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POST-IMPLEMENTATION REPORT ESSAY

POST-IMPLEMENTATION REPORT ESSAY.

POST-IMPLEMENTATION REPORT ESSAY

POST-IMPLEMENTATION REPORT

Author’s Name

Institution of Affiliation

Table of Contents

Summary. 2

Review of Other Work. 3

Changes to the Project Environment 4

Methodology. 5

Project Goals and Objectives. 6

Project Timeline. 8

Unanticipated Requirements. 11

Conclusions. 12

Project Deliverables. 12

References. 14

 

 

 

Summary

Operating systems act as the interface between a computer hardware and its software applications. The Dimelo Enterprises, a leading online retailer had been using an outdated version of an operating system, Windows 7, since the start of the company in 2010. This project aimed at replacing over 700 computers used in 20 departments of the organization with new ones with better features and a new operating system, Windows 10. The characteristics of the new machines would include a processor of 2.0 GHz duo core, 8 GB of RAM, a high performance graphics card and a 500 GB hard drive (Microsoft, 2014). The aim of this replacement was to increase service delivery and efficiency and also increase the competitive advantage by deploying new technology. The project provided the company with a permanent solution to delays and inefficiencies that occurred in the day to day operations.

The implementation process included creation of a backup plan for the company data. This was effected through loud computing. Identification of departmental needs for additional applications was also done. An assessment of employee technical knowhow and skills was performed and inadequacies addressed by implementing a training plan. Identification of a reliable dealer and purchase of computers with desired features was then effected. Network migration then occurred and retrieval of the previously backed data into the new machines, that were connected via a Local Area Network. A post-implementation evaluation of system flaws allowed the project management team tackle the shortcomings that originated from the stepwise roll out of the new technological devices. Metrics to determine effectiveness of the fully implemented project included measures of efficiency such as customer satisfaction and the time spend in performing tasks using the new computer network. The new computer network was determined to be more effective in terms of processing, handling of large volumes of data, storage and retrieval at Dimelo Enterprise.

Review of Other Work

Implementation of a project can face a number of challenges. It is important to remain cognizant of possible occurrence of the shortcomings in order to device appropriate ways of overcoming them. Migration to a new software in a company should occur in a manner that facilitates smooth transition to minimize risks of data loss. The deployment of a new system, according to Cohn (2014), requires both online and offline components whose execution must be well aligned. One of the methods proposed by technology experts is the use of a clear plan when transitioning from a less sophisticated to a more complex software layout. Understanding of the various tools that the organization can use during deployment of a new operating system such as HP OS replacement using windows 10 is paramount (Resnais & Berzisa 2017).  Qualities that make the transition to a new software such as Windows 10 is the capacity to execute it both online, offsite as well as offline, which gives an advantage of smooth transition. This method also makes it possible to retain the system systems and applications therein without undue tampering.

Deciding on whether a company will purchase an off-shelf software or the organization will implement a custom made operating system all depends on the financial capacity and the technological requirements. Whether the available market software meets the company specifications also influences a company’s preference. According to Cohn (2014), it is cheaper to roll-out an off-shelf software than implementing a customized one. However, custom made systems are more adaptable, confer a competitive advantage and give employees an upper hand in terms of their usage. Deployment of the new system at Dimelo Enterprise occurred under the facilitation of a Project Management Team that employed organizational best practice at every step of the project. The team at Dimelo Enterprise considered components such as proper communication, strategic action by each member of team as well as stakeholder involvement at every step. To make sure that every action occurred according to plan, the project management team continuously assessed the management roles, fitted each job with a member that matched the best qualifications and developed training and mentorship plans.

Changes to the Project Environment

Taking technological upgrade in an organization seriously comes with many competitive advantages. Before deployment of Windows 10 software at Dimelo Enterprise, there were many areas of deficit in terms of network connectivity, compatibility of applications with the previous software and system crash downs. These system problems are now bye gone after installations of Windows 10, which is more compatible with multiple applications, allows faster connectivity and is more user-friendly.

Change to a new software also increased efficiency at the logistics, human resource, and the data management departments. Monitoring of customer parcels is also more effective with reduction in the misidentification of customer goods. All these features have led to improved customer relations, increase in returns and the growth of the customer base of the organization. Organizational reputation as the leading cargo handling firm has also been preserved with the installation of the new software. A new software at Dimelo Enterprise has helped in addressing multiple stakeholder concerns relating to delays in service delivery that occurs in some departments before. Windows 10 has also enabled upgrading of other system applications that were initially outdated, to the most recent versions. These include Microsoft Office Suit, Internet Explorer, Mozilla Firefox and many others.

