Project Management BTECH 2007 - Case Study 4 Manchester Airport Web Strategy

Dear Student,
Here is the last of the 4 part series of Case Study for Project Management BTech 2007.
The case study is entitled the Manchester Airport Web Strategy.

Prepare.

Zainudin

Project Manamgement

BTECH 2007

Case Study 4

Manchester Airport’s Web Strategy

Manchester Airport hosts about 18 million passengers per year, making it one of the UK’s busiest airports. The customers include a relatively high percentage of business travellers along with recreational travellers on scheduled and charter airlines.

The airport had a Web site but not a clearly defined Web strategy. The company saw the potential of the Internet to implement a simple to use document publishing system; the development of a major customer-focused Web presence; and to integrate partners’ systems to provide services to customers.

In essence the Airport wanted to develop online services that would generate income and ultimately increase profitability. In addition, it was thought that the Web site should offer local residents information in relation to the ways in which the airport might affect them as one way to maintain and improve community relations.

Manchester Airport has adopted a ‘Smartsource’ methodology for acquiring partner organisations to provide skills that the airport does not possess internally. The airport was aware it did not have internal expertise in web development so it would need to seek an outside partner to design, develop and maintain its web presence.

As the Airport has complex relationships with the companies that operate within its boundaries it was clear that the business objectives of the airport would need to be handled sensitively in order to maintain the high level of rapport enjoyed between all parties.

The Airport considered the Web site to be fundamentally important and so decided it should host the system. The Web site had to integrate with existing systems such as CRM database and messaging systems along with the platforms used by partners and suppliers. The preferred approach was to have a fully integrated system under the Manchester Airport brand.

An underlying principle was to make use of existing technology as much as possible. Also the solution had to fit wherever possible with existing skills sets in the organisation. The Airport decided to pick the technical infrastructure requirements leaving the supplier to design and build the solution.

The Airport required a solution developer with the technical expertise to design and develop a fully functional web site that was integrated with backend systems, that was qualified to act as a one-stop-shop partner who would assume full responsibility for the design, building and installation of the Web site, was able to provide 24/7/52 operational support, that could understand the Airport’s business and was able to communicate and work with all Airport staff.

The company chosen, from a shortlist of four, was based about 10 kilometres from the airport, met all of the Airport’s selection criteria and was very comfortable working closely with non-technical staff.

The first stage of the Web site provided up-to-the-minute details of arrivals and departures similar to those shown in the passenger lounges at the airport. This alleviated the number of calls enquiring about the timing of flights. The Web site provided the facility to book scheduled flights and hotel accommodation. Rather than develop a new system it was decided to integrate with the already-available Telme.com online travel booking service. This integration was designed in a seamless way.

In order to use many of the services supplied on the site, users must register on-line. This data is then utilised whenever a service is requested. If the customer wishes to book a flight via Telme.com then the airport’s own CRM (customer relationship management) system feeds information into the Telme system, receives data back and then passes it to the user as appropriate. A significant amount of effort was expended to ensure that the functioning of the Web site met the real world requirements of users by involving them in the testing process.

The second phase of the operation was targeted to exploit the new Web presence and the on-line Manchester Airport brand. The second-phase offerings included the ability for customers to:

· preorder duty-free products on-line

· reserve airport car parking spaces

· book charter flights and package holidays

· preorder foreign currency.

The Web site receives up to 500,000 hits per day. The benefits of the e-business systems are many. Passengers are feeling more comfortable with the Airport as a result of the Web site since they can understand the layout, parking, shopping and currency exchange facilities before they leave home. Local community residents can be informed of developments at the Airport which helps community relations. Through the on-line shopping and ordering systems, income and profits are increasing. Finally, there has been substantial increases in revenue to the airport from car parking. Prior to the new Web site an outside company had sole control of the parking and the airport only received 5% of revenue. Via on-line booking, 90% of the revenue now comes to the Airport.

