TABLE FOR ISSUES

HUMAN RESOURCES MANAGEMENT

ISSUES ISSUES PROJECT TOOLS & TECHNIQUES

NO. MANAGEMENT
PROCESS
13 There was no clear project Organization chart
organisational structure to manage the Planning
project.
14 The Project Manager’s authority was Organization chart
constantly overridden by the Initiating
department head /managers.
15 Technical skills were especially lacking Executing Training
in the network and security areas.

JUSTIFICATION
COMMUNICATION MANAGEMENT

ISSUES ISSUES PROJECT TOOLS & TECHNIQUES

NO. MANAGEMENT
PROCESS
5 Requirements keep coming in from Meetings
users almost daily where the GITS-ADC Planning
Team Lead keeps on accepting them
without hesitation.
6 There was redundancy of work Gantt chart/WBS
performed as the Work Breakdown
Structure (WBS) was done separately
by each respective department and the Planning
Project Manager did not review and
then consolidate those WBSs into one
holistic WBS.
7 Most of the team members have been Gantt chart
focusing more on their daily operation
support rather than tasks being Executing
assigned by the Project Manager or
their respective Team Lead.
9 IT assets acquisition and spending Organizational process
were through PROC Manager with Initiating assets
suppliers without going through a
proper tendering process.
14 The Project Manager’s authority was Organizational chart
constantly overridden by the Initiating
department head /managers.
18 The hardware and software delivery Gantt chart
were still being negotiated with some
potential vendors while there were Initiating
only four (4) months to complete the
project.

JUSTIFICATION
QUALITY MANAGEMENT

ISSUES ISSUES PROJECT TOOLS & TECHNIQUES

NO. MANAGEMENT
PROCESS
3 There is no evidence that a proper Quality audits
project management process was Executing
followed.
4 The PC and server hardware technical Cost of quality
specifications were constantly being Planning
changed to suit new or added
requirements.
6 There was redundancy of work WBS
performed as the Work Breakdown
Structure (WBS) was done separately Planning
by each respective department and the
Project Manager did not review and
then consolidate those WBSs into one
holistic WBS.
11 The testing plan was not developed Executing Seven basic quality
yet. tools : checksheets

JUSTIFICATION
RISK MANAGEMENT

ISSUES ISSUES PROJECT TOOLS & TECHNIQUES

NO. MANAGEMENT
PROCESS
3 There is no evidence that a proper Executing Documentation
project management process was reviews
followed.
7 Most of the team members have been Executing Technical
focusing more on their daily operation performance
support rather than tasks being measurement
assigned by the Project Manager or
their respective Team Lead.
11 The testing plan was not developed Executing Checklist analysis
yet.
16 There were no monitoring reports to Monitoring & Risk audits
review as none were prepared and controlling
formally documented.
17 The risks associated with the project, Risk categorization
although documented, had no detailed Monitoring &
action plans and were not categorised controlling
in terms of impact or severity.

JUSTIFICATION
COST MANAGEMENT

ISSUES ISSUES PROJECT TOOLS & TECHNIQUES

NO. MANAGEMENT
PROCESS
9 IT assets acquisition and spending Planning Meetings
were through PROC Manager with
suppliers without going through a
proper tendering process.
10 Purchasing of IT assets without a Planning Analytical techniques
proper tendering process has led to
overrun by budget.
18 The hardware and software delivery Planning Meetings
were still being negotiated with some
potential vendors while there were
only four (4) months to complete the
project.

JUSTIFICATION