Expert answer:Project life cycle Management
Solved by verified expert:Have to do Project Paper implementation plan on Linden industries please find the attached document for reference & do final assignment. No plagiarism References should be must. don’t copy the information from the reference document, because college will check plagiarism. for the assignment, follow APA format. Assignment should be 35-40 pages. You have to explain each table of content form reference document. References should be must.
project_management_final_project_example__3_.docx
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SAP ERP Implementation Project
Put Group Names Here
Concordia University, St. Paul
MBA ___Project & Lifecycle Management
______ Semester 2015
Professor Carlson
Date
TABLE OF CONTENTS
Project Charter ……………………………………………………………………………………………………………….. 5
Problem Statement/ Business Case ………………………………………………………………………………… 5
Project Objectives/High Level Deliverables ……………………………………………………………………. 5
Scope Statement ………………………………………………………………………………………………………….. 5
Phase 1 …………………………………………………………………………………………………………………… 6
Phase 2 …………………………………………………………………………………………………………………… 6
Phase 3 …………………………………………………………………………………………………………………… 6
Phase 4 …………………………………………………………………………………………………………………… 6
Anticipated Financial/Business Impact…………………………………………………………………………… 6
Stakeholders ……………………………………………………………………………………………………………….. 7
Proposed Milestones/Timeline (High Level) …………………………………………………………………… 8
Project Team ………………………………………………………………………………………………………………. 8
Project Constraints/Assumptions …………………………………………………………………………………… 9
Inclusions ……………………………………………………………………………………………………………….. 9
Exclusions ………………………………………………………………………………………………………………. 9
Key Assumptions …………………………………………………………………………………………………….. 9
High Level Risks…………………………………………………………………………………………………………. 9
Project Change Control Plan ……………………………………………………………………………………….. 10
Project Configuration Management Plan ……………………………………………………………………… 10
Project Scope Management Plan ………………………………………………………………………………….. 10
Scope Verification …………………………………………………………………………………………………….. 10
Scope Change Control ……………………………………………………………………………………………….. 11
Project Time Management Plan …………………………………………………………………………………… 11
Activity Sequencing …………………………………………………………………………………………………… 11
Activity Duration Estimation ………………………………………………………………………………………. 11
Project Schedule………………………………………………………………………………………………………… 12
Schedule Control ……………………………………………………………………………………………………….. 12
Project Cost Management Plan ……………………………………………………………………………………. 12
Budget Definition………………………………………………………………………………………………………. 12
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Cost Control Plan ………………………………………………………………………………………………………. 12
Project Quality Management Plan ……………………………………………………………………………….. 13
CRM System Quality Objectives …………………………………………………………………………………. 13
Receivables Management Quality Objectives ……………………………………………………………….. 14
Supply Chain Management Quality Objectives ……………………………………………………………… 14
Quality Assurance ……………………………………………………………………………………………………… 14
Quality Control …………………………………………………………………………………………………………. 15
Project Human Resource Management ………………………………………………………………………… 16
Team Development ……………………………………………………………………………………………………. 16
Training Opportunities ……………………………………………………………………………………………. 16
Team Building ………………………………………………………………………………………………………. 16
Social Styles Profile ……………………………………………………………………………………………….. 16
Performance Reporting ………………………………………………………………………………………………. 17
Reward System …………………………………………………………………………………………………………. 17
Project Communication Management Plan ………………………………………………………………….. 17
Information Distribution …………………………………………………………………………………………….. 18
Performance Reporting ………………………………………………………………………………………………. 18
Administrative Closure ………………………………………………………………………………………………. 18
Project Risk Management Plan ……………………………………………………………………………………. 19
Risk Identification ……………………………………………………………………………………………………… 19
Risk Response Planning……………………………………………………………………………………………… 19
Risk Monitoring and Control ………………………………………………………………………………………. 20
Project Procurement Management ………………………………………………………………………………. 22
Solicitation ……………………………………………………………………………………………………………….. 22
Plan Procurements …………………………………………………………………………………………………. 23
Conduct Procurements ……………………………………………………………………………………………. 23
Administer Procurements………………………………………………………………………………………… 23
Closing Procurement ………………………………………………………………………………………………. 25
Kick-off Meeting Agenda …………………………………………………………………………………………….. 25
SAP ERP Project KICK-OFF Meeting ………………………………………………………………………. 25
Appendix – A……………………………………………………………………………………………………………….. 26
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Work Breakdown Structure (WBS) 26
Appendix – B ……………………………………………………………………………………………………………….. 30
Gantt Charts ……………………………………………………………………………………………………………… 30
SAP ERP Project – Start Phase ………………………………………………………………………………… 30
AR/AP Phase ………………………………………………………………………………………………………… 31
Inventory Management Phase ………………………………………………………………………………….. 32
Customer Relationship Management (CRM) Phase ……………………………………………………. 33
Close Overall Project ……………………………………………………………………………………………… 34
Appendix C …………………………………………………………………………………………………………………. 35
Critical Path Analysis ………………………………………………………………………………………………… 35
Appendix D …………………………………………………………………………………………………………………. 36
Budget sheets ……………………………………………………………………………………………………………. 36
Appendix E …………………………………………………………………………………………………………………. 37
Risk Register …………………………………………………………………………………………………………….. 37
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PROJECT CHARTER
PROBLEM STATEMENT/ BUSINESS CASE
Linden Industries projects consistent sales growth over the next several years and is
considering adding additional manufacturing and sales locations. The company’s current IT
portfolio (applications and infrastructure) is barely able to meet the needs of the organization
today which is experiencing multiple issues such as inaccurate customer information, high
accounts receivables, inadequate product research, an inefficient inventory system, and security
issues potentially exposing proprietary information. The company has recently hired a new CIO
who plans to resolve these issues by improving and upgrading the software and hardware of the
current application systems.
