The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
VADS bring together People, Processes and Technologies to enable effective and dynamic use of information and communications. Our focus is to empower businesses with value-based innovative solutions and services by offering our expertise.
PwC’s Software Robotics Solution uses smart software
to replicate tasks and processes that are performed by
humans.
This has become popular for transformational
programmes because of the following reasons:
• Non-Invasive: The software is deployed on the
existing technology architecture so underlying
systems/applications remain unchanged
• Rapid deployment: time to implement is
“weeks” and not “months”
• Early payback: Return on investment is
typically 1 to 2 years (sometimes sooner)
depending on type of process and volumes –
which is fast when compared t
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
VADS bring together People, Processes and Technologies to enable effective and dynamic use of information and communications. Our focus is to empower businesses with value-based innovative solutions and services by offering our expertise.
PwC’s Software Robotics Solution uses smart software
to replicate tasks and processes that are performed by
humans.
This has become popular for transformational
programmes because of the following reasons:
• Non-Invasive: The software is deployed on the
existing technology architecture so underlying
systems/applications remain unchanged
• Rapid deployment: time to implement is
“weeks” and not “months”
• Early payback: Return on investment is
typically 1 to 2 years (sometimes sooner)
depending on type of process and volumes –
which is fast when compared t
Are you running a small business? This white paper, written by NetSuite, explains how a unified, cloud-based financial platform can provide the stability that offers a spring board for opportunities.
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The outsourced accounts payable services covers a wide variety of transactional processes that includes may services.
https://www.myndsolution.com/accounts-payable.html
online food delivery system projects.docxAKHILPATEL92
Rapid technological advancements have disrupted multiple sectors, including communication, banking, and business. Before the Web's advent, businesses were confronting obstacles in connecting with the customers, boosting service speed, and monitoring the business climate. The Web bridged the gap and played a crucial role in transforming the business climate completely. Also, emerging technological trends are forcing companies to adopt and integrate new technologies to improve customer experience.
Though technology disrupted conventional business practices, it also empowered small businesses to strive to broaden their horizons. The feeders attempt to leverage the Web's potential for bridging the gap between customers and business. Big players like Uber Eats have adopted technologies that quickly address and resolve customer's issues. Feeders.com is an effort to boost the capabilities of a newly launched restaurant that provides online food delivery services. Feeders currently are being operated in a single city. They don't have much muscle in allocating massive sums of money for improving customer experience, and their complaint management is also incapable of managing compliments quickly. The venture is in infancy; therefore, the quick attention to complaints can provide a competitive advantage. Also, having a well-functioning complaint management system can facilitate a healthy flow of information within the organization.
Feeders will integrate an online complaint management system in the form of a portal on its site. With the site, users will be able to provide feedback related to the taste, food delivery, and any other issues. The integrated mechanism, then, automatically sorts the complaints. Moreover, the constructed portal will serve as a bridge between customers and the restaurant staff. Presently, the team manages complaints manually, which consumes a considerable amount of time.
The website of the restaurant is also not upgraded. So, the team is required to redesign the site and in order to improve its user experience. The program will automatically schedule the complaints to notify the right person. Proven and time-tested methods were utilized in the design and development of feeders.com. Languages like HTML, CSS, PHP, and MySQL are widely popular languages that are commonly used to execute such operations.
To execute the project on time with no errors, a significant amount of attention has been given to each and every phase of the project. Effective project management, neat and clean coding, excellent test planning, and detailed documentation helped the team deliver a high-quality, fully functioning web portal.
Rpa ai automation webinar by new, cfgi, ui path 11 82018Bob Fitzpatrick
Automation…RPA…AI…Bots… are currently the hottest words across the various industries. So what do they mean and how to leverage this new technology? Join us as we explore starting an automation journey and leveraging automation in finance led by Sebastian, Bob, Andres, and Daniel. Our special guest is Boris Krumrey, UiPath’s Chief Robotics Officer, who will share with us the exciting landscape of automation and where it is heading.
The following document contains case study related to the startup my friend started, DIGITERIA.NET . Due to the changing nature of our startup, we moved to ERPAL, which is a web based ERP solution, ideal for small/medium enterprises.
