Project Management AIM Hypermarket Essay Help 123

Introduction

As a result of its successful entry into the new Asian market, an AIM hypermarket is exploring new customer acquisition strategies. However, they recognize the significance of modern business dynamics in terms of customer relationships. The management of AIM hypermarkets has hired Bluechips Consultancy, an IT consulting business, to conduct a comprehensive project management exercise and report on the customer relationship management system (CRM). The following is a project management report for the Bluechips consultancy's customer relationship management system project. Various assumptions have been made regarding this project, particularly the schedule. Assuming that timing is of the utmost importance, the project will begin on schedule regardless of weekends or holidays occurring during that period. It is anticipated that the final system will be operational by June 2011, allowing AIM hypermarkets to make a significant entrance into the peak business season in Asia, particularly Singapore.

The project is slated to begin on February 6, 2011, if the anticipated resources and money are available.

Project documentation

This charter grants Bluechips Consultancy the authority to create a customer relationship management system for AIM hypermarkets. Following this, a project plan will be produced and presented to the sponsors for approval. Following the plan's approval, the project's activities commence. The project plan will comprise a declaration of scope, timeline, cost estimates, quality, stakeholder, risk, and procurement management, and project control (Project management plan 2010; Kim 2007). The primary objective of the AIM customer relationship management (CRM) system project is to evaluate the viability of the CRM system and its subsequent implementation in order to proactively meet the needs of AIM's customers. This project's primary output is anticipated to be a CRM system for AIM hypermarkets that addresses customer inquiries via telephone contact centers, customer care professionals, sales representatives, automated voice response systems, and in-store point of sale terminals.

Bluechips Consultancy has established a project team to oversee this project, and project manager Bob Milenski has been authorized to communicate with AIM's management to acquire the required project resources and allocate project duties within the project framework. The project manager is responsible for monitoring and maintaining control of the project by analyzing project performance and conducting any necessary corrective action.

The project manager will produce a comprehensive project plan and submit it to the management of AIM for approval by February 6, 2011. The resources will be assigned within 14 days of approval, at which point work will commence. The work is expected to proceed as planned, and the project manager is obligated to seek any timetable adjustments influencing the project's advancement. The CRM system project will cost AIM hypermarkets $100,000.

Scope statement

The objective of the AIM CRM system project is to reach consumers in the most timely and inventive manner possible. This project satisfies AIM hypermarkets' customer management requirements by addressing the individual demands of each client and differentiating the product and service depending on each customer's specifications.

Scope management plan

Recently, AIM hypermarkets have entered the Asian market, with a particular concentration on Singapore. In order to maintain a competitive advantage, they are investing in a CRM system that will enable them to detect and distinguish client needs.

Work breakdown diagram (WBS).

The work breakdown structure depicts the order of activities comprising each work package (Billows 2010).

The task breakdown structure for the CRM system project is depicted in Table 1 below.

ID WBS TASK DURATION BEGINNING AND ENDING

2 days to complete the scope statement 06/02/2011 08/02/2011

5-day tentative project timetable 09/02/2011 14/02/2011

3 3 Approval of the budget for the project 4 day 15/02/2011 19/02/2011

4 4 Project launch 1 day 20/02/2011 21/02/2011

5 5 Roles and duties approval 3 days 22/02/2011 25/02/2011

6 6 Requirements definition

7 6.1 Factual Discovery 14 Days 26/02/2011 11/03/2011

8 6.2 Facts recorded for seven days 12/03/2011 19/03/2011

9 6.3 Requirement definition approval 3 days 20/03/2011 23/03/2011

14 days for data conversion and mapping 24/03/2011 7/04/2011

11 7.1 Coding and testing duration of 45 days 08/04/2011 23/05/2011

12 8 Project implementation

13 8.1 System integration 7 days 24/05/2011 31/05/2011

14 8.2 User acceptance 7 days 01/06/2011 08/06/2011

Refer to the appendix for the relevant Gantt chart

Assumptions: The team will work seven days a week with no days off.

The risks associated with this project are outlined and classified as follows:

Changes in requirements pose a low-probability risk. The probable consequence of this risk is:

During the planning/initial work phase, the requirements document will be reviewed frequently and thoroughly considered.

Personal motivation decreases the risk of sickness with a medium probability. The likely consequence of this risk is:

That the project schedule provides buffer time.

Underestimated project work size is a danger with a medium chance. The likely consequence of this risk is:

Assuring that the project plan includes buffer time. Progress should be monitored at regular intervals with the supervisor.

Unrealistic project planning, which is a risk with a low chance. The probable consequence of this risk is:

That the project plan includes buffer time.

Several portions of the project are delayed and/or run over Medium Probability

The project plan includes buffer time for unforeseen circumstances.

