TEAM CAPSTONE SECTIONS VI & VII PROJECT MANAGEMENT & RISK MANAGEMENT IFSM 495: CAPSTONE November 30, 2014 Taylor Kristich PROJECT MANAGER: Vinay Vira DOCUMENTATION MANAGER Willie Williams RESEARCHER Zariah Hebbron-Totaro COORDINATOR Zenaida Bishop EDITOR Table of Contents VI. PROJECT MANAGEMENT VII. RISK MANAGEMENT RISK MATRIX Table 1: REFERENCES15 VI. PROJECT MANAGEMENT Trusty Carpet’s will require a series of key personnel to implement critical tasks and fix any issues that may arise during the development of the proposed technology solution. The success of the project will entail that the personnel needed for this task correlate with the use of the spiral model, which is an agile approach similar to the waterfall system development life cycle (SDLC) (Kay, Russell, 2002 pg. 1). This approach will ensure the technology solution is completed as efficiently as possible while allowing modifications to completed stages when needed (Tutor, March 2012). The SDLC used will consist of the following areas: Preliminary Investigation and Project Planning Phase; Requirements Definition: System Design; Systems Development; Systems Installation; and Systems Evaluation and Monitoring. The following personnel will be utilized for Trusty Carpet’s technology solution for the following SDLC phases: 1. Preliminary Investigation and Project Manager (Project Planning Phase): The systems analysts, used by Trusty Carpets, will conduct a preliminary investigation to identify company’s objectives and the scope of the problem. This information will be summarized in a document, the feasibility report, then presented to executives and other stakeholders to determine if incorporating new technology, remaining in status quo, or making slight changes to current business operations will benefit the company. The feasibility report will consist of three components: economic feasibility which evaluates tangible cost and benefits associated with the proposed project; technical feasibility which will identify if the hardware and software needed is available for purchase or can be developed during a reasonable timeframe; and operational feasibility which focuses on stakeholders use, support and operation of the proposed system. The information obtained from this study will allow the Project Manager, Trusty Carpets and all outsourced partners to review the objectives to identify and study the problems before contributing towards the development of the proposed solutions. This information will originate from customers, employees, suppliers, and by observing Trusty Carpets’ competitors. Once collected, it will be used to determine if the company should maintain the status quo, make slight improvements to existing business operations, or invest in new technology. The chosen option will reduce or eliminate data errors and redundant output, eliminate ...

1. TEAM CAPSTONE
SECTIONS VI & VII
PROJECT MANAGEMENT &
RISK MANAGEMENT
IFSM 495: CAPSTONE
November 30, 2014
Taylor Kristich PROJECT MANAGER:
Vinay Vira DOCUMENTATION
MANAGER
Willie Williams RESEARCHER
Zariah Hebbron-Totaro COORDINATOR
Zenaida Bishop EDITOR
Table of Contents
VI. PROJECT MANAGEMENT
VII. RISK MANAGEMENT
RISK MATRIX Table 1:
REFERENCES15

2. VI. PROJECT MANAGEMENT
Trusty Carpet’s will require a series of key personnel to
implement critical tasks and fix any issues that may arise during
the development of the proposed technology solution. The
success of the project will entail that the personnel needed for
this task correlate with the use of the spiral model, which is an
agile approach similar to the waterfall system development life
cycle (SDLC) (Kay, Russell, 2002 pg. 1). This approach will
ensure the technology solution is completed as efficiently as
possible while allowing modifications to completed stages when
needed (Tutor, March 2012). The SDLC used will consist of the
following areas: Preliminary Investigation and Project Planning
Phase; Requirements Definition: System Design; Systems
Development; Systems Installation; and Systems Evaluation and
Monitoring. The following personnel will be utilized for Trusty
Carpet’s technology solution for the following SDLC phases:
1. Preliminary Investigation and Project Manager (Project

