A&D High Tech Project Management Plan

Project Management Plan

A&D PROJECT MANAGEMENT
Table of Contents
Introduction
* Project Overview
Ї Roles and Responsibilities
Ї Scope and Schedule
* Tasks
Ї Description
Ї Time
Ї Dependencies
* Resources
Ї Alignment
Ї Evaluation
* Risk
Ї Sources
Ї Strategies
* Budget
* Schedule
457200238760Purpose of Project Plan: The purpose of this project is to provide strategies that will help A&D High Tech maintain its competitive advantage in the technological sector. The company has witnessed a significant decline in its operations and sales due to the changing trends in the sector. It is contemplating embracing the new technological trends that primarily revolve around online sales and marketing. The company is a technological firm that needs to embrace technological advancements to remain relevant in its industry. The company contemplates hiring the services of a third-party project implementation firm to help it go through with the process.00Purpose of Project Plan: The purpose of this project is to provide strategies that will help A&D High Tech maintain its competitive advantage in the technological sector. The company has witnessed a significant decline in its operations and sales due to the changing trends in the sector. It is contemplating embracing the new technological trends that primarily revolve around online sales and marketing. The company is a technological firm that needs to embrace technological advancements to remain relevant in its industry. The company contemplates hiring the services of a third-party project implementation firm to help it go through with the process.Introduction
Background
457200177800Background Information: Ted Walter founded A&D High Tech in 1988 to market computer equipment, supplies, and services to consumers and companies (Jeffery et al., 2017). The company represented excellent customer service and creative product distribution in its early days, giving them significant revenues for a decade. Prior to 1999, A&D sales orders were manually entered into a call center utilizing inefficient procedures. The organization saw a gap between their customer call-backs and those of their competitors and decided to adopt an enterprise resource planning system to close the gap. This integration was a success, and A&D achieved the industry's highest callback rate, with savings and ROI in supply chain and data warehousing initiatives (Jeffery et al., 2017).After deciding to develop an online store in 2002, the company had to decide whether to build or acquire the application (Jeffery et al., 2017). Purchasing a commercial application with minimum modifications would be less expensive, but it is unlikely that the program would meet A&D's requirements. A custom-built home would ensure that they had exactly what they required, but it would take longer and be more expensive to construct. The unknown risks and expenses of a commercial software application, as well as the possible advantage and benefits a custom solution could bring the organization, were the primary determinants of the final decision to create (Jeffery et al., 2017).The sixВ cross-functional team membersВ in charge of developing the website gathered information on project planning tasks. For the online store, senior management demanded a minimum set of business needs, including new orders, add-on orders, order amendments, order status, and lead capture, each with its own set of requirements (Jeffery et al., 2017). The team found that because the application acts as its front, the online store will have no effect on existing activities. Support for system problems will be necessary in the IT support processes. All software licenses were in-house, therefore,В there were no costs associated with buying software for the technological architecture of the web store, according to the team. However, the physical infrastructure would necessitate the purchase of twelve Windows 2000 workstations (at a cost of $3,000 each) and five Windows 2000 servers (at a cost of $12,500 each) (Jeffery et al., 2017). The team also designed a user interface and application flow prototype, which A&D's vice presidents of sales and marketing accepted as a mock-up for creating the online store. Robertson's team created the project WBS, work estimates, project resources, and scheduling. Because no developers were available internally for the project, a contracting firm, Geneva, was chosen to fill these positions.00Background Information: Ted Walter founded A&D High Tech in 1988 to market computer equipment, supplies, and services to consumers and companies (Jeffery et al., 2017). The company represented excellent customer service and creative product distribution in its early days, giving them significant revenues for a decade. Prior to 1999, A&D sales orders were manually entered into a call center utilizing inefficient procedures. The organization saw a gap between their customer call-backs and those of their competitors and decided to adopt an enterprise resource planning system to close the gap. This integration was a success, and A&D achieved the industry's highest callback rate, with savings and ROI in supply chain and data warehousing initiatives (Jeffery et al., 2017).After deciding to develop an online store in 2002, the company had to decide whether to build or acquire the application (Jeffery et al., 2017). Purchasing a commercial application with minimum modifications would be less expensive, but it is unlikely that the program would meet A&D's requirements. A custom-built home would ensure that they had exactly what they required, but it would take longer and be more expensive to construct. The unknown risks and expenses of a commercial software application, as well as the possible advantage and benefits a custom solution could bring the organization, were the primary determinants of the final decision to create (Jeffery et al., 