Overall, the main lessons learned from their experiences are: exploit the experience of employees; work closely with the real end users and work with suppliers in a partnership fashion.

From an e-business perspective the system is successful because it provides what the users want in a convenient manner. Travellers require timely and accurate data and the new Web applications provided this.

Questions

Answer any 5 Questions. Attempt all if you are smart.

1. Identify the key business objectives related to the Airport’s e-business initiatives.

2. Who was involved in the Web Development team? Did this conform to good practice principles explained in this chapter?

3. Classify the main benefits of the new Web site?

4. Visit the Web site of Manchester Airport (http://www.manairport.co.uk/) and write a 250 word review of the site?

5. How do you see the site evolving in the future?

Project Management BTECH - Tutorial Submission as of 1November 2007

Dear Students,
These are the students who have submitted the Tutorials.

Tutorial 1

• Nadzri bin Badri
• Muhammad Amir Razique Bin Mohamed Zam Ariffin
• Muhaini Mahmud
• Wong Kah Hing
• Ho Kian Chye
• Siva Balan
• Logaraj Ramachandran
• Azrul Nizam
• Kogilavani
• Sim Yong Li
• Saran Nair
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 2

• Ho Kian Chye
• Muhammad Amir Razique Bin Mohamed Zam Ariffin
• Wong Kah Hing
• Logaraj Ramachandran
• Muhaini Mahmud
• Nadzri Badri
• Azrul Nizam
• Kogilavani
• Saran Nair
  
• Jong Kim Lung
• Xia Yi Ni
• Siva Balan
• Fadi Kabbara
• 
  

Tutorial 3

• Muhammad Amir Razique Bin Mohamed Zam Ariffin
• Ho Kian Chye
• Logaraj Ramachandran
• Muhaini Mahmhud
• Azrul Nizam
• Wong Kah Hing
• Kogilavani
• Nadzri Badri
• Saran Nair
• Jong Kim Lung
• Xia Yi Ni
• Siva Balan
• Fadi Kabbara
• 
  

Tutorial 4

• Muhaini Mahmhud
• Azrul Nizam
• Muhd Amir Razique
• Wong Kah Hing
• Ho Kian Chye
• Nadzri Badri
• Logaraj Ramachandran
• Saran Nair
• Jong Kim Lung
• Xia Yi Ni
• Siva Balan
• Fadi Kabbara
• 
  

Tutorial 5

• Muhd Amir Razique
  
• Wong Kah Hing
• Nadzri Badri
• Muhaini Mahmud
• Logaraj Ramachandran
• Ho Kian Chye
• Saran Nair
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 6

• Wong Kah Hing
• Muhaini Mahmud
• Mohd Amir Razique
• Nadzri Badri
• Logaraj Ramachandran
• Ho Kian Chye
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 7

• Muhaini Mahmud
• Wong Kah Hing
  
• Muhd Amir Razique
• Ho Kian Chye
• Logaraj Ramachandran
• Jung Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 8

• Muhaini Mahmud
• Wong Kah Hing
• Muhd Amir Razique
• Logaraj Ramachandran
• Ho Kian Chye
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 9

• Wong Kah Hing
• Muhd Amir Razique
• Ho Kian Chye
• Logaraj Ramachandran
• Muhaini Mahmud
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Tutorial 10

• Ho Kian Chye
• Muhd Amir Razique
• Wong Kah Hing
• Muhaini Mahmud
• Jong Kim Lung
• Xia Yi Ni
• Fadi Kabbara
• 
  

Project Management BTECH - Case Study Submission as of 22 October 2007

Dear Students,
These are the Case Study submission that I have received.

Thank you.

