Bluesky Implementation for Basket Case

Published: 2021-06-19 15:20:05
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PROJECT INITIATION
Business Case
Basket case is a medium sized company, established in 1992, with a turn over of AUD 85 million per annum. They are market leaders in manufacturing cane and plastic baskets which is sold to retail shops and some large retail chains. They also have an online shop, catering to the end user directly.
A study was conducted to assess their current business operations and their capability to adapt to the future growth in the market. The results recommended certain factors to be in place for improving the company’s performance in the market. On seeking professional consultation with BlueSky – an ERP solution provider, it was advised to implement an Information System. Also suggestions were made to re-engineer many of the company’s business processes by developing a Business and IT strategy plan. The core competitive business strategy plan were,
§ Increase their market share by targeting major retail outlets, such as major supermarket and hardware chains. Emphasis in this sector is to be on price competitiveness.
§ Maintain its existing customer base among small-medium retail outlets. Emphasis in this sector is to be on quality product combined with superior service.
The plan is to make phased changes within the Basket Case Company to achieve the competitive strategy,
§ A new product range with brand line differentiation. This is needed to service the two different markets – large chains and small-medium enterprises (SMEs).
§ Within twelve months, Basket Case should embark on a programme of investment in state-of-the-art manufacturing machinery. The aim of the programme is to significantly increase the productivity of the manufacturing process and to reduce costs.
§ Demands for electronic supply chain management from the large chains require that Basket Case abandon its manual internal processes in favor of electronic-based management.
§ Requirements for superior service in the SME sector also require capable electronic management systems.
The major points that were discussed in the IT strategy plan were:
§ Basket Case should immediately update its internal processes.
§ A phased out implementation of Blue Sky ERP package department wise.
§ Careful attention should be paid to re-engineering business processes and to staff development.
Project Charter
Project Objective
The main objective of this project is to implement an ERP solution and upgrade their current infrastructure on an effective time and material basis. The ERP package to be implemented is ‘BlueSky’ which needs to be customized to facilitate the smooth migration from existing systems and timely maintenance of the package. An appropriate ICT infrastructure also needs to be put into operation in order to support the proposed information system.

Roles and Responsibilities
List the roles and responsibilities of the stakeholders and senior project team members.




Name


Role


Responsibility






GaneshKumar C S


Delivery Manager


Responsible for the delivery of solutions for an agreed portfolio of technologies – this includes strategy, design, development and support,as well as people leadership.




AshwinKumar Shetty


Project Leader


Draft initial charter and project plan.
Coordinate efforts for completing activities in plan.
Update plan regularly.
Provide regular status reports for all activities related to the project.
Work with Project Manager to ensure resource workload is balanced across projects.
Serve as the single point of contact for the Team to the project stakeholders.




Prabhu Manoharan


Onsite Coordinator


Requirements gathering and documentation (functional, technical, stated, implied) – if applicable
Scope change management
Customer management (customer expectation management, balancing Customer/Team/Organization perspectives)
Effective customer feedback / requirement communication to offshore team
Ensuring timely finalization of reasonable acceptance criteria and timely sign-offs on project artifacts
Onsite technical issue handling (design reviews with client, build integration onsite, diagnosis and reporting of technical issues)




Prabhu Varadan


Project Manager


Overall responsibility for the project execution as per the Quality Management System
Approval of project plans and estimates
Approval of technical documents.
Providing resources for the project
Reporting project status to stakeholders and internal management
Review Business continuity plan of the project




