Temper Tinglary Soho Art Gallery

Paper Summary:

This paper looks at how the Temper Tinglary Soho Art Gallery in the Yarra Valley, is considering the use of a website to promote the gallery and exhibitions and how it wishes to undertake outdoor exhibitions but has no relevant information allowing it to analyse this option. The gallery is interested in initiating projects that give it competitive advantage, increase cooperation with other organisations and enable it to analyse data trends. In addition, an efficient solution for transaction processing is also sought in order to relieve the burden on the current bookkeeper.
Following the Marchewka (2006) business model, the paper identifies stakeholders with an interest in such projects and then identifies potential projects for consideration and defines Measurable Organisational Value (MOV) for each project. The different projects are then analysed based on their TBO (Total Benefits of Ownership), TCO (Total Cost of Ownership) and ROI (Return On Investment). The analysis is based on the risks and metrics used to define value for each project. Finally a recommendation to the gallery is made based on the various factors analysed.

Outline:
Stakeholders
Core team
External stakeholders
Potential projects
Value and rationale for each project
Appropriate metric and realistic time frame
Feasibility and Risk assessment
Total Cost of Ownership (TCO)
Total Benefits of Ownership (TBO)
Increase high value work:
Improved accuracy and efficiency:
Improved decision making:
Analysis of alternatives
Project proposal
Appendix A
Appendix B

From the Paper:

"Stakeholders need to be categorised according to the influence and interest they have in the project. Using the template in appendix A, the stakeholders have been categorised according to levels of influence and interest. Those who are high influence/high interest require serious attention and the most effort to satisfy. High influence but less interested stakeholders require effort to keep satisfied but one need not invest a large amount of time honing one's message with them. Low influence/high interest people need to be kept informed and an open communication channel with them should be maintained. Low influence and less interested stakeholders should be monitored but not allowed to attract excessive attention. "

Sample of Sources Used:

• Buy MICROSOFT ACCESS 2007, viewed 24 March 2009, http://www.pressdigital.com.au/software-services-user-groups-mobility-consulting/microsoft-access-2007-p-4133.html
• HP LaserJet 1320 Review - Desktop Printers, viewed 24 March 2009, http://www.cnet.com.au/printers/desktop/0,239035459,240002644,00.htm?src=topten
• HP Pavilion A6780A Desktop - Desktops - Computers - HN Online Store View, viewed 23 March 2009, http://www.harveynorman.com.au/products/index.php/computers/desktops/hp-pavilion-a6780a-desktop.html
• Marchewka, JT 2006, Information Technology Project Management: providing measurable organisational value . Second Edition. John Wiley & Sons, USA, Chapter 4 p.p. 94-95
• Stakeholder Analysis & Stakeholder Management - Winning support for your project 2009 MindtoolsTM , viewed 21 March 2009, http://www.mindtools.com/pages/article/newPPM_07.htm

More papers on Temper Tinglary Soho Art Gallery:

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