The Proposed Three Changes
Discuss about the Project Management Professional Exam Study Guide.
ISS Catering Services Pte. Ltd (Singapore) is a company in Singapore, which provides food services to the schools, hospitals, and factories. The delivery of the food is based on the requirement of the clients. Recently, the organization has decided to take certain steps for the modification of the service. The modification includes staff development, implementation of the online ordering system and setting up the central kitchen. In order to modify the system and implement these changes certain approach needs to be taken. The company is currently taking orders manually. There are some disadvantages of manual order taking. It has been seen that there is a chance of human error while taking the order. Moreover, the order taking system is not available for all time of the day it takes much time to place order manually. The decision of taking order online can solve these problems. On the other hand, the demands of the customers are increasing. In order to survive in this competition the company needs to rearrange the menu and the varieties in the food. The staff development is necessary in order to meet this requirement. The company wants to introduce a robust service that will support these changes in requirements.
In order to grow the business and maintain the good will in the competitive market the company has identified three areas of modifications. They are- setting up the central kitchen, development of all the staffs working in the organization and implementation of the online ordering system. Among these changes the implementation of the online ordering system is most challenging. These changes have the justifications, which indicate their positive impacts on the development of this catering service company.
The Company has taken a decision of setting up the central kitchen. Setting up central kitchen is a crucial decision as it takes many resources for the implementation. However, setting up the central kitchen serves its purpose in a cost effective way in long run. Some of the advantages of the central kitchen are-
- Food and beverage operation can deliver a specific standard and quality of the food is consistent each time the food is delivered.
- The central kitchen provides the cost effective solution by reducing the cost of unite purchase.
- Better management of the human resource can be done through centralization of the kitchen. The human resource can be managed by the centralized process and the special tasks can be assigned to the expert ones.
Considering these factors it can be said the decision of the centralized kitchen for the development and the improvement of the catering company is justified.
The development of the staffs is requires as the organization is adopting the other two modifications- setting up central kitchen and implementation of online ordering system. In order to work efficiently under the new working environment it is necessary for the staffs to know the new system. The staffs need to understand the way of receiving the order through online and communicate with the customers. Moreover, the employees need to know the workings of the new equipment in the central kitchen. These factors indicate that it is necessary to give training to the staffs.
Setting Up Central Kitchen in the Organization
The implementation of the online ordering system can be considered as a major change in the organization. The existing system of manual order taking is time consuming. Moreover, there is a chance of human error while taking the order. The catering company is growing and the numbers of the orders per day are increasing. It has become a complex job for the employees of the company to take all the orders in an efficient manner. Apart from that the demands of the consumers and the market conditions are changing rapidly. In order to hold the place in the market, digitization at a certain level is needed for the company. Moreover, the implementation of the online ordering system will help to reduce the overhead cost of the manual order taking. These are the reasons for which the company is inclined to introduce the online ordering system.
Considering the literature presented by various writers on the project selection following table describes the factors and selection criteria
|
Author |
Kerzner Kerzner 2017 |
Schwalbe 2015 |
Kaiser et al. 2015 |
Turner 2016 |
Walker 2015 |
Heldman 2018 |
Meredith et al. 2016 |
Totals (/5) |
|
Sales |
ü |
ü |
2 |
|||||
|
Align to goals |
ü |
ü |
2 |
|||||
|
New Market |
ü |
1 |
||||||
|
Investment |
ü |
1 |
||||||
|
Market Share |
ü |
ü |
2 |
|||||
|
Cost |
ü |
ü |
ü |
ü |
4 |
|||
|
Price |
ü |
1 |
||||||
|
Technology |
ü |
ü |
ü |
3 |
||||
|
HRM Impact |
ü |
ü |
ü |
3 |
||||
|
ROI |
ü |
ü |
ü |
ü |
ü |
5 |
||
|
C’petitor Impact |
ü |
ü |
ü |
3 |
||||
|
Public Impact |
ü |
ü |
2 |
|||||
|
Risk |
ü |
ü |
ü |
ü |
4 |
|||
|
Realism |
ü |
ü |
2 |
|||||
|
Benefit |
ü |
ü |
ü |
ü |
4 |
|||
|
Time |
ü |
ü |
ü |
ü |
4 |
|||
|
Skills |
ü |
1 |
||||||
|
Capability |
ü |
1 |
||||||
|
Value Added |
ü |
ü |
2 |
|||||
|
Flexibility |
ü |
1 |
||||||
|
Profit |
ü |
1 |
||||||
|
Scope |
ü |
1 |
||||||
|
Ease of use |
ü |
1 |
Business Process Re-engineering: Business process re-engineering is the logical design that helps to make the business organization experience the positive change in the business process. Business re-engineering helps the business to serve the products in a cost effective way maintaining the quality of the services and the products. The radical change in the business process reengineering indicates the drastic change in the business process of the organization due to the application of business process engineering. This application enables a way to introduce new ideas or plans in the business cycle.
