Kirthana Palaniswamy is providing a final report to stakeholders on the ERP implementation project for Kurose Systems Inc. The report provides an update on the status of key tasks and deliverables, noting that some went over the planned end dates. It aims to keep stakeholders informed on the progress of integrating the supply chain, finance, and HR modules into a single ERP system to optimize the company's resources and make information more accessible.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
Project Governance Model PowerPoint Presentation Slides SlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
-------------------------------------------------------
In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Project Governance Model PowerPoint Presentation Slides SlideTeam
Explore our Project Governance Model PowerPoint Presentation Slides for project planning and management. The governance structure PowerPoint complete deck contains set of ready to use slides such as project brief and description, project management lifecycle, project process, risk identification, risk management report, project team, budgeting and time management, timeline, work breakdown structure, activities sequence, project risk and communication plan cost and human resource management, quality management and progress summary etc. Outline all the important aspects without any hassle. It has templates with professional background images and relevant content. Demonstrate project status report planned and actual performance comparison, project health card with project structure and governance framework PowerPoint templates. Showcase project risk and communication plan using project management framework PPT visuals. The presentation will provide guidelines, how to manage a project from start to finish. Download project management structure Presentation design to showcase the purpose of project management
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
-------------------------------------------------------
In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Best Practices for Managing a Large-Scale SAP System Consolidation ProjectSAPinsider Events
View this session from Managing your SAP Projects 2014. Coming to Las Vegas in November! www.sapprojects2015.com
Get best practices for successfully migrating users, processes, and data from multiple legacy SAP systems in multiple countries to a single, global SAP ERP system. Attend this session for:
- Tips to structure business and IT teams globally and locally to successfully complete an SAP system consolidation project
- Insight into the challenges, tools, and methods for managing this type of project from each major project phase – from prep through go-live
- Guidelines for successfully migrating over 100 different master and transactional data objects across functional domains from multiple countries
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
Sharing the basics of Project Management - which should be helpful for every project team member.
Often Designers are known to work in their silos and talk their own lingo. It's increasingly important for Design & UX folks to understand overall Project Management & Processes.
This should help propel the case for Design focused execution of projects.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
Some of the target measures of success for an effective PMO is the company is they contribute towards a company being financially successful where the shareholders are satisfied, the organisation works on the right projects at the right time, strategies are being executed as agreed and programs and projects are aligned with corporate strategy.
CRMready Webinar Series - Part 3 - How to Make Your Nonprofit’s CRM Implement...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, the project roles needed for a successful CRM implementation, and project management. In part 3 Heller Consulting talks about managing expectations with change management, evaluating risks with a CRM implementation and what roles are needed to ensure the project is a success for your nonprofit organization.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
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PMP ERP
1. ERP Implementation for
Kurose Systems Inc.
EZ Solutions
Prepared By:
Ahmad Moumneh
Babatunde Olasubulumi
Harkirat Singh
Houri Alinejad
Kirthana Palaniswamy
Project Supervisor:
Dr. Amin Hammad
Fall 2014
3. INTRODUCTION
• Kurose Systems Inc. is a leading company in designing and
manufacturing networking equipment. The company’s revenue
and popularity amongst the competitors stands tall making it
one of the most sought after company in the networking world.
• Recently, the management noticed they were running out of
capacity to handle the load, to keep a track of the inventory
and the attempts made to improve the applications only
crashed the systems.
• Therefore, they want a system that could maintain the
centralized structure of the company by integrating the supply
chain, finance and human resources department in a unified
platform.
4. • The objective of this project is to implement ERP for Kurose
Systems Inc. to automate its business processes and tasks in
order to optimize its resources and make it easily available and
accessible.
• Integrating business functions and process of various
departments of the organization in one platform forms a
critical aspect resulting in improved decision-making
capabilities.
Objective
5. Management Skills
Past Experience of ERP
Projects
Updated Infrastructure
Sufficient Funds
Strengths
Need more
Experienced Staff
Outdated Hardware
Weaknesses
Big Budget Project
High ROI
Success will develop
company profile
Opportunities
• Meeting time deadlines
• Quality of the deliverables
Threats
SWOT
Analysis
SWOT ANALYSIS
6. Weighted Scoring Model for ERP Solution Platform
Criteria Weight SAP Microsoft Dynamics Oracle
Robustness 25% 90 70 90
Operational Disruptions 15% 50 70 90
Learning curve for internal IT support staff 15% 50 80 90
Uses future-proof technology 10% 90 60 90
In-service support 10% 80 80 90
Existing hardware re-usability 5% 80 90 80
Post-implementation success rates (Historical) 10% 70 50 90
Has low risk in meeting scope, time and cost goals 10% 70 80 70
Weighted Platform Scores 100% 72.5 71.5 87.5
0 10 20 30 40 50 60 70 80 90 100
SAP
Microsoft Dynamics
Oracle
SAP
Microsoft Dynamics
Oracle
Weighted
Score by ERP
Solution
Platform
INITIATION PHASE
7. PROJECT CHARTER
Project Title IMPLEMENTING ENTERPRISE RESOURCE PLANNING FOR KUROSE
SYSTEMS INC.