Hardware failure, such as a crashed laptop or a corrupted floppy disk, is a low likelihood danger. The probable consequence of this risk is:

To save several copies of all papers and related work on the laptop, a portable hard drive, a floppy disk, and a compact disc.

Software issues For example, a low possibility that the essential software is unavailable constitutes a risk. The probable consequence of this risk is:

Assuring that the program is accessible from multiple locations

Schedule management plan

MS Project or another scheduling application will be used to construct project schedules. This timetable will be based on the deliverables indicated in the work breakdown structure for this project (WBS). The activity definitions will define project-specific task packages whose completion accounts for a particular project deliverable (Schedule management plan template 2010). The project team analyzes the tentative schedule that was generated. The team and resources must correspond to the schedule. The sponsor will endorse the schedule and examine it.

The following are the project milestones for the CRM system:

Completing the statement of scope. Project timetable estimate Approved project budget Project start-up Roles and responsibilities approval Requirements definition approval Conversion and mapping of data Construction of the project. User acceptance

The following responsibilities comprise the project:

The project managers oversee the entire project's activities and resources. Using tools or software such as MS Project, the project manager develops and verifies the project schedule in collaboration with the team and other stakeholders. The project manager obtains the sponsor's planned approval.

The project team will participate in all project manager-assigned activities.

Prior to the commencement of the project, the sponsor engages in schedule reviews.

The suggested timetable is validated by the relevant parties.

The project manager will preside over the biweekly reviews and updates of the schedule to identify the impact of schedule variances. Additionally, the manager will submit any requests for schedule changes and report schedule status in accordance with the project's communications plan.

The project team will participate in these biweekly updates and evaluations of the schedule.

Cost management plan

To track the project costs, a control accounts (CA) function will be developed and assigned. The CA function's earned value calculations will measure and manage the entire project's financial performance (Cost management plan template 2010). Activity packages advance to receive a 50 percent credit, with the remaining credit granted upon completion of the job.

A cost variance within the range of +/- 0.1 for the indexes denotes a caution regarding the cost status of the project. A cost variance within the range of +/- 0.2% for both indexes modifies the alert status.

When the schedule performance index reaches a deviation between 0.1 and 0.2, the project manager notifies stakeholders.

Cost management reports will be compiled and included in monthly project progress reports. The budget breakdown for the AIM hypermarkets CRM system project is provided below.

Plan for quality management

The objective of quality management in this project is to ensure that all project deliverables adhere to an acceptable quality standard (Lewis 2002; Rioux 2008). Additionally, this verifies the processes utilized to produce the deliverables. Therefore, the delivery will be evaluated for completeness and accuracy in addition to quality criteria. Additionally, project procedures must adhere to process quality standards. To ensure that the final deliverable is of acceptable quality, a rigorous quality assurance procedure will be implemented. This project's quality control procedure specifies the CRM system as the deliverable that will be evaluated for a suitable quality level in relation to user needs. Contributing to the quality control process will be the usage of quality-assured software and hardware components, as well as the reporting and recording of the project's progress. Quality control will also consider the user acceptability generated from periodic user acceptance testing with documented valid and invalid test data. Other tests will be conducted as the project progresses, particularly during the coding phase. Depending on the importance and weight of the total project quality, the intervals for these tasks will range from weekly for the most critical to monthly for the less critical, with weekly being the most frequent. However, each will be taken into account to maintain quality control in all areas.

This project will have a well-defined configuration management process to effectively track any changes and adjustments to all the immediate project inputs in order to ensure standardization during reviews and updates and maintain an appropriate version control process for the final output. Any software solution may not be able to eradicate all defects entirely. However, iterative testing has proven to be the most effective method for minimizing software errors and providing necessary fixes. The CRM system project will be subjected to rigorous testing based on established testing methodologies outlined in a test plan. Prior to affecting the final product's quality, defects can be remedied if they are discovered early enough.

Staff management plan

The AIM hypermarkets CRM system project is a medium-sized endeavor requiring a team of twenty people. The administrative manager and financial analysts from AIM hypermarkets will be included. Bluechips consulting has a project manager, quality manager, three systems analysts, five application programmers, five data conversion personnel, and three network support staff. All core project team members, with the exception of the administrative manager and financial analyst, are anticipated to be available full-time for the project. Due to the fact that the core project team from Bluechips consultancy has been assembled based on expertise and selection criteria, there will be no or very little external influence in those specific areas.

The table below outlines how these personnel will participate in each phase of the CRM system project.

