ID Task ModeTask Name Duration Start Finish Predecesso

ID Task
Mode
Task Name Duration Start Finish Predecessors Resource Names
Work
1 Project Kick Off 6 days? Fri 5/14/21 Fri 5/21/21 56 hrs
2 Create Meeting 1 day? Fri 5/14/21 Fri 5/14/21 Cedrick Greer
8 hrs
3 Meet With Clients1 day? Mon 5/24/21Mon 5/24/212 Cedrick
Greer 8 hrs
4 Discuss All Needs 1 day? Mon 5/17/21Mon 5/17/21 Cedrick
Greer 8 hrs
5 Hire SME 4 days Tue 5/18/21 Fri 5/21/21 4 Cedrick Greer 32
hrs
6 Planning 10 days Mon 5/24/21Fri 6/4/21 80 hrs
7 Scope 1 day Mon 5/24/21Mon 5/24/21 Adam Rose 8 hrs
8 Gather Clients Req3 days Tue 5/25/21 Thu 5/27/21 Adam
Rose 24 hrs
9 Create Plan 5 days Fri 5/28/21 Thu 6/3/21 Adam Rose 40 hrs
10 Meet With Clients1 day Wed 6/2/21 Wed 6/2/21 Cedrick
Greer 8 hrs

11 Accept Plan 2 days Thu 6/3/21 Fri 6/4/21 0 hrs
12 Design Application 28 days? Mon 6/7/21 Wed 7/14/21 192
hrs
13 Develop
Application
21 days Mon 6/7/21 Mon 7/5/21 Software 0 hrs
14 Test Application 6 days Tue 7/6/21 Tue 7/13/21 13
Software,Adam Rose,Cedrick Greer,Kris Greenwood,Moe
Johnsons (SME)192 hrs
15 Deploy
Application
1 day? Wed
7/14/21
Wed
7/14/21
14 Software 0 hrs
16 Post
Implementation
14 days? Wed
7/14/21
Tue 8/3/21 15 40 hrs
17 Support 5 days Thu 7/15/21 Wed 7/21/21 Moe Johnsons
(SME) 40 hrs

18 Documentation 8 days Thu 7/22/21 Mon 8/2/21 17 Software
0 hrs
19 Project Complete 1 day? Tue 8/3/21 Tue 8/3/21 18 0 hrs
Cedrick Greer
Cedrick Greer
Cedrick Greer
Cedrick Greer
Adam Rose
Adam Rose
Adam Rose
Cedrick Greer
Software
Software,Adam Rose,Cedrick Greer,Kris Greenwood,Moe
Johnsons (SME)
Software
Moe Johnsons (SME)
Software
Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3
2021 2022 2023

Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress

Manual Progress
Page 1
Project: Course_project_Cedric
Date: Mon 6/21/21
PROJ592
COURSE PROJECT TASKS AND DELIVERABLESCourse
Project Part 7—Due Week 8 (graded, 250 points)
Assignment
Tasks
Deliverable(s)
Points
Final Course Project
1. You will start to work on your Final Course Project in Week
7(to be completed and submitted in Week 8).
2. The Final Course Project will be structured according to the
sections described in the Grading Rubric. Refer to the Course
Project Overview page for details.
3. Each section should include the appropriate details, along
with a proper discussion about the data used, as well as the
project manager's analysis and interpretation of the information.
Submission Requirements
· APA citation standards will be followed.
· Mechanics: APA format standards, grammar, spelling,
punctuation, and sentence and paragraph structure
· The Final Course Project must be submitted as a single

document in MS Word. Information or details created with other
tools like Excel or MS Project, such as tables, charts, or graphs,
must be incorporated into the MS Word file submittal as an
inserted object, such as a JPEG. (For help with MS Project, see
the video tutorials available in the Course Project area). Failure
to follow this requirement will result in the return of the
proposal for reformatting to the requested MS Word format.
· You may insert objects into the body of your paper to support
your discussion if they are half a page or less. Larger items
should be included in an appendix with appropriate references
to this information.
· It must include a cover page.
· As a guide, the body of the Final Course Project should be
between 5 and 10 pages in length (not including cover page,
appendix, etc.).
Final Course Project
250 points
2
Project Charter
V 2.0
Project Scope Statement
Project Name
The examination of business strategy improvement globalization
skills and process design based on the paradigm of service-
dominant logic
Project Number
1
Project Manager
Cedrick Greer