My project “Inventory Management System” is an online software application which fulfills the requirement of a typical stock analysis in this company. It provides the interface to users in a graphical way to manage the daily transactions as well as historical data. Also provides the management repots like monthly inwards, monthly deliveries and monthly returns. In this software, they can add suppliers, edit or delete suppliers depends on their needs. They can see and keep track of their cost of different types of product.
Running head PRELIMINARY INVESTIGATION REPORT1INVESTIGATI.docxSUBHI7
Running head: PRELIMINARY INVESTIGATION REPORT 1
INVESTIGATION REPORT 5
STAGE 1: PRELIMINARY INVESTIGATION REPORT
Introduction
Precision Electronic Parts (PEP), Inc. is a small private business that has retained me to develop a new billing and payment system along with associated processes. PEP is a specialized electronics company located in Kansas. It has mass-produced an extensive range of precision electronic components and replacement parts for medical equipment utilized in hospitals, pharmacies, and doctor’s offices, for the past 20 years. The company is now experiencing a significant increase in sales since they added a new line of more efficient low voltage motors that can be used outside of the healthcare industry. PEP’s Finance Department is getting further and further behind in their invoice, billing and payment processes. The Chief Information Officer of PEP has initiated this investigation and I an independent Business and IT System Analyst, performed the investigation.
Problem to be solved
As previously mentioned, the company is now experiencing a significant increase in sales since they added a new line of more efficient low voltage motors that can be used outside of the healthcare industry. Due to the backlog in the payment process and billing system, the IT Steering Committee (ITSC) has decided to initiate the replacement of the existing customer billing and payment system, and its processes. An investigation was conducted, to identify some of the departmental issues, as well as determine suitable solutions in order to resolve the backlog in the invoicing, billing, and payment processes and to meet and or exceed the new customer demand. The ITSC would also like to know if the new system will be able to be interfaced with other new IT systems and updated business processes as needed.
Findings
The newly proposed system will be expected to fulfil several objectives, generate invoices and send client emails, generate reports on account receivables, oversee, monitor and store client charges, to include making client installments charges and storing those transactions in an internal Microsoft database. The invoicing section will also be expected to carry out 30 and 60 day or more delinquent invoicing, while automatically adding the 2% fee to all invoices over 30 days due. The proposed system will also send the invoices to the client at the end of each month. The Marketing Department will provide the monthly reports showing any updates made. The current system has a high operational cost because of the many different departments operating together but with the proposed system, all the operations with be carried out by a single department, this will not only ensure efficiency but also reduce cost but reducing the number of employees.
Some of the current constraints with the current system are due to the high operational cost because of the current number of employees using the system. The processing ...
Similar to PDQ Project for IT Project Management Course (20)
Running head PRELIMINARY INVESTIGATION REPORT1INVESTIGATI.docx
PDQ Project for IT Project Management Course
1. Project Management
CIS 8000
PIZZA DELIVERED QUICKLY
Pizza Factory Software System
04/27/2015
Team Members
Dengbing Zhao
Dottie Sampson
Fanyi Meng
Jason Hawkins
Zhenbo Hu
2. Background
PDQ had a tough business with its home delivery service in the last 5
months.
30% sales drop from home delivery service
3. PDQ CIO Jack: “Let’s work with FZJP Inc. team to fix this issue.”
4. Executive Summary
The purpose of the Pizza Delivered Quickly (PDQ) project proposal is to assess the external
and internal environments for the company, establish the goals and objectives for the company,
define the operational strategies, and develop action plans to implement the identified strategies.
The external environment for PDQ is highly competitive. There are local and national chains that
compete for the same customers PDQ targets. Of these, Pizza Hut and Dominoes Pizza are the
strongest competitors. Recently PDQ has lost 30 percent of sales revenue due mostly to a drop in
their home delivery business. They attribute this solely to their major competitor, Dominoes, who
recently promoted a program that guarantees 45-minute delivery service from order entry to home
delivery.
