Scope and Integration Innovation Ideas

Question: Describe about the Scope and Integration for Innovation Ideas. Answer: Introduction The IT development project is very useful for forming new and innovative ideas in the field of technology (Burke 2013). The IT projects require a huge amount of management skills and they have wide area of scope and integration planning. The projects serve as the benefits for the involved stakeholders and company or organization. However, it provides the chances for building better projects in future. The development of the technology is based on the aspects of principles of science and engineering (Herrenkohl Lee and Hawkins 2012). The scope of any project that is carried on by any organization has a crucial objective for bringing values to the organization in terms of finance strength and market position. In this assignment, one IT project would be analyzed for understanding the role of technological development and its importance in the completion of project. The project selected for the project is HaRFest project and the organization involved in this project is Centre for Process Innovation or CPI based in UK (The Centre for Process Innovation 2016). The first part of the assignment would briefly provide the overview of the project and involved parties and explain whether the objectives of the HaRFest project had been met. Hence, the report would decipher the uses, objectives, scope and benefits of the project. Overview of the project Centre for Process Innovation is based in UK and they deal in application of engineering and science for the development of technology (The Centre for Process Innovation 2016). They enable its clients for the development, scaling up and prototyping the processes and products of future generation. The applications of Centre for Process Innovation are: Process and Product Development Pilot and Fabrication production Demonstration, prototyping and scaling up Feedstock, fuel and materials analysis Business support and funding Process assessment and manufacturing Funding and business support Centre for process innovation has initiated and finished a project for the time duration of 18 months (CPI. 2016). Tim Marsden was the project manager of HaRFest project of Centre for Process Innovation. They have developed and scaled up the print harvesting energy device for large scale of market. The project had been funded partially by Innovate UK and the remaining funds have been raised by the companies involved. The project had been completed by the year 2016, September. The printing device proposed would harvest the energy for generating the printout using the device technology. The device would extract energy from the peripherals devices like mobile phone for extracting their stored power for powering the minute sensors present in the device. The Centre for Process Innovation had formed the project HaRFest with the help of collaboration with the PragmaticIC Printing. They had secured 18 million pound for their project from different private firms including the likes of Avery D ennison (Mallick 2015). Some other partners for the project were the Cambridge University, Welsh Centre for Coating and Printing, and EPSRC. The benefit from the project would be that it would provide the development of electronic packaging functionality. The device had used the technology of near field communication (NFC) for drawing the energy from the nearby peripherals (Sharma, Gusain and Kumar 2013). The resulting harvesting tool houses in print antenna along with available passive and energetic additives and includes an arrangement of regulation capacitors. It is possible for tuning the device to a resonant frequency for maximizing the electricity output produced. In absence of the tools for harvesting, it may not be viable to integrate the revealed electronic potential into lean substrates. The packaging is suitable with the requirement for lesser supple batteries and power from thicker substrates (Khan and Zaki 2012). This next technology of published digital capability allows the product designers with the process of embedding the electronics into their designs, generating revolutionary components which might be low value, smarter, and lightweight. The gadgets that harvest flexible energy have a primary function to play in high cost industries consisting of pharmaceuticals and it requires clever wrapping that carries published sensors are required (Cope, Paczkowski and Parsel 2014). The NFC technology allows producers to enhance supply chain tracking and prevent imitation and offers clients with utilization directions, exceptional warranty and shelf life evaluation. The capability programs for encouraging emblem loyalty are used for serving inside the FMCG zone, incorporating shifting or irregular images into interactive proportional marketing and clever packaging, and assisting the gathering of loyalty factors. Evaluation of the Projects Objectives The HaRFest project of Centre for Process Innovation had been made for making the devices that can draw energy from the nearby devices. The objectives of the project can be classified into following points: Development of Technology: The Centre for Process Innovation had the primary aim for innovating and improving the technology of printing devices (Lichtenthaler and Ernst 2012). The printing devices implied the use of NFC or near field communication technology for making their project device. According to Page (2014), the nearby devices must have NFC feature installed in them (most of the smart phones have NFC configured in them). The devices worked properly and it has formed a base for Centre for Process Innovation for initiating further projects and development. Investments from the Investors: The project managers and the team had an objective for drawing more investors to the project (Sharma 2015). They had invested and gave the project support for completing it within a span of 18 months in exchange of benefit of values from the profit obtained. According to Page (2014), Avery Dennison, Cambridge