Just like any organization would find it necessary to carry out a gap analysis to understand its capacity to achieve set goals, this broad-based tool found application in all phases of the project. The project’s scope is so broad that people of diverse expertise are involved. For this reason, a detailed examination of every step is needed to weigh the requirements of each against available resources like money, human resources and time. In the definition and description of the project to set up a date center recovery system in case of disaster, it may be possible that resource levels were not rightly approximated in relation to project requirements. In addition, some resources may have been overlooked in the initial planning. Such shall be examined here.
A replacement or improvement of the Corporate Data Center’s core infrastructure would require a deep review and subsequent restructuring of the current systems. A re-architecture of the installed systems has, of course, to be done by professional personnel. These Information Technology experts may not be operating as individuals, as most usually work under the umbrella of their mother firms. As such, the financial implications are tilted against the team seeking services since such firms have a tendency to quote higher figures. To some extent, this complicates the negotiating process. In light of this, it might be necessary to visit a consultancy firm that would be engaged in such mechanisms like tendering for supplies and installation. In the early layout, this may not have been considered but it stands out among the most important project aspects that would determine its success. This would help save on costs. The project must run within the boundaries of its financial limits. To make it even easier, a consideration could be made for the tendering to cover development of the Oracle production environment responsible for data recovery. Another positive implication of this would be a rather centralized responsibility whereby in case of any failures along the project phases or after completion, there shall be no blame games since it shall be easier to determine who played which role where. In addition, this would increase the competency level since those involved would be more determined to give their best. This would boost the project’s success chances.
Acquiring the services of a consultancy firm would help reduce project costs. However, it is important that sufficient financial advice be obtained since spending is still a must. It would be futile to have the project complete on paper but have it stall in reality due to financial constraints. That is why enough advice, even in dealing with the consultancy company, is necessary. In efforts to spend less in this regard and still manage to have quality work done, the best firm in the discipline shall be sought. This could be done by visiting websites of the major players and having an overview of their major achievements. Understanding their core values would also help gain insight into their level of commitment and professionalism. That way, the best choice, shall be made.
The legal aspect of the project may have been overlooked. In as much as areas of legal engagement like finance have been outlined, an important area has been ignored. In its first phase, an agreement has to be signed with the vendor of the new offsite data center. There have been instances where parties to an agreement do not honor the pact. However, people tend to be more obliged when they are legally bound (Fishman, 2008). It is in this respect that it might be considered to engage an attorney. This is to avoid possible conflicts since each party shall be required by law to play their role. Besides, any prospective conflicts shall be solved within an already established legal framework.
In the early layout, government policy may not have been given much consideration. In purchase and installation of the different hardware, it has to be weighed if they conform to standards set by the government. State regulation is central here. The government could be trying to phase out certain outdated technologies. It is important that such measures are taken seriously, even to avoid legal tussles (Fransman, 2010). For instance, components of the servers to be installed might be required to conform to certain standards.
Different dynamics of human resource consideration in the project’s entirety may have been overlooked. In assigning the various members of the team specific roles, an assumption was made that they were capable of handling their various dockets. Various mechanisms of conflict resolution have been outlined, though sufficient attention has not been given to possible causes of conflict within the team. It would be easier to avoid misunderstandings than trying to clear the mess afterward. A possible cause of bad blood is dissatisfaction with certain areas assigned. It would not be good for anyone within the team to wish they were assigned certain duties or responsibilities that have been taken by another. Hey might start developing a spirit of non-cooperation, a development that could greatly affect the overall success of the project. As such, it is imperative to find out if the members are not only satisfied with duties assigned to them, but are also able of handling them.
It is hoped that this resource gap analysis will help towards greater success of the project. There shall be no hesitation to make adjustments where necessary. An integrated team spirit shall be encouraged to ensure maximum co-operation and success.
Fishman, S. (2008). Consultant & independent contractor agreements. Berkeley: Nolo Press.
Fransman, M. (2010). The new ICT ecosystem: Implications for policy and regulation. Cambridge, UK: Cambridge University Press.