Four Stages of Project Design Term Paper

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As a general rule, "sufficient work needs to be done to enable a cost estimate to be prepared that is accurate to within -30 to +50%. Similarly sufficient work needs to be done to establish the benefits of the system to enough accuracy to convince management to give approval to proceed to the next phase."(Tek Soft, 1997)

It is important at this stage to firmly identify the benefits of the system, and to develop benefit realization plans. A time table must be established, and a budget that must be adhered to. These elements must be written down and communicated to management. These plans should also identify exactly how the proposed benefits will be realized, for example, what changes will be made to existing processes in currently existing systems to achieve the intended benefits. Ideally, this will give management confidence that the investment is going to be worthwhile.

Usually, considerable face-to-face contact is necessary at this stage, ideally on a weekly basis, to demonstrate how the project is systematically progressing. Also, the release of work statements, to show that the project is meeting specific deadlines and specified goal dates, and not running into costly overtime is necessary.

During the development and implementation stages, thus it is only natural to have more contact with management and superior staff members, rather than employees, when one's contact is likely to be more far-reaching.

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However, towards the end of the implementation stages, when the project begins to solidify in its technical elements, greater contact with employees may again be necessary, so it is assured that they know how to use the new technology in an effective manner, with ease. A new industry trend at this sage "is towards increasing use of design and construct contracts," that specify specific design goals that must be met on a time table Tek Soft, 1997)

During the closeout a project team must develop a post implementation Evaluation Report (PIER). ("Concept, 2005) "The post implementation review is something that is probably rarely undertaken, but should be a mandatory part of all projects. It is important that an assessment be made of how well the system is meeting the organization's needs, as they are now understood. Lastly, the closeout must answer the question; does anything else need to be done now to remedy the previous faults the system was designed to correct? Remember as far as the original contractor and project team are concerned, these were faults if "the system has been delivered as specified." (Tek Soft, 1997) The closeout must demonstrate in a clear, verifiable and verbal basis if the change brought new efficiency as desired, to the current system?

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