A Dream Project Turns Nightmare
HOW A DREAM PROJECT TURN NIGHTMARE
PRESENTED TO:
DR. WUI GEE TAN
PREPARED BY:
MUHAMMAD BILAL
STUDENT NO: 0092717/10268
EMAIL: mbillall@yahoo.com
PHONE: 0434049594
WORD COUNT: Approx. 4900
DATE OF SUBMISSION: 29TH MAY 2009
TABLE OF CONTENTS
EXECUTIVE SUMMARY 3
1. BACKGROUND 5
2. PROBLEM IDENTIFICATION 6 2.1 MISSINTERPRETATION OF THE PROJECT 6 2.2 PROJECT MANAGEMENT FAILURE/BYPASSING THE PLANNING 7 2.3 IGNORING THE BIG PICTURE OF THE PROJECT 7 2.4 LACK OF COORDINATION AND COMMUNICATION BETWEEN THE TEAMS 7 2.5 SENIOR MANAGEMENT INVOLVEMENT 7 2.6 OVERLOADED THE SOFTWARE SYSTEM WITH TRIVIAL MODULES 7 2.7 PROJECT LEFT ON THE SHELVE 8
3. PROBLEM ANALYSIS 9 3.1 NEGLIGENCE OF HIGHER AUTHORITIES OF THE CREDIT UNIONS 9 3.2 BYPASSING THE FEASIBILITY STUDY AND RISK MANAGEMENT. 9 3.3 MISINTERPRETATION OF THE PROJECT BLISS 10 3.4 TECHNOLOGICAL INFRASTRUCTURE/LACK OF PROPER COMMUNICATION BETWEEN THE PROJECT TEAMS 10 3.5 IMPACT OF THE FAILURE 11
4. RECOMMENDATIONS AND IMPLEMENTATION PLANS 12 4.1 PROPER INVOLVEMENT OF SENIOR MANAGEMENT AND CREDIT UNION’S CENTRALS. 12 4.2 NEED OF PROPER PLANNING AND RISK MANAGEMENT 12 4.3 WHAT TO DO WITH THE FINAL PRODUCT 13 4.4 COPING WITH THE PROJECT FAILURE 13
5. List of references 15
EXECUTIVE SUMMARY
This report has been prepared to find out the reasons of how a dream project turns into a nightmare. In this report we will focus on the major problems, factors which caused the problems, the issues identification, who played which role in the project life cycle and what would be the future strategy to cope with this massive failure.
The Organization under today’s discussion is Integra Life Insurance Institution. It established as a Life Insurance institution in Canada and in the flow of time, the company expanded its business; mainly in general insurance, securities brokerage,
PRESENTED TO:
DR. WUI GEE TAN
PREPARED BY:
MUHAMMAD BILAL
STUDENT NO: 0092717/10268
EMAIL: mbillall@yahoo.com
PHONE: 0434049594
WORD COUNT: Approx. 4900
DATE OF SUBMISSION: 29TH MAY 2009
TABLE OF CONTENTS
EXECUTIVE SUMMARY 3
1. BACKGROUND 5
2. PROBLEM IDENTIFICATION 6 2.1 MISSINTERPRETATION OF THE PROJECT 6 2.2 PROJECT MANAGEMENT FAILURE/BYPASSING THE PLANNING 7 2.3 IGNORING THE BIG PICTURE OF THE PROJECT 7 2.4 LACK OF COORDINATION AND COMMUNICATION BETWEEN THE TEAMS 7 2.5 SENIOR MANAGEMENT INVOLVEMENT 7 2.6 OVERLOADED THE SOFTWARE SYSTEM WITH TRIVIAL MODULES 7 2.7 PROJECT LEFT ON THE SHELVE 8
3. PROBLEM ANALYSIS 9 3.1 NEGLIGENCE OF HIGHER AUTHORITIES OF THE CREDIT UNIONS 9 3.2 BYPASSING THE FEASIBILITY STUDY AND RISK MANAGEMENT. 9 3.3 MISINTERPRETATION OF THE PROJECT BLISS 10 3.4 TECHNOLOGICAL INFRASTRUCTURE/LACK OF PROPER COMMUNICATION BETWEEN THE PROJECT TEAMS 10 3.5 IMPACT OF THE FAILURE 11
4. RECOMMENDATIONS AND IMPLEMENTATION PLANS 12 4.1 PROPER INVOLVEMENT OF SENIOR MANAGEMENT AND CREDIT UNION’S CENTRALS. 12 4.2 NEED OF PROPER PLANNING AND RISK MANAGEMENT 12 4.3 WHAT TO DO WITH THE FINAL PRODUCT 13 4.4 COPING WITH THE PROJECT FAILURE 13
5. List of references 15
EXECUTIVE SUMMARY
This report has been prepared to find out the reasons of how a dream project turns into a nightmare. In this report we will focus on the major problems, factors which caused the problems, the issues identification, who played which role in the project life cycle and what would be the future strategy to cope with this massive failure.
The Organization under today’s discussion is Integra Life Insurance Institution. It established as a Life Insurance institution in Canada and in the flow of time, the company expanded its business; mainly in general insurance, securities brokerage,