3. Planning Phase): The systems analysts, used by Trusty Carpets,
will conduct a preliminary investigation to identify company’s
objectives and the scope of the problem. This information will
be summarized in a document, the feasibility report, then
presented to executives and other stakeholders to determine if
incorporating new technology, remaining in status quo, or
making slight changes to current business operations will
benefit the company. The feasibility report will consist of three
components: economic feasibility which evaluates tangible cost
and benefits associated with the proposed project; technical
feasibility which will identify if the hardware and software
needed is available for purchase or can be developed during a
reasonable timeframe; and operational feasibility which focuses
on stakeholders use, support and operation of the proposed
system.
The information obtained from this study will allow the Project
Manager, Trusty Carpets and all outsourced partners to review
the objectives to identify and study the problems before
contributing towards the development of the proposed solutions.
This information will originate from customers, employees,
suppliers, and by observing Trusty Carpets’ competitors. Once
collected, it will be used to determine if the company should
maintain the status quo, make slight improvements to existing
business operations, or invest in new technology. The chosen
option will reduce or eliminate data errors and redundant
output, eliminate or reduce current paper-based operations,
improve current marketing techniques, allow integration
between the company and its subsidiaries, will be user-friendly,
improve data security as well as reduce costs. Once a proposed
solution has been determined, a description of the cost &
benefits of each solution and recommendations will be defined
to clarify which solution offers realistic benefits and is
financially feasible for the company.
The project manager will delegate responsibilities and ensure

4. the entirety of the technology solution is completed in a timely
manner and within budget. In addition, the project manager will
ensure to adjust and rectify problems that could deter the Trusty
Carpet’s organization from not completing its technology
solution if issues or problems should arise during the project.
The feasibility report will be read by influential stakeholders of
Trusty Carpets and used to decide if the next phase will be
implemented.
2. Requirements Definition (Systems and Requirements Phase):
During this phase an analysis or a study of existing business
operations is conducted to get an understanding of how the new
solution differed from the company’s current business practices.
This phase will explain how positions and tasks will change
once the new technology is implemented. Trusty Carpet’s data
will be gathered from written documents, company employees,
outsourced business partners, observation of company
employees, and operations at work. The data collected will be
analyzed using diagrams to represent how the data will flow
through the system.
This diagram will include inputs, outputs, and file storage.
Once the analysis is completed a report will be written. This
report will explain how Trusty Carpet’s current business
operations work, define all problems that exist, and give a
description of requirements needed for the system and provide
recommendations for what the company should do next. The
project manager will set all schedules and the systems analyst
will ensure that the required information system products are
acquired for the technology solution, including warranty
products, anti-virus programs, and other components. The
systems analyst will communicate with the vendor Sererra for
costs of all products that will be utilized for Trusty Carpet’s
technology solution.
3. Sererra’s Network and Design Personnel (Systems Design

5. Phase): A preliminary design will describe the functional
capabilities of a proposed solution. It will review the system
requirements and consider the major components of the system.
Prototyping is usually implemented during this stage. During
prototyping, part of the new solution will be developed in order
to quickly test and evaluate how the solution will benefit Trusty
Carpets’ employees. Information derived from the prototype
will determine if the solution should be redesigned or fine-
tuned.
A detail design will be created to describe general capabilities
that were presented in the preliminary design. This document
will provide Trusty Carpets with the following: output and input
requirements which will include layouts, volume of data,
frequency of data, origination of input and reports destination;
storage requirements which consists of content of data, size of
the databases, types and frequency of updates and inquiries;
processing requirements, system controls requirements to
determine accuracy, authenticity, security and flexibility
requests for the proposed system’s input, output, processing,
and databases. Further specification of crash recovery and
auditing requirements will also be considered; and backup
procedures, which will include the length of time and rationale
for retention. A final report will be developed and presented to
stakeholders.
4. Sererra’s Software Developers (Systems Development
Phase): During this phase the software and hardware will be
acquired and the system will be tested. Trusty Carpet’s will
consider a cloud-based technology solution, which means the
software package will be provided by Sererra; an outsourced
cloud computing host and IT contractor. Trusty Carpet’s will
be responsible for purchasing all hardware needed for the
project and the selected vendor, Sererra, will integrate the
overall design and diagrams of the technology solution. Sererra
will develop layouts of how the technology solution will be set

