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If you are passionate about what you love to do, definitely you will win! R. Bernardino

  “You can learn new things at any time in your life if you're willing to
be a beginner. If you actually learn to like being a beginner, the whole
world opens up to you.”

― Barbara Sher

CLASS A INFORMATION TECHNOLOGY PR0JECT MANAGEMENT

GROUP PROJECTS

GROUP I ‘STIKOM UYELINDO LAPTOP PROVISIONING AND DEPLOYMENT FOR BAAK’

1.       MARSELA JIMBON MIKADO  

2.       DAYONA O. TELLA

3.       FEBRIANY BERTHA KOREH

4.       JULANDIANI DAHOKLORI  

GROUP II ‘STIKOM UYELINDO INTERCONECTIVITY’

1.       MARIANUS SAMON

2.       SITI RABIATUL A.L. DAY

3.       APRILIA ABD MUSADJAR  

4.       AGUSTINE MUDIN

GROUP III ‘BIG DATA MANAGEMENT’

1.       HANNA APRILIA FOMEN  

2.       ARINTA MESSAH

3.       ASRIYANTI LOINATI

4.       DESRY GRACE LANGKAMENG   

GROUP IV ‘FREQUENCY SHOPPER USING CRM MODEL’

1.       HANS ANDREAS

2.       ALEXANDRE WIRYODINOMO F

3.       GIGA GUNTARA

4.       HENDRIK ADOLFHPAH

GROUP V ‘INTERNET OF THINGS A FUTURE MODEL’

1.       JESSICA AGUSTIN OCTAVIA N

2.       MUSA SOINBALA

3.       JANSEN IMANUEL TAUNU

4.       PUALA CHRISTIVANI BAILAO

GROUP VI ‘BUSINESS PROCESS MANAGEMENT ’[DATA INTEGRITY, MARKET NICHE, DSS, ETC.]

1.       SCANKSY FREDWRICK LOALNG

2.       ERNESTIM DA SILVES DAKAW

3.       YAIR NYONGKI TERAMAHI

4.       PETRUS KURNIAWAN

GROUP VII ‘PROVISIONING AND DEPLOYMENT OF DATA CENTER INFRASTRUCTURE’

1.       NOFRIANUS FAHIK

2.       WILFRIDUS FERNANDES

3.       VENCE A. YULIANTO

GROUP VIII ‘PROVISIONING AND DEPLOYMENT OF CAMPUS CLOUD COMPUTING’

1.       MARIA F. SIKI

2.       DAMIANUS KOLI BUNGAN

3.       NONA MAYA AMIRUDIN

GROUP IX ‘PROVISIONING AND DELOPLOYING CAMPUS INTRANET’

1.       LORENCO XIMENES

2.       FANDI MUHAMMAD SALEH R

3.       PRIMUS DJOGO

Project Topics

for ITPM Class C

1.       Group I ‘Frequency shopper’ (record customer id and location, points rewards, customer access their rewards information etc.)

a.       Nasuri Bongo

b.      Meriwati Baitaru

c.       Fecar r Mbuik

d.      Ridwan Pitay

2.       Group II ‘Knowledge management (data integrity, can be audited, available for institutional memory, etc. )

a.       Jaros B. Nafi

b.      Marten W. Ratu

c.       Novita P. Suni

d.      Rosita Koro Djoh

3.       Group III Intranet portal (any time anywhere)

a.       Hellen M.   Kana

b.      Apryanti Pong

c.       Deki IU

d.       Sancia M..F.H.Bobo

4.       Group IV Data Center(infrastructure as a services)

a.       Lolok Piter Takalogo

b.      Daniel Ikun

c.       Santina  V.F. Belo

d.      Dionicius Mau

5.       Gruop V Internet  of things (secure and smart nation )

a.       Farayana La Fayette

b.      Desi Fitriyaa

c.       Bella  V. Daris

d.      Maxelinoo Ufi

6.       Group VI Campus on-line(software as services)

a.       Maria M. Lodo

b.      Juvita Eco

c.       Yusmina Benu

d.      Jeremias Nennometa
e.   Deviani Honin

7.       Group VII Cloud computing  (Victual Computing )

a.       Radinal M. Usman

b.      Welem Logo Buke

c.       Juan. Anel Omalor

d.      Theodorik M. Woka

8.       Group VIII Campus IT infrastructure

a.       Daamianus Koli. Bungan

b.       Adrianus S. Hane

c.      Kristoforus Mado Lein       

9.       Group IX Campus Business continuity plan 

a.       Vendidus Ambut

b.      Tomar Y. Big

c.       Kokoh a. Theik

d.      Semuel Safa

                

