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You work for MIT Consulting, a leading IT project consulting company. Your expertise is in project management, scoping a project in terms of feasibility and providing an overview plan for board approval, negotiating with vendors and managing implementations. You work for a negotiated fixed project fee, or on a time and materials basis for open ended assignments.
You have been hired by the Client to provide a preliminary Project Plan for an important internal project. Client staff support the project and have secured Board approval for MIT Consulting to take the project to the next phase.
Requirements defined:
A major international airline (of your choice) wants to upgrade its rostering tool, which has had many upgrades and still used some manual input.
The report needs to have the following details: The number of pages for the report should not exceed more than 17 pages excluding appendix, references and table of contents.
Your brief is to objectively assess the project and address the following issues in your report to the Board:
Section
Description
A. Executive Summary
Summarise the project background, benefits, additional research required, suggested process model and treatment of major risks.
Conclude with overall recommendation as to the project's priority.
B. Business Case
Background for the project
Financial and/or strategic justification
Project success criteria.
How will the client know the project was successful? How can the client ensure that the expected benefits are realised?
C. Process Model
What additional studies are necessary?
e.g. Vendor selection, prototype to elicit detailed requirements with users, proof of concept to confirm technology, tools or platform etc.
What is the suggested project process model?
Clear diagrams are essential.
D. Risk Management Plan
Client wants to see ONLY 'project specific' risks. They are aware of the generic risks that affect virtually all IT projects.
Tables should include each major risk identifying the source, event, consequence, probability, existing control(s) and initial risk rating.
Another table should include the risk treatment plan for each risk with an unacceptable rating including the cost justification and effectiveness (e.g. residual risk rating).
E. Conclusion
In the Consultant's opinion how does this project rate for the client?
Should the client focus on other opportunities that have a better return on investment or a lower overall risk?
If this project is highly recommended, what are the key factors which have persuaded the Consultant?
how they are choosen and prioritized by management at a strategic level?
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