Implementing an enterprise hiring system for CIC

  Order Description     RESPOND TO THE 3 STUDENTS SEPARATELY AMANDA, MICHAEL, AND CHRISTOPHER     1. Which of the triple constraints do you think is the most important for the project of implementing an enterprise hiring system for CIC? You should address from a project perspective not the business overall. 2. Explain briefly why you selected that constraint. 3. Discuss how you would ensure that this aspect was well addressed to maximize CIC’s chance for success successful implementation.     AMANDA’S RESPONSE TO THE DISCUSSION QUESTIONS: 1. Which of the triple constraints do you think is the most important for the project of implementing an enterprise hiring system for CIC? You should address from a project perspective not the business overall. Of the triple constraints that the employees, managers, and users within CIC, I think that scope could be at the center of what the project could be limited to. Scope is what the project goals as well as the processes (Barron, 2009, para 7). Within the CIC hiring system, not only does the company need an IT solution but they also need to improve some processes in which they hire new employees. 2. Explain briefly why you selected that constraint. Within the CIC hiring system, not only does the company need an IT solution but they also need to improve some processes in which they hire new employees. Additionally, though not a main constraint but time. The company must devote not time to a solution but time to process improvement, to which this is a very large undertaking. Without proper due diligence, all the hard work, research, as well as devotion to the cause could be counterproductive to the outcome. 3. Discuss how you would ensure that this aspect was well addressed to maximize CIC’s chance for success successful implementation. Within the implementation of this project, time is of the essence. The company is expanding and the issue at hand is time sensitive. Therefore, not only does the company need a solution. They need it fast. Furthermore, another factor of success would be how well the company is devoted to the quality. By following a specific process, covering of all of the details, and ensuring a sound investment will ensure that the scope does not become disproportional to the outcome (Barron, 2009, para 9). References Barron, Merrie, and Andrew R. Barron. “What is Project Management?” Openstax CNX, Merrie Barron, Andrew R. Barron, 20 Aug. 2009, cnx.org/contents/8KeV8AMJ@4/What-is-Project-Management.       MICHAEL’S RESPONSE TO THE DISCUSSION QUESTIONS: 1. Which of the triple constraints do you think is the most important for Kelly's Salon's IT implementation? I think the most important is Scope/Quality 2. Explain briefly why you selected that constraint. Many projects fail on this constraint because the scope of the project is either not fully defined or understood from the start. When you increase a project's scope, you will either have to increase its cost or time. As the example we discussed in class of a circle. If we increase a portion of the circle, to keep the circle in the same shape, the other two sections must give up something. As when we read the case for Kelly, she is confused about the scope of the project. There are so many scopes described and listed, but the problem is that it is difficult to find the most important. Whereas we see that the firm was profitable which implies that cost is not an issue, the case also talks about few competitors which means that they have time as well to experiment but what they don’t have or unclear is the scope. 3. Discuss how you would ensure that this aspect was well addressed to maximize Kelly's chance for success with her IT implementation. I would ensure that this aspect was well addressed by first identifying the most important scope because that will be portion of the project that will require most of the time and cost. For example, I believe for Kelly, her most important scope is scheduling. As we could see that the scheduling has been done manually but instead it can be done using IT. Her current process consists of taking the appointment by phone and scheduling is done manually. Which can and has created a lot of confusion, in turn led to loos of potential customer because Kelly either didn’t have enough stylists to accommodate customers or vice versa. However, by using IT and training the employees (to use the IT system) the appointment can be made through website where the customers can choose the timings and the stylists. While, Kelly is looking at the past sales pattern, she can schedule the staff on a needed base. The use of IT will help the business flow smoothly and will accommodate more customers. -Mike     CHRISTOPHER’S RESPONSE TO THE DISCUSSION QUESTIONS: When I first looked over the triumvirate that makes up the “triple constraints,” I thought that schedule/time would be the most important aspect of the project. It comes up multiple times within the interviews of the study, with the Manager of Recruiting citing a specific timeline for when they will need the new system, but upon further reading, I think the most important for the project itself is Scope/Quality. Scope and Quality directly relate to what the company can expect to gain from the project. The better the solution addresses the needs of the users and the needs of the company, the more likely it is to be successful and increase the strategic advantage available to CIC. If the project fails to address some of the critical needs cited within the case study, such as being able to integrate with the existing systems, and ease of use, it will not see widespread adoption within the company. In reading Gilbert Silvius, Kampinga, Paniagua & Mooi (2017), they discussed the link between the quality of a project and the sustainability of the company as a result of the successful project management. While there is a definite time scale within the interviews of the case study, issues related to quality are brought up much more often. The CEO needs the system to address current and future needs, allowing for CIC to solicit future business based on reputation. The CIO and the Director of HR both want the system to work with existing systems and processes. The recruiters, administrative assistant, and hiring managers all want scheduling and tracking within the system, and being able to deliver on those things will contribute far more to the success of the project than being on time. Regular, organized communication is crucial to a project being successful (Norrie, K., & Walke, D. T., 2004), and through maintain a flow of communication, project team members and managers can stay apprised of where the project is in the process, if additional resources are required, or any challenges have arisen to hinder progress. I think there are several ways to achieve this communication, perhaps by scheduling weekly or bi-weekly updates, or having milestones set at various points in development, which could call for the review of the project, and assessment related to upcoming challenges.