Change Control in the Project Management

‘Hand is Assignment for next week'

By Raul Bernardino

Introduction:

In the early 1950 up to 1980 the change control was focusing on the project that has been planned within time and budget. There are issues that involving in the projects and project teams were often can’t meet project goals. In other word the project teams were rarely meeting the project original goals. Therefore, in early 1990 almost all project managers and companies top managements are realizing that, project managements are a process of fitting the needs along the project life cycle. Therefore it is in need of having the constant communication and negotiation along the project life time to adjust the objectives and goals in order to meet the expectation.

The administrative of the changing controls are important part in project management, because it will be transparent or clearly stated in the procedure on how and why it would be changed including who is the authorization person or body for changing. “The changing control system often involves the change control board, configuration management, and process of communication of the change”. (Schwalbe, K.,2010)

The changing to the procedures or contract may impact to the services of the delivery and qualities of the services, to the cost and time of the project, and to the other related resources (people, technology, and business). Therefore it has to be clear instruction in the contract on how and when we need to adapt the changing. For instances allocation person who is responsible for requesting a change or assessing the impact of the changing, who can makes a priorities and authorize the changes; who will be making the agreement with contractors; who is controlling the implementation of the changes, and who is documenting the changes.

My first suggestion is outsourcing the developers especially on software application and hardware technology. Because basically companies or organizations have not have enough human resource or even they have, the person may need specific course or trainings to perform the task. And it may not lead cost effectives and on time delivery as well. Therefore in the contract with developer have to have a clear picture. For example software application, we do need to explain or state in the contract or in the separate assessment document that current existing operation systems is X OS or so, other applications that are also up and running, and including what application that is planning  to develop and integrating into the current system. These are also involving security, scalabilities, availabilities, reliabilities, and change management. This situation is same as for deploying new hardware technologies.

Far before outsourcing the third parties, company or organization has to have a internal procurement procedure, whereas to help the organization or company in selecting the third parties to become a vendor, service delivery, and application developer.

My second suggestion is outsourcing the business continuity plan for the organization or company. Most organization or company has limited recourses to build similar office and system in case of the main office is burn down or defected by natural disaster or the system itself is down. Therefore organization or company has to have a contract with the third parties to establish essential system functionality in the third party data center or office. In the contract agreement has to clearly stated, what are those functionalities, the reliabilities of data and functionality, data integrity or confidentiality, including the availabilities, and security.

Conclusion: organization and Company internal change configuration management procedure have to be in place. This is to help the organization or company to know why and when need to change.

In the project contracts have to be flexible in the changing of the objectives or goals in order to meet the expectation, however it should be creating a clear control change management in the contracts.

References list:

·        Schwalbe, K. Information Technology Project Management, Revised 6th edition, Ch 4. P.162-164 and Ch 12.P.462-473

·        Lecture note, PM_WK2_seminar

·        Principle for service contract, Contract Management guidance [online]. Available from: http://www.ogc.gov.uk/documents/Contract_Management.pdf   (Accessed Date: May 14, 2011)

·        Institute of configuration management [online]. Available from: http://www.icmhq.com/ (Accessed Date: May 14, 2011)

Virtual Team Challenges

By Raul Bernardino

Introduction:

The globalization and ICT revolution brings a lot of benefit for world communities. We can easily find an expert, talent, and experience person for specific fields. Either brings them to be onsite or just works from remote location.  The technology enables the virtual team works are possible.