In the mentioned situation described in the article, the radical change can be referred to the implementation of the online order taking system in the organization.
Continuous improvement process: On the other hand, the continuous improvement deals with the incremental improvement of the business based on the feedback loop. It supports the slow and positive change that has the positive impact on the growth of the business. Continuous improvement avoids the huge disruption that happens in the business process reengineering.
Evaluating the best business approach for the changes: Analyzing all three requires changes in the ISS Catering Services Pte Ltd (Singapore) it can be said, all the changes are the drastic change in the organization. The development of the skills of the employees can be done in a continuous process. However, the implementation of the central kitchen and the introducing the online order taking service cannot be done through continuous improvement. This has to be implemented under the business process re-engineering as the implementation of these two things will bring the drastic change in the company. It can be said that to adopt the required changes in the catering organization the business process re-engineering is the desirable approach to be followed.
Decision of Staff Development Program
In order to develop to central kitchen business process re-engineering can be followed, as setting up the new centralized kitchen will bring the radical change in the organization. Moreover, there are certain steps to be followed in order to implement the whole process.
In order to develop the skills of the staffs, so that they can work under the new working environment, continuous improvement approach can be followed. The employees can not adopt all the skills within a small time span. The development of the skills will happen gradually. Specific milestones can be fixed for the employees for achieving the desired level of understanding however, the fixing the time frame for this requirement is not realistic. The learning ability of each employee is different, and it can be assumed the process will take time and the exchanging the feedbacks are the important part of this process.
Best approach for the adaptation of the online order booking system: In order to implement the online ordering system, business process reengineering is the required approach. In order to implement the online ordering system, certain steps and processes needs to be followed. This cannot be done in the continuous process, as the continuous process is time consuming and shows its impact slowly. The steps for implementation of the inline ordering system needs to be followed logically with an assigned timeframe.
Moreover, the introduction of the online ordering system will replace the manual process of order taking system. This replacement can be considered as a huge change in the business process. The adaptation of the online ordering system through business process re-engineering can meet the requirements of the steps to be followed during the implementation of the system. Considering these reasons, it can be said that adoption of the inline food ordering system in the company can be done through the business process reengineering as it supports radical change in the organization.
List of the activities for preparing the draft can be listed as:
|
Task Name |
Duration |
Start |
Finish |
Predecessors |
|
Phase 1: Project Initiation |
86 days |
Mon 5/7/18 |
Mon 9/3/18 |
|
|
Analyzing the Market |
7 days |
Mon 5/7/18 |
Tue 5/15/18 |
|
|
Analyzing needs and requirements of the customers |
8 days |
Wed 5/16/18 |
Fri 5/25/18 |
2 |
|
Proposing online delivery within ISS |
12 days |
Mon 5/28/18 |
Tue 6/12/18 |
3 |
|
Identifying feasibility of the proposed solution |
5 days |
Wed 6/13/18 |
Tue 6/19/18 |
4 |
|
Estimation of the budget |
6 days |
Wed 6/20/18 |
Wed 6/27/18 |
5 |
|
Estimation of schedule |
12 days |
Thu 6/28/18 |
Fri 7/13/18 |
6 |
|
Analyzing the requirements necessary for the deployment |
