Week 4 Project Status Update - LSS BB

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The document discusses a project to improve the timeliness of procurement request fulfillment for the Coast Guard Industrial Program. It notes that fulfillment currently takes an average of 9.3 days but should be completed within 5 days. It also mentions that the project is examining variability issues and that communications and data collection plans are currently being developed and reviewed.

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1 HW#1: DW Case Study Case Studies of Data Warehousing Failures Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment. Read the cases and prepare a report that provides a substantive discussion on each of the following: What’s the scope of what can be considered a data warehousing failure?What do you find most interesting in the failure stories?Do they provide any insights about how a failure might be avoided? Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins. Case Study 1: Auto Guys Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys. At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format. The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support. A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally. Given his experience with the warehouse, the project manager made the follo.

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Case Studies of Data Warehousing Failures Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment. Read the cases and prepare a report that provides a substantive discussion on each of the following: 1. What’s the scope of what can be considered a data warehousing failure? 2. What do you find most interesting in the failure stories? 3. Do they provide any insights about how a failure might be avoided? Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins. Case Study 1: Auto Guys Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys. At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format. The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support. A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally. Given his experience with the warehouse, the project manager made the following summary .

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The Federal Open Market Committee (FOMC) will meet on Sept. 25th and 26th. In one page or less, address the following. 1. Summarize the action, if any, taken by the FOMC. 2. Explain in your analysis why the FOMC took this action. 1. Why it took this action? 2. Discuss what effect the FOMC’s actions or lack of actions had on the following: 1. Stock market immediately after the announcement on Wednesday the 26th at 1:00 central time 2. The closing price on the DJIA the day before and the day of the announcement 3. Closing interest rates (use the 3-month Treasury bill and the 10-year Treasury note) on the day before and the day of the announcement 3. Be specific (DJIA, S&P 500 up 20pts, Yield on 10yr treasury down 30bp, etc.). Project Plan Project Overview Statement, Part II Conversion of Legacy Database to New ERP Software Member 1 Member 2 Member 3 Member 4 PROJ-584 Managing Software Development Projects Professor Name School Name October 7, 2018 Project Plan Project Overview Statement Executive Summary Team #3 is proposing a software development/upgrade project to move from the legacy software/database MANFACT, to SyteLine® ERP inventory and financial database, to meet the needs of the growing business. This project is in line with the strategic objective of increasing sales and improving customer satisfaction by improving on time delivery at the Los Angeles, CA facility. This ERP software is in use at other facilities in the parent organization for many years now and has been successful in improving performance and delivery as well as reduced inventory levels and improved sales and bookings. This project has a preliminary budget of $500,000 with a duration of 12 -18 months. Statement of Scope This project will be company-wide and implemented in all departments and areas of the company. The new software Syteline® (https://www.youtube.com/watch?v=1ZLEMmqTdoE), will reduce the amount of manual tracking of jobs (phone calls, emails, manual excel schedules, attending department meetings, etc.) by providing real-time communication of timelines and part movement and flow throughout the shop and along with status of open programs or large jobs. It will also improve On Time Delivery (OTD) performance through enhanced planning and scheduling of orders. Reduction of lead times (customer delivery) through the elimination of wasted processes and excessive move and queue times built in because of manual processes. We intend to complete this transformation by: · Converting existing data into the new ERP database. · Upgrade server and network equipment to meet increased traffic demands. · Run pilot programs in parallel to test and verify new process capabilities. · Create standard work for each department · Train all employees that would use this system from managers to leads, from sales to production, and engineering to purchasing. Project Organization (MARC) This software upgrade will be in alignment with the organization's strat.

