case report - responsibility handover

7/30/2019 Case Report - Responsibility Handover

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Responsibility Handover: Case AnalysisHuman Resource Management in Service Sector

Submitted by:

Group A2

September 18, 2012


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Executive Summary

Softech Technologies has acquired an e-commerce project for a US client, based on agile model. Phase 2

of the project is about to begin, currently being led by a young Project Manager, after the departure of

Mrs. Neelima Nair. Recent problems due to frequently changing customer needs have led to adverse

impact on project deliverables quality. It is recommended that Mr. Yashpal Banerjee be replaced by anexperienced offshore Project Manager, with relevant experience and strong communication skills.

Deployment of onsite coordinator and direct coordination between module leaders and client specialists

is also recommended. Project management for agile projects should include maintenance of

requirements traceability matrix and off-shore unit testing of deliverables.


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Table of Contents

Executive Summary ............................................................................................................................................... 1

Situation Analysis .................................................................................................................................................. 3

Problems ............................................................................................................................................................... 3

Decision Criteria .................................................................................................................................................... 4

Options and Evaluation ......................................................................................................................................... 4

Action Plan ............................................................................................................................................................ 5

Contingency Plan................................................................................................................................................... 5


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Situation Analysis

Softech Technologies is a software development company, with expertise in e-commerce projects. It has

acquired an e-commerce trading based project for a US client. Phase 1 of the project began smoothly,

with Mrs. Neelima Nair acting as the Project Manager, and client was satisfied with the performance.

However the sudden departure of Mrs. Nair led to appointment of Mr. Yashpal Banerjee, a young high-performer in the position. This led to subsequent complaints from clients as well as project team

members. As the project is based on agile model, customer requirements are dynamic, and have been

changing frequently in the recent period. This had led to the appointment of a senior manager as a

contingent on-site coordinator for phase 1. With the beginning of phase 2, the current onsite coordinator

is no longer available, and doubt exists on the smooth execution of the remainder of the project.

Problems

Recruitment and Allocation Policy

Managerial recruitment

While fresh engineers may be recruited without project-resource or domain-resource

mapping, recruitment, and especially allocation of managers to projects must be done

keeping in mind prior experience in the domain.

Project Manager competencies for agile projects

In case of agile projects, it is imperative that the Project Manager possesses strong

communication skills. This is required for negotiations with the client on the extent of

requirement changes acceptable, and also for communicating exactly the new

requirements to module leaders.

Flawed Project Team Structure

Single point of contact in Softech

The Project Manager is overloaded with information due to his/her nodal position

between two teams. Alternatively, it would be preferable that the specialist from the

client interact directly with the module leaders in agile projects.

On-site Coordinator not present

In projects requiring frequent customer interface due to changing requirements, a lack

of on-site coordinator for phase 2 would provide an easy communication channel.

Project Management Processes

Lack of any document capturing frequency of changes in requirement

This led to lack of bargaining power with Softech.

Project Execution

Lack of off-shore unit-wise testing leads to increase in software development cycle time.


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Decision Criteria

Critical Success Factors

The organizations end goal is to make profits and generate revenue. To achieve this, Softech

Technologies needs to increase its client base. This is dependent on three factors. The first is the ability to

deliver on time. The second most important factor is the quality of the deliverables. The third criteria,customer satisfaction will ensue if the deliverable meets all the need of the customers and serves its

purpose in the long run.

Decision Criteria

Timely completion of project

Leadership of team

o Candidature of new PM

Cost Implications

Analysis of Application of Agile Vs. Waterfall Model

Waterfall Model Agile Model

Lack of iterative processes in project cycle

Customer requirements received at once

Used in projects of traditional nature

Presence of iterative processes

Customer requirements vary with progress

Criteria of project for adopting agile model:

Novelty

Complexity

Urgency

As e-commerce projects are dynamic in their customer requirements, and involve novelty as well

as complexity, Agile Model of software development is preferred. Project management and

execution should also be adopted accordingly. A time frame of three to five years should have

been provided for the project.

Options and Evaluation

The current options available for Softech are:

Option 1: Retain Mr. Banerjee as Project Manager.

Option 2: Replace Mr. Banerjee by a suitable candidate for Project Manager position.

Option 3:Provide Mr. Banerjee with an experienced manager as additional resource.


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We recommend the following action plan, along with Option 2 from above:

1. Replace Mr. Yashpal Banerjee with a suitable Project Manager

Action Plan

Resource Allocation:

Replace Mr. Banerjee with a manager having prior experience in such projects of this domain.

He/she must also possess strong communication skills, to be assertive in his communication to the

client, and to pass on client requirements to the project team accurately.

Organization Structure:

Include an onsite coordinator in team. The onsite coordinator shall liaison with the client to get

the requirements clarified. This will also ensure a greater time overlap in terms of working hours

of client and the service provider.

Module Leaders should communicate directly with specialists with the Project Manager

remaining in loop.

Project Management Processes:

Maintain a requirement traceability matrix. This would ensure a better buy-in of the clients in

terms of negotiating of timelines.

Project Execution Processes:

Carry unit test at offshore before handling over the module to client. Unit testing will improve thereported number of defects at the clients end. This will add credibility to the service provider and

increase customer satisfaction.

Include Module Leaders in the calls for ad-hoc requirement changes. This was in practice by the

earlier manager and it helped in the smooth execution during project phase 1.

Contingency Plan

In the absence of suitable resource to replace Mr. Banerjee, Mr. Chetan Sharma could handle the client

communications, while Mr. Banerjee looked after the technical aspects and the execution of rhe project.

Criterion Option 1 Option 2 Option 3

Timely completion of project X

Suitability of Project Manager X -

Cost Implication - X

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