PROJECT OBJECTIVES/HIGH LEVEL DELIVERABLES
Linden Industries is growing and expanding rapidly. In order to support continued
growth the IT Platform must be updated to allow for more efficient work and ultimately an
increase in customers, sales, and reduction of Accounts Receivables. The management team has
already recognized a need to educate customers and prospects about products. Improved IT
infrastructure will assist in helping with this mission. In order to remain competitive in the
industry, we need to develop systems with the capabilities to help us grow. Without this project,
continued growth would increase the strain on the system and result in dissatisfied customers and
costly inefficiencies.
Through an Enterprise Resource Planning (ERP) solution, we will work to resolve the following
issues:
●
●
●
●
●
Inaccurate customer information
High accounts receivables
Inefficient inventory system
Inadequate product research
IT Security concerns
We will implement 3 modules of the ERP system on the SAP platform:
● Finance Module
● Inventory Module
● Customer Relationship Management Module
These modules will provide a foundation to expand upon as the company grows. They will also
help secure key segments of the company’s business processes, providing better security for
intellectual property and business metrics.
SCOPE STATEMENT
The scope of this ERP SAP project describes the work that is to be done during the
project as determined by the project team(s). The scope of this project can only be changed by
following the Project Change Control Plan.
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This project intends to assess the current IT portfolio and infrastructure components as
they relate to the concerns expressed by the different departments within the company.
Recommendations will be made to address the issues and an ERP SAP solution will be
implemented upon review and approval. The project will be implemented in phases so each
solution implemented can be validated and refined.
PHASE 1
Evaluation of current IT systems, infrastructure and business processes. Make recommendations
regarding existing systems and outline overall project objectives, plan and approach.
PHASE 2
Development and implementation of accounts receivable/accounts payable (AR/AP) solution
that consolidates many finance operations and improves accounting and payment processes.
PHASE 3
Development and implementation of Inventory Management system that is scalable and flexible,
allowing it to track thousands of items and integrate with other business systems such as AR/AP
and CRM solutions.
PHASE 4
Development and implementation of CRM system that will improve customer, prospect and
partner interaction for both sales and marketing.
ANTICIPATED FINANCIAL/BUSINESS IMPACT
Funding Source Operating Budget
Estimate of Total First-Year Cost $257,000
First Year Cost in $U.S.: $257,000
First Year Benefits in $U.S.: $0
See Appendix for Cost Benefit Analysis
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STAKEHOLDERS
Role
Name
Department
Project Sponsor:
Tom Song
IT
Overall Project Manager:
AJ Jones
Management
Team Lead AR/AP:
Laura Medved
Finance
Team Lead Inventory
Management:
Malisa Yang
Operations
Team Lead CRM:
Tim Flug
Sales
Process Lead/Steering Committee:
John Davis, CFO
Management
Technical Lead:
Sam Brady
IT
Business Lead/Steering
Committee:
Marcia Lewis, CEO
Management
Others: (e.g., those individuals or groups with a significant interest in this project)
AR/AP Team
Adam Johnson
Accounting
AR/AP Team
Sarah Lee
Accounting
Inventory Management Team
Juan Ho
Warehouse
Inventory Management Team
Emma White
Manufacturing
CRM Team
Levi Riley
Marketing
Other Linden Industries Personnel
Customers & Prospects
Partners (e.g. Home Depot, VARs, Distributors)
Vendors (e.g. Suppliers, Service Providers, etc…)
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PROPOSED MILESTONES/TIMELINE (HIGH LEVEL)
Milestone documentation is stored in the intranet “P” drive under the ERP_Project folder.