18 days |
Mon 7/16/18 |
Wed 8/8/18 |
7 |
|
Preparing the draft of the project |
7 days |
Thu 8/9/18 |
Fri 8/17/18 |
8 |
|
Meeting with executive and internal stakeholders |
5 days |
Mon 8/20/18 |
Fri 8/24/18 |
9 |
|
Draft approval |
6 days |
Mon 8/27/18 |
Mon 9/3/18 |
10 |
|
Phase 1 completed |
0 days |
Mon 9/3/18 |
Mon 9/3/18 |
11 |
|
Phase 2: Planning |
143 days |
Tue 9/4/18 |
Thu 3/21/19 |
|
|
Determining the work breakdown |
8 days |
Tue 9/4/18 |
Thu 9/13/18 |
12 |
|
Assigning roles and responsibilities to stakeholders |
7 days |
Fri 9/14/18 |
Mon 9/24/18 |
14 |
|
Preparing the Gantt chart |
12 days |
Tue 9/25/18 |
Wed 10/10/18 |
15 |
|
Risk identification |
11 days |
Thu 10/11/18 |
Thu 10/25/18 |
16 |
|
Planning for future risk mitigations |
10 days |
Fri 10/26/18 |
Thu 11/8/18 |
17 |
|
Incorporating the budget, schedule and resources of the project |
9 days |
Fri 11/9/18 |
Wed 11/21/18 |
18 |
|
Determining the scope of the project |
86 days |
Thu 11/22/18 |
Thu 3/21/19 |
|
|
Determining objective of the project |
5 days |
Thu 11/22/18 |
Wed 11/28/18 |
19 |
|
Informing stakeholders about the project kick-off |
7 days |
Thu 11/29/18 |
Fri 12/7/18 |
21 |
|
GAP analysis |
8 days |
Mon 12/10/18 |
Wed 12/19/18 |
22 |
|
Customer survey |
4 days |
Thu 12/20/18 |
Tue 12/25/18 |
23 |
|
Interview with the stakeholders |
8 days |
Wed 12/26/18 |
Fri 1/4/19 |
24 |
|
Phase 2: completed |
9 days |
Mon 1/7/19 |
Thu 1/17/19 |
25 |
|
Phase 3: Project Execution |
40 days |
Fri 1/18/19 |
Thu 3/14/19 |
|
|
Assigning roles as per the work breakdown set for the project |
4 days |
Fri 1/18/19 |
Wed 1/23/19 |
26 |
|
establishing a software system |
6 days |
Thu 1/24/19 |
Thu 1/31/19 |
28 |
|
Hiring Database |
7 days |
Fri 2/1/19 |
Mon 2/11/19 |
29 |
|
developing a website and mobile application |
4 days |
Tue 2/12/19 |
Fri 2/15/19 |
30 |
|
hiring programmer |
9 days |
Mon 2/18/19 |
Thu 2/28/19 |
31 |
The scope developed for b project can be listed as follows:
- To transform the existing system of the ISS into an online catering services
- To deliver the best services without hampering the needs and requirements of the customers
- To deliver the project within expected schedule
- To deliver the objectives of the project
- To successfully establish the online service
- To win the competitive market
Following is the estimated budget for the overall project including resources and percentage of completion
|
% Work Complete |
Task Name |
Duration |
Resource Names |
Cost |
|
100% |
Phase 1: Project Initiation |
51 days |
$23,400.00 |
|
|
100% |
Analyzing the Market |
3 days |
Business Analyst, Market Analyst, Project Manager |
$1,800.00 |
|
100% |
Analyzing needs and requirements of the customers |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
100% |
Proposing online delivery within ISS |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
100% |
Identifying feasibility of the proposed solution |
5 days |
Business Analyst, Market Analyst, Project Manager |
$3,000.00 |
|
100% |
Estimation of the budget |
6 days |
Business Analyst, Market Analyst, Project Manager |
$3,600.00 |
|
100% |
Estimation of schedule |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
100% |
Analyzing the requirements necessary for the deployment |
7 days |
Business Analyst, Market Analyst, Project Manager |
$4,200.00 |
|
100% |
Preparing the draft of the project |
7 days |
Executives of ISS, Project Manager |
$1,400.00 |
|
100% |
Meeting with executive and internal stakeholders |
5 days |
Executives of ISS, Project Manager |
$1,000.00 |
|
100% |
Draft approval |
6 days |
Executives of ISS, Project Manager |
$1,200.00 |
|
100% |
Phase 1 completed |
0 days |
$0.00 |
|
|
31% |
Phase 2: Planning |
189 days |
$58,552.00 |
|
|
100% |
Determining the work breakdown |
8 days |
Project Manager, Resource Manager, Website developer |
$2,976.00 |
|
100% |
Assigning roles and responsibilities to stakeholders |
7 days |
Project Manager, Resource Manager, Website developer |
$2,604.00 |
|
100% |
Preparing the Gantt chart |