Company Kurose Systems Inc.
Project Unit The TQPM Team
Project Consultant Andhika Cantona
Project Sponsor The Vice President, Operations
Business Unit Operations Division
Project Start Date September 26,2014
Project Duration 20 months
Project Location Montreal, Quebec
Project Objectives The main objective of the project is to install, integrate and commission an ERP using the Oracle E-Business suite.
The following modules shall be deployed in this project:
The Supply chain Module
The Finance Module
The Human Resource Module
Success Criteria • Meeting specified Budget, Time, Cost, Scope, and Quality constraints.
• To enhance the communications between the project team members and stakeholders.
• To meet the expectations of the sponsor and that of all internal and external stakeholders
• Manage the project risk effectively
Approach 1. The need and expectations of the customers shall be continuously tracked throughout the project phases
2. The heads of relevant functional departments shall act as subject matter experts and shall be consultants
throughout the project life cycle.
3. Any contract within this project shall be awarded through a bidding process, according to the organizational
practice
4. The internal employees of the company shall be deployed, whenever possible, to accomplish project tasks
5. Electronic mail shall be primary means of communication to the business management
6. In accordance with the company’s confidentiality policy, all e-mail correspondence on this project shall be
done through the official e-mail of the company and its partners
7. Determine the success factors for the project.
8. The various risks associated with different levels of the project shall be continuously tracked
11. Schedule Network Diagram (AOA)
Note: Duration in weeks
17
5
6
9
10
13
11
14
16
19
21
23
24
26
27
28
29 30
D=10
E=2d
F=3d
I=1
J=1
K=2
G = 3
N=2
O=12 P=2
W = 4
X = 4
Y = 2
Z = 8
A’ = 12
B’ = 2
C’ = 2
E’ = 4
I’=4
J’=4
1
3
4
A = 1
B = 2
C = 1
2
12. Critical Path Analysis
Path 1: A-B-C-D-G-H-N-O-P-W-X-Y-Z-A’-B’-C’= 69 Weeks
Path 2: A-B-C-D-G-H-M-P-W-X-Y-Z-A’-B’-C’= 54 Weeks
Path 3: A-B-C-D-E-F-I-J-K-H-N-O-P-W-X-Y-Z-A’-B’-C’ = 70weeks & 5days
Path 4: A-B-C-D-E-F-I-I’-J’-P-W-X-Y-Z-A’-B’-C’= 54 Weeks & 5 Days
Path 5: A-B-C-D-G-H-N-O-P-W-E’-A’-B’-C’= 59 Weeks
Path 6: A-B-C-D-G-H-M-P-W-E’-A’-B’-C’= 44 Weeks
Path 7: A-B-C-D-E-F-I-J-K-H-N-O-P-W-E’-A’-B’-C’= 60 Weeks & 5 Days
Path 8: A-B-C-D-E-F-I-I’-J’-P-W-E’-A’-B’-C’= = 44 Weeks & 5 Days
Path 3 is the critical path for this project
More resources will be deployed for the critical activities on this critical path. As well,
the reservation of a management buffer is recommended.
14. Project Stakeholders
Project Sponsor.
Administrative staff
Engineers
Team Leaders
Project Team
Customers
Name Position
Andhika Cantona Sponsor
Kirthana Palaniswamy Project Manager
Babatunde Olasubulumi Project Co-ordinator
Harkirat Singh Finance Manager
Houri Alinejad Supply Chain Manager
Ahmad Moumneh HR Manager
Roles and Responsibilities
15. Risk Register
Category of
risks
Risk ID Risk factors Effects Mitigation Risk Owner Probability Impact
Organizational
R1 Lack of management commitment and support
Failure in delivering
business benefits , poor
business performance
• Early Involvement of top
management
• Hold regular meetings and
communicate key project
information throughout the
project life-cycle
Sponsor , Project
Management team
High High
R2 Inadequate ERP selection Medium High
R3 Ineffective strategic planning Low High
R4 Cultural environmental issues High Medium
Project
Managerial,
Operational)
R5 Unclear goals and objectives Low degree of
integration and
flexibility , failure in
meeting design
objectives, possibility of
scope creep, poor
conflict management.