Provide a high level schedule of the project – preferably using a Gantt chart – top one or two levels of sub-task only.
Provide a budgetary estimate for the project. The budget should be a summary but in enough detail to allow intelligent decision making based on the budgetary figures.
Sign-off of all the above stakeholders.
PROJECT PLANNING
Project Scope Statement
BlueSky has to implement the ERP package in Basket Case and build the infrastructure to maintain the physical systems. The training and post implementation 1 year warranty also falls under the scope.
Scope Verification
A scope and Business Plan document was shared with the stake holders at Basket Case and verified. It was verified and validated by the stakeholders and signed off. The proposed project plan and all the documents related to the same are clearly verified and accepted by the project sponsor (The Basket Case) and the project contractor (BlueSky). Any minor changes in the scope of the project which does not affect the project schedule, cost and time can be undertaken on mutual agreement between project sponsor and the delivery manager. Any other changes will be undertaken after a detailed brainstorming between the project stake holders and BlueSky team and captures in the Change Request form.
All the documents (Change Request form) must be signed by the stake holders. Only on consensus from the stake holders the project manager will consider the effect of the scope change and re-evaluate the project with the required changes in the project schedule, resource requirement, costing, human resource requirement, technical changes and project completion time. The final document should be signed by the project sponsor and the project manager before the changes can be implemented.
Work Breakdown Structure




Task Name


Duration


Start


Finish




Project Kick Off


1 week


Mon 4/5/2009


Mon 4/12/2009




Review of Business case







Team Meeting







Financial Planning







Distribution of Responsibilities







Infrastructure Planning


15 days


Mon 4/5/2009


Tue 19/05/2009




Order placement for Hardware


20 days


Wed 20/5/2009


Sat 30/5/2009




Order Dell Desktops


3 hrs






Order Dell Laptops


1.5 hrs






Order all Servers


3 hrs






Order Printer


0.5 hrs






Order UPS


0.5 hrs






Order Modem/Router, Hub


1 hr






Order Completion


2 days






Delivery of Hardware


7 days






Order Placement for Software


5 days


Thu 01/6/2009


Sat 20/6/2009




Order Oracle software


1 day






Order Linux


1 day






Order Windows NT Server


1 day






Order Microsoft Office


1 day






Order Internet Package(TPG)


1 day






Order Completion


2 days






Delivery of Software


2 days






Server Room Construction


2 days






Employ Builder


1 days






Completion of Server room


6 days






Cabling


6 days


Mon 21/6/2009


Thu 28/6/2009




Order cables


2 hrs






Employ Smith cables Contractor


5 days






Cabling Accomplished


5 days






Installation of PC’s, Servers


1 day


Fri 28/6/2009


Fri 29/6/2009




Setting up of LAN and connecting to internet


1 day


Mon 01/7/2009


Mon/7/2009




Testing network Functionality


1 day


Tue 02/7/2009


Tue 02/7/2009




Infrastructure Ready


1 day


Wed 03/7/2009


Wed 03/7/2009




Installation of Software


7 days


Thu 04/7/2009


Thu 11/7/2009




Server Setup/Installation of OS and software to server


3 days






Installation of software to desktop/ Laptop


10 days






Installation Complete


10 days






Customize BlueSky Package


90 days


Fri05/7/2009


Mon 05/10/2009




Order BlueSky


5hrs






BlueSky delivery


30 days






Accounts Payable


2 days






Accounts Receivable


2 days






Bank Interface


10 days






Cash Book


20 days






Cost Management


30 days






Fixed Assets


30 days






General Ledger


25 days






Inventory


20 days






Order Entry


20 days






Purchase Orders


10 days






Verification and Validation of BlueSky


2 weeks






Team Meeting


10 days






Customization Complete


60 days






Backing up Existing Data


30 days


Tue 06/10/2009


Mon 07/11/2009




Data Entry


20 days






Data Validation


20 days






Backup Complete


24 days






System Acceptance testing


20 days


Tue 08/11/2009


Thu 28/11/2009




Testing Complete


30 days






Training/Documentation


10 days






Project Finalization


10 days


Thu 28/11/2009


Mon 31/11/2009




Team Meeting


20 days






Board Meeting


60 hrs






Budget cross check, profit/loss analysis


1 week






Project Signoff


4 days


Tue 2/12/2009


Thu 4/12/2009




Schedule Management Plan
The delivery manager and the project manager worked together to plan the schedule for the project. The scheduling was done with care taking into mind threshold period for the project.
If a change request is issued by the external contractor, the Project Manager will undertake Impact Assessment. The impact assessment will comprehensively set out the details of the proposed change including: the details (and technical specifications of the change); the impact that the change will have on the performance and achievement. The Impact Assessment also includes a plan that details how the changes are implemented and a new timetable and budget estimate.
Human Resource Requirement




