Measuring the project success for Grantham University’s Learning Management System (LMS) requires the project managers to consider several factors that include reporting on users’ experience, defects, feature requests, feedback, as well as improvement of the new LMS. The plan for measuring achievement at GU should incorporate goals, which would ensure that the LMS has attained its expected goals. Stakeholder analysis is essential for any project plan, and includes recognizing particular information that is fundamental for stakeholders and meeting their expectations. Hence, the success of the GU will be determined by how the project managers can utilize the available resources, scheduling, scope, budgeting, communication, training, as well as support.
Projects succeed because the management has allocated adequate resources to run them. Resources incorporate the right team, equipment, as well as the finances to run the project (Lindstrom, 2013). Financial resources are fundamental to facilitate the provision of labor, in addition to materials necessary in the implementation of a project. When resources are adequate, projects can be accomplished promptly (Allen, et al., 2015). GU should ensure that the LSM is sufficiently funded to realize its success and to offer promise for the future. The success of the LSM can only be assured if resources are employed effectively and equitably. The institution should ensure that resources are available in case of technological advancement and organizational progress.
Scheduling is essential for project success because it enables project managers to keep track on activities involved in the implementation process, and to accomplish the project within the stipulated time. Schedule determines the role played by every participant, allocation of resources, and the work breakdown (Baxter, 2015). When the schedule is established, the project manager can present it graphically on a chart to enable stakeholders to understand the project progress with ease (Harpum, 2013). Software maintenance is part of schedule, which also incorporates defect fixing and software modification. Defect fixing involves securing some project activities from hindrances, which could interfere with smooth functioning of the project process (Chemuturi & Cagley, 2010). Reporting on user experience assists in evaluating success rates, task time, as well as error rates, and incorporates use of tables to illustrate the metrics. The results should be tailored to meet the needs of all stakeholders to prove that the project was successful.
The scope defines the parameter under which the GU project is expected to cover. Understanding the project scope is crucial in the planning of any project, since it assists in keeping all activities in the proper prospective (Allen, et al., 2015). According to Harpum (2013), a systematic project scoping can assist in eliminating risks, in addition to raising the confidence of stakeholders are willing to assist offer their help for the success of the project. The project may experience some defects if it lacks participation, as well as commitment from the leading committee team. Additionally, lack of clear hierarchy of management, lack of proper identification of factors to measure, and insufficient resources, can make the project to fail in realizing its goals. Defects can be assigned to a specific team, which can evaluate and fix them before they become a hazard to the project. As for the feature requests, the project manager should strive to do what is deemed right for the customer.
A successful project needs to have a plan of how to spend the available resources. The project manager has budget accountability for every amount that has been spent on the project (Harpum, 2014). The project manager in GU needs to know the exact amount of funds available so that such amount can be allocated to various components equitably. Accurate budget ensures that all components in the project are adequately funded to avoid delay and to evaluate about the future activities. Lindstrom (2015) has emphasized the need of a budget, particularly when a firm is utilizing a project management organization system, as all duties are organized by the project while all funds are distributed based on the project. Budgeting ensures the success of a project through focusing on the core issues that assist in the maintenance of the project value.
Communication is a crucial success factor that involves conveying of message to the relevant teams, as well as encouraging feedback from the employees. Project managers can cultivate excellent communication by encouraging employees to offer feedback, which can help to understand the problems within the workplace. Communication is perceived as essential in project success because it assists in establishing a reliable relationship between project participants, as well as procedures that support activities for the benefit of all stakeholders (Besteiro, de Souza Pinto & Novaski, 2015). Regular updates from the project manager can assist the teams to remain productive and focused toward the desired goals. A project may thrive without a proper form of communication, but the cost of victory would be exceedingly higher than necessary.
Training of employees is vital for the success of the GU project because it enhances the morale in the workplace. Training involves teaching employees on new skills necessary for facilitating their responsibilities. Most projects will always undergo some changes, which necessitate different kind of training to facilitate successful implementation of the project (Baxter, 2015). Thus, enhancing the new LMS requires employees to be trained on the new technology to enable them utilize the system without difficulties. Training enables employees to gain more skills necessary to handle their duties with ease, in addition to enhancing their job security. Trained employees are capable of recognizing defects in the management, which could interfere with the planned processes.
Projects may require external support to realize excellent results. The support can be logistic, financial, manpower, or organizational assistance. Project managers in GU project are allowed by the organization to seek financial assistance or external expertise to enhance the new LMS. The managers are concerned about the future operation of the system; hence, persuading investors to offer financial assistance or to continue supporting the project, can help to enhance the system, in addition to maintaining long-term benefits (Turner & Zolin, 2012). Thus, any form of support is essential for the advancement of the LSM to ensure long-term benefits for all stakeholders.
Project success is a function of the output, as well as the attainment of the business objectives. Success of GU’s LMS is influenced by the resources, scheduled time, scope, finances, communication, training, as well as the external support. Every project require resources to ensure smooth execution and, consequently, high productivity. An excellent project management necessitates continuous improvement, and where mistakes are made, the project managers are willing to learn from those mistakes. Feedback is vital in measuring the success of a project, since it demonstrate how stakeholders collaborate in ensuring the attainment of the desired goals. Improvement of the LSM cannot be realized without adequate support and regular training of employees.
Allen, M., McLees, J., Richardson, C., & Waterford, D. (2015). Project Planning and Best Practices. Journal of IT and Economic Development 6(1), 1-15.
Baxter, R. (2015). Project management for success handbook: Manage the project ensure the results celebrate success. Naples, FL: Lulu.com.
Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project Management. Business Management Dynamics, 4(9), 19-34.
Chemuturi, M., & Cagley, T. M. (2010). Mastering software project management: Best practices, tools and techniques. Ft. Lauderdale, FL: J. Ross Pub.
Harpum, P. (2013). Portofolio, program and project managemnet in the pharaceutical and biotechnology industries. Hoboken, N.J: Wiley.
Lindstrom, D. L. (2013). Procurement project management success: Achieving a higher level of effectiveness. Plantation, FL: J. Ross Pub.
Turner, R., & Zolin, R. (2012). Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames. Project Management Journal, 43(5), 87-99. doi:10.1002/pmj.21289