Professional Documents
Culture Documents
UNIVERSITY OF COLOMBO
FACULTY OF GRADUATE STUDIES
Submitted for the fulfillment of requirements as Group Assignment for the module Information Systems Project Management
By Evan Pathiratne
Executive Summary
Brandix (which was founded as Phonix Ventures) was established in early 80s. In Present Brandix Lanka Limited is the single largest exporter of apparels in Sri Lanka for the last five years with an annual turnover exceeding US$ 360 million. Brandix provides over 25,000 direct employment opportunities and equivalent number of indirect employment Opportunities. The market in Brandix Lanka companies operate is characterized by globalization, mergers, acquisitions and consolidation, requiring to standardize operations to stay competitive. The best way of lowering the costs and improving effectiveness and efficiency is by moving some functions to one central location. One way to meet this challenge is for Brandix came to a decision to have company own Shared Services Center (SSC) under Brandix ccooperate governance. SSC initial project is to combine 10 Strategic Business Units (SBU) units financial operations and in future come up with non financial areas like payroll, purchasing, etc. As companies extend their presence across group, it becomes increasingly uneconomical to maintain a duplicate accounting infrastructure within each SBU of operation. Brandix Board of Directors has also recognized the benefits of implementing a shared services approach. This report explores the Brandix Shared Services Centers (SSC)
implementation/establish project phenomenon and in particular Project Management Process. In addition, the report explored the challenges and implications of the centralizing finance to SSC. The key critical factor highlighting is support from senior management is particularly important as this type of project cuts across the power base of the organization and, as with any moving of one set of responsibilities to another location.
TABLE OF CONTENTS
Executive Summary ......................................................................................................... 1 1.0 Introduction ................................................................................................................ 4 1.1 Background and Present Situation ......................................................................... 4 1.2 Objectives of the Project ........................................................................................ 5 1.3 SWOT Analysis .................................................................................................... 6 2.0 Feasibility Study ........................................................................................................ 8 3.0 The Scope Management Plan ..................................................................................... 9 3.1 Project Charter ....................................................................................................... 9 3.2 Scope Statement ................................................................................................... 12 3.3 Work Breakdown Structure (WBS) ..................................................................... 13 4.0 Time Management Plan ........................................................................................... 19 4.1 Activity Definition ............................................................................................... 19 4.2 Activity Sequencing ............................................................................................. 19 4.3 Activity Resource Estimation .............................................................................. 22 4.4 Activity Duration Estimation ............................................................................... 22 4.5 Schedule Development ........................................................................................ 24 4.6 Schedule Control .................................................................................................. 25 Gantt chart .................................................................................................................. 25 5.0 Cost Management Plan ............................................................................................ 34 5.1 Cost Estimation .................................................................................................... 34 5.2 Cost Budgeting (Resource Requirements) ........................................................... 34 6.0 Quality Management Plan ........................................................................................ 36 6.1 Quality Plan .......................................................................................................... 36 7.0 Human Resource Plan .............................................................................................. 37 7.1 Project organization chart .................................................................................... 37 7.2 Staffing Management ........................................................................................... 38 7.3 Resource Levelling............................................................................................... 39 7.3 The Roles and Responsibilities Assignment ........................................................ 43 8.0 The Communication Management Plan ................................................................... 44 Performance Reporting .............................................................................................. 47 9.0 Risk Management..................................................................................................... 49 9.1 Risk Management Process ................................................................................... 49 Determining the risk impact considers the consequences the risk would have on the project if the risk event occurs. . The Criteria for Risk Impact in Table is a guide for evaluating the risk consequences and determining the risk impact ........ 51 Criteria for Risk Impact ......................................................................................... 51 Criteria.................................................................................................................... 51 9.2 Risk Table ............................................................................................................ 52 9.3 Risk Mitigation, Monitoring, Management Plan ................................................. 53 10.0 Project Integration Management ............................................................................ 58 11.0 Conclusion ............................................................................................................. 59
1.0 Introduction
The Brandix is a Group of Companies consisting of more than 10 subsidiaries located in different areas in Sri Lanka. Each of these companies is mainly engaged in producing garment accessories and related printing. They function as factories with separate legal entities headed by a Chief Factory Officer (CFO) and a Financial Accountant (FA). The Board of Directors of Brandix Group has recently taken a decision to launch a project to establish a Shared Services Center (SSC) in view of centralizing transaction processing and financial accounting activities in all its subsidiaries.