Resource Name


Units




Project Manager


1




Software Consultant


1




Software Engineer


3




Desktop Computer Support Personal


2




Network Engineer


2




Technical Writer


1




Hardware Consultant


1




Trainer


1




Software Team Leader


1




Hardware Team Lead


1




Data Entry Operator


1




Training Requirements
§ Quality Management Systems skills
§ Technical skills
§ Non-Technical Skills.
If there is a gap in the existing vs. required skills, then indicate how the gap will be closed, and when. Training modes can be of the following,
§ J – On the job
§ C – Class room/Workshop
§ M – Training/Orientation through Mail
§ S – Structured Self Learning




S. No.


Role


Training required


Training Mode




1.


Delivery Manager


PMM Certified, Internal process certified


S




2.


Project Manager


PMM Certified, Internal process certified


J, S




3.


Project Lead


Internal process certified, Technical Certifications


J, S




4.


Onsite Coordinator


Internal process certified, Technical Certifications


J, M, S




5.


Quality Analyst


Internal process certified, Technical Certifications, SCM certification


J, S




6.


Developer


Internal process certified, Technical Certifications


J, C, S




7.


Tester


Internal process certified, Technical Certifications


J, C, S




Project Communication Management Plan
Communication Matrix
Customers
§ The Project Manager will brief the overall progress to the sponsor on a weekly basis. This will be in the form of a Weekly Progress Report, including completed tasks, upcoming tasks and expenses incurred.
§ Any noticeable change in the project will be informed to the sponsor by the Project Manager. The changes will be documented in the Project Status Report.
§ Any change request from the Sponsor is done through the Change Request Form to the Project Manager.
Other Stakeholders
§ Any communication between the stake holders resulting in the Project change or regarding the project should be done through e-mails. It also necessary to document the change proposed and file a hard copy. Stake holders should be produced the same for their perusal.
§ Any casual consultation between the stake holders can be done through telephone or e-mail, unless they do not require any documentation.
§ Communication between the stake holders resulting in the change in the project process should have a written authorization from the Project Manager and in such cases Project Manager should always be kept in loop.
Project Team
§ The Project team will attend the project Kick-off meeting. Where in a detailed study of the Report would be done. This will be followed by a brain storming session to come up with the Project Scope, Scheduling and Costing.
§ Team will attend the Weekly Progress Meeting chaired by the Project Manager where in a stock of the Project progress will be taken, a weekly status report is produced along with the updated budget report, issues in the project team will be discussed and if required necessary documentation will be done.
§ Any feedbacks or suggestions from the project team will be left to the open discussion and with the proper evaluation, the feedbacks will be considered and the necessary documentation will be done.
§ Any resource requirement especially the Human Resource, will be taken care by the Project Manager in consultation with the Human Resource Department and the same will be documented through e-mail or on a Hard Copy.
Escalation Mechanism
Every Project related issues will be resolved by the onsite coordinator after discussing with the project manager.If a reasonable reply is not attained from each side, problems will be escalated as per the predefined escalation ladder shown below
The Below tables provide the levels of people in stakeholders to whom issues may be escalated..
Escalation Mechanism from BlueSky




