The project aims to automate the inventory management process by installing software on technicians' computers, thereby eliminating human error and achieving 99% accuracy in inventory levels. Key deliverables include the software system, training programs, and achieving milestones by early 2017. The project is constrained by time and resources, requiring a skilled development team and effective training for all employees involved.

1. Scope Statement
1
Scope Statement
10
Scope Statement
CPMGT/300
April 18, 2016
Tammy Marion
Scope Statement
Define Project Scope
Project Scope is, “the work performed to deliver a product,
service, or result with the specified features and functions”
(Project Management Institute, Inc, 2013, Chapter 5). The
benefit of defining project scope is that, “it describes the
product, service, or result boundaries by defining which of the
requirements collected will be included in and excluded from
the project scope” (Project Management Institute, Inc, 2013,
Chapter 5.3). The project scope of the project at hand is to
eliminate the human element in the inventory management
process through software installed in technician’s computers
that will allow inventory to be tracked while in trucks and
warehouses and provide the purchasing department with real
time information on inventory levels. Also, by removing human
error, inventory levels will achieve 99% accuracy levels.
Project Deliverables

2. A project deliverable is the main purpose of a project. The
premise of a project is built upon deliverables. Burley (n.d.),
describes project deliverables as, “The product or service that is
given to the client”. Burley (n.d.) further states, “A deliverable
has a due date, is tangible, measureable and specific”.
Deliverables include any one, or combination of the following:
software, systems, training programs, and milestones.
Inventory Management, as in Group A’s company falls as a
system, software, and milestone deliverables. The systematic
deliverables include creating the framework to automate the
inventory management. Currently, the inventory process is
manual. The end deliverable is to remove the human element in
inventory management, as it is passed off between three
different parties- technicians, warehouse, and office personnel.
The software deliverable is to have software installed on
technician’s computers this way when inventory is checked out
in the field, the inventory is updated real-time, as opposed to
manual transactions which can result in loss of information. The
software will help manage truck inventory, and warehouse
inventory, and provide the purchasing department real-time
information to ensure inventory levels are up to par. The
milestone deliverable, is to have the first version of the
software available by the beginning of the first quarter of 2017.
Product User Acceptance Criteria:
The process of inventory automation at the end of the project
will have multiple benefits:
1.
The first will be the ability of a field technician to cost off
inventory from a computer in the field which will then reorder
automatically resupplying the technician.
2.
The project will cut down on wasted time having technicians
manually keeping track of their inventory. This will cause a
10% increase to their productivity.

3. 3.
The automated inventory process will reduce the lost and
unaccounted inventory by 10% which will save millions.
4.
The need for extra warehouse and admin personal will be
reduced.
5.
The computer program will be set up to ensure easy fast use and
the accuracy will be increased 0ver 15%.
6.
Time will be saved with technicians only needing to take time
to do an inventory count once every quarter rather than the one
a month they do now.
This project will be complete the beginning of the first quarter
of 2017 in selected branches. The developed software will be
easy to use with minimal training involved.
The automation process will be part of the techs existing
program on their computer. It will be an additional pull down
window and be easy to read. This will also track what is on a
truck so the technician as well as admin will know instantly
what is on each truck. Warehouse personal won’t need to spend
time calling techs to find parts it will all be right at their
fingertips on a computer program. This will also reduce the
need for extra warehouse personal and reduce overtime which is
being used a lot currently.
This project will not exceed the budgeted amount as long as the
IT department can add the software to the techs computers and
will be done September first quarter with pilots in the Houston
and Charlottesville offices in July.

4. Boundaries
Boundaries of this project include 200 plus locations located
throw-out the United States. Each site will be involved in the
integration of the new inventory management system upon
completion of the project. All main offices will be selected
first in priority of most use. All implementation will be a
complete substitute to current procedures and practices
involving inventory management. As testing and development
occur; team leaders and managers will be selected first for
training of the new system. As leaders are selected they will
become trained to train members within their area of influence.
All members within the inventory management operations will
be effected by the changes of the project.
The infrastructure needed to facilitate training and
implementation will involve both travel and satellite education
on new systems. Employees initially will be required to travel
to centralized training sessions until education is complete.
Completion will allow trainers to then return to their respective
locations to disseminate and instruct members of their work
center. The bulk of the infrastructure will be heavily dependent
on technology. Programming, computers, barcode imaging
scanners and internet technology will all be linked to the new
process. All usable equipment already in place to include
computers, routers, wiring and monitors will be utilized in their
current locations. Additional technology and equipment will be
implemented as needed and on a priority basis. No new
locations to include property or buildings will be added as a
result of this project. All existing sites will also be kept and no
reduction of locations or employees are scheduled at this time.
Future benefits of this program reserves the possibility of either
reduction or expansion of either locations or man power.
Project Constraints