University, Welsh Centre for Coating and Printing, and EPSRC were some of the partners of Centre for Process Innovation for the project HaRFest. Market gain: The device developed from the project would result in increasing the market capture by the Centre for Process Innovation (LeBaron 2013). The device had been utilized at the point of sales by various companies for making their sales operations more efficient. Hence the objective of gaining the market by Centre for Process Innovation had been fulfilled. Justification of the resources expended in the project The resources are very crucial for any project development and progress. The project of HaRFest would require both technical support and man power for completing the project successfully. The resources used for the project are the use of scientific and engineering principles, skills of man for designing the device. The different resources used in the project are: Financial Support and Gain: The most important support or resource for the project is the financial support (Sanders et al. 2016). All the equipments and parts used for the development of the device would have to be bought. The investors have put their money on the project for making sure that the project is being completed as per their expectation (Lock 2014). The project had yielded the investors with the benefit of returns for the investment made by them. Equipments: The development of the device would require the use of many technical types of equipment (Singla and Gupta 2016). The technical projects of HaRFest required the use of some technological equipment along with the principles. The resources used had made the device so compact that it can be used at different markets and business processes (Lock 2014). The operations of the point of sale have been made easy and compact for the companies using the technology. Stakeholders Analysis for HaRFest project According to Kent and Zunker (2015), the various stakeholders for the HaRFest project are customers (organizations for whom the project devices were actually made), Sponsors (Investors and partners of Centre for Process Innovation in the project), Executive committee (in charge of the accounts and budget of the project), Developing team (Designer, developer, tester and coder for the device), project manager (manager who had the responsibility for managing the project), and external stakeholders (government and state agencies who would price and pass the project). Contribution of the Stakeholders Stakeholder Contribution of the Stakeholder Customers or clients The organizations for which the project devices were actually made can be termed as customers or clients. They are responsible for finally using the device and providing the ultimate benefit to Centre for Process Innovation (Kent and Zunker 2015). The investments in the project are returned to the investors with the money got from these customers and clients. Sponsors They are the investors and partners of Centre for Process Innovation in the project. Avery Dennison, Cambridge University, Welsh Centre for Coating and Printing, and EPSRC were some of the partners of Centre for Process Innovation for the project HaRFest. They had invested the money for supporting the project. Executive committee They are the team that is responsible for forming the budget of the project and making necessary financial decisions for the project (Ingabire et al. 2016). The executive team along with project managers form strategies and plans for the project functioning. Developing team The developing team is responsible for the main part of the project. They would build the device that would extract the power from the nearby peripherals. The team consists of designer, developer, tester and coder that would be responsible for forming, building, redesigning and testing of the devices. Project Manager The project manager for the HaRFest project is Tim Marsden and he is responsible for the planning, designing, and coordinating of the project (Bal et al. 2013). The manager would have to monitor all the activities of the project for making sure that the project is completed in allocated time. External Stakeholders The external stakeholders are the government and state agencies that are responsible for market approval of the project. They would finally sign the amendments for the release of the device in the market. Table 1: Contribution of the stakeholders for the project (Source: Ingabire et al. 2016, pp-188) The stakeholders for the project of HaRFest in Centre for Process Innovation had implied effective communication plan for channelizing their views and requirements to the other stakeholders. They had formed and engaged in the project for making sure that the project has been completed in the time and budget allocated to them. Interview for understanding the Expectations of the stakeholders The individual stakeholders have individual expectation from the project and the same scenario is true for the HaRFest project (Davies and White 2012). The Centre for Process Innovation had formed the project for building a device that can extract the power from the nearby devices with the help of NFC technology. However, all the stakeholders have common expectation from the project and it is gaining of the maximum profit from the sales of the device. Question: What are your expectations from the project? Customers: My expectations from the project are that the device would reduce the cost of operations and provide simple and easy way for their operations. Question: What are your expectations from the project? Sponsors: My expectations from the project are that the project will return the investment as soon as possible along with generation of profits. Question: What are your expectations from the project? Executive Committee: My expectations from the project is for completing the project within the budget and decreasing the project costs and expenses for gaining more profits. Question: What are your expectations from the project? Developing team: My expectation from the project is building the device