Reason


Whom to Escalate




1. Show Stopper


Delivery Manager




2. Software related issues (cost center)


Project Leader




3. Quality related Issues


Quality Assurance Manager




4. Communication related issues


Project Manager




Escalation mechanism from Basket Case




Reason


Whom to Escalate




1. Expected deliverable not on time (When it occurs second time)


Project Leader




2. Expected deliverable not on time (When it occurs third time)


Project Manager




3. Expected deliverable not on time (When it occurs more than three times)


Delivery Manager




Project Cost Management Plan
Cost Estimates of Resources




Resource Name


Resource Type


Units


Standard Rate


Cost/Use




Project Manager


Work


1


$1,500.00/day


$0.00




Software Consultant


Work


1


$1,200.00/day


$0.00




Software Engineer


Work


3


$1,000.00/day


$0.00




Desktop Computer Support Personal


Work


2


$600.00/day


$0.00




Network Engineer


Work


2


$800.00/day


$0.00




Technical Writer


Work


1


$800.00/day


$0.00




Hardware Consultant


Work


1


$1,200.00/day


$0.00




Trainer


Work


1


$1,000.00/day


$0.00




Software Team Leader


Work


1


$1,200.00/day


$0.00




Hardware Team Lead


Work


1


$1,200.00/day


$0.00




Data Entry Operator


Work


1


$600.00/day


$0.00




Cabling Material (Smith Cables)


Material


1


$0.00


$4,000.00




Cabling Contractor (Smith Cables)


Material


1


$0.00


$4,000.00




Structural Contractor


Material


1


$0.00


$4,000.00




Bluesky Software


Material


1


$0.00


$200,000.00




Bluesky AMC


Material


1


$0.00


$20,000.00




Oracle Software


Material


1


$0.00


$25,230.00




Computer Hardware


Material


1


$0.00


$174,915.00




UPS


Material


1


$0.00


$6,300.00




Network Hardware


Material


1


$0.00


$4,700.00











Project Quality Management Plan
BlueSky uses GSOP (Global Standard Operating Procedure) for each and every phase of the project for the quality management. Every single document from every team should adhere to the GSOP. The documents can be uploaded in the docbase after the approval from the quality assurance team. If a document fails the GSOP, the appropriate individual will be notified by the QA team for changes or rework. Once the rework/changes are completed it will be again reviewed by the QA team and after final approval it will be uploaded in the docbase.
Project Risk Management Plan
Risk Management is one of the challenges of the Project and requires a lot of fore sightedness and brain storming among the Stake Holders. The Risks that may arise during the course of the project is identified and tabulated according to the Priority along with the Mitigation Plan. The identified risks are prioritized based on an Excel based tool.
Low Probability Risks




Risk Type


Risk Description


Management Strategy




1.Staff


The staffs are not familiar with the system or not good at operating the system


Train the staff before they start working, and teach them both the basic and advanced operations of system.




Medium Probability Risks




Risk Type


Risk Description


Management Strategy




1. Software Version


There is an increased vulnerability to incompatibilities in installed software versions. Thus modifications may cause inconsistent operating results.


Ensure that systems are properly tested and approved and that modifications are properly implemented.
Determine that adequate version control procedures are properly implemented.




2. Software Vulnerability


Data lost due to the unexpected reasons. Such as power cut, virus, etc.


Determine that the database management system has adequate recovery capabilities.




3. Project members


Members complete their tasks on time, but being unable to satisfy the requirement.


Members should analyze task requirement carefully and ask project manager for more detail if there is anything unclear. Should the project manager have any inquiries, ask the project sponsor. Do not start any tasks before understand them clearly.




High Probability Risks




Risk Type


Risk Description


Management Strategy




1. Resource


Limited resources such as experienced programmer, consultant, engineer, money, etc.


Arrange the necessary resources before starting the project. Inform the stakeholder in case of inadequate resources.




Very High Probability Risks




Risk Type


Risk Description


Management Strategy




1. Finance


Due to some reasons, project requires more money, and cost overruns.