Prioritization
High
Owner(s)
Cedrick Greer
Statement of Work—Project Description and
Project Product
Business strategy encompasses various elements, scopes, and
related theories. With a construct logic that implies, the layout
or design of value formation, distribution, and measure require
employed, intend of the project is examining business strategy
improvement globalization skills and process design based on
the paradigm of service-dominant logic. The steps to be
undertaken are define the project’s concept, develop a timeline
and budget, analyze its benefits and carry out a research to
establish the basis of business strategy improvement based on
service-dominant logic.
Project DeliverablesBusiness strategy at a conceptual level
includes all actors (human and technology) and activities
(exchanges) involved in data exchange, information and strategy
that enable decision-making needed for the conduct of business.
These include:
· The full business strategy process
· Terms that are used to describe the same concepts of concepts
that are regarded similar when viewed at a conceptual level for
example market strategy (or marketing strategy), product
strategy, competitive strategy, in the context of the overall
business strategy.
·

Solution
s, technologies and methodologies useful interchangeably in
reference to business strategy or subsets such as reporting,
analytics, or Customer relationship management etc. insofar as
they are involved in information exchange and strategies that
enable decision-making needed for business conduct.
· The end-to-end flow of business strategy exchanges rather
than at level at which the exchange occurs. This may include
strategies within or beyond the organization that is micro and
macro levels. The project examines the relationship between
SDL and business strategy framework to acquire organization’s
goals and objectives. A literature study across different
industries, on academic and practitioner literature as well as
international literature will be used.
Project Objectives
The cost of the project is approximated to be $400 running from
14th of May 2021 to 30th of July 2021. The first task on the
schedule is assessing business models in the airline industry,
followed by convergence of business models. The third task is
describing and analyzing commoditization of the Airline
Service product and lastly innovation in the context of the

Airline industry. The project will run for 58 days till its
completion.
The quality objectives of the project are to provide an insight of
business strategy in relation to SDL framework within the
Airline industry. The major objective is to support the case
industry in devising and adopting the most suitable business
strategy as guided by the paradigm of service-dominant logic
which is designed to build a more resolute and sustainable
future development and success.
Project Assumptions
The assumptions for the project are that SDL helps improve
operations and business relationships in the Airline industry.
The project bases on the fact that S-D logic is of value creation
and since the values as perishable and closely linked with the
product itself, as it is embedded in units of output. SDL also
holds that value is co-created and realized in use as well as is
customer-oriented and relational. Another assumption is that
practical implementation of S-D logic in the Airline industry
helps make certain changes at operational levels contributing to
realization of set objectives and goals.
Project ConstraintsThe limitations is that while providing
fundamental concepts applied within the field of strategic
management within Airline industry, a separate consideration in
terms of overall discussion is required. The reason is that the
knowledge is the most supportive of the research undertaken in

the case industry. The theoretical background of the study will
provide the relevance to the Airline industry and will not cover
the concepts and models related to other industries or sectors.
Due to the time constraint, the study will explore the subject
area within a specific period making data collection process
limited to number of participants.
Exclusions
The airline industry is very broad, even though provision of the
general idea of industry’s image and scope, the key emphasis is
the given research is made on exchange of intangible resources
and the co-creation of value with customers in the airline
industry. The project focuses nature of operations and needs of
the Airline industry. The research focuses exclusively in the
United States and particularly Naperville, Illinois segment,
since the case company is located in the mentioned city and
serves for the clients living primarily in the area. In addition,
the research does not aim at building a new general theory and
results produced do not guarantee applicability beyond the
context of the case study.
Acceptance Criteria The final product must prioritize output,
such as production-ready, concrete materials, as well as
identifying opportunities for partnership value building. The
product's aim should be to increase the number of ongoing
purchases with consumers, as well as to improve their long-term
patronage and partnership marketing. The commodity should

elevate the competitive significance of the lifetime benefit of
the consumer relationship, regardless of the mix of services and
products, according to the efficiency criteria.
Technical RequirementsThe product will work as a tool that
supports airline industry operations for the benefit of the
customer. The product should incorporate innovation as an open
process that extends beyond the confines of an organization,
should allow strategic flexibility by emphasizing on value of
operant capital, and help kick start business strategy renewal.
ApprovalsType NameSignatureDate
Project Manager Approval:
Cedrick Greer
Cedrick Greer
5/17/2021
Customer/Sponsor Approval:

2
The examination of business strategy improvement globalization
skills and process design based on the paradigm of service-
dominant logic
Cedrick Greer
Devry University
Proj592
Dr. Johnson
5/13/2021
Project concept
The business strategy concept has also been interpreted in a

number of ways, with different elements, scopes, and related
theories. The construct is commonly defined as "the layout or
design of the value formation, distribution, and measures
require employed." Other scholars concur, suggesting additional
aspects to the theory and practice of marketing strategies, such
as the consumer experience (Baden-Fuller & Haefliger, 2013),
psychological (Yunus, Moingeon & Lehmann-Ortega, 2010), or
monetary components (Yunus, Moingeon & Lehmann-Ortega,
2010). (Chesbrough & Rosenbloom, 2002). Furthermore, the
range of the business strategy build was perceived differently.
Several interpretations limit its application to the confines of
the business (Osterwalder & Pigneur, 2009; Afuah, 2004).
Others, on the other hand, look at the economic model from a
network viewpoint (Zott & Amit, 2010).
Finally, scientists have differing opinions on the conceptual
independence of the business strategy framework. As a result,
some scholars regard the marketing strategy build as a
subordinate term to policy that is "the direct consequence of
policy but is not a plan in and of itself." As a result, designing a
marketing strategy is the process of putting strategy into action
(Velu, 2014). The concept, on the other hand, is described as an
objective principle that is unrelated to strategy.

Proposed Timeline
Budget
Benefits
All economic activities, according to Service Dominant Logic
(SDL), are manifestations of service. As a result, physical
objects are seen as bundles of human information and are a
materialized type of service. As a result, physical objects are
seen as bundles of human information and are a materialized
type of service. A company is thought of as a set of operand and
operant tools. Since the organization cannot uniquely mix of
value because of its value network, it progressively configures
its tools to collaborate with its surrounding environment in
order to form pricing strategies with mutual agreement. In the
business model design, consumers, suppliers, and other
economic actors are cocreators and resource integrators
(Ordanini, & Parasuraman, 2011). People and companies with
expertise, competences, talents, and experience will improve the
relationship between the organization and the value network,
resulting in a competitive edge. In the value chain co -

production, system can help as a conversational and relational
tool, allowing interaction and cooperation between actors in the
eco-system.
Since it is abstractly rooted in the service industry but does not
adjust a production approach, service-dominant logic allows for
the examination of business models from a user ’s perspective.
It has significant consequences for the design, method, and
result of innovativeness:
1. Innovation is an open process that extends beyond the
confines of an organization.
SDL's collective aspect characterizes creativity as an endeavor
that is outwardly focused on the external world. Customers,
vendors, and workers must collaborate in order for creativity to
be realized. As a result, the consumer has the ability to
innovate. Since market orientation change is a process of
learning, customer experience can help reduce the risk involved
with it.
2. The corporation's creative ability and capacity are determined
by experience and understanding strategic flexibility.
SDL emphasizes the value of operant capital and views
expertise as the most important factor. argues that intelligence
is the “primary – and possibly the only – basis of competitive
advantages.” To expand its depth of knowledge, an organization
uses outside (e.g., clients, distributors) and organizational (e.g.,
staff members) information sources. Using customer awareness

to start the innovation and creativity and help a company
develop intellectual capital that encourage additional
innovation. Companies must develop dynamic skills to
efficiently learn and gain information, as per Lush (2011), in
order to respond the business model. In this regard, Saluki,
Wijewardena, and McColl Kennedy (2011) added an
information aspect to the concept of competitive advantage,
defining them as “an organization’s ability to intentionally
build, expand, or change its information tools, capacities, or
habits to seek improved effectiveness.” However, due to a lack
of effective distribution channels, organizations struggle to
integrate external information sources into the development
process.
3. The start of business strategy transition is cooperative new
value design.
A new logic or enhancement of the consumer business model
kickstarts business strategy renewal. According to Maglio and
Spohrer (2013), "value creation can be interpreted as value-
strategy design. As a result of technological advances, the
conventional reach of resource technology solutions in the value
chain proposition design has been expanded beyond economic
organizations to include social actors.
Action Request
Following the stated project idea above my request is for my
professor to approve my request to pursue my endeavors in

