NMCI Project Management Need a Prelimary Scope

NMCI Project Management

Need a prelimary scope statement-based NMCI project provided, analyze critique NMCI project term organization handled estimation, handled quality communication. 2.Explain challenges.

The NMCI (Navy-Marine Corps Intranet) project was meant to link all the Navy's disparate networks, into a single network operated by one contractor. The project was not well estimated in terms of time and money required to fund the whole project. According to Verton (2002)

the contractor EDS (Electronic Data Systems) discovered there were many legacy applications that could not be incorporated into the new system. This increased the number of multiuser kiosks that were required to operate these applications. The amount of time taken for a decision to be reached and approved was longer than had been initially estimated by the contractor. This delay has caused the project to lag behind schedule and if drastic measures are not taken it is likely the project will not come to fruition. The failure for proper analysis been carried out before the project commenced is the main cause of these problems. There was no proper technical and financial analysis done for the project.

To increase the speed of seat installations, it was proposed that there be no preinstallation certification. This would eliminate the need for approvals and would speed up the seat rollout. Though, this was a noble plan based on the desire to ensure the project does not lag behind, it would compromise on the quality of work done as installations would skip an important part. There was likelihood there may be some seats which will not meet the certifications. EDS should have understood the type of client it was dealing with and factored in the time delays for approvals. Onley (2002)

states, the current infrastructure has also caused delays as the EDS team is encountering legacy applications that cannot run on Windows 2000. These unexpected discoveries have also caused delays in the project, which has necessitated the speed up.

Communication between the parties involved was not well understood. The emails that were discovered indicate a harsh tone from the author. The email from Hatcher was misunderstood to mean the project was not on course. The email went ahead to point out that there is a need to eliminate the approval process, which was delaying the project. This indicated that communication was not done properly, and the parties were fed up with delays in the project. The communications were not handles professionally or seriously. If there was professionalism in the communications, all emails and memos would not be misconstrued to mean otherwise. To ensure the project progresses smoothly, there should have been an appointed contact person who had the authority to approve requests as soon as required.

Challenges faced by EDS

The initial project requirements for the NMCI project were underestimated by the Navy. EDS discovered these underestimations when the company started working on the project. EDS ended up quoting less for the project, and this led to losses in the later years of the project Joyce, 2003.

The number of applications estimated had grown to 70,000, which was way higher than the initial estimate of 3,000 applications Calbreath, 2004.

Trying to help the navy cut down on their applications had also taken more time and this had delayed the project. The increase in number of computer applications led EDS to go off track on the project, because they had to test and analyze if the applications could run on Windows 2000 before recommending the application to be used in multiuser kiosks.

The lack of planning and project management, affected the quality of the project and work performed. The new applications discovered and delaying the project, compromised performance and work delivered. The EDS team was forced to work for longer hours to ensure it meets the set deadlines, this action meant that workers were more tired and there was the likelihood of compromising on quality. To ensure that the project remained on course, and quality was not compromised, EDS should have done a proper project plan. The new applications should not have interfered with the project. The project managers should have appointed separate people to handle these applications while the rest concentrated on the main project.

The lack proper understanding of the project requirements led EDS to undertake a project they did not understand. This was the initial communication breakdown, since EDS had a different understanding of the project requirements. Misunderstanding also came about because of words used in emails and memos "NMCI officials press for big changes," 2004.

For a project of this magnitude and sensitivity, EDS should have been more careful in its communications to its employees and to the Navy. To ensure the project is not delayed because of approvals, EDS should have communicated to the Navy authorities the need for speedy approvals. This communication should have been done earlier on in the project. Upon discovery of more than expected computer applications, EDS should have communicated to the Navy, informing them of their discoveries and how these applications would affect the project deadline.

Phase II analysis

EDS should conduct a comprehensive scoping of the project. This would allow them to understand the project requirements better, and will assist them in planning for the project. Project scoping will also ensure that EDS comes up with timelines that are achievable. Understanding the project and its requirements will ensure EDS is prepared for the project implementation. To ensure application compatibility, EDS should also consider using an operating system that can support these applications. This will reduce the integration time, need for multiuser kiosks, and the need for users having two computers. Xiang, Zhou, Zhou, and Ye (2012)

argues, monitoring the project progress closely will ensure it stays on course. The lack of monitoring has affected the first phase, and caused EDS to suffer losses and delays.