12 days |
Project Manager, Resource Manager, Website developer |
$4,464.00 |
|
100% |
Risk identification |
5 days |
Project Manager, Resource Manager, Website developer |
$1,860.00 |
|
100% |
Planning for future risk mitigations |
6 days |
Project Manager, Resource Manager, Website developer |
$2,232.00 |
|
50% |
Incorporating the budget, schedule and resources of the project |
9 days |
Project Manager, Resource Manager, Website developer |
$3,348.00 |
|
100% |
Determining the scope of the project |
28 days |
$13,216.00 |
|
|
100% |
Determining objective of the project |
5 days |
Contractor, Market Analyst, Project Manager |
$2,360.00 |
|
100% |
Informing stakeholders about the project kick-off |
7 days |
Contractor, Market Analyst, Project Manager |
$3,304.00 |
|
100% |
GAP analysis |
8 days |
Contractor, Market Analyst, Project Manager |
$3,776.00 |
|
100% |
Customer survey |
4 days |
Contractor, Market Analyst, Project Manager |
$1,888.00 |
|
100% |
Interview with the stakeholders |
4 days |
Contractor, Market Analyst, Project Manager |
$1,888.00 |
|
100% |
Phase 2: completed |
0 days |
Contractor, Market Analyst, Project Manager |
$0.00 |
|
0% |
Phase 3: Project Execution |
114 days |
$27,852.00 |
|
|
0% |
Identifying modifications |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
0% |
Implementing changes |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
0% |
Identifying the efficiency of the changes implemented |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
0% |
developing documentation |
2 days |
Contractor, Executives of ISS, Project Manager |
$544.00 |
|
0% |
Phase 4: completed |
0 days |
Contractor, Executives of ISS, Project Manager |
$0.00 |
|
0% |
Project Closure |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
0% |
Prepare documentation |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
0% |
Sign -off of the stakeholders |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
0% |
Releasing resources |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
0% |
Initials of the contractors on releasing paper |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
0% |
lessons learned documentation |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
0% |
celebration party |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
0% |
Phase 5: completed |
0 days |
$0.00 |
There are many factors and uncertainties are associated with the project those are capable of hampering the output of the project. () stated that project schedule ad budget escalation are the top most project risk and needs to be eliminated with the highest priority. Risk analysis method includes the identification of the risks, prioritizing the risk, measuring impacts, and thereafter, handling the risk as appropriate.
Managerial and leadership qualities are the factors those might affect the growth and development of the project. Following table explains the factors as per the literature:
|
Author |
Snyder 2014 |
Khan and Hashemi 2017 |
Lock 2017 |
Olson and Wu 2017 |
Webb 2017 |
Nicholas and Steyn 2017 |
Hopkinson 2017 |
Kerzner and Kerzner 2017 |
Totals (/8) |
|
Communication issues |
ü |
1 |
|||||||
|
Budget |
ü |
ü |
ü |
ü |
ü |
5 |
|||
|
Cost |
ü |
ü |
ü |
ü |
4 |
||||
|
H&S |
ü |
ü |
2 |
||||||
|
Environmental |
ü |
ü |
ü |
3 |
|||||
|
Management Support |
ü |
ü |
2 |
||||||
|
Legal |
ü |
ü |
ü |
ü |
ü |
4 |
|||
|
Management Changes |
ü |
ü |
2 |
||||||
|
Personnel or Resource Allocation |
ü |
ü |
2 |
||||||
|
Organisational |
ü |
ü |
2 |
||||||
|
Performance |
ü |
1 |
|||||||
|
Quality |
ü |
1 |
|||||||
|
Political |
ü |
1 |
|||||||
|
Security |
ü |
1 |
|||||||
|
Scope |
ü |
ü |
2 |
||||||
|
Time |
ü |
ü |
ü |
ü |
ü |
ü |
|||
|
User Acceptance |
ü |
1 |
|||||||
|
Technology |
ü |
ü |
ü |
ü |
ü |
ü |
ü |
7 |
Key for QRA:
L = Likelihood of risk occurring, S = Severity of risk, and D = Detection of risk
Scale of risk = 1 – 5 scale will be used, 5 = high severity, high likelihood of risk occurring, most likely of the risk being detected, 1 = Low.