fulfilling this project research.
References
Afuah, A. (2004). Business models: A strategic management
approach. New York: McGrawHill Irwin. Akamavi, R.K. (2005).
A research agenda for investigation of product innovation.
Journal of Services Marketing, 19(6), 359–378.
Alamdari, F., & Fagan, S. (2005). Impact of the adherence to
the original low‐ cost model on the profitability of low‐ cost
airlines. Transport Reviews, 25(3), 377-392. Ashurst, C., Freer,
A., Ekdahl, J. & Gibbons, C. (2012). Exploring IT-enabled
innovation: A new paradigm?, International Journal of
Information Management, 32, 326– 336.
Baden-Fuller, C. & Morgan, M. (2010). Business models. Long
Range Planning, 43, 156– 171. Baden-Fuller, C. & Haefliger, S.
(2013). Business models and technological innovation. Long
Range Planning, 46, 419–426.
Blumberg, B., Cooper, D.R., & Schindler, P.S. (2008). Business
research methods (2nd ed.). Maidenhead: Mc Graw-Hill. Boons,
F. & Lüdeke-Freund, F. (2013). Business models for sustainable
innovation: State-ofthe-art and steps towards a research agenda.
Journal of Cleaner Production, 45, 9-19. Buhalis, D. (2004).
eAirlines: Strategic and tactical use of ICTs in the airline
industry. Information & Management, 41, 805–825.

Casadesus-Masanell, R. & Ricart, J.E. (2010). From strategy to
business models and onto tactics. Long Range Planning, 43,
195-215.
Casadesus-Masanell, R. & Zhu, F. (2013). Business model
innovation and competitive imitation: the case of sponsor-based
business models. Strategic Management Journal, 34, 464–482.
Cedrick Greer
Proj592
Devry University
5/23/21
It’s understood that the budget is created to ensure all
requirements are met. These requirements can consist of
contractors, software, applications, and any additional
resources. Evaluating risks at the beginning of the project has
created budget that will maintain any additional needs. We’re
taking a week to interview and select candidates to for the
project. Our goal is to hire 3 business analysts along with
additional contractors for a total of 6. Our budget grant us
leniency on the number of employees needed.
When evaluating risks, it must be understood that timing is
subjected to change. Our project will last approximately 53 but
we will extend contractors if needed. Stakeholders will be
notified of any additional changes that will affect the budget.

We plan to manage the budget with the scope and adding any
additional details to the scope if needed.
Create Meeting
Start: Fri 5/14/21 ID: 2
Finish: Fri 5/14/21 Dur: 1 day
Res:
Discuss all needs
Start: Mon 5/17/21 ID: 4
Finish: Mon 5/17/21Dur: 1 day
Res:
Hire SME
Start: Tue 5/18/21 ID: 5

Finish: Fri 5/21/21 Dur: 4 days
Res:
Scope
Res:
Gather Client Requirements
Finish: Thu 5/27/21 Dur: 3 days
Res:
Project Take Off
Start: Fri 5/14/21 ID: 1

Comp: 0%
Planning
Start: Mon 5/24/21ID: 6
Comp: 0%
Page 1
Create Plan
Start: Thu 5/27/21 ID: 9
Finish: Wed 6/2/21 Dur: 5 days
Res:
Design Application

Finish: Wed 7/14/21Dur: 28 days
Comp: 0%
Develop Application
Finish: Mon 7/5/21 Dur: 21 days
Res:
Meet With Client
Res:
Page 2

Meet Clients
Finish: Mon 5/17/21Dur: 3 hrs
Res:
Page 3
Accept Plan
Finish: Tue 5/25/21 Dur: 1 day
Res:
Test Application

Finish: Tue 7/13/21 Dur: 6 days
Res:
Deploy Application
Start: Wed 7/14/21 ID: 15
Finish: Wed 7/14/21Dur: 1 day
Res:
Page 4
Page 5
Post Implementation
Finish: Tue 8/3/21 Dur: 14 days

Comp: 0%
Support
Finish: Wed 7/21/21Dur: 5 days
Res:
Page 6
Page 7
Documentation
Finish: Mon 8/2/21 Dur: 8 days

Res:
Finish Project
Finish: Tue 8/3/21 Dur: 1 day
Res:
Page 8
Critical
Noncritical
Critical Milestone
Milestone
Critical Summary
Summary

Critical Inserted
Inserted
Critical Marked
Marked
Critical External
External
Project Summary
Highlighted Critical
Highlighted Noncritical
Page 9
Project: Project1
Date: Sun 5/23/21

