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Executive Summary:
Chris Johnson, an experienced technology project manager for A&D High
Tech, was asked to meet with the senior managers to discuss taking over the
companys new web site project. The purpose of the project was to establish
an online store to increase sales through the internet. Immediately after his
transition meeting with senior management, CIO Matt Webb informed Chris
that the CEO needed to know if he could complete the project by Christmas,
which was only 6 months away. Although the plan had work scheduled from
May 2003 to June 2005, Chris needed to determine if it was feasible to
reduce the schedule by 15 months in order to meet his CEOs needs.
Key Problems:
* Competitors are gaining market share with their continually improving
online capabilities
* Company sells on friendly customer service which can be difficult to
translate to the internet
* A&N needs to have internet sales to stay competitive through reduced
SG&A expenses
Key Issues:
*
*
*
*
*
*
buy decision
* Why wasnt a blend buy/build option considered
Background:
The team agreed to meet and share information virtually utilizing a wiki
page. Using a Google site allowed the team to accommodate the time
constraints of team members. Next the team put in place a timeline for
project completion. In order to do this the paper was broken up into
component and the responsibility to complete the various sections was
assigned to members. There was some MS Project nomenclature that was
unfamiliar to the group so we each took time to refresh our knowledge on
how to enter Start-to-Start / Finish-to-Finish projects and how to determine
resource over allocation. Finally, having read the case Chris and John did
some limited online research into the nuances of integrating an ERP package
into an organization and what are some of the positives and negatives of
building versus buying a pre-existing package. We did not find any new
information that was not already discussed in the case.
Methodology:
In order to examine the case, we first needed to create a MS Project Gantt
chart of all the activities detailed in Johnsons work breakdown structure
(case exhibit 9). We entered the resource information (name, pay rate, etc)
followed by all the tasks and their specific duration estimates. Next we
allocated resources to each task as outlined in case exhibit 9. The next step
was to enter task predecessors and then enter the leveling delays. Finally we
verified the accuracy of our data entry. Once the Gantt chart was completed
we were able to determine our critical path, project duration, look for
resource over allocations and calculate the total labor cost for the project.
Finally we discussed the bottlenecks in the project and brainstormed possible
solutions or project modifications that could bring the online store to the
public more rapidly.
Results:
According to the teams analysis of the project, there is no possibility of
deploying the online store by December 2003. The total duration of the
project is 531 days. Subtracting the 80 days for project wrap up, the website
will go live on February 2nd 2005, too late even for the holiday season of
2004. The lions share of time is sunk into development, testing and
they choose this course of action. A&D must be willing to risk that the web
site may not perform as planned when launched. Rather than increasing
sales during the holiday season, A&D could potentially lose sales if
customers cannot navigate the site or if there are problems with the ERP
system receiving their orders.
Recommendations:
Due to the significant costs of hiring additional staff and the high risk of
failure without adequate testing, condensing this project by 15-months is not
a feasible course of action. Our recommendation is for Chris Johnson to
advise his senior managers that an incremental approach to launching the
website is the best alternative. Also known as spiral development (table 5),
business requirements are prioritized so that the website is launched by
phase or when the project team satisfies the first or top rated requirement.
(The Defense Acquisition University) The website is updated as subsequent
business requirement tasks are completed until the website is fully
functional.
For example, if A&Ds priorities were:
1: Launch the site by the 2003 holiday season
2: Show configuration and pricing
3: Integrate the ERP system for manufacturing and order management
4: Real-time payment processing
5: Delivery date based on standard lead times
6: Collection if prospect data about customers
- Phase I: When the site launches on December 1, 2003, customers have
access to the companys catalog with configuration and pricing information.
Customers are also provided A&D customer service telephone numbers to
place orders.
- Phase II: the site is upgraded to accept orders when the project team
completes the tasks associated with integrate the ERP system for
manufacturing and order management and real-time order processing.
- Phase III: the website is fully functional when upgraded to provide
customers with delivery dates based on standard lead times and it is able to
capture customer data.
The underlying goal of this project is for A&D to capture a share of the online
market. The longer it takes for A&D to enter into the internet arena, the risk
of losing potential online customers grows. Using an incremental approach
may not provide A&D with a website that meets all of their business
requirements any sooner, but it does allow them to get their foot in the door
much faster.