|
Risk |
Effect |
S |
L |
D |
RPN |
Measures |
|
Technology |
Latest advanced technology needs to be eliminated |
5 |
3 |
4 |
50 |
Proper leadership and management |
|
Cost |
Increase in schedule and unidentified uncertainties |
3 |
5 |
5 |
125 |
Proper planning |
|
Schedule |
Not considering milestones seriously |
4 |
4 |
4 |
64 |
Proper planning |
|
Personnel |
Improper managerial and leadership affect the overall growth of the project |
3 |
3 |
3 |
27 |
Experienced manager and leaders |
|
Security |
Insecurity in network could lead to the project failure |
4 |
5 |
2 |
40 |
Third party involvement for security management |
|
Quality |
Fulfilling the needs and requirements of the customers |
3 |
5 |
4 |
60 |
Delivering the project constraints as per the planning |
|
% Work Complete |
Task Name |
Duration |
Start |
Finish |
|
38% |
Online Catering Services |
301 days |
Mon 5/7/18 |
Mon 7/1/19 |
|
100% |
Phase 1: Project Initiation |
51 days |
Mon 5/7/18 |
Mon 7/16/18 |
|
100% |
Analyzing the Market |
3 days |
Mon 5/7/18 |
Wed 5/9/18 |
|
100% |
Analyzing needs and requirements of the customers |
4 days |
Thu 5/10/18 |
Tue 5/15/18 |
|
100% |
Proposing online delivery within ISS |
4 days |
Wed 5/16/18 |
Mon 5/21/18 |
|
100% |
Identifying feasibility of the proposed solution |
5 days |
Tue 5/22/18 |
Mon 5/28/18 |
|
100% |
Estimation of the budget |
6 days |
Tue 5/29/18 |
Tue 6/5/18 |
|
100% |
Estimation of schedule |
4 days |
Wed 6/6/18 |
Mon 6/11/18 |
|
100% |
Analyzing the requirements necessary for the deployment |
7 days |
Tue 6/12/18 |
Wed 6/20/18 |
|
100% |
Preparing the draft of the project |
7 days |
Thu 6/21/18 |
Fri 6/29/18 |
|
100% |
Meeting with executive and internal stakeholders |
5 days |
Mon 7/2/18 |
Fri 7/6/18 |
|
100% |
Draft approval |
6 days |
Mon 7/9/18 |
Mon 7/16/18 |
|
100% |
Phase 1 completed |
0 days |
Mon 7/16/18 |
Mon 7/16/18 |
|
31% |
Phase 2: Planning |
189 days |
Tue 7/17/18 |
Fri 4/5/19 |
|
100% |
Determining the work breakdown |
8 days |
Tue 7/17/18 |
Thu 7/26/18 |
|
100% |
Assigning roles and responsibilities to stakeholders |
7 days |
Fri 7/27/18 |
Mon 8/6/18 |
|
100% |
Preparing the Gantt chart |
12 days |
Tue 8/7/18 |
Wed 8/22/18 |
|
100% |
Risk identification |
5 days |
Thu 8/23/18 |
Wed 8/29/18 |
|
100% |
Planning for future risk mitigations |
6 days |
Thu 8/30/18 |
Thu 9/6/18 |
|
50% |
Incorporating the budget, schedule and resources of the project |
9 days |
Fri 9/7/18 |
Wed 9/19/18 |
|
100% |
Determining the scope of the project |
28 days |
Thu 9/20/18 |
Mon 10/29/18 |
|
100% |
Determining objective of the project |
5 days |
Thu 9/20/18 |
Wed 9/26/18 |
|
100% |
Informing stakeholders about the project kick-off |
7 days |
Thu 9/27/18 |
Fri 10/5/18 |
|
100% |
GAP analysis |
8 days |
Mon 10/8/18 |
Wed 10/17/18 |
|
100% |
Customer survey |
4 days |
Thu 10/18/18 |
Tue 10/23/18 |
|
100% |
Interview with the stakeholders |
4 days |
Wed 10/24/18 |
Mon 10/29/18 |
|
100% |
Phase 2: completed |
0 days |
Mon 10/29/18 |
Mon 10/29/18 |
|
0% |
Phase 3: Project Execution |
114 days |
Tue 10/30/18 |
Fri 4/5/19 |
|
0% |
Assigning roles as per the work breakdown set for the project |
4 days |
Tue 10/30/18 |
Fri 11/2/18 |
|
0% |
establishing a software system |
6 days |
Mon 11/5/18 |
Mon 11/12/18 |
|
0% |
Hiring Database |
4 days |
Tue 11/13/18 |
Fri 11/16/18 |
|
0% |
developing a website and mobile application |
4 days |
Mon 11/19/18 |
Thu 11/22/18 |
|
0% |
hiring programmer |
9 days |
Fri 11/23/18 |
Wed 12/5/18 |
|
0% |
Determining the business operations |
5 days |
Thu 12/6/18 |
Wed 12/12/18 |
|
0% |
Development of website |
82 days |
Thu 12/13/18 |
Fri 4/5/19 |
|
0% |
Security |
4 days |
Thu 12/13/18 |
Tue 12/18/18 |
|
0% |
Network |
6 days |
Wed 12/19/18 |
Wed 12/26/18 |
|
0% |
Hosting |
4 days |
