Project Management

Introduction:

In the below essay while we document and explain the tale of the tape of a recently executed project, this project over ran in planned end date. While this is not new in the project management arena, it does throw some light on what still remains to be learned and practised in project management arena is to learn from other projects, Specially the projects which failed to meet its triple constraints ( Time, Cost and Scope). We will conclude the essay with some best practices along with the project management methodology that would help progress projects faster and more efficiently in the future, but also capture triggers that move the project away from its planned execution and progressively and proactively be aware of more known unknown during the life cycle of the project.

With a vision of being one of best airport operator in the world, company AMC (Aviation Management Company), issued a board directive in late Oct 2009, that by end of year 2011, the Information Technology (IT) department of AMC company should implement a world class IT Service Management (ITSM) system processes and this should be recognised by obtaining the ISO/IEC 20000 certification, which ensures full implementation of ITIL (V3) recommended 26 IT processes to continuously improve its IT service delivery and support functions.

This would in-turn help IT to be ready to oversee its multi-billion dollar expansion plan which would be initiated in year 2012.

The IT department (65 full time employees, 40 contracted) had all services managed in-house and spread its services across 5 airports managed by AMC group. Few processes from the IT Infrastructure Library (ITIL) framework were implemented and running smoothly when the announcement came.

I was made the project manager of this project and the scope was to deliver the certification by end 2011, with a project start date of 1st Dec 2009. The project was planned to span a period of twenty five months with the following key...