The benefits of having the virtual team as follows:

a.     The business will use right expertise for job

b.     Does not need a relocation and it saves cost for the business

c.      The person does not need to resign from current post and leaves family for certain period of time

d.     It creates a creativities

e.      It creates a loyally

f.       Does not need to invest in the human capacity

There are some differences on onsite team and virtual team on the issues of culture, social interaction, and the working environment. The onsite team may direct effect with country and organization cultures which is dynamical progressing as organization and country moves. It is because he or she is present in those cultures environment by person or face to face.  While the virtual team may not has chance to have cross culture effect directly from the country that he or she works for from remote location. However, the virtual team has to aware that they are interacting with different person, culture, and ethical virtually. The virtual team is very much focusing on the task accomplishment of the individuals or group within the time table or schedule as planned.

There are several challenges in the virtual team as follows:

a.     The trust: It is quite hard to build a trust over virtual interaction, while not have a physically meet with the person. The one of the important component to build the trust here is the communication.

b.     The synergy: It is difficult for people to have a synergy while not spend time together. It is also difficult to build a team relationship. However the virtual team lead or manager have to establish schedule for virtual team to meet virtual either with videoconferencing or audio conferencing in order to improve the communication among the team, also discuss the issue the team member faced, including sharing the information.

c.      The Isolation: The virtual team member is working from remote individually. This isolation makes team member feels work alone and some time out of the loop because loss some updates from the rest of the team. For instance team member is not able to participate the virtual team meeting.

d.     The collaboration: Here the virtual team members have to work and thinking independently while manager or virtual team lead has adjust and adapt their styles in managing the team. He or she has to encourage, motivate, and monitor the progress of each individual works.  

e.      The performance review: It is hard for team lead to assess each individual that works virtually. He or she has to establish the reliable quantitative and qualitative measurement for the accuracy of the performance review. For instance establish the result agreement upfront. In the result agreement has to state tasks to executed, indicator of the outcomes, and time line of the delivery.

In Conclusion: The communication is essential part in the virtual team success or failure during programs or projects execution.

 References:

Hall, P. A.V. & Fernandez-Ramil, J. (2007) Managing the Software Enterprise:

Software Engineering and Information Systems in Context. London: Thomson Learning.

Lecture note, MNGSWE_WK2_seminar

Managing Groups and Teams/How Do You Build High-performing Virtual Teams?, [online].

Available from: http://en.wikibooks.org/wiki/Managing_Groups_and_Teams/How_Do_You_Build_High-performing_Virtual_Teams%3F   (Accessed: 14 October 2011)

Trautsch, B.R. (Dec.11, 2003) Managing Virtual Project Team, [Online]. Available

from: http://userwww.sfsu.edu/~ceb/b895/btrautsch895.pdf    (Accessed: 14 October 2011)

Kimball, L. (1997), Managing Virtual team, [Online]. Available from:

http://www.groupjazz.com/pdf/vteams-toronto.pdf (Accessed: 14 October 2011)

Virtual team benefits and challenges, [Online]. Available from:

http://www.time-management-guide.com/virtual-team.html  (Accessed: 14 October 2011)

Sasso, A. ( 2008), Overcoming Virtual team Challenges: After Action Review,

[Online]. Available from:  http://www.leadingvirtually.com/?p=25  (Accessed: 14 October 2011)

Scope Creep in the Project Management

By Raul Bernardino

Introduction: The importance part of project success and project deliverable are clear defining the project scope. In any project, the scope has to be defined in which to state what things that are include and exclude in the project. In the theory the scope should not be crept because it has to be defined in the very beginning of the project planning. However in the reality the scope is creeping according to the needs or change control in project life time. It also happen because not have a clear definition in the scope of the project.

The scope is also describing all parameters that are involving or not involving in the projects. Some requirements to produce project scope statements are: project charter, preliminary project assessment, company or organizational internal procedure and policies that are relevant to the project, including experiences from the similar project in the past.  

In the progress of the implementation of the project, there are some parameters that need a change because of the project environment itself, not well distributing the scope statements to the right person or involving persons, the requirements are not well define, and communication gaps. These are among the thing that makes scope is creeping.

How to avoid the scope creep in the project management? First of all is having a clear vision statement available to everyone as a project team member. In other word everyone is in the same page, how to deliver and achieve the project. This is helping to define the project scope as details as possible. The project manager has to communicate all information or scope statements to the project team members specially a person who is involving specific tasks that crucial to have in time.