Deployment of Windows 10 has seen the company shift from Microsoft Lync which lacked certain features such as video conferencing. After the latest upgrade, departments can now communicate with branches oversees and stakeholders can have meetings using video conferencing. This has significantly cut down on the costs incurred by the company in travels for meetings. The new software will allow growth with regard to market shares and the number of clients it serves. High sped machines have also led to increase in computing power, memory, hard drive space and processing capacity. The new machines and the new operating system have also made the company stay at par with developments in technology rather than stay with outdated systems which would soon become obsolete.

Methodology

            Execution of the project occurred through carefully monitored plan and clearly defined objectives and deliverables at each stage. The project implementation was in line with the goals of the company which included the need to improve service delivery and meet the business needs. The project management team used the case study research method in going about the implementation plans. A case study approach enables team members to analyze each component on a step by step approach offering a feedback on each of the different units. Use of case study approach overrides need to use a rigid protocol since an in-depth examination of the different information components acts as a guide on implementation steps. Preference to case study methodology occurred because it enables project implementation to tie up the problem under study, creativity, plan variations and the innovativeness of the team. A preliminary research was carried out on archival records, participant observation and direct observation to identify the project needs. A semi-structured interview was also conducted to identify critical elements of the project so that the implementation team would concentrate more on those

            To meet the objectives of the project, step by step approach was applied with evaluation of success at several stages. Identification of files and data components that would be transferred to the new machines occurred simultaneously with employee training. Each employee was then equipped with a new machine. After this, system errors occurring in the new computers were identified and rectified. Applications were loaded on to the machines depending on departmental needs and the components of the new system that would be released first were identified. A step-wise roll out of each of the system functions was then launched. 

Project Goals and Objectives

Objective 1: Replace everyone’s laptop with new machine

This objective was met by creating a back-up plan for the data contained in the initial system. Retrieval of this data was an important component of the project to ensure continuity of organizational operations. Cloud based data storage was used as the back-up plan. Accomplishing this required creation of a Local Area Network that linked all the users. The configuration of this was via use of 700 Windows 10 machines. The next step involved creation of cloud account for the company that was operated using effective data management procedures.

Objective 2: Create a Software Inventory

An inventory containing all the software requirements for each of the users in the different departments was also created.  This was in line with the need to provide adequate support structures as per employee work specifications.

Objective 3: Order new laptops.

             New laptops were ordered for each department in the bid to replace the old and low performance machines. This was the most expensive event of the project which required at least 700 new computers. However due to financial constraints only 690 machines were acquired. Organizational needs were analyzed Vis a Vis the budget. A list of the common features of the new laptops to determine whether the company would by a single type or varied types with different memory, processing speed and hard disk space. A reliable distributor was identified using factors such as timeliness of delivery, warrants and maintenance services.

Objective 4: Perform swaps of equipment.

Employee expertize and skills to use the new operating system was also evaluated. The skills and technical knowhow were both determined as adequate. Although a plan for expert consultation and employee training was among the planned activities, this was deemed unnecessary as all the employees met the minimum requirements to be able to operate machines with Windows 10. Departmental training was however effected to specific groups who would offer technical assistance in cases of low-level technical difficulties.

Objective 5: Provide extra support after exchange

            This objective was met by identifying additional applications that would be of help to the employees at Dimelo Enterprise. This occurred with the help of the employees. To increase employee satisfaction, system errors were also identified and worked upon. Additional applications loaded into the system varied from department to department.

Objective 6: Carefully schedule upgrades in waves

            Introduction of new machines occurred in phases so as to allow the employees to gain familiarity with the new software. The project team identified the features of the new machines that will be launched first and the departments to be affected by this first release. The human resource department was among the first to get the new experience. Stepwise release of characteristics of the new machines allowed identification of areas where employees required special training. Classification of employees into groups with respect to their needs allowed a more targeted skills training in an efficient manner.