The internal environment at PDQ is strong; however, the executive team has recently
acknowledged that their biggest weakness is their failure to update their technology. PDQ
currently uses computers for in-store operations and the usual business functions, but otherwise is
not heavily dependent upon software systems to help them receive, process, and provide home
delivery to their customers. The pizza industry is a highly competitive and mature market and, since
the popularity of the Internet as well as mobile commerce is transforming the traditional method of
ordering a pizza, overcoming this weakness is paramount to their business strategy.
The proposal is for the development and implementation of a software application system
which identifies local pizza factories, and the creation of the software system needed to operate
them. The project involves developing several software modules consisting of a Pizza Factory
Locator Subsystem, Order Entry Subsystem, Order Submit Subsystem, Logistics Subsystem,
Routing Subsystem and Inventory Management Subsystem. Testing will be done continuously and
in stages. The first stage is to develop and test the software components and the communications.
5. The second stage will be to integrate a navigation algorithm to ensure correct routing of the orders
to the appropriate factory and/or delivery van. The final stage will be to deliver, install and train
identified staff.
With the implementation of this system, PDQ can achieve its goal to increase revenue by
30%, while maximizing the interest of all stakeholders, which includes their customers, employees,
shareholders, and the community at large. This system will be instrumental in PDQ’s quest to have
the most advanced Quick Service Restaurant (QSR) mobile ordering site in the U.S., while
reestablishing market share in the home delivery section of their business, and gaining competitive
advantage over the competition.
6. Contents
Background ............................................................................................................................................6
Customer Statement of Requirements .....................................................................................................7
Technical Approach............................................................................................................................... 11
Agenda for Project Scoping Meeting ...................................................................................................... 14
Detailed Statement of Work .................................................................................................................. 16
JPSS Sessions ........................................................................................................................................ 14
Final report........................................................................................................................................... 18
Executive Summary........................................................................................................................ 18
Overall success of the project......................................................................................................... 21
Technical requirement................................................................................................................... 22
Strengths and weaknesses of the approach..................................................................................... 22
Appendix:............................................................................................................................................. 24
Background
Pizza Delivered Quickly (PDQ) is a local chain of 40 eat-in and home delivery pizza stores.
Starting in 2007, PDQ had a guarantee that customers would receive their pizzas within 45 minutes
of placing an order or they would receive the pizzas free. The guarantee was reduced to $3 off in
2012. In 2013, the company settled a lawsuit brought by the family of an Indiana woman who had
been killed by a PDQ delivery driver, paying the family $2.8 million. In another 2014 lawsuit,
brought by a woman who was injured when a PDQ delivery driver ran a red light and collided with
her vehicle, the woman was awarded nearly $80 million, but accepted a payout of $15 million. The
7. guarantee was dropped that same year because of the public perception of reckless driving and
irresponsibility.
PDQ now advertises one-hour delivery. Recently PDQ has lost 30 percent of sales revenue
due mostly to a drop in their home delivery business. They attribute this solely to their major
competitor who recently promoted a program that guarantees 45-minute delivery service from order
entry to home delivery. PDQ currently uses computers for in-store operations and the usual business
functions, but otherwise is not heavily dependent upon software systems to help them receive,
process, and provide home delivery of their customers ‘orders. In order to compete in the home
deliver market, the company must invest in the development of a software application to identify
local ‘‘pizza factory’’ locations and create the software system needed to operate them.
Customer Statement of Requirements
Dee Livery, President of Pizza Delivered Quickly Inc., is concerned about PDQ’s inability
to guarantee 45-minute delivery service from order entry to home delivery, like its competitor and
the significant drop in the company’s home delivery business, which has yielded a 30 percent
decrease in sales revenue. She has charged Pepe Ronee, the Supervisor of Computer Operations,
and Dottie Sampson, the Chief Operations Officer of PDQ Inc. with the task of overseeing the
development a software application that identifies ‘‘pizza factory’’ locations and creates the
software system needed to operate them. Ms. Livery has made this a top priority and has stated that
the future of the company is dependent on the success of this project. The aim of this project is to
develop a software system that would increase the efficiency of the delivery process. The project is
focused on making the home delivery fully automated such that it is easier to guarantee 45 minute
delivery. According to Pepe Ronee, there are 6 required components of the software project:
8. 1. Pizza Factory Locator Subsystem designed to find the pizza factory locations. The
Chief Operations Officer has stressed the fact that it is not known how many such
factories will be needed nor where they should be located. The software
subsystem will have to determine that.