Thu 12/27/18 |
Tue 1/1/19 |
|
0% |
Platform |
5 days |
Wed 1/2/19 |
Tue 1/8/19 |
|
0% |
Web User Interface |
3 days |
Wed 1/9/19 |
Fri 1/11/19 |
|
0% |
Restricted content |
6 days |
Mon 1/14/19 |
Mon 1/21/19 |
|
0% |
Unrestricted content |
7 days |
Tue 1/22/19 |
Wed 1/30/19 |
|
0% |
ecommerce capabilities |
5 days |
Thu 1/31/19 |
Wed 2/6/19 |
|
0% |
Requirement documentation |
6 days |
Thu 2/7/19 |
Thu 2/14/19 |
|
0% |
Vendor selection |
36 days |
Fri 2/15/19 |
Fri 4/5/19 |
|
0% |
Product research or initial vendor |
4 days |
Fri 2/15/19 |
Wed 2/20/19 |
|
0% |
RFP review process |
3 days |
Thu 2/21/19 |
Mon 2/25/19 |
|
0% |
Vendor contact |
4 days |
Tue 2/26/19 |
Fri 3/1/19 |
|
0% |
Functional specification |
2 days |
Mon 3/4/19 |
Tue 3/5/19 |
|
0% |
technical specifications |
4 days |
Wed 3/6/19 |
Mon 3/11/19 |
|
0% |
Website development |
19 days |
Tue 3/12/19 |
Fri 4/5/19 |
|
0% |
development environment |
4 days |
Tue 3/12/19 |
Fri 3/15/19 |
|
0% |
code control system |
3 days |
Mon 3/18/19 |
Wed 3/20/19 |
|
0% |
database model |
3 days |
Thu 3/21/19 |
Mon 3/25/19 |
|
0% |
user interface design |
3 days |
Tue 3/26/19 |
Thu 3/28/19 |
|
0% |
code generation |
6 days |
Fri 3/29/19 |
Fri 4/5/19 |
|
0% |
Phase 3: completed |
0 days |
Fri 4/5/19 |
Fri 4/5/19 |
|
0% |
Phase 4: Monitoring and controlling |
32 days |
Mon 4/8/19 |
Tue 5/21/19 |
|
0% |
Audit the efficiency of the proposal |
5 days |
Mon 4/8/19 |
Fri 4/12/19 |
|
0% |
Release testing of the website |
4 days |
Mon 4/15/19 |
Thu 4/18/19 |
|
0% |
Bug fixing |
5 days |
Fri 4/19/19 |
Thu 4/25/19 |
|
0% |
Glitch fixing |
4 days |
Fri 4/26/19 |
Wed 5/1/19 |
|
0% |
Identifying modifications |
3 days |
Thu 5/2/19 |
Mon 5/6/19 |
|
0% |
Implementing changes |
4 days |
Tue 5/7/19 |
Fri 5/10/19 |
|
0% |
Identifying the efficiency of the changes implemented |
5 days |
Mon 5/13/19 |
Fri 5/17/19 |
|
0% |
developing documentation |
2 days |
Mon 5/20/19 |
Tue 5/21/19 |
|
0% |
Phase 4: completed |
0 days |
Tue 5/21/19 |
Tue 5/21/19 |
|
0% |
Project Closure |
4 days |
Wed 5/22/19 |
Mon 5/27/19 |
|
0% |
Prepare documentation |
3 days |
Tue 5/28/19 |
Thu 5/30/19 |
|
0% |
Sign -off of the stakeholders |
5 days |
Fri 5/31/19 |
Thu 6/6/19 |
|
0% |
Releasing resources |
3 days |
Fri 6/7/19 |
Tue 6/11/19 |
|
0% |
Initials of the contractors on releasing paper |
5 days |
Wed 6/12/19 |
Tue 6/18/19 |
|
0% |
lessons learned documentation |
4 days |
Wed 6/19/19 |
Mon 6/24/19 |
|
0% |
celebration party |
5 days |
Tue 6/25/19 |
Mon 7/1/19 |
|
0% |
Phase 5: completed |
0 days |
Mon 7/1/19 |
Mon 7/1/19 |
|
Task Name |
Duration |
Resource Names |
Cost |
|
Online Catering Services |
301 days |
$98,544.00 |
|
|
Phase 1: Project Initiation |
51 days |
$23,400.00 |
|
|
Analyzing the Market |
3 days |
Business Analyst, Market Analyst, Project Manager |
$1,800.00 |
|
Analyzing needs and requirements of the customers |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
Proposing online delivery within ISS |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
Identifying feasibility of the proposed solution |
5 days |
Business Analyst, Market Analyst, Project Manager |
$3,000.00 |
|
Estimation of the budget |
6 days |
Business Analyst, Market Analyst, Project Manager |
$3,600.00 |
|
Estimation of schedule |
4 days |
Business Analyst, Market Analyst, Project Manager |
$2,400.00 |
|
Analyzing the requirements necessary for the deployment |
7 days |
Business Analyst, Market Analyst, Project Manager |
$4,200.00 |
|
Preparing the draft of the project |
7 days |
Executives of ISS, Project Manager |
$1,400.00 |
|
Meeting with executive and internal stakeholders |
5 days |
Executives of ISS, Project Manager |
$1,000.00 |
|
Draft approval |
6 days |
Executives of ISS, Project Manager |
$1,200.00 |
|
