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Table of Contents

Project Initiation ........................................................................................................................................... 3


Business case for the project .................................................................................................................... 3
Project Charter .......................................................................................................................................... 4
Project Planning: ........................................................................................................................................... 5
Scope management planning ................................................................................................................... 5
Project Scope Statement ...................................................................................................................... 5
Scope Verification ................................................................................................................................. 5
Work Breakdown Structure .................................................................................................................. 5
Schedule Management Plan ..................................................................................................................... 5
Activity list: ............................................................................................................................................ 5
Precedence/Arrow Diagram ................................................................................................................. 6
Gantt chart ............................................................................................................................................ 6
Human Resource Management Plan ........................................................................................................ 6
Organizational Structure ....................................................................................................................... 7
Task Responsibility Matrix .................................................................................................................... 8
Project Communication Management Plan .............................................................................................. 9
Communication Matrix ......................................................................................................................... 9
Escalation Mechanism .......................................................................................................................... 9
Project Cost Management Plan .............................................................................................................. 10
Estimation of each module: ................................................................................................................ 10
Cost of system interconnection .............................................................................................................. 11
Cost base line and funding ...................................................................................................................... 13
Product quality management plan ......................................................................................................... 14
Quality metrics ........................................................................................................................................ 15
Project Risk management ....................................................................................................................... 15
~ Internal ............................................................................................................................................. 15
~ External ............................................................................................................................................ 15
Internal risk ......................................................................................................................................... 16
External risk......................................................................................................................................... 17
Risk register ......................................................................................................................................... 17
Project execution: ....................................................................................................................................... 18
Kickoff meetings:..................................................................................................................................... 18
Acquire project team: ......................................................................................................................... 19
Develop project team: ............................................................................................................................ 19
Complete execution phase review: ........................................................................................................ 19
Quality assurance:................................................................................................................................... 20
Project Monitoring & Control ..................................................................................................................... 21
Schedule Control ..................................................................................................................................... 21
Schedule Comparison Bar Chart ................................................................................................................. 22
Examples of Schedule Deviations ........................................................................................................... 22
Quality assurance:................................................................................................................................... 24
Cost Control ............................................................................................................................................ 24
Labor costs .......................................................................................................................................... 24
Training costs ...................................................................................................................................... 24
Testing, retesting and testing again .................................................................................................... 25
Re-engineered processes .................................................................................................................... 25
Employee resistance to adopting a new ERP ...................................................................................... 25
Ongoing support and maintenance costs ........................................................................................... 26
Cost Comparison Over Time ................................................................................................................... 27
Cost Comparison ................................................................................................................................. 27
Tornado Analysis ................................................................................................................................. 28
Earned Value Management ................................................................................................................ 28
Quality Dashboard: ............................................................................................................................. 29
Project Closure ............................................................................................................................................ 29
Final Project Performance ...................................................................................................................... 29
Customer Satisfaction Survey. ................................................................................................................ 30
Closure Meeting with the Customer. ...................................................................................................... 31
Post Implementation Review .................................................................................................................. 31
Project Initiation
Business case for the project
Our project is to deploy ERP system in gourmet foods. This will help them maintain their data in
human resources department and supply chain. As gourmet is an expanding food brand across
Pakistan they face a lot of difficulty while dealing in different cities at a time. The gourmet
foods want deploy inventory system because it is still done manually which creates a lot of
problems. As they have huge inventory system they can’t keep complete check on it.

.
Project Charter

Project Name ERP Deployment in gourmet foods

Project Description Deploying ERP Supply Chain Module and Human Resource

Project Manager Ahmad Babar Date Approved 25/11/2018

Project Sponsor Gourmet foods Signature

Business Case Expected Goals/Deliverables

Our project is about deploying ERP system in The gourmet company is deploying ERP system in their brand, they
the gourmet foods. We need this system are having trouble in keeping record of the items. This can keep
because to control human resource and supply check and balance on the food product. After this they can check
chain. The gourmet foods wants deploy what details just from one click.
inventory system because it is still done
manually which creates a lot of problems. As
they have huge inventory system they can’t
keep complete check on it.
.