6. up in the Trusty Carpet store and where all the information
systems components will be set up and installed.
Once the hardware and system are in place, the system will be
tested in two stages, which are unit testing and system testing.
Unit testing will allow individual sections of the system to be
examined using sample data. This testing will individually
examine the ERP and the CRM applications that will be used by
Trusty Carpets. Next is the system testing which will require
the software and hardware to be linked, along with the use of
test data, to get a clear indication as to how the parts will work
as a unit. Trusty Carpets’ actual data could also be used during
this phase to test the new system. This testing will provide
information as to how the new technology reacts to erroneous
and massive amounts of data inputs. Diagrams will serve as
representations of Sererra’s overall outlook on in what manner
the technology solution will operate and perform for Trusty
Carpets.
5. Sererra’s Information Systems Personnel (Implementation
Phase): The success of the project will depend on the method
used to implement the new system. Trusty Carpets, the PM, and
Sererra will determine the manner in which to convert to the
new system so that daily operations will have minor disruptions.
The use of Phased Implementation will allow parts of the new
system to be phased in separately, at different times, allowing
end users to adapt to the system without becoming
overwhelmed.
Sererra staff will provide Trusty Carpets’ employees training as
one-on-one, online, or in-person teaching group. Using this
approach will also be financially feasible for the company
allowing daily operations to continue even if issues with the
new system arise during development. Once the PM review and
approve the diagrams and layouts, Sererra will implement the
design and hardware infrastructure for Trusty Carpet’s
technology solution. Sererra will also be responsible for the

7. installation of the following components: Software-as-a-Service
(SaaS), NetSuite ERP, Microsoft Dynamics CRM, NetSuite
Open Air Connect, and Microsoft office, based on the
CRM/ERP technology solution that Trusty Carpets will
implement.
6. Sererra’s Network Systems and Security Personnel (Testing
Phase): After all Trusty Carpets information systems
components are installed, Sererra will test the technology
solution through real-life scenarios with Trusty Carpet’s
personnel. The technology solution will be evaluated to
determine if flaws or errors are present during the testing phase.
All errors or issues hindering the successful implementation of
the proposed solution will be eliminated or adjusted to ensure
superior technology performance for Trusty Carpets.
7. Trusty Carpets Manager, Project Manager, and Sererra’s
Information Systems Manager (Acceptance Phase): When all the
technology solution’s errors and issues that will reduce
performance of the technology solution are resolved; comments
or suggestions will be provided from Serrera’s information
systems manager to the Trusty Carpets manager, and project
manager. This will allow Trusty Carpets the opportunity to
convey whether they are satisfied with the final product that’s
been implemented for them. Based on the comments of Trusty
Carpet’s personnel, Serrera will modify the technology solution
so that it will best suit the needs of the Trusty Carpet
organization.
8. Sererra’s Information Systems Personnel (Maintenance
Phase): This phase is continuous and requires that Sererra
conduct ongoing monitoring of Trusty Carpets new technology
system. After Trusty Carpets has accepted the technology
solution as its new information system, Sererra will sign a
contractual agreement that indicates their responsibilities to the
Trusty Carpets’ organization. Sererra will handle all issues and