Phase 1 completed |
0 days |
$0.00 |
|
|
Phase 2: Planning |
189 days |
$58,552.00 |
|
|
Determining the work breakdown |
8 days |
Project Manager, Resource Manager, Website developer |
$2,976.00 |
|
Assigning roles and responsibilities to stakeholders |
7 days |
Project Manager, Resource Manager, Website developer |
$2,604.00 |
|
Preparing the Gantt chart |
12 days |
Project Manager, Resource Manager, Website developer |
$4,464.00 |
|
Risk identification |
5 days |
Project Manager, Resource Manager, Website developer |
$1,860.00 |
|
Planning for future risk mitigations |
6 days |
Project Manager, Resource Manager, Website developer |
$2,232.00 |
|
Incorporating the budget, schedule and resources of the project |
9 days |
Project Manager, Resource Manager, Website developer |
$3,348.00 |
|
Determining the scope of the project |
28 days |
$13,216.00 |
|
|
Determining objective of the project |
5 days |
Contractor, Market Analyst, Project Manager |
$2,360.00 |
|
Informing stakeholders about the project kick-off |
7 days |
Contractor, Market Analyst, Project Manager |
$3,304.00 |
|
GAP analysis |
8 days |
Contractor, Market Analyst, Project Manager |
$3,776.00 |
|
Customer survey |
4 days |
Contractor, Market Analyst, Project Manager |
$1,888.00 |
|
Interview with the stakeholders |
4 days |
Contractor, Market Analyst, Project Manager |
$1,888.00 |
|
Phase 2: completed |
0 days |
Contractor, Market Analyst, Project Manager |
$0.00 |
|
Phase 3: Project Execution |
114 days |
$27,852.00 |
|
|
Assigning roles as per the work breakdown set for the project |
4 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$1,600.00 |
|
establishing a software system |
6 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$2,400.00 |
|
Hiring Database |
4 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$1,600.00 |
|
developing a website and mobile application |
4 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$1,600.00 |
|
hiring programmer |
9 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$3,600.00 |
|
Determining the business operations |
5 days |
Executives of ISS, Project Manager, Resource Manager, Work Force |
$2,000.00 |
|
Development of website |
82 days |
$15,052.00 |
|
|
Security |
4 days |
Contractor, Vendor[20%], Website developer, Work Force |
$592.00 |
|
Network |
6 days |
Contractor, Vendor[20%], Website developer, Work Force |
$888.00 |
|
Hosting |
4 days |
Contractor, Vendor[20%], Website developer, Work Force |
$592.00 |
|
Platform |
5 days |
Contractor, Vendor[20%], Website developer, Work Force |
$740.00 |
|
Web User Interface |
3 days |
Contractor, Vendor[20%], Website developer, Work Force |
$444.00 |
|
Restricted content |
6 days |
Contractor, Vendor[20%], Website developer, Work Force |
$888.00 |
|
Unrestricted content |
7 days |
Contractor, Vendor[20%], Website developer, Work Force |
$1,036.00 |
|
ecommerce capabilities |
5 days |
Contractor, Vendor[20%], Website developer, Work Force |
$740.00 |
|
Requirement documentation |
6 days |
Contractor, Vendor[20%], Website developer, Work Force |
$888.00 |
|
Vendor selection |
36 days |
$8,244.00 |
|
|
Product research or initial vendor |
4 days |
Business Analyst, Executives of ISS, Project Manager |
$1,600.00 |
|
RFP review process |
3 days |
Business Analyst, Executives of ISS, Project Manager |
$1,200.00 |
|
Vendor contact |
4 days |
Business Analyst, Executives of ISS, Project Manager |
$1,600.00 |
|
Functional specification |
2 days |
Business Analyst, Executives of ISS, Project Manager |
$800.00 |
|
technical specifications |
4 days |
Business Analyst, Executives of ISS, Project Manager |
$1,600.00 |
|
Website development |
19 days |
$1,444.00 |
|
|
development environment |
4 days |
Vendor[20%], Website developer, Work Force |
$304.00 |
|