Monitor cost performance, record the cost and plan the resource. All cost including direct and indirect cost should be estimated. If the cost overruns, inform the change to the stakeholder.




Procurement Planning
The procurement of the materials required for the IT infrastructure will be decided by the Project Manager and the Stake holders. Initially the Project manager will issue an RFP to some of the selected vendors, mentioning the requirements and the terms and conditions which will include conditions on delivery and support. Once the proposal from all vendors is received the Project Manager will decide on the proposal and the contract will be awarded to the best offer. All the hardware will be delivered to the basket case site and the IT officer will be the custodian of it.
The details on the procurement are as below,




Products


Procurement Method


Quantity


Required Delivery Date


Delivery Location




Desktops


Fixed Price


4


09-09-2005


Basket Case Office






6


09-09-2005


Warehouse




2


09-09-2005


Factory




Printers


Fixed Price


2 Work group 1 Personal


09-09-2005


Basket Case Office






1 Workgroup 1 Personal


09-09-2005


Warehouse




1 Small laser printer


09-09-2005


Factory




Laptops


Fixed Price


6


09-09-2005


Basket Case Office




U P S


Fixed Price


1


28-08-2005


Basket Case Office




Networking equipments


Fixed Price



29-08-2005


Basket Case Office




File, Email & Print server


Fixed Price


1


09-09-2005


Basket Case Office




Database Server


Fixed Price


1


09-09-2005


Basket Case Office




Application Server


Fixed Price


1


09-09-2005


Basket Case Office




The software procurement will be done directly on the Fixed Price and terms basis. This will cover the purchase of the BlueSky package, Oracle database, and Office suite. The procurement will be done by the Project Manager himself.
Cabling
Total cabling installation work has been outsourced to Smiths Cables. They work on a cost plus fixed fee contract. Procurement of cables will be done from Smiths Cables.
Structural Changes
Robert & Son have been assigned the work regarding the construction of the server room. The builder has inturn sub-contracted the electrician and locksmith. This will include air conditioning work required for the server room as well.
PROJECT EXECUTION
Change Management
Initially a change request is logged into the system and then the impact analysis is done along with the risk assessment. Based on the impact the request is sub divided into minor and major changes where it needs the approval from the principal system specialist where the implementation/schedule date and time is produced. The Approval is based on the rollback script say in case of the updates in an oracle database. Once the rollback log is reviewed and approved the commit script is executed and the appropriate changes will be made.
Any changes occurring during the course of the project is tracked through Chameleon change control software. This helps in making sure that each change is tracked from start to the end and each change will have an owner who is responsible for it. This tracking of changes will help the finance team to bill Basket Case.
The Below figure explains how the change takes place in our system with the help of Chameleon Change control
The BlueSky team will use the change request process for any enhancements or bug fixes, or for changes to deliverables that have been approved by Client. The Below table indicated helps to log and monitor changes during the lifecycle of the project.