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HIM360: Assignment Rubrics Assignment 1: Project Scope and Definition Points Project Overview: Student provided summary of project, discussed rationale and business justification for undertaking the project. 20 Project Scope: Student provided statement of purpose and scope of work. 20 Strategic Outlook: Student explained the project in relation to enterprise data management and how the project can help facilitate enterprise-wide information assets in support of organizational goals. 20 Project Goals: Student defined at least three goals with associated objectives. 20 Project Team: Student defined at least five team members and defined the role of each. 20 Total 100 points Assignment 2: Project Timeline and Resources Points Project timeline: Student completed an 18-month project timeline with milestones and estimated dates. 20 Gantt Chart: Student created a Gantt chart to demonstrate timeline, and summary of how the tasks will be monitored. 20 Project Resources and Costs: Student summarized the project resources and costs, discussed refined or new job descriptions, in addition to change in work processes. 20 Vendor Information: Student performed an internet search to identify at least two coding vendors/systems. 10 Vendor Information: Student completed a condensed version of a RFI for each vendor. 30 Total 100 points Assignment 3: Project Risks and Monitoring Points Project Risks: Student completed a risk analysis for the project and completed the risk table. 15 Project Risks: Student identified at least five risks, summarized the results of the risk analysis and discussed the top two risks. 15 Communication Plan: Student created a communication plan to include how the results from the project will be communicated to all stakeholders and project team members. 15 Vendor Selection and Recommendation: 20 Based on the vendor RFIs and all the information gathered throughout the project, student select one of the vendors; and summarized the reasoning and rationale for the selection. Vendor Selection and Recommendation: Student explained choice in how it will address the facility’s issues, reflecting on risks, resources, and other problems. 20 Vendor Selection and Recommendation: Student explained how to negotiate the contract for purchase of chosen vendor. 15 Total 100 points Confidential Project Proposal Project Name: Department: Focus Area: Prepared By Document Owner(s) Project/Organization Role Case Summary Park Health System is experiencing a shortage of coders. Over the past five years, there has been a 40% vacancy rate for coders throughout the main hospital and satellite clinics within the healthcare system. The backlog and vacant positions has created an issue related to unbilled revenue, overworked coders and extended work hours and schedules. It is estimated that there is an annual loss of $10 million. It has also been communicated that many of the qualified coders that ...

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Business Requirements Reference number: Document Control Change Record Date Author Version Change Reference Reviewers Name Position Table of Contents 2Document Control 1 Business Requirements 4 1.1 Project Overview 4 1.2 Background including current process 4 1.3 Scope 4 1.3.1 Scope of Project 4 1.3.2 Constraints and Assumptions 5 1.3.3 Risks 5 1.3.4 Scope Control 5 1.3.5 Relationship to Other Systems/Projects 5 1.3.6 Definition of Terms (if applicable) 5 1 Business Requirements 1.1 Project Overview Provide a short, yet complete, overview of the project. 1.2 Background including current process Describe the background to the project, (same section may be reused in the Quality Plan) include: This project is The project goal is to The IT role for this project is 1.3 Scope 1.3.1 Scope of Project The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project. Applications In order to meet the target production date, only these applications will be implemented: Sites These sites are considered part of the implementation: Process Re-engineering Re-engineering will Customization Customizations will be limited to Interfaces the interfaces included are: Architecture Application and Technical Architecture will Conversion Only the following data and volume will be considered for conversion: Testing Testing will include only Funding Project funding is limited to Training Training will be Education Education will include 1.3.2 Constraints and Assumptions The following constraints have been identified: The following assumptions have been made in defining the scope, objectives and approach: 1.3.3 Risks The following risks have been identified as possibly affecting the project during its progression: 1.3.4 Scope Control The control of changes to the scope identified in this document will be managed through the Change Control, with business owner representative approval for any changes that affect cost or timeline for the project. 1.3.5 Relationship to Other Systems/Projects It is the responsibility of the business unit to inform IT of other business initiatives that may impact the project. The following are known business initiatives: 1.3.6 Definition of Terms (if applicable) List any definitions that will be used throughout the duration of the project. 5 Project Deliverable 1: Project Plan Inception Overview This assignment consists of two sections: a project introduction and a project plan. You must submit both sections as separate files for the completion of this assignment. Label each file name according to the section of the assignment it is written for. Additionally, you may create and/or assume all necessary assumptions needed for the completion of this assignment. You are currently the Chief Information Officer (CIO) for an innovative Internet-based compa ...