without any errors or flaws. Question: What are your expectations from the project? Project Manager: My expectation from the project is to yield maximum profit and name in the market of developing technology. Post project Stakeholder Interview and meeting schedule Interview Questionnaire for the project manager: Question Answer Rate the overall success of the project (from 1 to 10) Were all the resources were properly used? Yes/No How well the other stakeholders (sponsors and client) were engaged in the project operations? Fully engaged/Partially engaged/not engaged How well the scope was managed with the methodology used? Well/Ok/bad How well the project life cycle was integrated? Good/Average/Bad Any issue faced while completing the project life cycle and operations.. Interview Questionnaire for the project sponsor: Question Answer Rate the overall success of the project (from 1 to 10) Were all the resources provided by you were properly used? Yes/No How well the other stakeholders (managers and client) were engaged in the project operations? Fully engaged/Partially engaged/not engaged How well the scope was managed with the methodology used? Well/Ok/bad How well the project life cycle was integrated? Good/Average/Bad Any issue with your resources while completing the project life cycle and operations.. Interview Questionnaire for the project client: Question Answer Rate the overall satisfaction from the outcome (from 1 to 10) Were all of your requirements were properly used? Yes/No How well the other stakeholders (sponsors and managers) were engaged in the project operations? Fully engaged/Partially engaged/not engaged How well you find the methodology used appropriate? Well/Ok/bad How well the project life cycle was integrated? Good/Average/Bad Any issue faced with the deliverables from the project. Meeting Schedule for the project Meeting Schedule Project Name: PROJECT HARFEST Date: 12th January, 2017 Start Time: 11.00am Place: Community Hall End Time: 13.00am Meeting objectives: Gathering of the various stakeholders and talking about the project experience using the post project questionnaire Roles of Person Involved Project Manger: Coordinator Team Leader: Speaker Attendees: Managers, Team Members, Sponsors, Auditors, IT team and other Stakeholders Agenda of the Meeting 1. Introduction (information sharing) Duration: 20 min 2. Asking each stakeholders to share their view point Duration: 45 min 3. Discussing about opinions on future prospects Duration: 35 min 4. Concluding the meeting and thanking everyone who came Duration: 20 min Open Innovation model for scope planning and management Centre for Process Innovation had used the process of Open Innovation Modeling for their development projects (West and Bogers 2014). They have defined the project scope by understanding the requirements of the project and making sure that the goals of the project is reached, resources are utilized efficiently, and the project is completed in the allocated budget and schedule. The scope management in the project of HaRFest had been done for managing the operations of the project with the developed scope (Olsson 2015). In this project the scope of the project has been managed successfully as the investment of the project was managed (approx 18 million Pounds) and the time duration was of 18 months. Project Life cycle of HaRFest project The project life cycle of HaRFest project includes the processes of initiation, planning, executing, reviewing and closure (Phillips 2013). The project life cycle for HaRFest has been explained below: Initiation: The project had been initiated with the idea of forming a device that would extract the power from the nearby devices using the NFC technology and would act best at the point of sale. Centre for Process Innovation had initiated the project with the aim of developing the prevalent technology. Plan: The project managers, executive committee and design team altogether had formed the process of planning for the project processes (Phillips 2013). The plan was helpful for making the operations of the project in a systematic and simple way. Execution: This step had made for executing the planned process for the project. Each and every step of the project plan is executed in a synchronized way for completing the project successfully. Review: The project was reviewed on the basis of test results of the prototype made for the device. The review was used for detecting any errors and flaws in the system and it is useful for understanding how the customers would react to the developed devices or system. Closure: The closure of the project had been done by making a report on the project (Ghaffari, Sheikhahmadi and Safakish 2014). It would help the organization for supporting them in their future projects. Technological demands affecting the budget The project of Print innovators complete 'HaRFest' project of Centre for Process Innovation (CPI) had to suffer rise in the budget due to the technical demands of the project. The main challenge for the Centre for Process Innovation was implying the technology of near field communication for synthesizing the power from nearby sources (Parks, Bansal and Zilberman 2016). They had to keep the production to a scalable volume so that the company can alter their productivity as per the customers demands. The company had to be dependent on the market for supporting the flow of the device sales and investments returns. However, the project consisted of expertise in the printing technology, electronic devices, logic circuitry, and integration techniques. All these requirements resulted in increasing the overall costing and expense of the device manufacturing. The sensors were used for extracting the power from the nearby devices and peripherals. These sensors were also not cheap for buying an d implementing (Ghaffari, Sheikhahmadi and Safakish 2014). Hence, the prototype testing also consumed resources for validating the successful implementation of the device technology. Conclusion The report had been made for understanding the development