Zara Ready Image

The total costs for the development of this application will be 14 000 €.

 

Change control

Change control process

The rapid development of IT technologies and the market led to the fact that now the changes have become commonplace. However, experience shows that incidents that affect business applications are often caused by changes. The reasons for such incidents may be different: employee negligence, lack of resources, inadequate training, weak analysis of the impact of change, test imperfection or "growth sickness". If incidents related to the changes are not controlled, all the provision of IT services and the business itself can get out of control. The number of incidents may increase, each of them will require urgent measures, which in turn can lead to new incidents. Daily planning is often not able to take into account the increasing workload. This can affect the day-to-day work and the maintenance of IT services (Larson, 2011).

The purpose of the Change Management Process is to guide the implementation of changes and limit the number of incidents caused by the changes. The motto of the Change Management Process: "not every change is an improvement, but any improvement is a change".

Change Management acts as a thermostat between flexibility (approving changes that can lead to long-term errors) and stability (approving changes to correct long-term errors). Corrective measures reduce the number of incidents, which reduces the workload. Returning to the analogy with the thermoregulator, we can say that the water temperature corresponds to the Level of Changes and Innovations, with which the organization can cope.

Incident Management

The Incident Management process has a two-way relationship with the Change Management Process. On the one hand, Change Management handles Change requests sent by Incident Management for resolution of an incident or changes requested by the Office of the Problem, eliminating the cause of the incident. On the other hand, despite numerous precautions, the introduction of changes can still lead to incidents (Pankaj, 2002). This may be due to errors in the implementation of the change or with insufficient preparation of users for changes. Relevant Incident Management staff should be informed of the changes in order to be able to quickly identify and eliminate incidents.

Problem Management

The relationship between the Processes for Managing Change and Problem Management is much like the same link between Change Management and Incident Management (Wysocki, 2003). On the one hand, changes are often necessary to solve problems. On the other hand, if changes are not sufficiently controlled, they can lead to new problems.

Preparation of the change

Not all changes go through a separate phase of the layout. For example, standard changes, such as moving personal computers, can be planned and implemented immediately.

The layout can include the creation of a new version of the program with new documentation, manuals, installation procedures, a return to initial state plan and hardware changes. Change Management exercises control and coordination, it is supported by the Ruling Management Process and line managers who provide the necessary resources.

The procedure for returning to the initial state should be developed as part of the overall scheme for carrying out the change in case the change does not ensure the achievement of the required result. The Change Management should not approve the change if there is no return procedure (Capell, 2008). If the change affects the user's environment, a communication plan must be drawn up. The plan for implementing the change is also made at the stage of the layout.

 

Conclusion and Recommendations

With the help of the global Internet, people can not only get all the necessary and interesting information, communicate with friends at any distance, work on a free schedule and remotely, but also easily and quickly make purchases. Modern companies pay much attention to online shopping. That's why you need to develop an online store.

Our project "ready image" should be implemented as soon as possible, in view of the fact that there are already many different applications for mobile devices in which you can choose your style and image. As can be seen from our project plan, financial investments are relatively small due to the fact that there already exists an IT department.

In the future, this project can be improved by adding functions such as: 3D preview of the finished image; Creation of a dummy identical to the buyer (when registering and making all personal data); The preservation of previously completed purchases (in order to be able to select new things to previously acquired).

Also this application will provide a very large amount of information about customers: their sizes; Color preferences; And a lot of other background information.

 

References

Capell, K., (2008, Oct.20). Zara thrives by breaking all rules. BusinessWeek, (4104), 66, 1 Color Photograph

Larson E., Gray C., (2011). Project Management: The Managerial Process

McAfee, A., Dessain, V., & Sjoman, A., (Sep2007). Zara: IT for Fast Fashion. Harvard Business School, 1-23

Pankaj Jalote, (2002). Software Project Management in Practice

Rasmusson Jonathan, (2014). The Agile Samurai: How Agile Masters Deliver Great Software (Pragmatic Programmers)

Wysocki R.K., McGary R., (2003). Effective Project Management