Team Members

Name Role

Ahmad Babar Khan Project Manager

Hira Ajmal Quality Manager

Moeen Zakaria Cost Manager

Shahwar Ali IT Manager

Training and
Areeb Implementing

Risk and Constraints Milestones

Employees may find difficulty while learning Gathering information 1-Jan-19


this system
Data Analysis 11- Jan-19
Lack of IT Skilled persons.
Team Management 17- Jan-19

Report 23-Jan-19
Implementation 24 -Jan-19

Integration the data 26-Feb-19

End of the project 1-March-19

Project Planning:
Scope management planning
Project Scope Statement
The gourmet company is deploying ERP system in their brand, they are having trouble in
keeping record of the items.
Scope Verification
We are deploying ERP system in gourmet foods. In scope verification, we will send the owner
the statement which we have mentioned above so that approve and the sign the project
statement after that we will start our work of deploying the ERP.
Work Breakdown Structure
Firstly, we will gather the information that require to deploy the ERP system
Data analysis of the organization
Secondly, we will manage the team member
Thirdly, we will make a complete report about the gourmet foods.
Fourthly, we will implement that solution which we will prepare by looking at the terms and
conditions
Fifthly. We will integrate the results
End of the project.

Schedule Management Plan


Activity list:
SCHEDULE
Sr. # Task Start date End date Duration
1 Gathering information 1-Jan-19 10-Jan-19 10
2 Data Analysis 11- Jan-19 16-Dec-19 5
3 Team Management 17- Jan-19 23- Jan-19 7
4 Report 23-Jan-19 24-Jan-19 1
4 Implementation 24 -Jan-19 25-Feb-19 31
5 Integration the data 26-Feb-19 1-Mar-19 7
6 End of the project 1-March-19 - -
Precedence/Arrow Diagram

GATHERI
DATA TEAM
NG THE IMPLEME INTEGR
START ANALYSI MANAG REPORT END
IMFOR NTATION ATION
S EMENT
MATION

Gantt chart
Human Resource Management Plan

1. Human Resource Requirement


2. To keep a record of the customers and the employees
3. Check and balance on the items and material
4. Salaries of the directors, employees and clerical staff
5. Payrolls
6. Recruiting new employees
7. Requirements Project
8. In project requirements are those conditions, includes
9. Completion and success of deploying ERP system
10. Provide a clear picture, what work has been done
11. Alignment od project objective, what actually company wants
12. The project includes all the cost, success rate, changes and communication while the
system is been deploying

Organizational Structure

Project manager Ahmad


Babar

IT Manager Quality Manager Cost Manager Training and


Shahwar Ali Hira Ajmal Moeen Zakaria Implementation Areeb
Task Responsibility Matrix
Ahmad Babar Shahwar Ali Hira Moeen Zakaria Areeb
(project manager) (IT Ajmal (Cost manager) (T/I Manager)
manager) (Quality
Manager)
REQUIREMENT
GATHERING
QUESTIONAIRES R S S S S
SURVEYS R S S S S
INTERVIEWS R S N N N
DATA ANALYSIS
REPORT C R R R R

STUDYING DATA R
DIVIDING TASK R N N N N
TEAM
MANAGEMENT
FORMING R N N N N
NORMING R N N N N
STORMING R N N N N
PERFORMING A R R R R
REPORT
IMPLEMENTATION
DATA ENTRY A R R R R
INTEGRATION
COMBINING S S R S R
TESTING S S R S R
END
HANDLING THE R S C C C
POWER
CLOSURE R

KEYS
R: Responsible
S: Support required
C: Must be consulted
N: Must be notified
A: Need approval
Project Communication Management Plan
Communication Matrix
FROM TO PROJECT TEAM CONTROL CUSTOMER SUPPLIER OTHER
MANAGER MEMBERS BOARD STAKE
HOLDERS
PROJECT YES YES YES YES YES
MANAGER
TEAM YES YES YES YES
MEMBERS
CONTROL YES
BOARD
CUSTOMER YES YES YES
SUPPLIER YES YES
OTHER YES YES
STAKE
HOLDERS

Escalation Mechanism

CEO
Project
Manager
IT project manager

Cost Manager

Quality manager

Training and Implementation manager


Project Cost Management Plan
Estimation of each module:
Estimate of each module is similar to web application cost estimation. Let’s take the table that
sums up the time needed for each IT specialist to create a Web application for Gourmet Foods

