Question

New york's Citytime: an is project goes awry case study evaluation with some reference

Answer 1

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In the case study CityTime project had a budget of $63 million from the beginning. There was a goal of the project to create a new technological system for managing and updating personnel information for New York City’s departments on automated platform, including employee benefit information. Change old system work on paperless. There was a timely and successful implementation of the New York City project stood to save the city millions of dollars per year in labor and IT costs. So, everything was started as planed the implementation has been out of time, and the total expenditures of the project have grown to by $720 million. Project monitors from within the administration filed reports that described the ridicules below management, cost overruns, and general waste plaguing the project; however, the government continued ahead with the project without making any significant changes. The project was controlled by government officials who did not have the authority or expertise to make important project decisions, and therefore missed many opportunities to lower development costs. “Again, the biggest reason for the project’s unheard-of budget increases was lack of qualified oversight.” (Laudon, p. 545) They believe that software developed for system could be sold to other governments, and why they continued cost run up.

Analysis

          Looking from a management standpoint, I believe that to meet your expectations in terms of budget, deadline, and product quality, plus also have professional partnership with clients, will not bring any problems at all, or make poor project management. This is what I see as a problem in case study. CityTime project met all major management deficits in cost overruns, time slippage, technical shortfalls impairing performance, and failure to obtain anticipated benefits. Moreover, I might be wrong but the problem was really with and in system that was being corruptionally implemented from bottom to top. All management, organization, and technology factors were responsible for these problems. As project was constructed on government foundation, with using budgeting principles of working on project, other results as they got, not be in the end. In future, to prevent a negative outcome in project, it might be made following decisions such as work should be planed, risk assessed, need able resources estimated, work organized, project controlled by executives, progress timely reported with true results, and those results analyzed regularly and deep. Take a look from another side, individual members of team project performing less only because no motivation. To figure out what will cause performance issue, the project will have to get to root of the problems. So, training and resource supplied by organization, plus motivation is the product of desire and commitment. There are all those factors must be met to get reasonable and effective project result.

References

Laudon, Kenneth C., Jane Laudon,. Management Information Systems: Managing the Digital Firm, 15th Edition. Pearson Learning Solutions, 01/2016. VitalBook file.