Change Control number





Change definition





Project Impact
a. Agenda
b. Attempt
c. Price





Change Status





Requested Date





Approval/Rejected Date





Delivery Date





Date Finished





Comments





Signatures




Project Manager


Stake Holder




Name


Name




Signature & Date


Signature & Date




SLA Management
BlueSky will be responsible for tracking and measuring all the relevant SLAs during the execution of the project. SLA data will be tracked on monthly basis. The cumulative SLA score will then be calculated every quarter to assess SLA adherence and determine the amount of penalty or bonus to be applied. INet a tool developed by EDS systems will be used for SLA management of issues.
Every three months, we will sit with our client together and review the SLA trends over the past quarter and, if necessary, changes in SLA parameters, measures and targets will be incorporated. BlueSky or Basket Case initiates a review exercise even before each quarter if necessary. The below diagram depicts the Basket Case SLA governance framework.
There is a weight age and priority for each SLA requests based on which the priority is marked as Low,Medium,High,Urgent,Ctirical.
§ Root cause analysis will be perfomed to identify the cause.
§ Detailed documentation for with the clear action plan will be created and shared with the clients.
If root cause analysis reveals a factor outside BlueSky’s control as the cause, then the particular SLA Measure would be considered to have been met, after discussing the same with Client management in appropriate forum.
In the project we have used, Waterfall Model. The waterfall model is a Project Development Model first proposed in 1970 by W. W. Royce, in which development is seen as flowing steadily through the phases. The Spiral model is also incorporated if in case any change results mid way through the project.
Advantages
§ Good progress tracking due to clear development stages.
§ Milestones and deliverables can be clearly identified.
§ Project Management and control is facilitated by the need to complete each stage before moving to the next.
Disadvantages
§ Inflexible partitioning of the project into distinct stages makes it difficult to respond to changing customer requirements.
§ Estimating time and costs is difficult for each stage.
PROJECT MONITORING AND CONTROL
Schedule Control
§ As discussed in the earlier section Project Scope change results in the Schedule change as well. Apart from this there are other factors that may force to change the Project Schedule.
Operational Change
§ Operational change could arise due to the technical factors. Any operational change will be dealt by the Project Manager and the Respective Team Lead (Software technical issues will be dealt by the Software team Lead and the Project Manager). Project Manager will be responsible for assessment, approval, implementation and acceptance of operational changes.
Contract Changes
§ The Stake holders have the right to change the proposal from the draft schedule, provided the changes does not breach the law or they do not have the technical and operational capability to handle the operational changes or accidents (emergency changes). The same holds good for the External contractors.
If a change request is issued by the external contractor, the Project Manager will undertake Impact Assessment. The impact assessment will comprehensively set out the details of the proposed change including: the details (and technical specifications of the change); the impact that the change will have on the performance and achievement. The Impact Assessment also includes a plan that details how the changes are implemented and a new timetable and budget estimate.
Cost Control
§ Cost being one of the major components of the Project, any change in the cost of the project will be given highest priority.
§ Any change in the cost (increase) during the course of the project will be discussed between the Stake holders and the Project Manager before it can be put forth of the Project Sponsor.
§ Depending on the % increase in the cost of the project from the estimated cost, a balancing act will be undertaken between time and cost but the Quality will not be compromised.
§ All the changes undertaken as a result of the cost change control plan will be documented and will be signed by the Project Sponsor and the Stake holders.
Quality Control
Audit is a thorough, systematic and independent examination carried out against defined criteria to determine whether:
§ Defined organization processes are adhered to.
§ Documentation of the project is maintained properly.
§ Change control mechanism is properly followed.
Scope Control
§ The Proposed project plan and all the documents related to the same are clearly verified and accepted by the Project Sponsor (Basket Case) and the Project contractor (BlueSky).
§ Any minor change in the scope of the project which does not result in the change of the project schedule, cost and time can be undertaken by the mutual agreement between the Project Sponsor and the Project Manager. Any other changes will be undertaken after a detailed brainstorming between the Sponsor and Project Stake Holders along with the Change Request form. All the documents (Change Request form) must be signed by the Stake holders. Only on consensus from the Stake holders the Project Manager will consider the effect of the scope change and re-evaluate the project with the required changes in the Project Schedule, Resource requirement, Costing, Human Resource requirement, Technical changes and Project completion Time. The final document should be signed by the Project Sponsor and the Project Manager before the changes can be implemented.
Risk Monitoring and Control
Risk Monitoring and Control is essential in every IT project, it extends to:
§ Continuously monitor for risks in the project and to predict future pitfalls
§ To evaluate if an identified risk has occurred or on the verge of occurrence
§ Check for risk mitigation strategy and put in place processes
§ Conduct periodic assessment of risks and check for risks that can occur
The risk team members are responsible for monitoring risk and to predict future risks. They need to update the steering committee on a regular basis of the status. During the meeting, all the identified risks will be reviewed for the likelihood of occurrence. Adequate measures should be planned in case of high risk cases. The frequency will be dependent upon the risk status and risk priority, as described below;-




Risk Status


Criteria/Frequency/Venue


Purpose






Received Pending Analysis


If the risks in this status are more than three days, will be reviewed on the team meeting with sponsor.