Project Manager and Front-end Back-end


Phase QA Sys Admin
experts developer developer

up to 5 working
Total 20% 20% 35% 25%
days

Conception/design 10% 4% 6% 2%

Development 6% 12% 20% 14%

UAT 2% 2% 5% 4%

Support 2% 2% 4% 5%

HR management module cost estimation


Developing HR management module will cost:
2 back-end developers working full time for 3 months charging $35/h = $36 690
1 front-end developer working full-time during 3 months charging $35/hr = $18 480
2 QA engineers working full-time during 2 months charging $25/h = $16 000
1 Project manager who manages the project from design to project closure during 3 months
charging $30/h = $14 400
1 System administrator working full-time during one week charging $25/h = $1 000
The HR management module will cost approximately $86 000.
Extrapolation on the other modules
Since all five modules have the same level of complexity, the five ERP modules will cost
approximately $430 000.
Cost of system interconnection
Interconnecting the modules will require the development of an API to make the modules
communicate. Developing similar API for each module to enable communication between the
module is cost effective.
There are four steps needed to develop an API:
Research to understand the data structures and the communication protocol between each
module.
Build an API prototype
Develop the API
Document the API
API developer working full time will need:
3 days to perform his research before API development
5 days to develop a prototype
20 days to build and test API
3 days to document the API
To develop 5 API for the 5 modules, 3 API developers will work full-time for 2.5 months
charging, on average, $35/h = $46 200. This is the testing stage cost.
Data migration and validation
If we have to migrate data from gourmet’ old system to the new ERP system will require data
extraction, then transformation to fit the ERP system’s format and then load into the ERP. If we
consider a medium complexity level of migration between the old system and the ERP system,
it will require:
1 DBA working full time for 2 months charging $30/h = $9 600
2 ETL experts working full time for 2 months charging $40/h = $25 600
Data migration will cost approximately $32 200
Test cost estimation
To thoroughly test the ERP of this level of complexity, it will require:
2 testers working full-time for 2 months charging $25/h = $16 000.
Deployment and training
An expert in training trainers for ERP working full-time for 1 month and charging $70/hr = $11
200
From the previous estimation, such ERP system price is approximately $535 000.

AVERAGE ERP DEVELOPMENT COST TABLE

Stage Cost

Total $535 600

Development $430 000


Stage Cost

Interconnection (APIs) $46 200

Data Migration $32 200

Tests $16 000

Deployment and Training $11 200

Cost base line and funding

Project Project Activity Original Remaining Completed Baseline cost


activity description estimate time work(hrs) work (hrs) (PKR)
Id
A Gathers Gourmet 36 36 200,000
requirement
B Develop scope 36 36 250,000
project
C Design data 36 36 150,000
model
D Implement data
model
E Design test
scenario
F Run test scenario
G Communication
production
downtime
H Production
development
I Documentation 30,000

As after forwarding this summary to gourmet they can provide funds near to baseline estimate
it can be more or less

Task A Task B Task C Task D Task E Task F Task G Task H Task I


Baseline 200,000 250,000 150,000 0 0 0 0 0 30000
Funds 205,000 247,000 155,000 0 0 0 0 0 28000
given
Product quality management plan
The quality plan has been established that the production and supplies of products to the
bakeries to further clarifies we have different streps to be followed
Quality objective of the projects
~ To ensure the products will be made in before the 6 am
~ To deliver the products on every door step of bakery on time of its opening
~ To deliver the product fresh as it is made just now and to check quality before it leaves the
production unit
Responsibilities
Being the quality manager its hiras duty to insure the quality of objectives of products to iso
9001
Moreover its her duty to to ensure that the life time of this project that all steps are taken care
of and do not go against the quality measures. She has acquired the copy of quality
management systems so she will ensure that the software deployed match the standards of the
iso9001

Hira ajmal Project quality Ensure the quality


manager mentoring and
coaching
Nasreen Internal quality Quality audit
auditor

Nasreen the internal quality auditor will in sure the iso 9001 standards is helping hira
understand all sort of quality set at gourmet nasreen will also regularly audit the project and
give regularly report to the stakeholders
Quality metrics
~ Deliver the product fresh
~ Separate the defected pieces
~ Customer satisfaction
~ Customers complains
Quality metrics for our project
~ Is to provide the better understanding of the project
~ Give them good training how to operate the systems
~ Server downtime should not be less the 1 hour
~ User friendly interface