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Project and Logistics Assessment Issue detection: The company seeks to increase the number of inventories. However, selection of the inventory which will fit for the CEO is a problem. Collection of data: Primary Data: Understand the issue by through interviews with CEO and CFO and conduct survey to detect such issues directly. Secondary Data: Personal industrial based research Survey done: Conducted interview with the management staff, relate issues with the mission of the company which is that of increasing the inventory. Make secondary data research to access more information on the best inventory to select. Prior Recommendation: Select the inventory which will allow minimum number of trips to minimize expenses. MGT 5903 GROUP 3 Industry Best Practices Site Assessment The business needs dimensions and layout of space to include height of ceilings, locations of outlets, entrance/exit doors, bay doors, windows, any obstacles. Inventory Identification Historical Data and Project Manager Experience interviews and research with managers revealed that the company is experiencing loss of items from not having proper storage & cost (ex. Paint that froze in winter). The other issue is returning suppliers that are unnecessary. Possibilities for space which is needed to be able to store the most amount of supplies and still be functional) includes storage racks/bins Walkways /aisles, Ceiling storage and Climate control. MGT 5903 GROUP 3 Recommendations Operations: Maximize the unused space which must serve as RPM’s warehouse for high demand and bulk order items by considering storage racks/bins Walkways /aisles, Ceiling storage and Climate control. Project Management: Buildertrend offers all features desired to capture resource requirements Manage Tasks with pictures Capture all material and labor costs Initial Recommendation: The company is advised to conduct inspection of projects and conduct multiple trips to purchase supplies and to maximize the unused space which must serve as RPM’s warehouse for high demand. Accounting: Buildertrend links directly to QuickBooks. Two Examples Purchasing materials for the new inventory will need to be added to the actual budget Employees in for this new system will have to be included into the actual payroll. MGT 5903 GROUP 3 Logistics Consulting Planexecutive summary (COLLIN) The logistics consulting team has established the logistical issues with Rector Property Management. The team has defined these in depth with data collection methods to determine the best solution to each issue. The team has completed research and presents its findings in this consulting document.INTRODUCTION TO REPORT (COLLIN) Rector Property Management (RPM) is a real estate company that acquires, renovates, and leases properties to citizens of Champaign-Urbana, Illinois. The CEO developed an acquisition strategy that focuses on buying properties in poor condition that are massively undervalued. He.

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Example Lean Six Sigma Charter Enclosure 2, LSS Project Charter Project Name: Improve the effectiveness and efficiency of the BB computer acquisition process Date: November 15, 2014 Organization: CIO Deployment Champion: Mark Laptop Project Sponsor: John Puter Black/Green Belt: Bill Desktop Business Impact ($) This project will address the computer acquisition process for LSS BB training courses. The first two waves of training have experienced delays and customer dissatisfaction due to late delivery of computers and class disruptions to load required software. Due to exceptional work by Tom Peoples, the first two waves were able to receive their computers during week 1 of training, but since pre-work is required before attending week 1 of training, it is ideal for the BB’s to receive properly loaded computers during Team Accelerator training in order to complete the Minitab pre-work and get comfortable with the George Group Virtual Coach software tool. The impact of late computers in worker non-productivity costs, expediting costs, possible higher computer costs, and customer dissatisfaction estimated at: • $12K of Type 1 o Assumptions - 6 waves of BB training over the next 12 months following completion of project, $2000/wave of additional computer costs for expediting, etc. • $48K of Type 2 o Assumptions - 6 waves of BB training over the next 12 months following completion of project, 40 hours of extra expediting and handling per wave, $75 per hour of labor • Other Benefits (Type 3) o Increased student learning and ultimately better project success Problem Statement Where: The problem has been noticed at Shangri-la Higher Education Training Center, the only training location to-date When: The problem has been noticed since October 2004 to date, covering the first two waves of LSS BB training. What (output metrics): • Quality metric #1: % of properly loaded laptop computers with designated software load as measured by % of total computers loaded correctly the 1st time • Quality metric #2: % computers delivered by day 1 of Team Accelerator training as measured by % of total computers delivered late. • Speed metric #1: time to prepare BB training computers as measured by the time from final wave roster to all computers ready for delivery. • Cost metric #1: Cost per fully loaded computer as measured by total costs of computer readiness divided by total computers delivered. Costs should not include expediting, temporary computer costs, or excessive labor costs. Extent: Baseline Quality metric #1: To date, X% of computers are loaded correctly first time Baseline Quality metric #2: To date, 0% of computers are delivered by day 1 of Team Accelerator Training Baseline Speed metric #1: To date, the average cycle time to have a computer ready for delivery is 4 weeks Baseline Cost metric #1: Current cost is $X,000 per computer load. Goal Statement (output metri.

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