• Hold regular stakeholder
meetings
• Ensure participation of all
stakeholders at every phase
• All changes to be vetted by
the Steering committee
Project Management
team
Low High
Medium HighR6 Changing scope and objective
R7 Lack of strong leadership Low Medium
R8 Ineffective communication Medium Medium
R9 Lack of vendor(oracle) support and partnership Medium High
R 10 Inadequate training Medium High
R 11 Failure to redesign business processes Low High
Technological
R 12 Underestimating the Architecture & Design
Inadequate system
reliability and stability,
technical complexity ,
poor performance of
ERP if went live , loss of
valuable data and
disruption to the
business operations of
the company.
• External ERP consultant to
be used to certify all
technical decisions
Implementation team,
Senior Oracle IT
consultant, Quality team
Low High
R 13 Failure in integration of the three modules Low High
R 14
Design and implementation of system disrupts
the normal business operations
Medium Medium
R 15 Inadequate legacy system management Low High
R 16 Poor software troubleshooting Medium High
R 17 Failure to operate in user’s environment Medium High
Human
R 18 Lack of business and technical knowledge
Low user friendliness ,
Low stakeholder
satisfaction
• Training of all users Stakeholders
(Key-users ,
administrative staff)
High Low
R 19 Users resistant to change Medium Medium
R 20 Lack of user involvement High High
R 21
Inadequate stakeholder relationship
management
Medium Medium
Financial
R 22 Low return on investment Budget overrun ,
potential bankruptcy
• Management buffers to be
reserved
Sponsor Low High
R 23 Cost overruns Medium High
R 24
Insufficiency in pre-implementation cost
analysis
Low High
17. Procurement Management
Procurement Process Initiation
o Procurement Process Initiation
o Arrange Project Budget
o Float Request for Proposal - RFP
o Formation of Technical Evaluation Committee - TEC
o Technical Evaluations - Demos , discussions, queries
o Financial Evaluations - Negotiations
o Finalize the Vendor
o Issue LOI - Letter of Intent
o Issue Purchase Order
o Prepare Detail Project Plan along with vendor
o Approval from Steering Committee
Procurement Plan
• Create and circulate Project Procurement Plan as per Purchase Order
• Review Procurement Plan
• Update Procurement Plan
• Deliverable: Sign-off Procurement Plan
Procurement Implementation
o Purchase license
o Purchase the approved Modules
o Purchase or Update the hardware
Procurement Closure
o Close all Contracts
18. Cost Management
This document formally appoints the following personnel responsible for the
following areas.
Managing Costs Project Manager, Finance Manager
Reviewing Changes Finance Manager
Approving Changes Project Manager
Cost Management Approach
•Direct Costs: incurred directly due to undertaking of this project
•Indirect Costs: Costs which are incurred indirectly towards this project.
•Note: The sunk costs are separately covered in the company’s annual budget
Measuring Project Costs
The management has set the following threshold values which must be reported
in each quarterly meeting by the Project Manager.
Performance Measure Green Yellow Red
Schedule Performance Index (SPI) 0.95-1.05 From 0.8-.95 or 1.05-1.2 <0.8 or >1.2
Cost Performance Index (CPI) 0.95-1.05 From 0.8-.95 or 1.05-1.2 <0.8 or >1.2
20. Cost Change Control Process
The changes, if any, in the cost of the project will only be asked on the change
request document (presented later in this report) duly signed by the head of the
department concerned. The change request must be reviewed by the Project
Manager before accepting/denying such a request.
It is further required that the changes will be presented in the quarterly progress
meetings and the changes must be depicted in the cost measurement sheets.
Potential Causes of Increases in Cost
Following is the for each cost category, of the factors that could lead to an
increase in costs.
•Labor costs
•Equipment Acquisition Costs (Hardware/Software Prices)
•Other Costs
•Special Consulting costs are higher than planned;
•Additional experienced staff effort is required; or
•More on-site travel than planned is required
21. Execution Phase
Quality Assurance
Quality assurance plan includes the process of evaluating the overall project
performance for better quality and great performance. It ensures that the ERP for
Kurose Company to integrate the business functions and processes of the finance
department, the Supply chain, finance and the HR department of the organization
is implemented in one platform.