Assure Risks are being assigned promptly




In Analysis


Risks will be reviewed with the project sponsor during the weekly meeting.


Ensure appropriate members and priority are assigned to analysis




PM Review


Risks with status will be discussed in the weekly meeting with the project sponsor.


Create agreement with Sponsor on recommended actions




Sponsor Review


Risks with status will be discussed in the weekly meeting with the project sponsor.


Achieve timely approval to implement recommendations




Active – Priority 1 Risks


Reviewed with the Risk Owner and sponsor at an interval determined by the Project Manager and Sponsor from 1 to 30 days


Ensure that priority risks are closely monitored




Active – Priority 2 & 3 Risks


Reviewed with the Risk Owner and Project Manager at an interval specified by the Project Manager from 1 to 90 days


Assure that all active risks are monitored for changes.




Event Occurred


Project Sponsor will be notified with the risk event and updated on a weekly basis until the risk is raised as a change or incident management


Ensure prompt communication of risks that have occurred and active management of risk events.




Closed


Reviewed as part of project closure


Identify lessons learned to improve future risk planning




The results of each review will be entered on the Risk Review Record to provide history of the review.
PROJECT CLOSURE
Final Customer Acceptance
Before the project was deployed in the live environment, the stakeholders and the business users tested the system and the application was put on dry run. The stakeholders verified for the defined requirements and comments on changes to be made were documented in the change request system. The requested changes are planned to be deployed in the future maintenance release.
Final Project Performance
The Overall Project Performance was good in terms of the requirements implementation and the actual downtime period per month was much lesser compared to the expected downtime, the performance of the application was good where its been tested with huge user population.
Customer Satisfaction Survey
There are a few factors to be done in the customer Satisfaction survey,

When to conduct Customer Satisfaction survey:

The best time to conduct a customer satisfaction survey is when the experience is fresh in their minds.
ii. What to ask in a Customer Satisfaction Survey:
* How satisfied are you with the purchase you made (of a product or service)
* How satisfied are you with the service you received?
* How satisfied are you with our company overall?
* How likely are you to buy from us again?
* How likely are you to recommend our product/service to others?
* How likely are you to recommend our company to others?
iii. What to do with answers from a Customer Satisfaction Survey:
* We need to compile the answers from different customers
* We must act on the information we get from the customers through the survey.
* We need to fix the things the customers have complained about. We need to investigate their suggestions.
* We need to improve our company and product in those areas the mean the most to the most of our customers.
* Most importantly we need to give them feedback that their answers were appreciated and are being acted upon.
Closure Meeting with the Customer
§ Discuss the contents of the draft report
§ Clear up any anomalies or misunderstanding that may have arisen during the review
§ Discuss and provisionally agree recommendations, actions to be undertaken, officer(s) responsible and implementation dates
Post Implementation Review
There are three purposes for a Post-Implementation Review:
§ To ascertain the degree of success from the project, in particular, the extent to which it met its objectives, delivered planned levels of benefit, and addressed the specific requirements as originally defined.
§ To examine the efficacy of all elements of the working business solution to see if further improvements can be made to optimize the benefit delivered.
§ To learn lessons from this project, lessons which can be used by the team members and by the organization to improve future project work and solutions.
In some cases, the first of these objectives can be a contractual issue. Where that is the case, it may be safer to run separate reviews – one focused on contractual compliance and the other seeking to derive further benefit from a no-blame review.
The Project implementation is done with the below template and the findings and recommendations was presented to:
§ The solution’s business owners
§ The leading participants in the project
§ Other parties who may be concerned with the results
Specific actions should be proposed to address any further work that is recommended. This might be handled in several different ways, for example:
§ as routine support and maintenance,
§ as remedial work to be performed by the original project team,
§ for line management to address through user education and procedures etc,
§ as further phases of development involving new projects.
1. Benefits Delivery





Exceeded


Met


Minor Shortfall


Major Shortfall






The project met ROI and NPV targets?