When the creeping scope in the project can be a good thing? When there are a few adjustments in the scope but still relevant to the initial scope of the project and most important is to make sure there will be no additional cost. For instance new features in the application that is not well define in the beginning. Or there is an additional cost but not much as we are waiting for new version to be developed and the changes has been approved by change authorities.

Conclusion:  To avoid the creeping scope in the project management, the project manager has to identify and define project team task clearly including define scope statement for the project.

Project manager has to communicate all scope statements to the relevant project team members that, their works are crucial to be delivered in the timely manner. In the process of the changing of the requirements in the project life time has to be communicated to all relevant entities with the reasons why and how it is changed. However, those changes are happen because they have been approved by authority body and there are no cost impacts of the changes or they have minimum impacts to the project cost.

References list:

·        Schwalbe, K. Information Technology Project Management, Revised 6th edition, Ch. 5 P. 183-186 

·        Lecture note, PM_WK2_Lecture_notes

·         Veryard, Richard. “In Praise of Scope Creep.” May 2001, [online]. Available from: http://www.users.globalnet.co.uk/~rxv/projmgt/scopecreep.htm . (Accessed Date: May 14, 2011)

·        Helms, Hal. “In Defense of Scope Creep.” A List Apart. September 20, 2002: Issue 150, [online]. Available from:  http://www.alistapart.com/articles/scopecreep . (Accessed Date: May 14, 2011)

·        Gurle, S. “Scope Creep”, December 2, 2003, [online]. Available from:  http://www.umsl.edu/~sauterv/analysis/6840_f03_papers/gurlen/ . (Accessed Date: May 14, 2011)

IT Project Plan Outline

·      By Raul Bernardino

     

           Project Plan Outline

1.0 Goals and Objectives

This section presents a general description of the project along with any general or technical constraints and/or considerations. Please include the sub-sections below.

1.    Project name

2.    Business goals and project goals

3.    Scope

4.    Time and budget constraints

5.    General and technical requirements

6.    Training and documentation

7.    Installation

2.0 Project Estimates

This section presents a set of estimates for the completion of the project, including people, hardware and software. Please include the following sub-sections.

1. People costs

a. Historical or researched data used for estimates (Requires annotation listing where you got this information)

b. Salary requirements

2. Equipment costs (Requires costs for all hardware and software used. It is assumed that all hardware and software will be new).

a. Hardware

b. Software

3. Estimation techniques and results

a. Process-based (use the format shown in section 1.2.1 of the lecture)

b. Second method

c. Triangulation results

3.0 Project Schedule

This section presents an overview of project tasks and the output of a project scheduling tool. The following sub-sections should be included:

3.1 Project task list

The tasks that have been selected for the project are presented in this section.

3.2 Task network

Project tasks and their dependencies are noted in this diagrammatic form.

3.3 Timeline chart

A project timeline chart (Gantt chart) is presented. Please embed the Gantt chart in the document as this is the way end-users would see it.

4.0 Staff Organization

The manner in which staff are organized and the mechanisms for reporting are noted.

4.1 Team structure

The team structure for the project is identified. Roles are defined. Include an organization chart.

4.2 Management reporting and communication

Mechanisms for progress reporting and inter/intra team communication are identified

5.0 Risk Management

This section discusses project risks and the approach to managing them. Please include the following sub-sections.

5.1 Project Risks

Each project risk is described.

5.2 Risk Table

The complete risk table is presented. Name of risk, category, probability, and impact are provided.

5.3 Risk Mitigation, Monitoring, Management Strategy

Discuss a strategy to deal with each risk.

6.0 Tracking and Control Mechanisms

Techniques to be used for project tracking and control are identified. The following sub-sections should be included:

6.1 Quality assurance and control

An overview of SQA activities is provided. Note that an SQA Plan is developed for a moderate to large project and may be a separate document or included as an appendix. Use this section to list your business and technology metrics.

6.2 Change management and control

An overview of software configuration management (SCM) activities is provided. Note that an SCM Plan is developed for a moderate to large project and may be a separate document or included as an appendix. Use this section to describe your procedures for handling change to the specification while in development and the system after the system has been implemented.

Reference:

     Schwalbe, K. Information Technology Project Management, Revised 6th edition