Page 154 - DCAP609_CLOUD_COMPUTING

Unit 9: Collaborating on Project Management

Notes
reside in North America, the United Kingdom, and Asia, the system needed to be available
24/7. They opted for a hosted, dedicated server for their 900 team members, with a complete
fail over server, so that if one server fails the other one takes over.
Again, J. D. Power & Associates was able to find a single vendor to provide not only the
data storage, back up services, hardware and software in a hosted data center, but the same
vendor was able to provide the business software solution as well.

Conclusion
The new hybrid model of investing in software as a service, 'in the cloud,' and having
more customizability and integration abilities is already under way. Instead of having to
contract with multiple vendors for these services, more and more business-to-business
'cloud computing' providers will be offering more data storage, hardware and systems
services options.
Question:
Discuss the hybrid outcome of effective project management practices by different
organizations in the above case.
Source: http://www.projectinsight.net/community/blogs/project_insight_news/archive/2008/11/22/
case-study-project-and-resource-management-cloud-computing-with-project-insight.aspx

9.7 Summary

A project management platform includes policies, procedures, standards, guidelines,
integrated project management processes, tools, techniques, templates, project assets
library, best practices, learning assets, lessons learned or next practices.

The Project Manager is responsible for managing the work of consultants, allocating and
utilizing resources in an efficient manner and maintaining a co-operative, motivated and
successful team.

The business customer/IT supplier approach was all but absent and the judges saw the
development of integrated teams, based around common goals, with each individual or
group contributing something of value to the project.
IT projects generally have a poor reputation for delivery. However, all the short-listed
schemes were founded on sound organizational structures.
Bespoke development was only a minor part of the project, and in the strongest projects
was strictly confined to areas which could generate genuine competitive advantage, such
as forecasting.
The difference is that in these projects the principles of project management, stakeholder
management and risk management were executed both effectively and ruthlessly.

There are many such project constraints, these should not be barriers for successful project
execution and for the effective decision making.

A successful project manager will know to manage both the scope of the project and any
change in scope which impacts time and cost.
The project manager needs to strike a balance between the three constraints so that quality
of the project will not be compromised.
Whenever you get a project done on time and under budget, the client walks away happy.
And a happy client is one you’ll see again.

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