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The Ticketing System- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 97811181742965,26 €
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The Ticketing System- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 9781118174296
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Project Management
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Far Eastern University
Book
Case Studies in Project, Program, and Organizational Project Management
This note includes my personal answer to cases in the book mentioned below:
Milosevic, D. Z., Patanakul, P., & Srivannaboon, S. (2010). Case Studies in Project, Program, and Organizational Project Management. John Wiley and Sons Inc.
AtlasCom Case- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 9781118174296
Bad Metrics for Earned Value- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 9781118174296
Rapid Prototype for Fast Profits- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 9781118174296
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CASE STUDIES IN PROJECT MANAGEMENT SYSTEMS 1
The Ticketing System
Mathias Sunardi
I. PROBLEM & SOLUTION
Problem: One major concern for Ron was communications since that was a cross-departmental
project. It was usually difficult to convince other departments on the same level to make time to
work on this kind of a project, since they were more focused on the department’s main
responsibilities, and assign low priorities to those projects that come from other departments.
Solution: Create team-building activities that will help bring the departments closer, make them
trust and collaborate more effectively. Thus, making the flow of communication together with the
details of the projects easier.
II. EXECUTIVE SUMMARY
The Office of Information Technology is a functional organization that is supervised by
Pike Gresham, the VP of Technology. It has four main departments that used ticketing systems to
connect all the reports, issues, and requests that are technology-related. However, departments
used different ticketing systems that complicated the flow of information. For instance, those who
used Remedy manually translated the information to reach the back-end teams that took them so
much time and resources to complete the translation, and most of the time it confused them enough
to have the message of the information to be missing and misinterpreted. Thus, a meeting was
conducted for them to resolve the problem. As a result, a team was formed and they collaborated
regarding their expected software’s capability, their issues with the current system, and othe, rs.
They communicate all the details and information for the project through their email mailing list
called Listserv. All the data were collected and options were collected and in the span of three
months, they opt to use Request Tracker instead which is a tool that is being used already by other
departments in OIT. As they communicate and deliberate the progress, Ron found it like something
informal whereas tasks or action items will be assigned to those who volunteered. Also, Ron was
bothered by the communication process since it was a cross-functional department that involved
other departments. Ron was aware of the difficulty to persuade another department to allocate time
for the project since they have their responsibilities and priorities, thus, Ron advanced with
carefulness. Though the project was completed by November of that year, the problem with
communication is still considered a crucial problem especially if the company, in the future would
engage in a cross-functional project. Thus, it was suggested to create team-building activities that
will help bring the departments closer, make them trust and collaborate more effectively. Thus,
making the flow of communication together with the details of the projects easier.
III. BRIEF HISTORY
The Office of Information Technology (OIT) is a functional organization that is supervised
by Pike Gresham, the VP of Technology. It has four main departments namely: Computing and
Network Services Department which is responsible for managing the network system at Silicon
Forest State University; Information System Department that is mainly in charge for managing
and implementing all administrative systems for the university including databases on UNIX
servers; Instruction and Research Services Department that supply equipment, hardware, software,
, CASE STUDIES IN PROJECT MANAGEMENT SYSTEMS 2
resources, training, and support to students, faculty, and university staff; and User Support Services
Department which is the interface for users when assistance is required regarding technological
problems. The ticketing system is used by different departments to connect all the reports, issues,
and requests that are technology-related. However, departments used different ticketing systems
that complicated the flow of information. For instance, those who used Remedy manually
translated the information to reach the back end teams that resulted in the agony of the departments
since it took them so much time and resources to complete the translation, and most of the time it
confused them enough to have the message of the information to be missing and misinterpreted.
Also, Remedy is a big misfit for an organization like them since is more of an enterprise-level tool
that provides many features and requests much information that is not wanted and not needed by
the organization.
Meanwhile, Ron Bashley who has been working with OIT for three years and was
promoted as Desktop Support and Project Coordinator and all the users of the ticketing system
received an email from Baken Dryhed, the Director of User Support Services Department that they
needed to fix the ticketing system. Thus, a meeting was conducted for them to resolve the problem.
All the users of the ticketing system were present including Baken, Ron, Harry Bonnett, the
Director of the Information Systems Department; directors and managers of other departments;
and Bob Biyon, Technology Manager from the School of Liberal Arts and Sciences that uses the
ticketing system to sustain the computer lab at the school. During the meeting, all attendees were
dedicated to solving the problem. However, there are budget constraints and with the available
financial resources, it has been concluded that the project could be completed within six months.
So, a team was formed and they collaborated regarding their expected software’s capability, their
issues with the current system, and others. They communicate all the details and information for
the project through their email mailing list called Listserv. All the data were collected, and,
together with the options they found, were brought to their weekly meetings to be discussed. In
three months, they opt to use Request Tracker instead which is a tool that is being used already by
other departments in OIT. The advantage of this is that it exists already within the other
departments so it could save time since some already know how to use it and it can save cost since
they will not use a new tool.
To complete the project, Ron became the team leader and he was also responsible for
creating the user interface, Harry, and his team was assigned to replace the Remedy system —
patching, updating, and so on. As they communicate and deliberate the progress, Ron found it like
something informal whereas tasks or action items will be assigned to those who volunteered. Also,
Ron was bothered by the communication process. Since the project involved another department,
they would report to a different supervisor. Since Ron was aware of the difficulty to persuade
another department to allocate time for the project since they have their responsibilities and
priorities, Ron advanced with carefulness. The project progressed through the use of emails and
the ticketing system (RT). The UNIX team and the other back-end teams used RT to manage their
projects. However, Ron’s department and the rest of the front-end team opt to use emails to
communicate and manage projects with the team. Fortunately, the project was completed by
November of that year, one month earlier than the target month of completion. Thus the OIT uses
RT all over the organization and they carry on their projects using the software regardless of its
flaws since it is open-source.
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