2. Order Entry Subsystem which will support store and factory operations.
Telephone orders will come to a single location, be taken there and then routed to
the appropriate store or factory electronically. This system focuses on routine
business functions and should be easily defined. Off the shelf commercial
software may be a big part of the final solution to support store and factory
operations. This subsystem can utilize COTS (commercial off the shelf) order
entry software
3. Order Submit Subsystem which will direct the order to a store, factory or pizza
van. The logistics for making this assignment are not at all clear, and subsystem
design will be complex.
4. Logistics Subsystem which requires a holistic view of the entire PDQ system. Its
complexity arises from the fact that the pizza vans are a mobile production and
delivery facility. So the assignment of an order to a pizza van must take into
account where the van is likely to be when it is time for order delivery
5. Routing Subsystem which will be a routing subsystem for the delivery trucks. The
Chief Operations Officer wants a system that includes the installation of GPS
systems in all the delivery trucks.
6. Inventory Management Subsystem to manage inventories at all stores and factories
and automatically reorder from the single vendor that PDQ has been using since it
first started in the business.
9. Problems with the primitive system:
As noted by Ms. Livery, the traditional use of computers for in-store operations and the
usual business functions is no longer acceptable from a competitive stand point. PDQ’s outdated
system has the following drawbacks:
Inefficient process for receiving and processing orders for home delivery
Delayed ability to provide timely in-store service or competitive home delivery
Customers are technologically savvy and tend to heavily utilize mobile devices. PDQ
currently cannot meet this need.
Software Solution:
We propose a software solution to the above problems which would allow PDQ to
streamline the operational processes and reduce the pizza delivery time to 45 minutes or less.
The order entry system would allow customers the option of placing their orders from a telephone,
computer or any mobile device. For customers who prefer to speak with a staff member, once they
provide the delivery zip code, they will be routed to the assigned pizza factory. To accomplish the
objectives, FJZP recommends PDQ implement facilities for central order-entry location and storage
for products. These locations will have the capability to receive all incoming calls and online
orders. Once the order(s) are completed, they will be routed to the nearest store front or pizza van
for delivery or pick up. Each facility is zoned by zip codes. They will submit orders to PDQ’s store
fronts and vans within a two to three mile radius from the customers. To reduce production time
required to prepare and bake the pizzas, FJZP recommends PDQ adopt the competitor’s production
model, whereby the more popular pizzas such as pepperoni, cheese, supreme, and meat lovers are
pre-made, frozen and oven-ready to bake in 10-15 minutes.
10. BUSINESS PROCESS DIAGRAM: PIZZA DELIVERED QUICKLY (PDQ)
ORDER PAY
PDQInc.
Customer
Enter order system(online) Provide delivery New customer Make menu Confirm Enter credit card Receive
zip code enters additional info selections order & payment info order
OR price confirmation
OR OR
Call 800 telephone number Returning customer Indicate CASH
to place an order confirms delivery address transaction
PDQInc.PizzaFactory
FactoryClerk
Telephone order Online order
routed to routed to
assigned pizza assigned
factory pizza factory
PizzaChef
Bake pizza
DeliveryDriver
Deliver pizza Receive CASH pymt/ Close out
sign for credit pymt transaction
11. Technical Approach
By applying this methodology, the time required for order preparation is reduced, which
fosters a critical step in the process for faster delivery time. Logistics is addressed by assigning
drivers to specific zip codes to reduce delivery time. Each driver is responsible for delivering
orders specific to their designated delivery zone. Customers receive an order confirmation are
informed upon their order-entry delivery time is 45 minutes or less unless they want a specialty
order. The optimization of the inventory management subsystem will allow store managers to
submit orders for morning delivery of raw materials needed to fulfill production requirements at the
various locations. To address the routing subsystem for drivers and pizza vans, GPS systems are
installed for timely and accurate identification of delivery location which subsequently reduces
delivery time. Customers will have the option not only to pick up their order(s) from store fronts
but also from pizza vans that are centrally located in business parks for faster service. As
mentioned, pizza vans are mobile but are utilized primarily in business parks for lunch and dinner
hours. If a customer chooses to pick up their order from a pizza van, then their order(s) will be
routed and submitted to a van closest to them. This process should satisfy Ms. Livery’s
requirements to reduce delivery time from one hour to 45 minutes or less, stabilize and increase
revenue sales, and create an IT infrastructure which aligns PDQ’s business strategies with an
advanced information system.