8. software updates through the life of the contract. The vendor
will also be responsible for the following: anti-virus updates,
tablets not functioning properly, data received and sent aren’t
being updated, all will be fixed by Sierra.
As previously indicated the spiral model system development
life cycle will provide the framework for Trusty Carpets’
proposed technology implementation. The full implementation
of this project will take approximately twelve months. The
SDLC phases that will be used for this project are shown in
Table 1 below:
SDLC Phase
Activities
Responsible Party
Estimated Time
Project Planning Phase
Preliminary Investigation
Systems Analysts, PM and Trusty Carpets’ stakeholders
2 months
Systems and Requirements Phase
Define system requirements
Systems Analysts and the PM
6 weeks
Systems Design Phase
A preliminary design of the system is created as well as a
prototype of the system
Design Personnel
3 months
Systems Development Phase
Software and hardware will be acquired
Sererra’s Software Developers, Trusty Carpets’ Manager and
the PM
5 weeks
Implementation Phase
Use Phased Implementation to slowly install the new system at

9. different times
Sererra’s IT Personnel and the PM
4 months
Testing Phase
The proposed solution will be tested for flaws or errors
Sererra’s Network Systems’ Security Personnel and the PM
Will coincide with the Implementation Phase
Acceptance Phase
Discussion of the proposed solution’s performance
Trusty Carpets Manager, the PM, and Sierra’s IS Manager
1 week
Maintenance Phase
All issues and software updates
Sererra’s Information Systems Personnel
Ongoing due to contract
VII. RISK MANAGEMENT
The Proposed implementation of a CRM/ERP system involves
lots of resources and requires proper planning. It will require
integration of CRM/ERP system to a central platform in order to
collect customer and business information from different
departments. As subset of project management, risk
management is used to identify and analyze risks, and develop
plans to reduce their impact. It is not only important to identify
risks but to mitigate them as well. Trusty Carpets risk
management plan is to identify potential risks, assess the impact
of the risks, and to mitigate or manage them to reduce impact.
Figure 1 below depicts the risk management process.
Table 1 below is a risk matrix, which characterizes some
potential risks with implementation of the proposed solution.
The matrix also presents the probability and impact of
occurrence, mitigation and contingency plans: RISK MATRIX
Table 1:

10. Area of Risk
Description
Probability of Occurrence
Impact
of Occurrence
Strategy for Mitigation
Contingency Plan
1. Strategic
If ERP/CRM does not increase sales force efficiency and
streamline processing
Medium
High
Train sales force on the relevant solution areas.
Write policy on proper use of the solution to include punitive
actions.
2.
If CRM/ERP project may fails to align strategic objectives of
organization
Low
High
CRM/ERP initiative should have its own vision, mission and
goals
All employees should be informed with initiative and
developing its goals, and objectives
3. Business
If The delivered system does not meet the business needs as
intended. Risk of causing additional unplanned work once
implemented.
Low
High
The contract will clearly define the requirements of the
provided solution. The contract will also mention all the
business needs the new system is capable of supporting.

11. Re-analysis of business needs and requirements
4.
If Normal business operations may be affected by the
implementation of CRM/ERP. Business may go out of
operations due to non-availability of data.
Medium
High
Possibility of business going out of operation should be
evaluated and in case of risk of non availability of resources has
very highly impact, measures should be taken
Alternative /Mirror Database and Servers can be installed for
short period of time, or critical data can be migrated to other
machines,
5. Feasibility
If Business solution is too large or doesn’t provide the required
benefits. The solution implementation is not practical within the
defined scope, cost and goals.
Medium
High
Proper attention in the planning phase will mitigate risk of low
efficiency.
Top to bottom review of system with possible reengineering
required
6.
While the projects is in early stage it is very important to
accurately assess the project needs and requirements, otherwise
it will be high level of risk to implementation stages of project
and project might result in failure or incompletion
Medium
High
Feasibility studies should be checked, evaluated and conducted
more than once
There should be independent feasibility studies conducted for