Sr # Auditor Department Name of signature Auditors Signature


checklist to be auditees
audited
Sr #1 Audit Finance Mr Khalid Mr mustaq
check list
Sr #2 Audit Marketing Mr manan Mr saleem
check list
Sr #3 Audit Supplychain Mr rehan Ms sasha
check list
Sr #4 Audit Human Ms kirno Ms sunny
check list resources
Sr #5 Audit Crm Mr haleem Ms danny
check list

Project Risk management


The gourmet is prospering brand which has taken the market by the storm. Before starting this
project, we have spotted some sample risks that can occur from time to time in this project . we
also provided some ways by which we can stop this risks from start
There are twon different types of risks
~ Internal
~ External
Internal risk
Technical risk
While developing the personal cloud space, technical issues often arise. This can occur during
the initial development phase,
Cost risk
Cost risks may also results from missing requirements or information and delay of any type can
increase the cost
Personnel risk
Any important employee can leave during the project which can make very much problem
because hiring a new one can up your cost and time, fights between two team members
Business process risk
When member don’t know how to do a certain task and its is not properly tracked by not
completing each process right can increase the faults on other process
Procurement planning

Deployment and training 11200


Hardware 84668
Data migration 32000
Tests 16000
Api 46200
Deployment 430000
Total 619668
External risk
Competitor’s new competitors can be an issue for gourmet as it is a operating on a very vast
market. New taxes on imported software’s can also be a big issue.
Risk register
Risk Event risk Event risk Action be
when not when taken
identified identified
and and
controlled controlled
impact likelihood Impact Likelihood
Technical risk 3 High 2 Low Better
training for
team
members
Cost risk 5 High 2 Low By strictly
following the
scope of the
project and
cost
management
plan and
timing of
completaion
Personnal 3 High 2 Low Contract
risk agreement for
individual
performance
Business 4 Moderate 2 Low Members
process risk participation
and
understanding
of project
External risk 4 Low 2 Low Always
provide with
new products
and variety
and keep an
eye of tax
policies
Project execution:
This is the third phase to do in the project management life cycle. It includes most of the
execution i-e
“Discipline of getting the things done”.

Kickoff meetings:
The kickoff meeting is a tool and technique of the develop project management plan. This
meeting can include the high-level project stakeholders such as the project sponsor,
management, and the project manager, as well as the team members and the project manager.
This meeting plays an important role as it provides an opportunity for a project manager to
define the common goal and purpose of completing the project and build a consensus.
We are going to conduct not more than 2 meetings of kickoff because we know the people that
are working with the planning phase be the same for execution in making things done.
This helps in execution by letting them all know their deadlines with according to the
requirements.
Acquire project team:
Hence the goals are predefined, so everyone knows their tasks, team building can make people
working around to feel more comfortable. Trying to work accordingly to the needs. Project
team should work by keeping in mind the tasks.
The project leader must manage the people, right person for the right job and hence the
perfection will come. In addition to toe goal of diversifying the team and acquiring team
members that bring differing assets to the team, a number of other factors should be
considered when choosing the team members. Once the team has been properly staffed, the
next steps (or outputs) of the process involve staffing out assignments to the team, determining
availability of our resources, and updating your staffing management plan.

Develop project team:


the project team is ready and is already did their part now the time is to settle the things down
and double checking it by make it sure the needs and the requirements if necessary. Project
team plays vital role in maling project done by word of mean. Things are getting check again
and again just to make sure every step has clearly called the green signal. Some of the steps are
bound by others so project team has to decide who is going to do what.

Complete execution phase review:


In this, the project manager will be going to keenly observe each and every steps that is
mandatory to check either the systems are working accordingly. Execution phase review tells us
about the planning and initiation. By this kind of mean,everyone know their duties and are
responsible for meeting their goals.