5. What success would a project be without having constraints? It
is inevitable that a project will have constraints. Those
constraints can include time, money, natural resources, or
human resources, to name a few. Egeland, (n.d.) defines
constraints as, “Anything that restricts or dictates the action of
the project team”. Egeland (n.d.) further continues, “The triple
constraints- time, resources, and quality- are the big hitters, and
every project has one, or two, if not all three of the triple
constraints as a project driver”. Time is pretty self-explanatory.
Most projects are rushed, and time is a resource you can never
get back. For example, six months, is six months. If you only
have six months to complete the deliverables of the project, that
is all the time you are given, even if the project is realistically a
ten-month project. It is safe to argue that time is an automatic
constraint in almost every project. Resources include the human
and/or natural resources pertinent to the project. The biggest
resource constraint in project management is having a lack of
skilled resources. In the case of inventory management, if we
have software developers that do not have expertise in database
management the project will be difficult to materialize. This is
why it is critical we contract a team of software developers
experienced in database management and can write the correct
programs and language to ensure the inventory updates in real-
time. Time is another constraint to be concerned about in this
project. We are currently halfway through quarter two, 2016. To
accomplish the milestone of completing the first version of the
software, there is less than eight months to accomplish this
milestone, which is tentatively scheduled for the beginning of
quarter one, 2017. To ensure that the project does not fall under
too much constraints of time it will be important to form a task
force within the purchasing department that can establish a
rough draft of the inventory database, as they are the most
knowledgeable in the company’s inventory. Having this task
force will provide the developers flexibility in time to ensure
the right database is being created and that the right formulas

6. and software language is being developed for the software.
Assumptions
Assumptions of this project include a reasonable time frame of
completion and adequate budgeting. Estimated initial
communication and training activities are likely to begin slow
and build momentum as the project advances. All tasks and
training will cover extensive knowledge in both programs and
equipment use. The tentative schedule is designed to grow
exponentially as more trainers are able to train more people. It
is expected that 100% of employees will have an understanding
and ability to utilize the new inventory management system.
Complications in initial startup are expected. Communication
and program compatibility are likely to cause initial startup
issues. Beginning and developing an inventory system into the
new operating system will also be time consuming and tedious.
User support will be inadequate initially until system testing
has been completed and a functioning program is in effect.
Other time factors involve subcontracted program development.
It is realized and expected that delays will occur at some point
of the process and have been incorporated into the time line of
the project. All final processes will adhere to the company’s
criteria of functionality and time constraints. While it is
assumed that budgeting is adequate for the completion of the
project it is also realized that monitoring of each phase needs to
be managed continuously to ensure it matches the programs
strategic allocation funding predictions.
Necessary inputs
The necessary inputs we need to look at for this project are
the Management plans and work performance data, factors the
project charter, procurement documents and environmental what
we will do is take the pilots that we will run and go through the
data to identify if the performance is acceptable to the
stakeholders and CEO to continue on with the project. We
obviously submitted a plan which is part of the required input

7. for this project who is doing what and in charge of what
processes. We need the input from all of the department heads
of timeframe and where we can expect them to finish.
Environmental effects are a part of any project we can’t control,
we need to have contingency plans to ensure we can overcome
any unforeseen environmental effects.
Desired Outputs
The desired outputs of the project charter or the
assumptions, constraints, and the need for this project the
project charter was approved and is an obvious output of this
project. The management plan and the dates of completion will
be outputs we can hit even with the time constraints. Project
document updates, change request are all part of the outputs
from this project. The final product completed in time and on
budget is the ultimate output now this project.
Stakeholders
The people that will need to be involved or the stakeholders
that I can think of for this project would be first the CEO of the
company they will need to buy off on the project and see the
need for this process. The head of the warehouse obviously will
need to be involved. The IT department will need to be involved
and will need to do a lion’s share of the work to implement the
automated process. Department Managers will need to be
involved, technicians will need to be part of the project. Local
warehouse personal which is part of the Admin team so the
Admin Manager will also need to be involved as a stakeholder
in this project. The company will benefit from this project from
a savings point of view it will save money and time not having
to use so many people to run the process. There will be a lot
smaller chance of inventory getting lost with having it
automated and it will save tons of money and have a more
efficient process to get parts and ensure that we have the parts
for our techs to use. The techs will benefit as they can put more

8. of their time to doing their job and taking care of customers and
not have to spend that valuable time to track inventory on
paper.
Conclusion
In conclusion this project will save the company time and
money, the automation process of the inventory will keep
inventory errors to a minimum and will keep us up to date with
other companies in the industry. We can be profitable and
organized with the completion of this project. As long as we
stay within the boundaries/Scope statement and finish the
project in the expedited timeframe for the start of FY17 the
project can only be successful going forward we will be
automated and accurate and on the same playing field as others.
References
Burley, K. (n.d.). http://smallbusiness.chron.com. Retrieved
from http://smallbusiness.chron.com/deliverable-project-
management-31615.html
Egeland, B. (n.d.). Project Management Tips. Retrieved from
http://pmtips.net/Blog/defining-project-constraints
Project Management Institute, Inc . (2013). A Guide to the
Project Management Body of Knowledge (PMBOK® Guide)
(5th ed.). Retrieved from The University of Phoenix eBook
Collection Database.
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