well as specifications and monitoring and control aspects of the undertaking. In addition, the plan explores some of the issues that may affect the venture.

Project Planning for Nigel Longford

Proposed Methodology

Success in project management can be enhanced by undertaking a repetitive process in pursuit of the requirements. According to Kerzner (2013), this is what is regarded as a management approach. According to Kerzner (2001), a project development methodology refers to a framework used in structuring, planning, and controlling the evolution of the desired system. Effective methodologies bring together different processes, creating one major approach.

Various project management frameworks have been developed over time. Based on their merits, particular frameworks are only suitable for specific undertakings (Kerzner & Saladis 2013). However, organisations are encouraged to support and maintain one particular project administration methodology when implementing plans.

The development of Nigel Longford Enterprises’ website is a project undertaking seeking to come up with an information system. The system, in this case is the website. Consequently, in addition to the adoption of a project methodology for this purpose, an information systems approach should be employed (Kerzner 2001).

The appropriate methodology for the plan will bring onboard project, quality, and risk management elements. The approach should also include change management (Kerzner & Saladis 2013). However, concurrent engineering will be unsuitable for this particular project.

A critical analysis of the various aspects of Longford’s project reveals that the waterfall system development methodology is the most suitable approach. The strategy is a linear framework in which the tasks associated with the project are undertaken in phases (Meskendahl 2010). However, some phases overlap. As a result, ‘splashback’ is acceptable in between the project phases.

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Activities under this methodology occur in a specific sequence. They start with initial investigation, definition of requirements, system design, and coding and testing (Shenhar, Levy & Dvir 1997). Subsequent tasks include implementation, operations, and support. According Kerzner (2013), this strategy emphasises on planning, scheduling, budgeting, target dates, and timely implementation of the system. The methodology also exerts tight control on a project by relying extensively on written documentation, as well as on formal reviews (Chiu 2012).

Waterfall Methodology: Justification

In essence, a website development project is an information system undertaking.

The waterfall framework is very effective in software projects. A major strength of the methodology is that the sequence of the activities allows for strict control of the project. In addition, it enhances the adequacy of project review documentation (Shenhar 2001). Consequently, reliability, maintainability, and quality of the project deliverables are assured.

The methodology also provides support for project teams and managers with limited experience. In addition, it is ideal in situations where the composition of the implementation team keeps fluctuating (Chiu 2012). Ultimately, the waterfall project management methodology facilitates measurability of Nigel’s project development.

Project Specification

A project specification is a blueprint on which a particular initiative is based. According to Meskendahl (2010), the specification should be understood by all the team members and managers. The blueprint provides the team with a design or a guide to help in project implementation.

A comprehensive project specification outlines various aspects and attributes of the undertaking. Nigel Longford Enterprises’ website project requirement includes such features as objectives, success criteria, sitemap, and functional specifications.

Project objectives

The objectives refer to the aims and goals which are to be accomplished (Shenhar et al. 1997). Nigel Longford’s project aims to deliver and market a functional website. The website is intended to create an online platform on which Nigel Longford Enterprises’ products will be marketed. The project duration is six months. After this duration, a complete and functional website will be availed. By utilising the waterfall model, the project team will develop a website platform capable of hosting such transactions as online purchases. In addition, the virtual platform will be used in marketing the products of the enterprise.

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The project will also market the website to all stakeholders before the launching date. As such, the manager will not solely concentrate on the deliverables. The project will involve launching of an awareness campaign with regards to the website.

Marketing

Marketing entails selling Nigel Longford Enterprises’ website to the masses. Marketing of the website should be carried out by a selected group of project team members. The promotional campaign will be carried out through social media sites, advertisements, emails and referrals. To this end, affiliate marketing will be adopted.

Budget

Planning for the project, marketing the website, launching, evaluation and control functions will all incur costs. The overall cost of the undertaking will be US $200000.

Success criteria

Success criterion provides a yardstick on which attainment of the objectives is measured (Baccarini 1999). The success of Nigel Longford’s website development project will be determined by timely completion and site performance. On its part, performance will be measured using such factors as lack of errors and uptime.

Other measures of success include adherence to the budget, precision in planning, and overall productivity. Increased awareness with regards to Nigel Longford Enterprises will also determine the success of the project in relation to marketing and launching of the website.

Monitoring and Control

Project Communication Analysis

Project communication is very significant since it determines the success or failure of any given undertaking. According to Kerzner (2013), high performers in project management are those who have realised the critical importance of communication. Communication should be consistent in any particular project (Shenhar 2001). Various elements of communication will be included in Nigel Longford’s website marketing and launch project. Some of the elements include project messages, target groups, and communication tools. In addition, evaluation methods and communication objectives will also be included.

The major objective of Nigel Longford’s project communication is the creation of awareness regarding the launch of the website. Communication tools to be used include television advertisements, social media platforms, such as Facebook, and enterprise publications, such as brochures. To diminish ‘scope creep’ with regards to the project, information will be shared across the entire organisation (Crawford & Pollack 2004). Development of communication protocols and dissemination of the appropriate knowledge and information will facilitate success of the project.

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Project Risk Analysis and Management

Project risk analysis and management refers to a process designed to reduce or eliminate threats impeding the achievement of the project objectives (Jaafari 2001). If implemented in the correct manner, the process has a number of benefits. It enhances the success of the project. The procedure also ensures that cost, performance, and time objectives are all realised (Raz & Michael 2001).