Team/ Role Required Number Planning Purchases System development System implementation

Required Administrative manager 1 Required Required Not necessary

Financial analyst 1 Obligatory Required Not necessary Not necessary

Project supervisor 1 Required Required Required Required

System engineer 3 Not necessary Not necessary Required Required

Application developer 5 Not necessary Not necessary Required Required

System designer 1 Not necessary Not necessary Required Required

Data conversion 5 Not necessary Not necessary Required Required

Network assist 3 Not necessary Not necessary Required Required

TOTAL 20 3 3 19 18

Except for the administrative manager and financial analyst, who occupy executive positions representing the project's owner and sponsor, the personnel for the CRM system project have been selected in a competitive process. Bluechips consultancy qualified for this project after submitting a winning bid in response to AIM's call for qualified teams to apply. The AIM hypermarkets board chose Bluechips consultancy on the basis of its merit. This occurred following a series of interviews between the board and each team member.

The project team will consist of:

Mr. Ralph Mancini – AIM manager (Administration)

Mr. Oscar Newton – Account Manager (AIM)

Mr. Bob Milenski – Project manager (Bluechips consultants)

Julie Mathews is a system analyst (Bluechips consultants)

Mr. Craig Bowles – System analyst (Bluechips consultants)

System analyst is Mr. Jonathan Avancini (Bluechips consultants)

Mrs. Kathryn Moore is a software developer (Bluechips consultants)

Mrs. Joyce Keeps is a software developer (Bluechips consultants)

Miss Judith Watson is a software developer (Bluechips consultants)

Mr. Gerry Lampard – Software Engineer (Bluechips consultants)

Mr. Smith Chart – Developer of Applications (Bluechips consultants)

Mrs. Rose Woodfox is a system designer (Bluechips consultants)

Michael Jones is a data clerk (Bluechips consultants)

Arnold Bets is a data clerk (Bluechips consultants)

John Orion is a data clerk (Bluechips consultants)

Mrs. Bertha Maxwell – Information clerk (Bluechips consultants)

Jonathan Maroon is a data clerk (Bluechips consultants)

Miss Judy Collins – specialized in network support (Bluechips consultants)

Mr. Geoffrey Jones is a specialist in network assistance (Bluechips consultants)

Mrs. Anita Wales is a specialist in network support (Bluechips consultants)

This team has a predetermined wage scale based on job, and each member is entitled to four days of paid leave for the duration of the project.

Communication management plan

The names and contact information of the AIM hypermarkets CRM system project team are listed in Table 3.

Title Email Telephone

Mr. Ralph Mancini is the Administrator [email protected] 12-12345

Mr. Oscar Newton, Financial Analyst [email protected] 12-12346

Project manager Mr. Bob Milenski [email protected] 889-1234

Julie Mathews, System Analyst matthews-sa@ bluechipsconsultants.com 889-1235

Mr. Craig Bowles, System Analyst bowles-sa@ bluechipsconsultants.com 889-1236

Mr. Jonathan Avancini, a system analyst avancini-sa@ bluechipsconsultants.com 889-1334

Mrs. Joyce Keeps's email address is keeps-ap@ bluechipsconsultants.com. 889-1344

Miss Judith Watson's email address is watson-ap@ bluechipsconsultants.com. 889-1211

Geoffrey Lampard lampard-ap@ bluechipsconsultants.com 889-1122

chart-ap@ bluechipsconsultants.com, Mr. Smith Chart. 889-3456

Mrs. Kathryn Moore's email address is moore-ap@ bluechipsconsultants.com. 889-3444

Rose Woodfox is a system architect. woodfox-sya@ bluechipsconsulting.com. 889-6777

Data conversion Mr. Michael Jones jones-dc@ bluechipsconsultants.com 889-5432

Mr. Arnold Bets can be reached at bets-dc@ bluechipsconsultants.com. 889-3214

Mr. John Orion's email address is orion-dc@ bluechipsconsultants.com. 889-3344

Mrs. Bertha Maxwell maxwell-dc@ bluechipsconsultants.com 889-9876

Jonathan Maroon, Esq. maroon-dc@ bluechipsconsultants.com 889-0987

Network assistance Judy Collins, Miss collins-ns@ bluechipsconsultants.com 889-9087

Geoffrey Jones, Esq. jones-ns@ bluechipsconsultants.com 889-4422

Mrs. Anita Wales can be reached at wales-ns@ bluechipsconsultants.com. 889-3366

The matrix of communications for this project is shown in Table 4 below.

Form of transmission Objective Medium Period Ownership Audience Delivery

Project kickoff assembly Introduction of the project team and overview of project activity Once Face-to-face interaction between the project manager, sponsor, team, and other stakeholders Proceedings and agenda

Successive team gatherings Project status review After a week conference call or in person Manager of the project team Proceedings and agenda

Monthly status reporting for projects Status report on the project for management After 30 days Email Project manager Office of project management (PMO) Monthly status report on the project

Project status review meetings Status report on the project for management After 30 days Face to face or conference call Project manager Sponsorship and

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