Case study 1

• Ho Kian Chye
• Nadzri Badri
• Logaraj Ramachandran
• Muhaini Mahmud
• Kogilavani
• Sim Yong Li
• Muhd Amir Razique
• Jong Kim Lung
• Wong Kah Hing
• Saran Nair
• Kogilavani
• Siva Balan
• Xia Yi Ni
• Fadi Kabbara
• Ali Hubais
  

Case Study 2

• Ho Kian Chye
• Muhaini Mahmud
• Wong Kah Hing
• Muhd Amir Razique
  
• Nadzri Badri
• Logaraj Ramachandran
• Saran Nair
• Sim Yong Li
• Kogilavani
• Siva Balan
• Xia Yi Ni
• Fadi Kabbara
• Ali Hubais
• 
  

Case Study 3

• Wong Kah Hing
• Ho Kian Chye
• Sim Yong Li
• Kogilavani
• Logaraj Ramachandran
• Siva Balan
• Muhd Amir Razique
• Saran Nair
• Xia Yi Ni
• Fadi Kabbara
• Ali Hubais
• 
  

Case Study 4

• Wong Kah Hing
• Sim Yong Li
• Kogilavani
• Ho Kian Chye
  
• Muhaini Mahmud
• Logaraj Ramachandran
• Muhd Amir Razique
• Siva Balan
• Saran Nair
  
• Xia Yi Ni
• Fadi Kabbara
• Ali Hubais
• 
  

Project Management BTECH Lesson 10 and Tutorial 10

Dear Students,
You may download the final Lesson 10 and Tutorial 10 now.
Prepare.

Zainudin

Project Management Presentation BTECH 2007

Dear Students,
Today is the day you have waited so long to impress me with your presentation.

This is the Presentation Criteria s which may help you as your reference.

Good luck.

See you this evening.

Zainudin Johari

Project Management BTECH Lesson and Tutorial 9

Dear Students,
You may download Lesson 9 and Tutorial 9 now.
Prepare.

Please be reminded to bring Scientific Calculators to this coming Monday 10 Sept 2007 class.

Zainudin

Project Management BTECH 2007 - Case Study 3 Magic Box Media

Dear Students,This is the 3rd Case Study out of 4 that is scheduled.Thanks.
Prepare.

Zainudin

Project Management BTECH 2007

C a s e S t u d y 3

Magic Box Media

MagicBox is a Perth based Multimedia company. The founders Mike, Sue, Amy and Brian graduated with majors in Multimedia and E-Commerce and frustrated with the local jobs market, decided to start their own company in addition themselves, in their first two years of operation they employed three other people for secretarial and technical support, since then the business has grown to employ twenty-two people, seventeen of whom are actively engaged in multimedia development. The nature of their business is simple, they create web pages and interactive websites for West Australian businesses and they are currently thinking of expending into interstate and overseas markets. Business is good.

Currently every developer has a high end PC for development work. The founders also have high end laptops which they use when travelling or presenting to existing and potential clients. There are two other laptops available by other staff according to need. Portable data projectors are used for presentations and company meetings.

MagicBox makes extensive of Internet resources and due to its location is forced to use 3 ISDN lines. Broadband is not available. Networking is handled via a switch and CAT5 cabling which was installed 2 years ago. The networking solution is Switched Ethernet There are two servers, one for development work and the other for email and web access. The desktop machines are 2 years old and due for replacement. Both servers have been replaced recently and have plenty of spare capacity. The laptops are less than a year old since they can be issued to company directors under favourable tax conditions.

Being located in the outer suburbs has kept rent and rates low but a recent analysis has shown that that it would be more cost effective to move closer to their main client market and try to get closer to the city centre. An entire floor of an office building in Victoria Park has become available. Currently there is no cabling or Internet access, the lease is short term but Mike does not see this as a problem “If things are ok we can negotiate an extension. If things are really good we will need somewhere larger, if things are bad then we move back to the sticks”.

Sue engaged a network consultant to design a network for the new premises. He recommends using a new high speed communications company called “Bright” which is a subsidiary of the local power company. Bright has been operating for a few years and has a reasonable client base but the company is in start up phase and currently operates in a few suburbs only. The rationale here is that Bright can provide 100Mbps speeds which is far faster than the telephone company can supply. The cost of the service is marginally higher. The contract with the existing Internet Service Provider will remain in place. Nobody has a problem agreeing with this. The consultant’s report then offers four basic options:

Option 1: Retain the existing servers and replace the client machines with ordinary, high end PCs. This option requires that the building be fully cabled and a new switch be installed.