Yes






The project met internal customer requirements?


Yes







The project met external customer requirements?



yes






2. Scope





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Were the deliverables clear?


Yes







Were scope changes managed well?


Yes







3. Schedule




Planned Completion Date



Actual Completion Date






Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing




Were activities clearly defined?



Yes






Was the schedule realistic?



Yes






Was the schedule tracked and monitored?


Yes







4. Costs




Estimated Budget


Actual Budget




Capital


5m AUD


Capital


5m AUD




Expense


3m AUD


Expense


4m AUD




Total Profit


2m AUD


Total


1m AUD




5. Quality





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Was an appropriate level of quality specified?


Yes







Was the required level of quality met?



Yes






Was the quality plan appropriate?



Yes






6. Communication





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Was there an agreed communication plan?


Yes







Was there open and appropriate communication within the project team?


Yes







Was there open and appropriate communication with the programme manager?


Yes







Was there open and appropriate communication with the project sponsors?


Yes







Was there open and appropriate communication with the customers?




Yes





7. Staffing





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Were roles and responsibilities clear?


Yes







Were there sufficient resources available?



Yes






8. Risk





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Was there an appropriate risk management plan?



Yes






Were risks identified and mitigation strategies defined?



Yes






Was any qualitative risk analysis undertaken?


Yes







Was any quantitative risk analysis undertaken?


Yes







Were resulting issues managed well?


Yes







Were all outstanding issues at the end of the project moved to BAU or another project?



Yes






9. Procurement Management





Above satisfactory


Appropriate


Below satisfactory


Not Appropriate or missing






Was there a procurement management plan?


Yes







Was “make or buy” analysed?


Yes







Were sellers evaluated appropriately?


Yes







Were appropriate contracts made?


Yes







Lessons Learnt, top three successes and failures
With the above post implementation review the top 3 successes are
§ Phase based approach instead of big bang approach of ERP Package is a huge success because of its steadiness.
§ Blue Sky ERP Package was best suited for ‘The Basket Case’ and the customization was minimal which saved a huge time and capital.
§ After the implementation of Bluesky ERP package the efficiency of order placement increased from 5 minute/order to 1 minute/order.
Top 3 Failures
§ Training costs increased as the new resources walked into the project because the attrition rate was high as we went with Phase based approach.
§ Retail chain department’s participation is very less which took a long time for us to understand their system and integrate.
§ Scope Creep because of poor communication between parties.
Archiving Project Documents
§ All Project related documents with every environments such as development, training, validation and production is stored in a docbase under documentum.
§ Only the employees working with ‘The Basket Case ‘Bluesky’ project is/will be assigned access to the project documents with appropriate access level. Especially when it comes to the production related documents it is accessed only by the members who work with the maintenance and support project and the project management related documents will be accessed only by the Senior management.




Production related documents path


Ausprd31prdblueskybasketcase




Development related documents path


Ausdev31devblueskybasketcase




Validation related documents path


Ausval31valblueskybasketcase




Training related documents path


Austrntrnblueskybasketcase




References
·Schwalbe, Kathy.ThirdEdition, Information Technology Project Management,Cambridge, M.A.: Course Technology – Thomson Learning.
·Olson, David L. Second Edition, Information Systems Project Management, McGraw-Hill/Irwin.
·Tatnall, Arthur. First Edition, A Guide to Microsoft Project, Daca Publishing.
·https://en.wikipedia.org/wiki/Main_Page
·https://en.wikipedia.org/wiki/Waterfall_model
Appendix A

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