Acceptance of deliverable:
this includes the requirements for the deployment of the systems, checking the deliverable are
managed by the reqirements by giving the best need. System requirements and networking,
and all the logistics that will help them in making project successful.
Quality assurance:
quality management plays a unique role in it, by checking the end to end coding, system
generated codes and finding the error on the basis of try and error by making system more
reliable. Quality control team has to check the bugs and the checks the systems is working
properly and if there is any ambiguity then the quality team will make the possible changes to
be more flexible.
Update project schedule and management plan:
This part of the execution will give us an idea of where we are and did, we meet the
requirements? This will blow us if we did the exact of what was expected,then their should only
be the step to check the scheduling that includes project deadlines, project prospects and it
totally in lights us on the mission and vision of the company i-e Gourmet.
Conducting status review meeting:
This part of the execution helps us in making the people more interactive with the co partners
and the leader can schedule the minutes to meetings just to make sure everyone done their
task accordingly by checking and acquiring the stable needs for the company/organization. The
best way to conduct the meeting is in the informal way get to know the people are working
with the flow as they are required to do.
Test run:
Test run help us in finding the best practices while deployment because it will give us the best
results when the it has been deployed, by this mean we can get to know the bugs, flexibility,
complexity, reliability and user friendliness of the system. We put the data that has no impact
on the inventories but it will give us as idea how the end user will see the results and the
changing dynamics of system generated queries.
Training:
yes training should be the mandatory thing to do for the employees that are going to use the
systems, for that purpose training programs will be organized just make them friendly with the
systems. this will help them in understanding the system and help them in organizing,
implementing and code run.

Feedback/ system improvement:


the feedback after implementing the systems, we will check the systems after 1 month of
deployment, just to make sure the system is working accordingly, to improve the accuracy and
the inventory management system as well. feedback will tell us about the usage of the system
and how they are getting benefits from the systems. Sap mini erp will be best for each brach to
control the management, feedback may further include checks, databases and the front end
user requirements.

Project Monitoring & Control


Schedule Control
Schedule control is basically a term in project management that is used for observing the
position, and the completion of different tasks in a specific project. Apart from this, it is also
used to inform the updates and the completion stages of the project. Schedule control is also
used to manage the modifications in the schedule in order to increase the efficiency of the
project.
Looking at the progress of the task against any planned baseline permits the project managers
to decide whether a specific task is ahead or behind the planned activity calendar. The project
managers would then be able to anticipate restorative activities to deal with the progressions
to the baseline plan. This will decrease the danger in distribution of the items, particularly when
it is overseen well.
The control plan is a part of the controlling and checking process of project management. The
main rule of this procedure is that the developments ought to be responded to as well as ought
to likewise be monitored foresightedly. This activity is the responsibility of the project manager,
and it is vital that the he/she acts prior to the influence of that particular change, or even
impact the whole task plan.
Another part of the control plan process is that it deals with the desires of the investors by
methods for giving them guidance when the tasks should be executed including the kind of
each task and its expected time period. It is done all through the whole project after the
calendar has been created until the point that every one of the task have been finished.
It is important to know the actual performance of the schedule. Any schedule baseline can be
approved using the Perform Integrated Change Control process. With the control schedule
process, it allows project managers to determine the status of the project schedule, conducting
reviews, reprioritizing remaining work plan, determining that there is indeed a change of the
project schedule and managing actual changes.
It is imperative to know the real execution of the calendar. Any calendar baseline can be
endorsed utilizing the control process. With the control plan method, it permits project
managers to actually decide the status of the tasks completion, doing audits, rescheduling the
remaining tasks, establishing that there is actually a difference in the proposed project
schedule, and the current performance, and timeframe, and the project, and then finally
controlling it.
Schedule Comparison Bar Chart
The bar chart below shows the allotment of time to each task, and phase in this project.