ERP for specified modules should comply with the specified time, cost, and
scope
Change requests should be carried out effectively.
The outputs of the quality assurance plan will include quality metrics , process
improvement plan , quality checklists Outputs: Quality management plan,
process improvement plan, quality metrics, quality checklists, and project
documents updates
There are 3 quality teams that will be in charge to test the quality of the ERP
system with specific tools headed by a Team Leader for each team for each
module.
22. Project Manager: Kirthana Palaniswamy
Project Sponsor: Andhika Cantona
Distribution: Houri Alinejad, Supply Chain Manager Harkirat Singh, Finance Manager
Babatunde O., Project Co-ordinator Ahmad Moumneh, HR Manager
Date: 1 December, 2014 Report: Final
Ref Task / Deliverable
Plan Start
Date
Plan End
Date
Actual Start
Date
Actual End
Date
Status Owner
Assigned
to
Issues/Co
mments
Project
Changes
1 Project Setup
1.1 Select Project Manager 3-Jun-13 7-Jun-13 3-Jun-13 7-Jun-13 Completed PS
1.2 Select Project management team 10-Jun-13 21-Jun-13 10-Jun-13 21-Jun-13 Completed PM
1.3 Develop a project Charter 24-Jun-13 28-Jun-13 24-Jun-13 28-Jun-13 Completed PS
2 Concept
2.1 Project kick-off meeting 01-Jul-13 01-Jul-13 01-Jul-13 01-Jul-13 Completed PM
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3.4 Testing
3.4.1 Create test instance for production migration 10-Jan-14 23-Jan-14 10-Feb-14 In Progress QT IT, O
3.4.2 Data conversion (test) 23-Jan-14 19-Feb-14 24-Feb-14 In Progress QT IT, O
3.4.3 Module Design & build (test) 19-Feb-14 18-Mar-14 Delayed QT IT, O
3.4.4 Testing the system 21-Apr-14 2-May-14 Not Started QT IT, O
3.5 Migration/Setup
3.5.1 Migrate the system to the production environment 5-May-14 27-Jun-14 Not Started IT, O IT, O
3.5.2 Data Conversion 5-May-14 30-May-14 Not Started IT, O IT, O
3.5.3 Complete Migration 30-Jun-14 19-Sep-14 Not Started IT IT, O
4 Closing
4.1 Closure of the project 22-Sep-14 17-Oct-14 Not Started PM PM
4.2 Lessons Learned Report 22-Sep-14 17-Oct-14 Not Started PM PMT
Project Status Report for ERP for Kurose Systems Inc.
23. Milestones
Milestone
Date
completed
Responsible person Status Comments/Issues
Project Management team
assembled
21-Jun-13 Project Manager Completed Went well
Project Charter signed 29-Jun-13 Sponsor Completed Went well
WBS completed 6-Sep-13
Project Manager +
Project Imp. Team
Completed Went well
Procurement plan finalized 13-Sep-13
Project Manager +
Project Imp. Team
Completed Went well
Project Team Acquired 27-Sep-13
Project Manager +
Project Imp. Team
Completed Went well
ERP Software and H/W
purchased
18-Oct-13
Project Management
team
Completed Went well
Design completed 2-Jul-14 Implementation team
Delayed but
completed
Went well
Training completed 2-Jul-14
Implementation team +
Oracle Senior IT
consultant
Delayed but
completed
Went well
Testing completed 2-May-14 Quality Engineers
Delayed but
completed
Went well
Migration completed 19-Sep-14
Implementation team +
Oracle Senior IT
consultant
Completed
ahead of
time
Went well
Project acceptance document
signed
17-Oct-14 Sponsor Completed Went well
24. Monitoring and Controlling Phase
Change Request
Project Name: Project ID:
Date Requested: Date Required
Change Requestor: Dept:
Designation: Change No:
Change Category (Check all that apply):
□ Scope □ Schedule □ Cost
□ Requirements/Deliverables □ Execution
Priority:
□ Critical(Immediate action Required) □ High(Attention required)
□ Normal(Doesn’t Hinder work progress) □ Low(May not have any major effect)
Brief Description of the change requested:
Reason for the change:
Alternatives Considered before submitting the change request:
Technical Changes required (if any)
Financial Impact (Estimated in USD): Schedule Impact (Estimated in days):
Project Manager Review:
Comments:
□ Approve □ Reject □ Hold
Justification of :
Change Board Approval
Name Signature Date
25. Contingency reserve
Cash flow
Total Cost as estimated in the Cost Estimate $2,702,870.00
Total payment amount agreed with the client $4,000,000.00
Profit $1,297,130.00
Profit margin 32.4%
Cash flow after approved cost change
Total Cost plus the change in cost $3,108,300.50
Total payment amount agreed with the client $4,000,000.00
Profit $891,699.50
Profit Margin 22.3%
26. Process Improvement Plan
POTENTIALAREAS FOR IMPROVEMENT:
System Design
1. Task Distribution:
Risk: The team leaders may not assess the work quantity correctly and may assign varying workloads to each team
member
Improvement Suggestion: The team Leaders should assess the data and consult with each other before distribution of
the data. They should do this work when Engineers are in phase of initiating the system. The work distribution should
be uniform to each engineer.
