英语论文网

red whether the project would receive the overall agreement and approval within the organization.
 
For the Edge Project, there was a lack of agreement between FaCS and Centrelink which were the two important parties of the projecton the funding arrangements (page 77). Even though there was a Joint Project Agreement developed in 30 June 2004 in order to receive the agreement between these two parties, it could not provide a copy sighed by both groups. Apart from this, the major point of disagreement was "the identification and timing of savings from the project" and had never been resolved which might negatively influence the project implementation in most extent.
 
2.5 Thorough Analysis and Clear Requirements
The clear and thorough statement of requirements refers to the needs at the basic level. Once obtainable base level of requirements was created, negative effects of changes would be reduced. As for a successful project, analysis of main stakeholders, their interests, the project outcomes will be challenging and difficult to manage with. Additionally, in many cases, different stakeholders of a project may have various and conflicting requirements. In consequence, it is critical for the project managers to clearly analyze which requirements should be done by whom, and set out specific requirements for each task involved in the project.
 
As mentioned in this case, when the ANAO expected the BARAC and the Information and Communications Technology Committee (ICTC) to be involved in the project, there was no requirement recorded previously for FaCS areas to report to the BARAC (page 20). However, there was a positive aspect that some parts of the business requirements had been revised and changed during the progressing of the project in order to readjust the Edge rulebase (page 23). All in all, the project has involved a detailed business requirement in November 2000 (page 38) as well as a framework includes standard requirements for reporting on the procedures of project conduction. All of these can make a force for project parties to examine their performance and result in work efficiencies, even though it should be improved in some small parts of the business.
 
2.6 Sponsor and Stakeholder Involvement and Support
With respect to the involvement and support from sponsors and stakeholders, successful project management will attach more importance to get the best from the stakeholders and devote best to them. Also, a better project manager will pay more attention on establishment of respect transferred to project success. In other words, whether a project is successful can be observed from examining if stakeholders or sponsors have taken the time and efforts to the project.
 

In the page 111 of this case, it can be obviously seen that the Edge Project was sponsored by the FaCS Board directly. Similarly, it received significant sponsorship from the Centrelink at the technical level, for the creation of numerous transactions to treat with the Families program information and increase the application of expertise technology proportionally, through development of FAONET and IVR application (page 126). Besides this, management of corporate sponsorship was also initiated since April 1997 by the Better Practice Guides (page 175). To summarize, those three organizations: FaCS, the Family Assistance Office (FAO) as well a本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。