Option 2: Replace the servers with higher specification machines, and replace the client machines with thin clients. This option also requires that the building be fully cabled and a new switch be installed.

Option 3: Retain the existing servers and replace the client machines with ordinary, high end PCs. Instead of using a hardwire solution, it is proposed to use IEEE802.11g to create a WiFi network.

Option 4: Replace the servers with higher specification machines, and replace the client machines with thin clients. Again it is proposed to use IEEE802.11g to create a WiFi network.

Here, everyone has an opinion. Mike is in favour of option 1 since it closely mirrors the current situation and he knows that it works reasonably well. Brian understands the cost benefits that thin clients can bring but is worried about the performance aspects. Can thin clients really deliver the performance needed? He is also worried about what happens if the network goes down, because then nothing will work, at least fat clients can be operated in “stand alone mode”.

Sue and Amy find the wireless options very attractive, to be able to move around the building and yet be able to communicate with the network is an advantage that they appreciate it. Sue has heard that wireless networks are easier and therefore cheaper to manage. Adding new machines and relocating equipment is also simpler.

There is no consensus of opinion, and nobody wishes to push it to a vote or make a decision. After all there is a stigma attached to making the wrong decision. In terms of cost there is not to choose between the four options. Thin clients are definitely cheaper to install and manage but there are concerns about performance and reliability. Wireless options are a little more expensive to set up but are cheaper to manage.

Mike looks round the table at his colleagues, “What we have here is paralysis by analysis … how do we move on from here?”

Case Study Questions:

1. What are the likely consequences of making a bad choice?

2. How should Magic Box proceed from this point? You will need to think politically and operationally.

3. What other information would you need to make a decision?

4. Which option would you recommend and why?

5. Would your recommendation be different if the lease were longer term?

6. Do you think that the consultant is right to recommend using Bright as a communication provider? What are the risks?

Project Management BTECH Lesson 8 and Tutorial 8

Dear Students,
You may download Lesson 8 and Tutorial 8 now.

Prepare,

Thank you.

Zainudin

Project Management Lesson 7 COCOMO Monday 20 August 2007

Dear Students,
Let me remind you again to bring a Scientific Calculator for todays class because we are going to have calculation exercises.

Thank you.

Zainudin

Project Management BTECH Lesson 6 & 7

Dear Students,
You may download Lesson 6 and Lesson 7 now.

Please prepare.

Thank you.

Zainudin Johari

Project Management BTECH Tutorial 6 & 7

Dear Students,
You may now download Tutorial 6 and Tutorial 7 now.
Please prepare.

Thank you.

Zainudin

Project Management BTECH 2007 - Case Study 2 A Nightmare project

Dear Students,
This is the second Case Study called " A Nightmare Project".Try your best.
Zainudin

Project Management

BTECH 2007

Case Study 2

A Nightmare Project

All in a day’s work!

One day the boss called me into her office and offered me the leadership of a high profile internal IS project. At first I was rather pleased with the offer but as I found out more about it I wondered whether it is such a good idea to accept it. The boss informed me about some of the background to the project.

"Look", she said, "it is a good opportunity to prove your project management expertise. However, there are a number of problems related to the project of which I should make you aware. In fact the project should have started a while back. The trouble is there was a major dispute that we were unaware of between the two user departments. The project failed to get off the ground because of a dispute between two user departments - yes you guessed it, it was finance and marketing. Both felt they should be responsible for it and because of personalities that clash the matter just got worse. There is, as you are probably aware a history of conflict between the two departments."

"Well, I see! Who will be the primary users of the system", I asked.

"The users of the system will be from marketing, but the thing is that the information produced by the systems will also be of use to finance and they will want to query the data," she continued.

