Execution, Control, and Closure
Execution, Control, and Closure
Performance management plan
The performance management plan will entail the commitment of the key project stakeholders to assess the performance by monitoring the status of the results indicators and carrying out evaluations that are likely to focus on the high priority areas. The technical team in charge of the technology development will take charge in this regard. It will be involved in setting clear goals and offering consistent feedback throughout the year. Continuous improvement efforts will be in place, i.e., putting measures in place to address the data-sharing and the extent to which data security goals are being achieved (Heagney, 2016). User training and support will be guaranteed at all times.
Process for measuring progress
Progress will be measured in tandem with the milestones and deliverables for the project. The first deliverable is an improved user experience for people using the technology, which will be gauged according to the feedback obtained from the users on the ease of use and user performance as facilitated by the technology. The second deliverable is enhanced data security in the organization, and this is supposed to be measured by tracking the incidences of data breach concerns that are caused by technological loopholes. The last deliverable will be adaptability to futures changes, given that the client base for the organization is going to increase (Meredith, Shafer & Mantel, 2017). This will be measured by checking the resilience of the technology to the changing times and needs of the organization.
Project’s challenges and risks
The challenges can be divided into two categories, i.e., during the technology development level and the challenges during the active phase of the project. For the former, planning and strategy development will take the first month, and there is a risk of failing to align the needs of the users with and incorporate them properly. The UI/UX Design that will take 3 months is likely to be affected by failure to incorporate intuitive user experiences. This can be solved by using polished UI designs that will help with early adoption (Heagney, 2016). Finally, deployment and support will be achieved by encouraging users to provide the company with feedback and suggestions.
Mitigation recommendations
The risk of failing to align the needs of the users are incorporating them properly will be mitigated by using a roadmap of the app users and their needs. Failure to incorporate the intuitive user experiences should be dealt with by using polished UI designs that will help with early adoption. Deployment and support, which is a continuous initiative in this regard, is supposed to be handled by encouraging users to provide the company with feedback and suggestions. During the active phase of the project, the main challenge will be continuous training and supporting the users on how they can be able to leverage the technology in solving the challenges they are facing. Since this is an organization-wide initiative, there is a need to attain an adequate level of buy-in from the users for the change to be successful.
Plan for closing the project
Closing will entail reviewing to ensure that all the work has been completed according to the project scope and plan and that management processes are completed. All the resources from the project will be released, including contractors and partners (Bengtson, Havila & Åberg, 2018). A report on the budget, quality issues, and compromises along the way will be made.
References
Bengtson, A., Havila, V., & Åberg, S. (2018). Beyond project closure: Why some business relationships recur in subsequent projects. Project Management Journal, 49(2), 89-104.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.