Order Entry
Purchase software from IBM to implement a centralized order entry program to receive
incoming calls and online orders for PDQ.
12. IBM has created a platform to centralize orders to one or multiple locations. This platform
is user friendly and establishes a well-integrated system for business strategies.
Training regiments will be implemented for all personnel
Inventory Management
This application will enable management to monitor and control products. In addition,
managers can order products for reimbursement from central order facilities.
DevelopFacility Locator Application
Design Service Area for facility to centralize orders, submit orders, and deliver products to
designated store fronts or pizza vans.
Set up store/van location database by designating each facility to service stores within
assigned zip codes.
Match order address to closest store front or pizza van for delivery or pick up two-three
miles radius from customer’s location.
DevelopLogistics Application
Design Service Area by assigning drivers to specific zip codes and installing GPS systems
for accurate and faster delivery time. Additionally, install similar systems for pizza vans.
Set up store/van location database for customer delivery or pick up.
Match order address for closest store front/van for faster delivery service.
DevelopOrder-Submit application
Set up store/van location database for centralized order intake to submit orders to closest
pizza chain.
13. Distribute order to store/van location two-three miles radius from customers’ location
Display order on store/van monitor for order submission to the designated location to
process the incoming order and delivery.
14. Agenda for Project Scoping Meeting
Agenda for
Project Scoping Meeting.docx
Sessionof JPSS
Agenda for JPPS Session1
Agenda for JPPS
Session 1.docx
Agenda for JPPS Session2
Agenda for JPPS
Session 2.docx
Agenda for JPPS Session3
Agenda for
Session 3.docx
15. Work Breakdown Structure
1. Receive Order
1.1 Order Entry Subsystem
1.1.1 IBM Sterling Order Management – Order Entry
1.1.1.1 Purchase IBM Software
1.1.1.2 Implement IBM Platform
1.1.1.3 Train Employees
1.2 Locator, Logistics & Inventory Subsystems
1.2.1 IBM Sterling Order Management – Inventory
1.2.2 Develop Locator Application
1.2.2.1 Design Service Area
1.2.2.2 Set store/Van Location
1.2.2.3 Match Order Address
1.2.3 Develop Logistics Application
1.2.3.1 Design Service Area
1.2.3.2 Set store/Van Location
1.2.3.3 Match Order Address
1.3 Order Submit Subsystems
1.3.1 Develop Submit Application
1.3.1.1 Set Store/Van Location
1.3.1.2 Distribute Order To Store/Van
1.3.1.3 Show Order On Store/Van Monitor
2. Process
3. Home Deliver
3.1 Routing Subsystem
3.1.1 Develop Routing Application
3.1.1.1 Design and Develop Routing Planning Package
3.1.1.2 Embed GPS Function in Package
3.1.1.3 Synchronize Order Information To Delivery Trucks
3.1.1.4 Install Package and GPS on Delivery Trucks
3.1.1.5 Delivery Commissioning
16. Detailed Statement of Work
The software application project for Pizza Delivered Quickly is mainly focused on
implementing and optimizing the six subset systems. After constructing the Requirements
Breakdown Structure, consideration will be given to the constraints and dependencies of the
activities and tasks. Once this has been accomplished, the Project Network Diagram is developed,
to include the Task ID and duration on each task. In the first activity, once we implement the on-
shift software, we can quickly move onto the next activity. The task of user training is implemented
in parallel, in order to save the total time for the project. Once the Project Network Diagram has
been finalized, the critical path can be identified as indicated stars below.