2017).The sixВ cross-functional team membersВ in charge of developing the website gathered information on project planning tasks. For the online store, senior management demanded a minimum set of business needs, including new orders, add-on orders, order amendments, order status, and lead capture, each with its own set of requirements (Jeffery et al., 2017). The team found that because the application acts as its front, the online store will have no effect on existing activities. Support for system problems will be necessary in the IT support processes. All software licenses were in-house, therefore,В there were no costs associated with buying software for the technological architecture of the web store, according to the team. However, the physical infrastructure would necessitate the purchase of twelve Windows 2000 workstations (at a cost of $3,000 each) and five Windows 2000 servers (at a cost of $12,500 each) (Jeffery et al., 2017). The team also designed a user interface and application flow prototype, which A&D's vice presidents of sales and marketing accepted as a mock-up for creating the online store. Robertson's team created the project WBS, work estimates, project resources, and scheduling. Because no developers were available internally for the project, a contracting firm, Geneva, was chosen to fill these positions.Background Information:
Pro
457200182245Project Approach: The capacity to manage a project is crucial to its success. Project management effectiveness depends on anticipating challenges, communicating schedule risks, and constantly reevaluating plans (Crawford, 2021). A&D has completed the project's starting phase and is at a critical juncture in its history. According to the project management plan, the project can move forward in order to meet the Christmas deadline, but there is limited opportunity for flexibility in terms of the timeline or quality. It is consequently critical for the project's success that quality and schedule difficulties are addressed (Guan et al., 2020). The timely infrastructure setup and excessive reliance on contractors are two challenges in the project stated in the preceding section.Because it is complex and understaffed corporation, the network setup takes the longest. This risk could be mitigated by involving experienced internal infrastructure support employees. Rick Burke was assigned to this, but adding another resource would significantly minimize risk (Crawford, 2021). This risk can be mitigated by adding additional expert workers to key activities and accelerating lengthier jobs earlier. Because of a lack of internal resources, relying on an external contractor carries a number of hazards, such as poorly skilled workers or a lack of communication, which can cause the project to be delayed. One alternative is to actively manage the supplier relationship by documenting and conveying the scope of work, as well as participating in the identification and assessment process. This danger would be greatly reduced if many vendors were used. As a high-priority project with management support, obtaining internal personnel from other divisions or project teams would help to lessen this risk (Guan et al., 2020). Communication problems could be alleviated by establishing a good internal communication plan.00Project Approach: The capacity to manage a project is crucial to its success. Project management effectiveness depends on anticipating challenges, communicating schedule risks, and constantly reevaluating plans (Crawford, 2021). A&D has completed the project's starting phase and is at a critical juncture in its history. According to the project management plan, the project can move forward in order to meet the Christmas deadline, but there is limited opportunity for flexibility in terms of the timeline or quality. It is consequently critical for the project's success that quality and schedule difficulties are addressed (Guan et al., 2020). The timely infrastructure setup and excessive reliance on contractors are two challenges in the project stated in the preceding section.Because it is complex and understaffed corporation, the network setup takes the longest. This risk could be mitigated by involving experienced internal infrastructure support employees. Rick Burke was assigned to this, but adding another resource would significantly minimize risk (Crawford, 2021). This risk can be mitigated by adding additional expert workers to key activities and accelerating lengthier jobs earlier. Because of a lack of internal resources, relying on an external contractor carries a number of hazards, such as poorly skilled workers or a lack of communication, which can cause the project to be delayed. One alternative is to actively manage the supplier relationship by documenting and conveying the scope of work, as well as participating in the identification and assessment process. This danger would be greatly reduced if many vendors were used. As a high-priority project with management support, obtaining internal personnel from other divisions or project teams would help to lessen this risk (Guan et al., 2020). Communication problems could be alleviated by establishing a good internal communication plan.Project Approach:
Project Overview
457200193040Project Overview: A&D High Tech is facing difficult competition and shrinking margins, and it is ceding itsВ market share to itsВ competitors as their SG&A costs rise. Their commodities have become commoditized, and preserving their market-leading position necessitates cutting costs and increasing sales.00Project Overview: A&D High Tech is facing difficult competition and shrinking margins, and it is ceding itsВ market share to itsВ competitors as their SG&A costs rise. Their commodities have become commoditized, and preserving their market-leading position necessitates cutting costs and increasing sales.
*
* Roles and Responsibilities:
Stakeholder Analysis

