All Star Cable Project Plan Map

Bottom:

With the deregulation of the cable industry, All-Star Cable emerged as a minor player in the cable television industry. The small cable company, which consistently provided inexpensive cable television service in South Texas, used the transmission lines and equipment of the largest cable providers, allowing All-Star to provide excellent and reliable service. simple at a better price than the larger cable companies. Unfortunately, in the mid-1980s, the company’s growth stopped and the company faced bankruptcy, and All-Star quickly realized that this recession was due to:

Your customer base does better financially and therefore wants more options than All-Star could offer.

All-Star began to be perceived as a “cheap” company.

Their competitors began targeting their sales efforts at the established All-Stars customer base.

Changes in the cable television market forced All-Star Cable to reexamine its strategy and, in an effort to survive, All-Star’s newly hired marketing manager and information technology manager recast its strategy. the company, which helped the All-Star survive. All-Star’s first step was to focus on increasing business volume, hiring its premium channel companies to deliver the premium channels its customers were looking for. All-Star’s second step was to reduce its operating expenses by implementing an automated billing system. Finally, the third All-Star move to invest in new equipment, upgrade your current equipment, and expand your Information Technology department, so you can support the addition of a Pay-for-View service. With each strategic shift, All-Star rapidly expanded its market and eventually became the largest cable television provider in South Texas.

Definition of the project

The company’s new direction is to introduce a movie-on-demand service, which allows customers to select and watch movies whenever they want, as opposed to the pay-per-view option, which streamed movies globally at set intervals. The movie-on-demand project required All-Star to create an information technology solution that should be up and running in six months and provided: The ability to store digital movies, A menu system that gives customers the ability to scroll and select movies. based on title, actor / actress or genre using their check box, the ability to select and purchase movies using their check box, a billing system, which included the addition of a $ 6.00 per movie fee for the service of movies on demand, and additionally, there will be no discounts for high volume purchases.

The first stage of the definition stage is to conduct a full feasibility study. This is necessary to make an unbiased decision on how to proceed or not, as the case may be, and it usually defines the high-level needs of a project, the medium-term expectation of a project, and the smallest details (Evalica, 2004). Feasibility should be divided into four sections:

Technician: can the system be developed?

Operational: can the organization absorb the change?

Economical: can the expense be justified?

Timetable: can the system be implemented in the prescribed time? (Álvarez, 2004).

The project is further defined by creating a work breakdown structure, which is a tree-like list of system sections and modules with general functionalities and interaction descriptions. This helps define project functionality specifications and detailed descriptions of system features and integration, which will be used to develop project scope, schedules, and cost (Evalica, 2004).

Execution

Once the feasibility of the project is determined, the Execution phase can begin. In this phase, the majority of the Movies-On-Demand (MOD) project will materialize.

Prior to hardware / software acquisition, a System Requirements Specification (SRS) is completed to verify alignment of project requirements with those of software developers (Cygnet, 2004). After a thorough investigation of the recently hired IT staff in the previous phase of the project, it is considered highly likely that the internal staff will be able to create a working system to implement the project.

They will begin by modifying the billing system and refining the viewer menu options. Currently, the system allows the viewer to access their billing information, select pay-per-view movies, and access the Internet. New menus must be created to offer the new MOD service and bill appropriately. Since the current controller box will continue to be used for the new offering, the end-user hardware cost does not change. Thus, this basic software development (menu and billing system) will have a test on day 30 of the execution phase.

Acquisition ($ 9,100) of the three (3) servers ($ 1,250 each), The backup software for each server ($ 1,500 each), AND the software / digital films ($ 450,000) is completed within the first month ( M1) at a total cost of $ 467,350.

Installation proceeds as month 2 of the project begins. This phase is scheduled to last until month 4. The work system and software will be tested throughout each phase of the project. Software development and system integration will account for most of the work. Once the rights to offer and purchase the movies, installation, and setup phases of the software are completed, another comprehensive test will be administered to ensure that the software is working properly.

Control measures are established to identify the progress of the project.

Initially, programmers will create a new menu system. They will then integrate the old system with the new offering. This allows the viewer to scroll, select, and purchase movies for $ 6.00 each.

Communication between the IT manager and the project manager continues on a daily basis. As the project exceeds expected milestones, the project manager updates the marketing director to ensure deadline alignment. This will ensure that no time is wasted from project completion to ad campaign.

Delivery

The new software is installed on the servers. Complete system test is performed. Proper tests must be followed to verify the ability to handle the potential magnitude of use. Testing a simple system with low volumes will not be enough of a “green light” to continue. After the high-volume testing is effectively handled by the system, a final analysis and report is created and delivered to the president and chief marketing officer.

References

Cygnet-infotech pvt. Limited. Copyright 2000– 2004 @ Cygnet Infotech Pvt. Ltd, India

Retrieved January 18, 2005 from the World Wide Web:

[http://www.cygnet-infotech.com/pdf/projectmanagement]. PDF

Álvarez, PM, 2004. Viability analysis of a software project. Retrieved January 19, 2005 from [http://delta.cs.cinvestav.mx/~pmejia/softeng/1]

Boehm, B., 1981. Project management. Retrieved January 19, 2005 from [http://www.bit.umkc.edu/burris/] pl / project-management /

Evalica, 2004. Retrieved January 19, 2005 from http://www.evalica.com/cm/about/methodology/feasibility_phase