Figure 1: Project Network Diagram with critical path ( labels critical path)
Figure 2: Project Network Diagram with slack
18. FINAL REPORT
Executive Summary
FJZP Inc. has been retained to resolve a business issue for a specific enterprise entitled,
Pizza Delivered Quickly (PDQ). PDQ reports a 30% loss in revenue sales from the point of order-
entry to their home delivery service. The loss is contributed mainly to their major competitor’s
advertisement of a 45 minute delivery time. PDQ advertises a 1 hour delivery policy. Their
Computer Operations Manager has been assigned the task to create six software applications to
enable the company plausibility to maximize their earning potential. FJZP’s Project Management
Team offers a proposal to optimize PDQ’s software cohesively. Strategically, the optimization
process would maximize production, calibrate and reorganize the necessary steps for faster delivery
time, and ultimately increase revenue sales which will create opportunity for PDQ to expand its
brand.
To accomplish the objectives; FJZP recommends PDQ implement facilities for central
order-entry location and storage for products. These locations will have the capability to receive all
incoming calls and online orders. Once the order(s) are completed, they will be routed to the
nearest storefront or pizza van for delivery or pick up. The delivery system is zoned by zip codes
and will submit orders to PDQ’s storefronts and vans within a two-three mile radius from the
customers. To reduce production time required to prepare and package the pizzas, FJZP
recommends PDQ adopt Little Caesar’s production model. The more popular pizzas such as
pepperoni, cheese, supreme, and meat lovers are pre-made, frozen and oven-ready to bake in 10-15
minutes. By applying this methodology, the time for order preparation is reduced, which fosters a
critical step in the process for faster delivery time. Logistics is addressed by assigning drivers to
specific zip codes, so that each driver is responsible for delivering orders specific to their designated
19. delivery zone. which will also aid in reducing delivery time. Customers are notified via order
confirmation of their specific 45 minutes or less delivery time, unless they have placed a specialty
order. The optimization of the inventory management subsystem will allow store managers to
submit orders for morning delivery of raw materials needed to fulfill production requirements at the
various locations. To address the routing subsystem for drivers and pizza vans, GPS systems are
installed for accurate delivery location which reduces delivery time. Customers will have the option
not only to pick up their order(s) from storefronts but also from pizza vans that are centrally located
in business parks for faster service. As mentioned, pizza vans are mobile but are utilized mainly to
service business parks for lunch and dinner hours. If a customer chooses to pick-up their order from
a pizza van, then their order(s) will be routed and submitted to a van closest to them. This process
should satisfy Dee Livery’s requirements to reduce delivery time, stabilize and increase revenue
sales, and create an IT infrastructure which aligns PDQ’s business strategies with an advanced
information system
Figure 3: Variance graph
20. The cumulative variance graph shows two lines which represent percentage of planned tasks
completed and percentage of tasks actually completed. At the beginning of the project, we followed
the schedule planned at the beginning. As the project was progressing, we had some time delay,
which caused the project to be finished behind schedule. In spite of the delayed completion time,
the project still finished within an acceptable time variance.
Figure 4: Milestone trend chart
Our milestone diagram was scaled by days, and we tracked our project process every ten
days. The difference between planned days and actual days was measured at the end of each ten day
period, and this difference was indicated on the milestone diagram until the project was completed.
As noted on the milestone diagram, we had one-day negative time variance at the end of ten days,
fifty days, and sixty days.
21. Figure5: Project progress graph
Based on the progress diagram, we had a negative time variance, which indicates the
presence of slack in the project schedule. However, at project completion, it was noted that it took
longer that we had planned at the beginning.
Overall success of the project
The goal was to complete this project in approximately 72 days. Based on monitoring the
process of the project, there was some time delay, which extended the time need to complete the
project by several days. The project was finished successfully and within the established resource
constraints. In addition, the project team met all objectives and success criteria as outlined at the
beginning. During the course of the project, the team had a wonderful time discussing and planning
22. the details of the project. When we had different ideas, we discussed together and figure out the best
way. Through our group work, we finished each project step successfully until we finished the
whole project successfully.