SCHEDULE COMPARISON BAR CHART


60

50

40

30

20

10

0
Requirement Data Analysis Team Implementation Integration
Gathering Management

Duration

Examples of Schedule Deviations


Fruitful ERP execution demands that Gourmet Foods involve in exceptional project
management. This incorporates a clear sense of the mission, and the vision of Gourmet
Foods, advancement of both a work plan and an asset plan, and watchful following of the
progress of the ongoing project. The task plan ought to build up forceful, however feasible,
plans that impart and keep up a feeling of earnestness. Gourmet ought to recognize the
modules chosen for execution (in our case we’ll be implementing complete ERP software) and
the influenced business process will be re-engineered. This will decrease the odds of Gourmet
being confused in nature and help keep the execution on time.
In order to achieve successful implementation of ERP system, the company needs to consider
some important components of the ERP implementation process. In this paper we divide into 3
important attributes, namely: people, process & organization, and technology which includes:
(1) Top management must be able to coordinate with project teams and also to constantly
monitor project progress and provide clear direction; (2) Team work should consist of people
who understand the business process in each unit well and also has a commitment in the
successful implementation of this system. Pressure from the top management is very important
in this condition; (4) Companies must make a clear assessment criterion, such as: experience in
ERP implementation, whom their client, the skill description of each team member, etc. It also
makes a clear agreement in the implementation of the project, for example: there is no change
of team members during the process of implementation (except the consent of both parties);
So as to accomplish fruitful deployment of ERP framework in Gourmet, they really need to think
of some decisive segments of the ERP execution process.
I think both, they and us can classify those into three important groups i.e. Individuals, process
and Gourmet itself, and innovation which incorporates:
Executive Management must have the capacity to organize with the project teams and
furthermore to always see the progress of the project, and if needed to alter the schedules.
Team work should comprise of individuals who comprehend the business processes in every
department e.g. Sales, Production, Inventory Management etc., and furthermore have a
dedication in the fruitful deployment of ERP in Gourmet. To transform this plan into a
successful project, a constant check and balance from the top management of Gourmet is
necessary to successfully conclude this project.
Gourmet must make a reasonable appraisal rule, for example, involvement in ERP execution,
the skill and expertise level of all the people involved in this project, and so on. For Example: A
clear rule should be introduced that once the team members are finalized, they can only be
changed if there is a mutual consent by both the parties.
Gourmet ought to have clear objectives and goals that can control the association so as to
accomplish effective ERP execution, a committee should be formed from the top management,
that will look after the project, and can make decisions.
Gourmet needs to choose the ERP usage technique as per the requirement of its industry, as
well as the business environment itself.
The project manager must have solid authority and truly have a solid duty to the
accomplishment of ERP execution. He additionally should surely know the current business
processes of Gourmet and have an ERP background.
Change management must be there in each ERP deployment process.
Risk management must be done before starting the implantation of ERP, so it can recognize and
furthermore plan alternatives in case of any probable greater risk to the whole project.
Business process re-engineering should be done prior to starting to implement the ERP system
in Gourmet. This can help Gourmet to obtain and improve their brand image, as well as their
market growth in their industry.
Good correspondence must be kept between the consultants, Gourmet, and the project team
(especially the project manager).
Gourmet needs to train its employees to use ERP, in terms of both quality, as well as the
quantity.
To implement ERP successfully, a sound, infrastructure is very beneficial. This will help Gourmet
to contain the complexity, of the ERP equipment, and in result yield good performance.
Data analytics is an essential segment in the ERP usage process, since mistakes in this
procedure will result in information irregularity.
Gourmet should at first determine the vendor with the project team consent, which is to be
implemented, and chose it according to the need of the industry. And the culture and
requirement of Gourmet itself.

Quality assurance:
quality management plays a unique role in it, by checking the end to end coding, system
generated codes and finding the error on the basis of try and error by making system more
reliable. Quality control team has to check the bugs and the checks the systems is working
properly and if there is any ambiguity then the quality team will make the possible changes to
be more flexible.

