|
Abstract:
|
Governmental project management is normally
not as flexible as managing private sector projects. There are
many rules and restrictions, which make the changes of budget,
schedules and more importantly scopes very complicated and
difficult compared to changes in non-governmental projects. The
changing process is complicate and time-consuming. This can
result in an unsuccessful project. In this paper, the project and
the Thai Defense Technology Institute (DTI) will be introduced.
The scopes of the project license plate recognition system for
security in 3 Thai southern-most provinces (DTI-D22), which is
one of many projects of the DTI, will be examined. The problems
and experiences about the scopes management from the project
DTI-D22 will be shared. This includes, how the Thai fiscal year
budgetary system and the "waterfall" method way of thinking
affect the governmental projects and how the DTI-D22 has dealt
with these issues. Additionally, the paper will give an idea, how to
define appropriate scopes in a Thai governmental project using
the lesson learns from the D22 project. Apart from this, how the
DTI-D22 project team reacts to the dynamism from inside and
outside the organization is also included. This affects the project
scopes significantly. Furthermore, the scope changing process in
DTI is shown using D22 as an example. Finally, some facts and
lesson-learns about a kind of projects that need to take factors
such as the uncertainty nature of research projects into
consideration, are presented for further discussion. |