2. Inter-team Data Transfer and collaboration:
Risk: The data may not merge correctly
Improvement Suggestion: Better inter-communication between the teams and team leaders. Ensure both team work at
same pace so that both should finish the parallel tasks on same time.
3. Sudden Increase/decrease in Workforce:
Risk: Due to sudden increase or decrease in workforce, the schedule may get affected.
Improvement Suggestion: The team Leaders should immediately redistribute the work and simultaneously make a
change request to hire new replacement engineers. The whole process should not exceed 15 days.
Testing
1. Selection of mock Data:
Risk: Data Selected for test runs doesn’t replicate the actual data to be processed.
Improvement Suggestion: Select Data based on past experience of similar projects EZ solutions did for the ERP
implementation. The Project Manager should be consulted for this.
27. Closing
Administrative and contact closure procedures are to check that the goals are met.
Project management plan:
• Project execution directed and well implemented
• Document project planning decisions regarding alternatives chosen
• baseline for progress measurement and project control provided
• project planning assumptions documented
Deliverables:
• Work performance information processed
• Quality assurance plan fulfilled
• Contract management plan fulfilled
28. Lesson Learned
For an organization, successful ERP implementation means faster, more reliable reporting,
improved workflow and efficiency, and scalable systems to facilitate organizational growth.
So many factors contributed to the success of this project.
The checklist below aims to identify the success factors of this project in order to help the
organization minimize risk and maximize success in future projects:
Executive Support: implementations have linked significant incentive compensation of the
key project sponsor and leaders to project success.
Defining the Project: Far too many companies look at an ERP implementation as an “IT”
project instead of a business transformation event. Involving key operational, financial and IT
29. staff will help make certain the project will deliver the required process value to ensure
success.
Planning: ERP events in large part will succeed or fail at the project outset. A detailed
understanding of the current business process, condition of the legacy system database, and
vision of the future state of the business process are key elements that must be captured in
the project plan.
Human Capital:
•Identification of people experienced with the selected ERP system is important for project
success.
•Selecting the ERP business partner (vendor).
Documenting: Documentation allows you to retain that valuable knowledge as well as to
educate future employees.
Note: All durations in weeks.
Critical Path Analysis
Path 1: A-B-C-D-G-H-N-O-P-W-X-Y-Z-A’-B’-C’
Path 2: A-B-C-D-G-H-M-P-W-X-Y-Z-A’-B’-C’
Path 3: A-B-C-D-E-F-I-J-K-H-N-O-P-W-X-Y-Z-A’-B’-C’ = 1+2+1+10+2d+3d+1+1+2+2+2+12+2+4+4+2+8+12+2+2 = 70weeks + 5days
Path 4: A-B-C-D-E-F-I-I’-J’-P-W-X-Y-Z-A’-B’-C’
Path 5: A-B-C-D-G-H-N-O-P-W-E’-A’-B’-C’
Path 6: A-B-C-D-G-H-M-P-W-E’-A’-B’-C’
Path 7: A-B-C-D-E-F-I-J-K-H-N-O-P-W-E’-A’-B’-C’
Path 8: A-B-C-D-E-F-I-I’-J’-P-W-E’-A’-B’-C’
Path 3 is the critical path for this project.
More resources will be deployed for the critical activities on this critical path. As well, the reservation of a management buffer is recommended.
Green is the acceptable range. For yellow, the Project Manager should provide valid reasons for the variance. In case of Red, the Management entitles the Finance Manager to work on the corrective measures on the directions of Project Manager to bring back the cost process in line with the scheduled/Planned.
Key to Owner / Assigned
PS = project sponsor
PM = project manager
IT= Implementation Team
U = users
PMT = PM Team
O =Oracle Consultant
SC = steering committee
PC = Project Co-ordinator
FM =Finance Manager
SCM = Supply Chain Manager
QT = Quality Team