Project Name: A&D Online
Project #: 01

Project Manager: Chris Johnson

Sponsor: Matt Webb


Updated: 22nd March, 2022

ID

Stakeholder

Role in Project

Influence on Project Outcome

Needs

Responsibility

Notes

1

Chris Johnson

Project Manager

Significant

Support from juniors

managing the team

Must ensure oversight

2

Matt Webb

Project Manager

Significant

Support from juniors and PM

Links PM team and top management

Must ensure oversight

3

Eric Robertson

Assistant Project Manager

Significant

Support from juniors

managing the team

Must ensure oversight

4

Todd Fredson

Assistant PM - Sales

Significant

Support from juniors and PM

managing the team

Overseeing sales operations

5

Tedd Walter

CEO

Significant

Support from juniors and PM

Approvals

Oversee all approvals

6

Jeff White

VP - Sales

Moderate

Support from PM

Craft the project vision

Craft the project goals

7

Chuck Gagler

VP - E-Business

Moderate

Support from PM

Craft the project vision

Craft the project goals

8

Rick Burke

Infrastructure

Moderate

Support from PM

Create the operational environment

Database analysis

9

Marc Sanders

Development

Moderate

Support from PM

Create the operational environment

Provide the website design

10

Ryan Neff

Operations

Moderate

Support from PM

Developing functional aspects

Ensure the right environment

11

Kara Siposki

Testing Lead

Moderate

Support from PM

Developing the test plan

Must develop testing plan

12

Sanjay Vohra

DBA

Average

Feedback from contractor

Database Analysis


13

Software Devt. Team

Website Developers

Average

Feedback from contractor

Developing the main software


14

Stacy Lyle

Functional Analysis

Average

Feedback from contractor

Analyze functions


15

Todd Eliason

Testing

Average

Feedback from contractor

Testing and evaluating the product


*
* Scope and Schedule0295275Scope: The scope of the project is to return the company to profitability through embracing the new technological approaches of doing business.Schedule: With a start date of May 26th, 2003, and a projected completion date of November 19th, 2003, the project will take 127 days to complete. The project management plan's task sheet stated that the technological infrastructure would take 104 days to complete, the longest of the project's tasks. This is a complicated setup that was primarily developed from the ground up by Rick Burke, Infrastructure Lead. The project deadline is a fixed constraint, as depictedВ in the scenario. Chris Johnson's next step is to plan and strategize to reduce job durations and manage schedule and quality concerns, as the project's timeframeВ is fixed and critical to its success.00Scope: The scope of the project is to return the company to profitability through embracing the new technological approaches of doing business.Schedule: With a start date of May 26th, 2003, and a projected completion date of November 19th, 2003, the project will take 127 days to complete. The project management plan's task sheet stated that the technological infrastructure would take 104 days to complete, the longest of the project's tasks. This is a complicated setup that was primarily developed from the ground up by Rick Burke, Infrastructure Lead. The project deadline is a fixed constraint, as depictedВ in the scenario. Chris Johnson's next step is to plan and strategize to reduce job durations and manage schedule and quality concerns, as the project's timeframeВ is fixed and critical to its success.
Tasks
A. Description, Time, and Dependencies
LINK Excel.Sheet.12 "C:\\Users\\dell\\Downloads\\Final Project-converted.xlsx" "Table 4!R1C1:R63C7" \a \f 4 \h
ID