code control system |
3 days |
Vendor[20%], Website developer, Work Force |
$228.00 |
|
database model |
3 days |
Vendor[20%], Website developer, Work Force |
$228.00 |
|
user interface design |
3 days |
Vendor[20%], Website developer, Work Force |
$228.00 |
|
code generation |
6 days |
Vendor[20%], Website developer, Work Force |
$456.00 |
|
Phase 3: completed |
0 days |
Vendor[20%], Website developer, Work Force |
$0.00 |
|
Phase 4: Monitoring and controlling |
32 days |
$8,704.00 |
|
|
Audit the efficiency of the proposal |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
Release testing of the website |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
Bug fixing |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
Glitch fixing |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
Identifying modifications |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
Implementing changes |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
Identifying the efficiency of the changes implemented |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
developing documentation |
2 days |
Contractor, Executives of ISS, Project Manager |
$544.00 |
|
Phase 4: completed |
0 days |
Contractor, Executives of ISS, Project Manager |
$0.00 |
|
Project Closure |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
Prepare documentation |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
Sign -off of the stakeholders |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
Releasing resources |
3 days |
Contractor, Executives of ISS, Project Manager |
$816.00 |
|
Initials of the contractors on releasing paper |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
lessons learned documentation |
4 days |
Contractor, Executives of ISS, Project Manager |
$1,088.00 |
|
celebration party |
5 days |
Contractor, Executives of ISS, Project Manager |
$1,360.00 |
|
Phase 5: completed |
0 days |
$0.00 |
|
Discount Rate Used |
7.00% |
|||||||
|
Annual Benefits |
$ 117,000.00 |
|||||||
|
Annual Operational Costs |
$ 8,500.00 |
|||||||
|
One-Time Development Cost |
$ 98,000.00 |
|||||||
|
Year of Project |
||||||||
|
0 |
1 |
2 |
3 |
4 |
5 |
TOTALS |
||
|
Economic Benefit |
$0.00 |
$ 117,000.00 |
$ 117,000.00 |
$ 117,000.00 |
$ 117,000.00 |
$ 117,000.00 |
||
|
Discount Rate |
1.0000 |
0.9346 |
0.8734 |
0.8163 |
0.7629 |
0.7130 |
||
|
PV of Benefits |
$0.00 |
$109,345.79 |
$102,192.33 |
$95,506.85 |
$89,258.74 |
$83,419.38 |
||
|
NPV of all BENEFITS |
$0.00 |
$ 109,345.79 |
$ 211,538.13 |
$ 307,044.98 |
$ 396,303.72 |
$ 479,723.10 |
$ 479,723.10 |
|
|
One-Time COSTS |
$(98,000.00) |
|||||||
|
Recurring Costs |
$0.00 |
$ (8,500.00) |
$ (8,500.00) |
$ (8,500.00) |
$ (8,500.00) |
$ (8,500.00) |
||
|
Discount Rate |
1.0000 |
0.9346 |
0.8734 |
0.8163 |
0.7629 |
0.7130 |
||
|
PV of Recurring Costs |
$0.00 |
$ (7,943.93) |
$ (7,424.23) |
$ (6,938.53) |
$ (6,484.61) |
$ (6,060.38) |
||
|
NPV of all COSTS |
$(98,000.00) |
$(105,943.93) |
$(113,368.15) |
$ (120,306.69) |
$ (126,791.30) |
$ (132,851.68) |
$ (132,851.68) |
|
|
Overall NPV |
$ 346,871.42 |
Conclusion
Based on the above report it can be concluded that the proposed solution as an online delivery package is feasible for the project in context of the project development and cost benefits. The above research explained the objectives those could be applied in the project for the development and growth of the project in an efficient and effective manner.
References
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Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
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Webb, A., 2017. The project manager’s guide to handling risk. Routledge.
Answer:
Decision of staff development program
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