Cost Control
So we have met with the representatives of Gourmet, and now we will be implementing ERP
there. The cost estimates have been done, and the management has approved the project
costs. However, in ERP implementations, there is always some major risks associated with the
costs, and that need to be controlled. Some of these are following:
Labor costs
In ERP implementation, one of the biggest cost is the Labor cost. You know in advance you will
spend a great deal of cash on the labor force for the execution however it is far-fetched you will
estimate it right.
You would have to change the data from your old format into the type of data that your new
ERP can support. Each ERP holds a great deal of information.
Gourmet will have to pay the team working on the project, and also have to pay the overtime
charges when required. We along with Gourmet will decide if we should enhance their IT staff
also.
We along with Gourmet will contract advisors from SAP to play out a portion of the work and to
share their ability as the project goes along. That ability is priceless and will take a very long
time for the Gourmet staff to secure on their own. Those experts are very expensive, and
probably they will cost us a lot.
Training costs
The main hidden cost throughout this project will be the training cost. We do realize it is
required however assessing that cost with any exactness is troublesome.
We will teach the employees of Gourmet some new expertise. E.g. the same task that they did
before was done in a different way and now it will be done in a different way. Another example
is that, they manually entered the data into the spreadsheet, now what they’ll do is, just
analyze the data with small number of clicks in ERP.
The vast majority of the Gourmet employees will require extra preparation before they can
totally exemplify the exercise. They will be prepared with optional preparing after some time
passes – even after the execution is completed. We’ll surely be taking some tests and check the
ability or the level of expertise the employees have achieved, as some of the employees may
need some extra attention on using ERP software. That usually depends on the education they
have received before. This is because in Gourmet, there are all types of employees, with
different standards of education completed.
ERP execution extends regularly take over a year to finish. A few people will leave the process
before its completion and that period and their substitutions must be prepared to similar
benchmarks or the achievement of the whole project can be endangered. These ERP costs, and
the expense of enlistment, will be laid out and discussed with Gourmet beforehand.
Testing, retesting and testing again
We will be testing our ERP again and again, even during the deployment phase. We will start
with some basic tests, and as time goes on and the project is in the next stage, we’ll test its
ERP continuously during the implementation. We will also be testing that how will all the data
Gourmet has be transferred into the ERP, and it should also remain secure during this time, in
order to maintain their trust with us. During the testing phase, we will also face some errors
and difficulties, however these are normal at any stage and can be easily resolved with
expertise. After that problem is fixed, we will again do the testing and this process will continue
till we make the perfect product for Gourmet.
Re-engineered processes
In Pakistan, especially in the local industries, Business Process Re-engineering is not considered
as an important thing, however, is one of the main phases of ERP implementation. The motive
is to complete the ERP implementation into Gourmet within the shortest timespan, and at the
same time, also try to minimize the change in their processes, however in some cases, the
change is necessary and if avoided, can cause some serious trouble for both us, and Gourmet
itself. SAP has the best ERP in the world right now, and it will completely fulfill every
requirement Gourmet has, so we will not be customizing the ERP too much, rather than that,
we will change the business process of Gourmet in order to achieve a successful final project.
If Gourmet has already agreed to implement ERP, they will also be agreed on changing some
business processes of their organization, in order to achieve maximum efficiency. This will be a
lot cheaper, and a lot fruitful in the wrong run, rather than customizing the SAP ERP.
Employee resistance to adopting a new ERP
One of the major hurdle that typical Pakistani organizations face in implementing ERP is the
employee resistance. The implementation of ERP standardize the processes, and ensures
transparency. This is the major part where the employees resist, because the under the table
dealings, the kickbacks, and every other thing, can be easily found out in ERP.
Usually, the employees don’t see ERP as an improved version of the software they are already
using, they see it as a software that has been implemented to have a look on the employees
and their outputs. So, when we will be implementing ERP in Gourmet, we are absolutely sure
that we’ll face some hurdles from the Gourmet employees, and we will try to satisfy their
concerns, and make sure that everyone is on the same page.
The best option to cure this issue would be to contact the Union leaders in Gourmet, because
as we have already found out, that in Gourmet there are some workers’ unions, and their
leaders make final decision on behalf of the whole organization.
First of all we will hire a change management phycologist. He/she will be in charge of the
employee satisfaction thing. They will find out who are the employees of Gourmet that are
causing trouble, and their concerns will be solved. If people will be necessarily creating hurdles
in our way, then with the help of Gourmet top management, we will be taking action against
those people, because if these employees remain in Gourmet, they will try hard to decrease the
efficiency of the employees, as well as the ERP.
Ongoing support and maintenance costs
The money you pay up front is only a down payment. ERP providers typically charge
maintenance fees that cover support calls and which your users will need. Support costs also
include bug fixes and continued improvements to the basic system. Many projects require costs
to upgrade hardware and infrastructure to allow the ERP to deliver the benefits you want. That
hardware wears out and will require upkeep and maintenance over time.
I hope that identifying these ERP costs will help you budget for your project. It will be expensive
and will provide you with a valuable tool to help your business. Remember too, there are some
hidden benefits to cancel out some of your hidden costs.
Cost Comparison Over Time
Stage Cost