WBSCode

Task Name

Description of the Associated Work

Resource to Complete theTask

Work Estimate(days)

Dependencies

1

1

Overall Project

В 

В 

В 

В 

2

1.1

Project Management

Ensure project is completed ontime and budget

Project Manager

В 

В 

3

1.1.1

Manage Project

В 

В 

155

В 

4

1.2

Systems Requirements

Research requirements for online storesystems

Functional and InfrastructureTeams

В 

В 

5

1.2.1

Gather BusinessRequirements

В 

В 

7

В 

6

1.2.2

Design BusinessProcess Flows

В 

В 

4

5

7

1.2.3

Finalize TechnicalRequirements

В 

В 

5

В 

8

1.2.4

Create OperationalRequirements

В 

В 

15

6, 7

9

1.2.5

Identify Technical InfrastructureNeeds

В 

В 

1

7, 8

10

1.3

Software Requirements

Research software requirements for product catalogand ERP interface

Functional Team

В 

В 

11

1.3.1

Create FunctionalRequirements

В 

В 

В 

5, 6 ,8

12

1.3.1.1

Capture CustomerProfile

В 

В 

4

В 

13

1.3.1.2

View and SearchProduct Catalog

В 

В 

6

В 

14

1.3.1.3

Updating and CalculatingShopping Cart

В 

В 

4

13

15

1.3.1.4

Taking Payments

В 

В 

5

В 

16

1.3.1.5

Submit Order

В 

В 

4

12, 13, 14, 15

17

1.3.1.6

Check Order History & OrderStatus

В 

В 

3

16

18

1.3.2

Create DataRequirements

В 

В 

3

12.13

19

1.3.3

Create ERP

В 

В 

15

В 

В 

В 

InterfaceRequirements

В 

В 

В 

В 

20

1.3.4

Create User InterfaceRequirements

В 

В 

4

В 

21

1.4

Detailed Design

Design pages based on previous research andrequirements

DEV Team and FunctionalTeam

В 

10

22

1.4.1

Design Capture Customer Profile Pages &Components

В 

В 

13.5

В 

23

1.4.2

Design View and Search Product Catalog Pages &Components

В 

В 

13.5

В 

24

1.4.3

Design Updating and CalculatingShopping Cart

В 

В 

6

23

25

1.4.4

Design Taking Payments Pages &Components

В 

В 

6

В 

26

1.4.5

Design Submit Order Pages &Components

В 

В 

16

22, 23, 24, 25

27

1.4.6

Design Check Order History & Order Status Pages &Components

В 

В 

5

26

28

1.4.7

Design Logical & Physical DataModel

В 

В 

12

В 

29

1.4.8

Design ERPInterface

В 

В 

30

22, 23, 24, 25

30

1.5

Test Planning

Research on best testingenvironments

Test Team

В 

В 

31

1.5.1

Gather TestingRequirements

В 

В 

14

11

32

1.5.2

Create System Test Plan & TestCases

В 

В 

20

31, 21

33

1.5.3

Write System TestScripts

В 

В 

22

32

34

1.6

Technical

Create the testing

Infrastructure

В 

В 

В 

В 

Infrastructure

environment based on previous research andrequirements

Team

В 

В 

35

1.6.1

Create DevelopmentEnvironment

В 

В 

20

9

36

1.6.2

Create TestingEnvironment

В 

В 

30

35

37

1.6.3

Support DevelopmentEnvironment

В 

В 

3.6

35

38

1.6.4

Support Testing Environment &Deployment

В 

В 

46

36

39

1.6.5

Support Database

В 

В 

4.6

47

40

1.7

Development & Unit Test

Build web pages and interfaces based ondevelopment

DEV Team and Database Team

В 

35

41

1.7.1

Build Capture Customer Profile Pages &Compone...