According to Raz and Michael (2001), project risk analysis and management can be split into two constituents. The two are risk analysis and risk management. The first category entails processes undertaken either qualitatively, quantitatively, or both (Jaafari 2001). Qualitative analysis of Nigel Longford Enterprises’ marketing and launching campaign will focus on risks identification. Quantitative assessment, on the other hand, will entail quantification of threats based on predetermined success criteria factors of time, cost, and performance (Prabhakar 2008).

Sensitivity and probabilistic analysis are two common quantitative risk assessment techniques. Sensitivity review determines the impact of the threat on the overall project if one of the variables, such as cost of materials or design, is changed (Meskendahl 2010). Probabilistic analysis, on its part, determines the probability distribution of each risk. It also takes into consideration the effect of the combined risks (Crawford & Pollack 2004).

Project risk analysis will be carried out on each and every threat identified in Nigel Longford’s website marketing and launch plan. However, risk management will entail dealing with the threats such that they do not impact negatively on the overall outcome of the project (Kerzner 2013).

In essence, risk management utilises information gathered during threat analysis. The information is used to make decisions to improve the probability of success in the project (Raz & Michael 2001). Risk administration in this project will involve reducing these occurrences where it is advantageous. The other threats will also be managed.

If certain risks occur, immediate or contingency response initiatives will be initiated (Raz & Michael 2001). The first reaction entails adjusting the plan to deal with the threats. Contingency response, on the other hand, entails a provision within the project plan allowing for alternative action following the occurrence of an identified risk (Meskendahl 2010).

Project Management Issues that may Affect Nigel Longford’s Website Marketing and Launching Project

There are numerous challenges affecting successful project management. Such factors may lead to the failure of the undertaking. Some of these challenges include lack of proper leadership, poor stakeholder management, ineffective communication, and faulty definition of project requirements (Prabhakar 2008). Other issues common in project management include lack of support from the top management, poor skills and competencies, and low user involvement (Lim & Mohamed 1999). Nigel Longford Enterprises’ project is likely to face some of these issues.

A common issue affecting successful project management is lateness, which is reported in almost all undertakings (Shenhar 2001). Nigel Longford Enterprises’ website marketing and launching project may be delayed due to several factors. For instance, the student syndrome may affect timely delivery of the project (Lim & Mohamed 1999).

Project syndrome refers to the practice of postponing the completion of tasks. In this case, the project manager erroneously believes that the time allocated for the undertaking is more than adequate (Shenhar 2001). In the long run, the team may find that there is no time remaining to complete the tasks.

Resource dependency is another element that may impede successful management of the project (Prabhakar 2008). The problem occurs where two or more tasks rely on the same resource. The development necessitates the need for one task to be completed first. The other challenge that Nigel Longford’s project may face relates to the likelihood of exceeding the budget. According to Lim and Mohamed (1999), the costs incurred may exceed budgetary allocation due to changes in economic conditions or as a result of poor financial management.

Ineffective stakeholder management and communication is another issue that may affect the project. The undertaking requires the manager to put into consideration all stakeholders during the project management process. Stakeholders include, among others, website users or the target group, as well as the maintenance or management team (Shenhar 2001). Failure to address the needs of these parties during the project development process may negatively affect the overall outcome of the plan. For instance, the website may not meet users’ needs. In addition, it may fail to achieve the marketing and launching objectives.

Conclusion

Project management is a concept that has gained prominence among organisations due to its ability to enhance effective and efficient attainment of deliverables. The various aspects of project administration, such as project scope, specifications, and risk analysis and management, guarantee this effectiveness. The success of Nigel Longford’s website project depends on how the different elements are address by the manager. To this end, execution of the scheme will determine its success or failure to attain the desired objectives.

References

Baccarini, D 1999, ‘The logical framework method for defining project success’, Project Management Journal, vol. 30 no. 4, pp. 25-32.

Chiu, A 2012, ‘Ten tips for smart project managers’, Chemical Engineering, vol. 119 no. 1, 40-43.

Crawford, L & Pollack, J 2004, ‘Hard and soft projects: a framework for analysis’, International Journal of Project Management, vol. 22 no. 8,pp. 645–653.

Jaafari, A 2001, ‘Management of risks, uncertainties and opportunities on projects: time for a fundamental shift’, International Journal of Project Management, vol. 19 no. 2, pp. 89–101.

Kerzner, H & Saladis, F 2013, Project management workbook and PMP/CAPM exam study guide, 11th edn, Wiley, Hoboken, NJ.

Kerzner, H 2001, Project management: a systems approach to planning, scheduling and controlling, 7th edn, Wiley & Sons, New York.

Kerzner, H 2013, Project management: a systems approach to planning, scheduling, and controlling, 11th edn, Wiley, Hoboken, NJ.

Lim, C & Mohamed, M 1999, ‘Criteria of project success’, International Journal of Project Management, vol. 17 no. 4, pp. 243-248.

Meskendahl, S 2010, ‘The influence of business strategy on project portfolio management and its success: a conceptual framework’, International Journal of Project Management, vol. 28 no. 8, pp. 807-817.

Prabhakar, G 2008, ‘What is project success?: a literature review’, International Journal of Business and Management, vol. 39 no. 1, pp. 3-10.

Raz, T & Michael, E 2001, ‘Use and benefits of tools for project risk management’, International Journal of Project Management, vol. 19 no. 1, pp. 9-17.

Shenhar, A 2001, ‘One size does not fit all projects: exploring classical contingency domains’, Management Science, vol. 47 no. 3, pp. 394-414.

Shenhar, A, Levy, O & Dvir, D 1997, ‘Mapping the dimensions of project success’, Project Management Journal, vol. 28 no. 2, pp. 5-13.

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