ID Task
Mode
Task Name Duration Start Finish Predecessors
6 Planning 10 days Mon 5/24/21Fri 6/4/21
12 Design Application 28 days Mon 6/7/21 Wed
7/14/21
13 Develop
Application
21 days Mon 6/7/21 Mon 7/5/21
14 Test Application 6 days Tue 7/6/21 Tue 7/13/21 13
15 Deploy
Application
1 day Wed

7/14/21
Wed
7/14/21
14
16 Post
Implementation
14 days Thu 7/15/21 Tue 8/3/21 15
17 Support 5 days Thu 7/15/21 Wed 7/21/21
18 Documentation 8 days Thu 7/22/21 Mon 8/2/21 17
19 Finish Project 1 day Tue 8/3/21 Tue 8/3/21 18
T F S S M T W T F S S M T
May 9, '21 May 16, '21 May 23, '21
Task
Split

Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary
Start-only
Finish-only

External Tasks
External Milestone
Deadline
Progress
Manual Progress
Page 1
Project: Project1
Date: Sun 5/23/21
T W T F S S M T W T F S S M T W T F S S M T W T F S S M
T W T F S S M T W
May 23, '21 May 30, '21 Jun 6, '21 Jun 13, '21 Jun 20, '21 Jun
27, '21
Task

Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary
Start-only

Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
Page 2
Project: Project1
Date: Sun 5/23/21
W T F S S M T W T F S S M T W T F S S M T W T F S S M T
W T F S S M T W T
Jun 27, '21 Jul 4, '21 Jul 11, '21 Jul 18, '21 Jul 25, '21 Aug 1,
'21

Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary

Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
Page 3
Project: Project1
Date: Sun 5/23/21
EARNED VALUE OVER TIME
The project’s earned value based on the status date. If

actual cost (ACWP) is higher than earned value (BCWP),
then the project is over budget. If planned value (BCWS)
is higher than earned value, then the project is behind
schedule.
VARIANCE OVER TIME
Cost and schedule variances for the project based on
status date. If CV is negative then, the project is over
budget. If SV is positive then the project is behind
schedule.
INDICES OVER TIME
Cost and schedule performance indices for the project based on
status
date. The greater the performance index, the more on schedule
and cost
EAC ACWP BCWP
$13,920.00 $5,760.00 $0.00
$0.00
$1,000.00

$2,000.00
$3,000.00
$4,000.00
$5,000.00
$6,000.00
$7,000.00
'21 '21 '21 '21 '21 '21 '21 '21 '21 '21
ACWP BCWP BCWS
-$7,000.00
-$6,000.00
-$5,000.00
-$4,000.00
-$3,000.00

-$2,000.00
-$1,000.00
$0.00
'21 '21 '21 '21 '21 '21 '21 '21 '21 '21
CV SV
0
'21 '21 '21 '21 '21 '21 '21 '21 '21 '21
EARNED VALUE
Earned value management helps you quantify the performance
of a
project. It compares costs and schedules to a baseline to
determine if
the project is on track.
If the charts don't look right, make sure you have set a baseline,
assigned costs to tasks or resources, and entered progress.

Learn more about earned value
status
and cost
saving the project.
-1.2E-06
-0.000001
-8E-07
-6E-07
-4E-07
-2E-07
'21 '21 '21 '21 '21 '21 '21 '21 '21 '21
SPI CPI

The project’s earned value based on the status date. If
actual cost (ACWP) is higher than earned value (BCWP),
then the project is over budget. If planned value (BCWS)
is higher than earned value, then the project is behind
Cost and schedule variances for the project based on
status date. If CV is negative then, the project is over
budget. If SV is positive then the project is behind
status
and cost
Learn more about earned value
status
and cost

Cedrick Greer
June 6, 2021
Proj592
Devry University
As we head into the latter half of our project, we learned that
we are on track to completing the project as scheduled. We
learned that we will not exceed the planned budget. However, it
is critical that we maintain each task and complete the task to
align with any necessary time allocated for risks. Overall, the
project is at 50% completion. Because the performance value i s
equal to 1, it details that our project is on schedule. The equal
worked is the planned worked by this time. It is critical to know
that the earned value analysis is accurate to determine the
completion and the success rate of the project. In addition, by
monitoring the project at 50% determine the status of the
project going forward.

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