PROJECT TEAM
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PROJECT CONSTRAINTS/ASSUMPTIONS
INCLUSIONS
Implement SAP Enterprise Resource Planning (ERP) solution that replaces three main areas of
concern; Accounts Receivable/Accounts Payable (AR/AP), Customer Relationship Management
(CRM) and Inventory Management.
EXCLUSIONS
This project will not address administrative applications: MS Office, including e-mail and
calendaring or existing payroll application. Also, this project will not include plans for or costs
associated with possible a new manufacturing facility; (Canada) or sale offices; (Chicago,
Montreal, Denver, and Atlanta).
KEY ASSUMPTIONS
The company will continue to experience sales growth in the near future. The SAP solutions
will meet the company’s current and future needs. It will also support the addition of future ERP
modules and improve overall security of core business processes.
HIGH LEVEL RISKS
•
Only using internal resources
o Very little risk transfer
o May not have as much knowledge internally as external resources
•
Integration of 3 modules
o If data isn’t integrated across all modules, system will be inefficient and
inaccurate
If any phase of the project is delayed, the entire project will be delayed
Cost of technology is higher than budget
Employee time off and vacation schedules impact project timeline
Users don’t accept the new system or system doesn’t provide adequate functionality
•
•
•
•
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PROJECT CHANGE CONTROL PLAN
Outlined below is the project change request process. This process will be followed to
determine if project changes are acceptable to the goals of the project.
PROJECT CONFIGURATION MANAGEMENT PLAN
A project configuration management plan will be implemented for this project which will
be used to help establish a baseline for the system modules and related hardware being
implemented. The project manager along with the technical lead and input from the team leads
from the different phases of the project will determine the items to be covered under the project
configuration management plan. The configuration management plan will develop as the project
progresses through its phases. The types of items for each phase will also develop along with the
project, but will include things such as diagrams, standards, specifications, and project plans
including phase budget and schedule. All of these items will be stored on the shared drive “P”;
folder: ERP_Project, sub-folder: CONFIG_MNGMT.
PROJECT SCOPE MANAGEMENT PLAN
SCOPE VERIFICATION
Any change to the project plan that may result in an impact to the project timeline, cost or
quality will need to be evaluated in order to determine if the change is in scope of the project.
The project charter, work breakdown structure and definition of deliverables will be used to
measure scope changes.
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SCOPE CHANGE CONTROL
Scope changes will be managed by the project manager and follow a similar approval
process to the change control plan outlined above. Any changes to project scope will require
sponsor approval.
Project Manager and Sponsors will have 1 week from the proposed change to determine
whether it is approved within scope or not. This timeline is necessary to ensure that scope
change requests are not holding up project progress.
Project team will submit scope change requests in the form of an SBAR (Summary,
Background, Assessment, and Recommendation). Providing this information to the Project
Manager and Sponsor will give them the information needed to make the best decision for the
project.
PROJECT TIME MANAGEMENT PLAN
Project Manager & Project Team Leads will work together to manage project time.
Tasks are outlined in the work breakdown structure. If changes are made to project timeline or
schedule, the Project Manager will be responsible for updating the WBS and other appropriate
documentation.
ACTIVITY SEQUENCING
Tasks will follow outline of the WBS (see Appendix). Project Manager and Team Leads
will also use the Critical Path Analysis (see Appendix) to determine if changes to task schedules
will be approved.
ACTIVITY DURATION ESTIMATION
Project Manager and Team Leads have made estimates to task duration. We understand
that these are estimates and may differ from actual completion times. Each project team member
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assigned to a task will track their actual vs estimated time spent on each task as well as
completion percent. This will be documented on a spreadsheet saved in the intranet “P” drive in
the ERP_Project folder. The project manager will review task status weekly to determine if
actual completion times have a wide enough various to impact the project schedule. It is
responsibility of project team members assigned to specific tasks to work with their team lead if
they identify a large discrepancy in the estimated task duration.
PROJECT SCHEDULE
A preliminary schedule has already been created for this project. Each phase of the
project will further define the tasks and time needed within each phase. The Project Manager will
monitor the schedule and make adjusts to maintain the critical path for the overall project. See
Gantt Chart & Critical Path Analysis in Appendix.
SCHEDULE CONTROL
Changes to the project schedule must follow the project change control pr …
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