of the scope and integration of the project. The HaRFest project of Centre for Process Innovation had been made for making the devices that can draw energy from the nearby devices. The objectives of the project are development of technology, getting investments from the investors, and market gain for the technological development. It can be concluded from the stakeholders analysis that the various stakeholders for the HaRFest project such as customers, sponsors, executive committee, developing team, project manager, and external stakeholders play an important and crucial role for the project completion and development. The individual stakeholders have individual expectation from the project such as reduction in their cost of operations, providing simple and easy way for their operations, returning the investment as soon as possible along with generation of profits, completing the project within the budget and decreasing the project costs and expenses, building the device without any errors or flaws, and yielding maximum profit and name in the market of developing technology. The project managers and the team had coordinated the complete life cycle of the project for developing the device successfully. Hence it can be said that the overall life cycle was completed and it provided the opportunity for developing new and innovative technology in this project. References Bal, M., Bryde, D., Fearon, D. and Ochieng, E., 2013. Stakeholder engagement: Achieving sustainability in the construction sector.Sustainability,5(2), pp.695-710. Burke, R., 2013. Project management: planning and control techniques.New Jersey, USA. Cope, W.B., Paczkowski, L.W. and Parsel, W.M., Sprint Communications Company LP, 2014.Multiple secure elements in mobile electronic device with near field communication capability. U.S. Patent 8,712,407. CPI. (2016).About CPI - CPI. [online] Available at: https://www.uk-cpi.com/about/ [Accessed 1 Nov. 2016]. Davies, A.L. and White, R.M., 2012. Collaboration in natural resource governance: reconciling stakeholder expectations in deer management in Scotland.Journal of environmental management,112, pp.160-169. Downie, J., 2015.Stakeholder Expectations of Interpreters: A Multi-Site, Multi-Method Approach(Doctoral dissertation, PhD Thesis. Heriot-Watt University). Ghaffari, M., Sheikhahmadi, F. and Safakish, G., 2014. Modeling and risk analysis of virtual project team through project life cycle with fuzzy approach.Computers Industrial Engineering,72, pp.98-105. Herrenkohl, T.I., Lee, J. and Hawkins, J.D., 2012. Risk versus direct protective factors and youth violence: Seattle Social Development Project.American journal of preventive medicine,43(2), pp.S41-S56. Ingabire, C.M., Kateera, F., Hakizimana, E., Rulisa, A., Van Den Borne, B., Muvunyi, C., Nieuwold, I., Koenraadt, C.J., Mutesa, L., Van Vugt, M. and Alaii, J., 2016. Stakeholder Engagement in Community-based Malaria Studies in a Defined Setting in the Eastern Province, Rwanda.Mediterranean Journal of Social Sciences,7(2 S1), p.188. Kent, P. and Zunker, T., 2015. A stakeholder analysis of employee disclosures in annual reports.Accounting Finance. Khan, D. and Zaki, M.J., 2012. Pods and seeds characteristics within a pod crop of an Amaltas tree (Cassia fistula L.: Caesalpiniaceae). I: Insect infestation, number of seeds per pod, and the packaging cost.Int. J. Biol. Biotech,9(1-2), pp.31-50. LeBaron, B., 2013.The impact of heterogeneous gain learning in an agent-based financial market. Technical report, International Business School, Brandeis University. Lichtenthaler, U. and Ernst, H., 2012. RETRACTED: Integrated knowledge exploitation: The complementarity of product development and technology licensing.Strategic Management Journal,33(5), pp.513-534. Lock, M.D., 2014.The essentials of project management. Ashgate Publishing, Ltd.. Mallick, A., 2015. Critical evaluation of overall business operation of Paxar Bangladesh Ltd: A subsidiary of Avery Dennison Corporation. Olsson, N.O., 2015. Scope Reductions as Tool for Cost Control in Construction Projects: An Ex-Post Analysis of Scope Reduction Options.International Journal of Risk and Contingency Management (IJRCM),4(4), pp.1-16. Page, T., 2014. Technological Diffusion of Near Field Communication (NFC).i-manager's Journal on Mobile Applications and Technologies,1(3), p.1. Parks, M., Bansal, S. and Zilberman, D., 2016. Fit-risk in Development Projects: Role of Demonstration in Technology Adoption. Phillips, J., 2013.PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media. Sanders, R.L., Shapley, A.E., Kriek, M., Reddy, N.A., Freeman, W.R., Coil, A.L., Siana, B., Mobasher, B., Shivaei, I., Price, S.H. and De Groot, L., 2016. THE MOSDEF SURVEY: DETECTION OF [O III] 4363 AND THE DIRECT-METHOD OXYGEN ABUNDANCE OF A STAR-FORMING GALAXY AT z= 3.08 Based on data obtained at the WM Keck Observatory, which is operated as a scientific partnership among the California Institute of Technology, the University of California, and NASA, and was made possible by the generous financial support of the WM Keck Foundation.The Astrophysical Journal Letters,825(2), p.L23. Sharma, N., 2015. An Appraisal of Security Investments by Indian Investors: A comparative analysis of Public Sector Private Sector Investors.Academic Discourse,4(1), pp.51-62. Sharma, V., Gusain, P. and Kumar, P., 2013. Near field communication.Department of Computer Science Engineering Tulas Institute, The Engineering and Management College, Dehradun, Uttarakhand,248001. Singla, A. and Gupta, P.K., 2016. COST AND PRODUCTIVITY ANALYSIS OF EQUIPMENTS FOR FLEXIBLE PAVEMENT-A CASE STUDY. The Centre for Process Innovation. (2016).The Centre for Process Innovation - At CPI we help our customers to develop, prove, prototype and scale up new products and processes quickly and efficiently with minimal risk. [online] Available at: https://www.uk-cpi.com/ [Accessed 1 Nov. 2016]. West, J. and Bogers, M., 2014. Leveraging external sources of innovation: a review of research on open innovation.Journal of Product Innovation Management,31(4), pp.814-831.