"Before we go any further, can I ask what happened to Gerry, he was managing the project wasn't he?" I asked.

"Didn't you know? Gerry is off work with stress and won't be back for a good while, however it is not all due to managing this project so don't worry too much", she replied. "The project is really very high profile and is in fact critical to the company's financial success. Even the CEO has told the two departments to get on with it and sort out the problems. I know that if the project doesn't get moving he will be knocking on my door asking for an explanation."

I accepted the project position and was provided with a project update which is summarised below along with some of my own thoughts from personal observations.

The finance and marketing departments have now assigned someone to the project to define the business requirements. Although the two individuals are experts in their own domains and they appear to get on well together the key user has not been identified. In fact both Department managers still want to blame each other if anything were to go wrong. At this point no other resources have been allocated to the project.

I have been told that the systems should be completed by the end of the year. The problem is that this is only four months away. It seems impossible to have the system up and running in such a short time.

I have still have a number of concerns such as will I still have to oversee the maintenance of System Alpha which I have been looking after for the past year? This takes about ten hours per week to attend to but the work is spread over every day of the week. My planned leave later this month will have to be postponed.

The new project looks to involve the development of new software. It will also impact on existing systems and databases. A large number of screens will have to be updated so there is considerable interface work to be done.

The team allocated to the project consists of:

Two Analysts

Both seem competent and appear willing to do some programming if required. Their knowledge of systems development techniques is acceptable. Both are motivated and work hard.

Junior Programmer

Is enthusiastic but lacks the ability to work independently and so will need close supervision.

Contract Programmer

Was taken on a number of months ago to work on a different project. Has some ability but appears de-motivated due to uncertainties with his contract. He could be a real problem and be a threat to the project if his attitude goes any worse.

Overall, my guess is that I need extra resources but the project can be completed successfully. Any advice would be appreciated.

Questions :

1. What do you consider to be the major issues related to the project.

2. Can the project be made a success?

3. What action should be taken and what recommendations made?

4. Was I foolish for taking the project on?

5. What is your idea of a “Successful” Project Manager?

6. Do you think a Project Manager can make a difference to a given project? Why and how?

Project Management BTECH Lesson 4 & 5

Dear Students,
You may now download Lesson 4 and Lesson 5 now.
Prepare.

bye

Zainudin

Project Management BTECH Tutorial 4 & 5

Dear Student,
You may now download Tutorial 4 and Tutorial 5 now.
Prepare!

Bye

Zainudin

Project Management BTECH - Case Study Submission as of 10 September 2007

Dear Students,
These are the Case Study submission that I have received.

Thank you.

Case study 1

• Ho Kian Chye
• Nadzri Badri
• Logaraj Ramachandran
• Muhaini Mahmud
• Kogilavani
• Sim Yong Li
• Muhd Amir Razique
• Jong Kim Lung
• Wong Kah Hing
  

Case study 2

• Ho Kian Chye
• Muhaini Mahmud
• Wong kah Hing
  

Project Management Replacement Class on Thursday 9 August 2007

Dear Students,
There would be class on Thursday 9 August 2007 6.30pm to 9.30pm to replace class on 27 August 2007. This is due to a family commitment on the 27 August 2007.

Thank you.


Zainudin

Project Management BTECH 2007 Assignment

Dear Students,
The title of the Assignment is : Persada Asmady Annuar Bank of Barclay Malaysia Information Systems . You may download them now.

Good Luck.

Zainudin

Project Management BTECH Project Scope Examples

Dear Students,
Examples of Project Scope in Project Management.

As your Reference and General Knowledge.

Bye

Zainudin

Project Management BTECH Tutorial 2 & 3

Dear Students,
You may now download Tutorial 2 and Tutorial 3 now.

Prepare.

Bye

Zainudin

Project Management BTECH Lesson 2 & 3

Dear Students,
You may download Lesson 2 and Lesson 3 now.
Prepare.

Bye

Zainudin