Project Timeline

Milestone or deliverableDuration (hours or days)Projected start dateAnticipated end dateActual Date AccomplishedReason for Delay if Any
Developer-customer meetings2 weeks07/01/1607/15/1607/01/16 to 07/15/16The first status meetings occurred according to plan.
Project team meetings2 weeks07/16/201608/01/201607/16/16 to 08/01/16Project members were all present in all meetings
Meeting with laptop suppliers4 weeks08/02/201609/02/2016 10/02/2016 to 11/02/2016The project manager had an emergency meeting with the company board on 8th and 9th
Meeting with Windows 10 distributors2 days09/02/201609/04/2016  11/04/2016Meeting occurred as planned, despite occurring late into the night
Development of budgets1 week09/04/201609/15/201609/04/2016 to 09/15/2016Despite the working being more than the anticipated the budget was drawn in good time.
Customer meeting3 weeks09/16/201610/08/201610/08/2016Rather than using several  days, the meeting took a single day to make up for lags in the project 
Research and purchase of necessary applications2 weeks10/09/201610/25/201610/09/2016 to 10/25/2016  Done according to the plan by the management
Training and development1 week12/5/201612/19/201612/5/2016 to 12/17/2016Training took two days less than anticipated because most employees were found to be conversant with the new technology
Setting up testing metrics and conducting the process1 weeks12/19/201612/26/201612/19/2016 to 12/26/2016Occurred according to plan
Preparation for deployment3 days12/27/201612/29/201612/27/2016 to 12/28/2016Preparation for deployment was a 2 day event rather than taking 3 days as anticipated
Implementation1 week12/30/201601/ 7/201712/30/2016 to 08/ 7/2017  Implementation took 7 more days because the technical team had to correct the emergent system errors.
Project monitoring and closing3 weeks01/08/201702/01/201701/08/2017 to 02/01/2017Despite a few challenges, the project was rolled out with much success

Unanticipated Requirements

Meeting deadlines was a key factor that was a huge challenge throughout the project. To remain within the confines of the allocated time, team members had to work extra hours especially during the strategy meetings. Disruptions of the schedule due to absence of the team manager who was away attending to emergency issues were compensated by having strategy meetings on the weekends. A shortcoming in the budget also let to purchase of 690 replacement computers instead of 700. However the technical team was able to meet this deficiency by allocating computers to the departments according to employee ratio. The company manager promised to fill up the deficit within two months after full implementation of the project. All the project milestones were achieved with astounding success.

Conclusions

The outcome of the project saw employees of Dimelo Enterprise gain access to new computers with Windows 10 and better performance features. The new technology also led increased effectiveness in information sharing and integration of more applications according to the needs of the employees in each department. Dimelo Enterprises was able to access cloud backup technology after the upgrade. The success of the project was evaluated in terms of the time taken by the employees to complete specific tasks. The values of this were compared with those of the old system. Assessment metrics indicated that employees saved more time when performing their day to day duties. It was determined that the new system was more efficient, easier to use and provided better results in terms of customer satisfaction. These characteristics conferred a competitive advantage for the firm. 

Project Deliverables

Deliverable 1: Data storage a back-up plan. Cloud based data storage was used as the back-up plan. Accomplishing this required creation of a Local Area Network that linked all the users. The configuration of this was via use of 700 Windows 10 machines.

Deliverable 2: Creation of a software inventory. An inventory containing all the software requirements for each of the users in the different departments was also created.  This was in line with the need to provide adequate support structures as per employee work specifications.

Deliverable 3: Acquisition of new laptops. New laptops were ordered for each department in the bid to replace the old and low performance machines. A reliable distributor was identified using factors such as timeliness of delivery, warrants and maintenance services.

Deliverable 4: Employee training and skills build-up. Departmental training effected to specific groups who would offer technical assistance in cases of low-level technical difficulties.

Deliverable 5: Installation of additional applications. Additional applications were loaded into the system, which varied from department to department depending on the needs of the employees. To increase employee satisfaction, system errors were also identified and worked upon.          

Deliverable 6: Deployment of new technology in phases. Introduction of new machines occurred in phases so as to allow the employees to gain familiarity with the new software. Classification of employees into groups with respect to their needs allowed a more targeted skills training in an efficient manner.

 

References

Resnais A., & Berzisa S. (2017). Method for adaptation and implementation of agile project management methodology. Procedia Computer Science, 104, 43 – 50. Retrieved from http://dx.doi.org/10.1016/j.procs.2017.01.055

Microsoft. (2014). System Center 2012 R2 Configuration Manager. Retrieved from

            http://www.microsoft.com/en-in/server-cloud/system-center/configuration-manageroverview.aspx

Cohn, C. (2014, Sept 15). Build vs. buy: how to know when you should build custom software over canned solutions. Retrieved from https://www.forbes.com/sites/chuckcohn/2014/09/15/build-vs-buy-how-to-know-when-you-should-build-custom-software-over-canned-solutions/#5faaa770c371 

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