Technical requirement
Technical requirement
No. Subsystem Product Technical requirement
1 Order
entry
IBM Sterling
order
management
1,Easily integrated with TCP/IP-based
products
2,Touch-control operation
3,Integrating capability with payment system
4,HTTPS connections
2 Locator Pizza Locator 1,TCP/IP-based platform
2,Customized interfaces
3,Centralized database
3 Logistics Pizza Logistics 1,TCP/IP-based platform
2,Exact address match solution
3,Centralized database
4 Inventory IBM Sterling
order
management
1,Easily integrated with TCP/IP-based
products
2,Touch-control operation
5 Routing Pizza routing 1,Automatic sorting of delivery address
2,Periodically update of GPS map
Strengths and weaknesses of the approach
Now, the project is going to close very soon. We as a project team need spend some time to
look over the whole project again. What we have learned from the project, and what are our
strengths and what are our weaknesses that we realized during the project.
23. Strengths
1. Inventory management: This is the most important and competitive feature for our operating
systems, compared with our competitors in the Pizza Delivery Market. We are using
Material Requirement Planning (MRP) to plan and smooth our purchasing flow. It helps us
maintain the inventory in a very reasonable level. Thus it will lead us to most cost efficient
operation and be competitive among the competitors.
2. Routing Optimization: All the delivery trucks are equipped with GPS systems, which will
interact with our Routing Subsystem about its most current location and the traffic condition
on the road. The Routing Subsystem will do the on-line analysis and quick response to the
most optimized routs, in order to guide the delivery truck to finish the delivery quick and
time saving.
3. Process optimized: Using the most advantage technology, we bought some of the
benchmarking system in the field and implemented it. We also did a lot of development to
customize them systems according to our business operation model. During the test phase,
we can realize that the process has been optimized tremendously, the total Pizza delivery
time has been reduced as expected.
Weaknesses
1. Communication: Communication is always very important and a risk to the successful
project in the Project Management Life Cycle (PMLC). Even though we didn’t have big
problem on the communication during the project, we still can not say the communication
was efficient. In future, we can use collaborate website to help communicate and share the
important documents during the whole projects. Make sure all the project team can get the
most updated and enough information about the ongoing project.
2. User Training: We had implemented and customized the six subsystems for the company.
And there are plenty of features and functions available. We also conduct the user
acceptance test with the key users in the company. But the company still needs the complete
process on how to provide the end user enough training on the new systems and all the
functions should be well documented as operation manuals by the key users from the
business prospective. This is the very important step to make sure the system are well and
fully used in future in their daily work in the business department.
Overall speaking, this is a very successful project. But we can still learn a lot from the whole
PMLC, and do even better in the future projects.
25. 3, Resource Schedule
WBS Task name Duration
1.1.1.1 Purchase IBM software 4 days
1.1.1.2 Implement IBM platform 2 days
1.1.1.3 Training employee 10 days
1.2.2.1 Design service application 20 days
1.2.2.2 Setup store/van location
database
15 days
1.2.2.3 Match order address 4 days
1.2.3.1 Design service area 7 days
1.2.3.2 Setup store/van location
database
15 days
1.2.3.3 Match order address 4 days
1.3.1.1 Setup store/van database 15 days
1.3.1.2 Distribute order to store/van 7 days
1.3.1.3 Show order on store/van
monitor
3 days
3.1.1.1 Design and develop routing
planning package
20 days
3.1.1.2 Embed GPS function in
package
15 days
3.1.1.3 Synchronize order
information to delivery
trucks
3 days
3.1.1.4 Install package and GPS on
delivery trucks
15 days
3.1.1.5 Delivery commissioning 10 days
Table1: Time estimation
Labor $144,000
Materials $6,000
Equipment $7,000
Service $5,000
Software $7,000
Hardware $2,000
Facilities $1,500
Table 2: Cost estimation
26. 4, Final deliverables
Final
deliverables.docx
5, PDS(Project Definition Statement)
PROJECT
DEFINITION STATEMENT.docx
6, Project progress state
Time in days Percentage of tasks
planned completed
Percentage of tasks actually
completed
0 0 0
4 5.88 6
6 11.76 13
7 17.65 20
16 23.53 27
20 35.29 35
22 41.18 40
26 47.06 42
35 58.82 48
38 64.71 57
39 70.59 63
53 76.47 69
54 82.35 74
61 88.24 78
64 94.12 85
74 100.00 88
7, Project proposal
IT project
proposal final.docx