12. project.
7. Risk of Creating a Monopoly
If System is created with software provided by a single vendor
solution may have limitations for expansion
Medium
Low
Ensure software utilized is industry standard to ensure future
viability
Review system on scheduled basis to ensure limitations are
minimal
8.
There might be a risk of each department getting separate Data
as result of CRM/ERP solution that may result in monopoly of
that dept.
Low
Medium
All the department should be given access to relevant data
IT department will ensure that every dept. gets access to data
9. Capability to Manage Investment
If Owner is not confident in the ability of the project
management team implementation will be impacted
Low
High
Provide visibility for solution to owner. Provide some examples
of how the solution can help the overall business.
Show each individual's credibility of those working on the
project to build trust with Owner
10.
ERP/CRM solution may results in effecting decision making
capabilities
Low
Medium
There should be proper mechanism of using data for managing
investment decision
There will be investment management committee that will take

13. responsibility of decision making
11. Organization and Change Management
If Trusty Carpets employees not fully utilizing system
Medium
High
Include change management plan in planning phase. Provide
adequate training for the implemented solution
Policy letters to prevent bypassing the new system
12.
If CRM/ERP solution requires an organization change its
business process that may require lot of change management.
That may have impacts on business
Low
Low
There is need of proper change management process
A change management team will be developed to look after
change management process
13. Dependencies and Interoperability
If The customer relationship management (CRM) system does
not integrate into the Enterprise resource planning (ERP)
system
Low
High
Provide proper details of what combinations of programs are
required for the solution. All cost related to the new solution
will all be included in the cost analysis.
Re-engineer the system to lower dependency on other programs
14.
CRM/ERP solution may results in higher level of dependency
on data/information and Some dept may not get access to
relevant data
High
Medium
All the department should be given access to data
A role based methodology to access organization`s data is

14. recommended
15. Security
If Users do not follow security protocols, unauthorized entities
may gain access to sensitive information
Low
High
Training on policies and procedures will be mandatory for
system users
Systems checks for unauthorized activity as well as a review of
policies and procedures
16.
Data stored as result of CRM/ERP solution may be subjected to
Security and Privacy regulations or unauthorized people may
access this data
High
Very High
Access to information should be restricted for unauthorized
access
Information assurance officer will be responsible to look after
information security needs of organization
17. Surety (Asset Protection)
If Systems are not properly protected and backed up the system
could be down for an extended period
Low
High
Hardware redundancies are included in the solution to mitigate
damage. All methods of security are tested to ensure the
solution is not vulnerable.
A procedure for local systems and paper backups during system
down time will be in place.
18.
CRM/ERP solution will results in increase in it related assets,
that may requires extra protection
Medium
Medium
Physical and logical security will be ensured

15. IT audit will be performed to improve physical and logical
security of It related assets
19. Privacy
If System does not meet privacy requirements organization
could face penalties
Low
Medium
Verify system meets all Privacy standards. Get support of the
software vendors to ensure privacy is protected.
Immediate action to correct issues is required
20.
CRM/ERM solution may results in required information not
available to concerned dept. Privileges of accessing data may
also be affected
Low
Low
Privacy of organization`s data should be protected
Rule based access to private information with proper log
monitoring system will be implemented
21. Project Resources
If Funding for project is not procured.
Low
Medium
If funding is not obtained project is delayed until proper
funding is available.
Seek alternative financing. Revise solution to fit budget
22.
There is risk of unavailability of required resources for project
implementation an d operation
Low
High
List of project resource required will be made before starting
the project
Project management and executive team will ensure availability
of Project resources

16. Approval of the project implementation is pending Owners
approval.
Low
High
If the project is not approved, project manager will work with
owner to ensure all requirements are fulfilled.
Revise solution to fit owners requirements
23. Schedule
If Schedule not accurate leading to project over runs. Scheduled
estimates and objectives not realistic resulting failure to
implement solution
Low
Medium
Collaborate with owner, to touch on all aspects of activities that
will take place over the life of the project. Provide a detailed
scheduled for each stage of the project.
Reduce cost overruns as much as possible
24.
ERM/CRM solutions implementation process may easily go out
of schedule
Very High
Very High
All departments will taken on board about implementation
schedule of project
Project management and executive committee will work close to
develop accurate and reliable schedule
25. Initial Cost
If Initial funding cost are not accurate equipment purchase may
not be timely causing delays and additional cost
Low
Medium
Complete planning of system will mitigate the potential for