Total $535 600


Development $430 000

Interconnection (APIs) $46 200

Data Migration $32 200

Tests $16 000

Deployment and Training $11 200

Cost Comparison

Cost Comparison

Training

Tests

Data Migration

Interconnection

Development

0 50000 100000 150000 200000 250000 300000 350000 400000 450000 500000

Cost
Tornado Analysis
Stage Minimum Cost (Prices Maximum Cost (Prices Average Cost (Prices in
in USD $) in USD $) USD $)
Total 520300 550900 535 600
Development 400000 460000 430 000

Interconnection 39400 53000 46 200


(APIs)
Data Migration 29400 35000 32 200

Tests 11000 21000 16 000

Deployment 10000 12400 11 200


and Training

Earned Value Management

SV(%)=100*
PV AC EV SV (SV/PV) CV
Day 7 53560 10000 42848 -10,712 -20% 32848
Day 14 107120 20000 101764 5356 5% 81764
Day 21 133900 25000 25000 -108900 -81.32% 0

SV: EV-PV
EV: (% work completed x BAC)
CV: EV - AC
Day 7:
PV: 10% of the work should have been completed by day 7.
AC: By completing 8% of the work, we have also spent $10000
EV: We have completed 8% of the work by day 7.
Day 14:
PV: 20% of the work should have been completed by Day 14.
AC: By completing 19% of the work, we have also spend $20000.
EV: We have completed 19% of the work by day 14.
Day 21
PV: 25% of the work should have been completed by Day 21.
AC: By completing 25% of the work, we have spent $25000
EV: We have completed 25% of work by Day 21.
Quality Dashboard:

Project Closure
Final Project Performance
Sr. # Variable Status

1 Data inclining (integrate) Done

2 Check the database Done

3 Check deployment of ERP Done

4 Training of the employees Done

5 Setting up the system Done

6 Handing over the system to the company Done

7 Documentation Done
Customer Satisfaction Survey.
1. What is your designated level in the company?
Operational staff
Management
Executive level
2. Are you an end user of the ERP System in the both departments?
Yes
No
3. Does this system help you in any way?
Yes
No
4. Is this system easy to use and user friendly?
Yes
No
5. Does the report generation ability of this CMS has helped you in achieving the goals of
your business?
Yes
No
6. Would you recommend this to the other companies?
Yes
No
7. Was this a good package in 1.5 million or was it expensive?
Over
Under
Worth it
Rate your experience with us

Best Good Neutral Bad Worse

What difficulty did you face the most?


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Closure Meeting with the Customer.


We will do closure meeting on 1st March 2019 where we will hand over the system to the
gourmet IT department. In this we will get sign from them on the important document and they
will give us the last installment of deploying the system.

Post Implementation Review


In this will ask the about that our project objectives were met or not. How effective was the
system was, the lesson learned for future, to ensure that organization get benefit from the
implementing the system.
Lessons Learnt, top three successes and failures
Three successes
First project completed successfully
Transparency
Increase efficiency of the organization
Three failures
High cost
Unstable economy
Not following the deadlines

Lessons Learnt from the project


Be efficient
Should work on the technical skills
Choose experienced team members
Negotiator
Leader should have patience
Be punctual and meet all the deadlines
Project’s top three successes and their influential factors
First project completed successfully
The project was completed on time because of the efficient team and hardwork of the team
members
Transparency
While deploying the system you should have transparency, they will keep check and balance,
full audit. As this system is very expensive to deploy.
Increase efficiency of the organization
We should have efficient members in the team, they can save time and they will understand
the work very easily.
Project’s top three failures; their influential factors and strategies to improve
High cost
The project should be completed on time so that if the time increase the cost of the
deployment will automatically increase. This can cause problem for the department who is
sponsoring you the project.
Unstable economy
As the Pakistan’s economy is very unstable, the government is not stable since the election. The
dollar prices is increasing and decreasing other day. The procession are going on. This cause
problem while deploying a system.
Not following the deadlines
If we are not following the deadlines. The project will not complete on time. The extension of
time can cause problem to the organization.
Archiving Project Documents.
It is really good idea to achieve and source code the documents
This helps the project manager to review the material in a productive manner and he/she
understands quickly
In this the information to the other managers if you face any kind of problem.