Case
Study: NYCAPS and CityTime: A Tale of Two NewYork City IS Projects
1.
How
the important were the NYCAPS and CityTimes project for New York City ? What
were their objective? What would have been their business benefit ?
In term of improving
efficience and cutting cost, both project were extremly important for New York
City. The goal of the NYCAPS project was to create a morden, automated system
for managing and updating personal imformation for the City’s workforce,
including employee benefit imformation. The City was using individual Citywide
system, 200 individual agency system, and a maze of paperwork.
The CityTimes project
depended on pen and paper to record overtimes payments city workers. It was
hoped the system would automate that and improve accountability throught the
government.
2.
Eveluate
the key risk factor in both project
The key risk factor in
both project were out-of-control time and cost, lower quality of project output
and problem that so far have prevented either projet from being complete. All
of this risk factor were heightened by lack of qualified project management.
3. Classify and describe the pproblem each
project encountered as the NYCAPS and
CityTimes system were being implemented. What people, organizations and
technology factor were responsible for these problem?
i) Management
A lack of qualified and
responsible oversight, a lack of management and a lack of leadership led to
failure of both project. The NYCAPS project was controlled by government
officials. Therefore missing many opportunities to lower deverlop costs. The
City Times project was managed by the City’s budget direct whose background was
in law, not project management or technology.
ii) Organizations
The NYCAPS project
monitor reported chronic mismanagement, cost overrun and general waste plagoing
the project. But the city continued ahead with the project without making
any significant changes. Next, other
city government branches left the project mostly to him. Moreover, the City
Comptroller never audited the project despite numerous warning about the
project from staffers.
iii) Technology
The technology
requirement, on the surface, were sound automate manual system. This system
provided ways to audit input and output, reduce cheating and froud through
better technology and replace outdated legacy system with newer technologies. Beside
that, even though one of the objective of the NYCAPS system was to updates it.
In additional, the newer system was designed to run on the same old legacy
system used in the previous patch work
system
4.
What
are the similarities and difference in the management of both project?
Similarities and
difference in the management of both project is used hourly billing versus
fixed cost payments at one times or other. Beside that, a long with impoper
management and oversight, invites fraud , waster and abuse. Neither project had
an experienced project manager at the top that was qualified and that had the
proper authority to effectively control the project.
In additional, the NYCAPS
project was totally controlled by one company, accenture. The CityTimes project
was controlled by one contractor, but used a lot of subcontractors to complete
the work. To complete the work must have a lot of accountability even worse.
The term of the project’s contract were constantly changing.
5.
What
was the business impact of these boctched implementation? Explain your answer.
Firstly, new system
improve efficienceis, reduce cost, reduce fraud and waste. This system can
provide executive, manager, and employees with better information on which to
make better decisions. None of these business benefits was met because of the
botched system implementations.
6.
The
first step in managing risk involves identifiying the natural level of risk
confronting the project. Implementer can then hendle each project with the
tools and risk management approaches geared to its level of risk.
i) Managing technical complexity
Managing technical
complexity mean the project leaders need both heavy technical and
administrative experience. The must be able to anticipate problem and develop
smooth working relationship among a predominantly technical team.
ii) Formal planning and control tools
Formal planning tools and
formal control tools for documenting and monitoring project plans are an
absulate. Beside that, gantt charts and PERT chart are very helpful for
monitoring plans and allowing manager to determine early on when the project is
veering off course. These tools can help manager identify bottlenecks and
determine the impact thet problem will have on project completion times.
iii) Increasing user involvement and
overcoming user resistence
External Intergration tools consist of
ways to link the work of the implemention tean to user at all organizzations
levels. Moreover, project with relatively little structure and many underfined
requirement must involve users full at all stage.