17. errors
Re-validate total systems development cost to include additional
cost
26.
Initial costs of project may go out of control easily
Medium
Medium
Initial costs carefully monitored
Project management team will carefully monitor initial cots
estimation on weekly basis
27. Life Cycle Cost
If Life Cycle costs are not valid the system may not be
completed without additional funding
Low
High
Thorough planning of system will reduce potential for cost
errors
Present additional costs to owner for approval
28.
ERP/CRM solutions may easily go out of estimated costs due to
length of schedule and changing markets
Medium
High
All the costs will be monitored throughout the project
All life cycle costs will be estimated with the help of
management accountancy techniques to ensure accuracy, and
monitored by project manager and auditors
29. Technical Obsolescence
If Outdated technical resources are used the system may not
function as planned
Low
Medium
Ensure hardware purchased is not obsolete.
Do not purchase out dated resources
30.
CRM/ERP requires, resource and training of employees.

18. Technology may get obsolete quickly
Low
Medium
Employees will be trained and technology requirements will be
evaluated
HR department will conduct CRM/EPR training and IT dept.
will identify critical technical assets that may be subjected to
obsolesces
31. Technology Environment
If The associated hardware, software and network fails and
causes the solution to be delayed and cost more
Low
High
Ensure all components are compatible with the proposed
solution
Have a list of backup components which could be used if any
fails
32.
Technical environment may not be supported by previous
infrastructure and employees,
Low
Low
Technical requirements will be identified and meet for project
IT dept. will evaluate organization`s readiness for CRM/ERP
project implementation
33. Reliability of Systems
If the systems response time is too slow user may resort to local
systems that bypass solution making data unreliable
Low
High
Systems architecture must be able to handle required load
Policies for required use of system and training
34.
IT based system may have its own problems and their reliability

19. can not be guaranteed
Medium
High
Reliability of systems will be ensured
IT dept. will develop Business Continuity and Disaster
Recovery Plan for ongoing business operations
35. Data and Information
If Data interface is complicated and additional training is
required which increases costs
Low
Low
Proper testing methods to ensure the interface is user friendly
Work with staff to understand preferences and try to integrate in
the process.
36.
Data and information works as engine of CRM system, that may
not be available or requires extra resources for storage
Low
Low
All the Customer contact centers will be developing strategies
to collect customer information
All customer contact centers will be provided with all technical
facilities to record customer information
37. Overall Risk of Investment Failure
If System planning is not thorough and the system does not
meet the required goals. System may fail at a high cost
Low
High
Ensure proper planning and adherence the systems development
life cycle
A complete review of the system with possible reengineering
will be required
38.
ERP/CRM implementation may not result in expected results
due to many reasons, nearly half of ERP/CRM solutions in USA

20. results in failure
High
High
It will ensured that ERP/CRM project implementation best
practices are implemented
Investment appraisal techniques before project start, and risk
management techniques, with best practices and evaluation and
monitoring of project will ensure success of project
The risks that would be the most threatening to the project are
failure to procure funding for the project and runaway scope,
and system does not meet the needs of the client. There are also
risks associated with the management of the project. If the
project management team is not experienced, and cannot
properly manage the project, the cost to the organization could
exceed the project. The risk scale used in the above table
ranges from Very High, High, Medium, and Low degrees, which
indicates the risks relevant category have on overall project. In
cases where risk levels are very high or high, these risks may
severely impact the business and project implementation
process. A proper risk mitigation plan must be implemented in
order to lower those risks. All these risks should be discussed in
project plans and relevant risk management strategies should
also be identified with proper roles and responsibilities for
corrective measures.
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http://www.computerworld.com/article/2576450/app-
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