The following points have been identified as major shortcomings in the present situation. Each SBU keeps financial accounts which is a duplication of the same accounting process and a waste of resources. Increasing volume of transactions The CFOs and CEOs have to spend a lot of time on financial documents Each SBU has separate financial staff Each SBU maintains number of computer systems to process transactions and to keep financial accounts. Each SBU spend a lot of money on software licenses.
Lack of standards and common practices in SBUs It is very difficult to visualize groups resources at a glance. Wastage of time in collecting financial and operational information from SBUs.
Having considered the above shortcomings, the Board of Directors has approved the Shared Service Center project which works towards the establishment of a centralized unit capable of processing all transactions and keeping financial accounts in one location. In addition, it is expected to handle general procurement process of all SBUs which will save in return a considerable amount of time of the CFOs and CEOs enabling them to make use of their time in creating innovative products and services.
Stakeholders Chief Executive Officers (CEO) Chief Factory Officers (CFO) Board of Directors Financial Staff Project Steering Committee Project Team
6. Increased debt results in lower profits and decline in cash flow 7. Large amount of suppliers which means difficulties to ensure consistent quality and time of delivery 8. Uncertainty of Customer acceptance of the Companys products 9. Reliance on Customers of production
External Factors
Opportunities 1. More markets focus on Japan, Korea, China, Russia and Latin America countries. 2. Large Volume Purchases from low prices & discounts 3. More Financial Institution Facilities 4. Similar Operation Companies Shire Knowledge & Resources. 5. New Imagine Market 6. Vertical Operation have More Customers 7. Increasing acceptance of the casual workplace trend Threats 1. World Financial Crises 2. Imaging China & India 3. Low Cost Labor Countries 4. Buyers Reduce Margins 5. Reduce Lead Time 6. Industry is risky because in order to gain competitive advantage you may have to take gambles (prediction of future trends) 7. Disruption of foreign customers
Project Finish Date: May 04, 2010 Project Manager: Project Objective: Set up the Brandix Groups Shared Services Centre to cater its Strategic Business Units (SBUs) in terms of financial accounting processing and general procurement supporting with increased efficiency and productivity while playing the role of management information disseminator to support group-wide and SBU centred decision making. Approach: Preliminary identification of problem domain Evaluation of alternative solutions Conduct Feasibility Study In depth Requirement Analysis Development of system based on incremental & iterative software development methodology Establishment of IT infrastructure of the system Quality assurance of the developed system Establishment of Disaster Recovery Site [Project Managers Name]
Roles And Responsibilities: NAME ROLE RESPONSIBILITY Acts as the principal sponsor of 1. [Left out by request ] the project CEO Holds top-most responsibility of project Monitor progress of project Delegate authority down the CIO hierarchy Facilitate Make friendly atmosphere to project team to carry out 3. [Left out by request] 4. [Left out by request] 5. [Left out by request]] Chief Factory Officers (CFOs) investigation & observation Assign factory staff to work with project team Provide easy access to factory data & documents Total management of the 6. [Project Manager Names] project concentrating on best Project Manager practices in the industry Report progress to stakeholders Release/assign IT staff for the 7. [Left out by request ] Manager-IT smooth execution of the project
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Provide necessary hardware & software resources Render expertise knowledge & experience Recruit new IT & supporting 8. [Left out by request ] staff Manager-HR Co-ordinate with Project Manager in human resource related issues
1.
2.
3.
4.
5.
6.
7.
8.
Comments: 1. Initially, this project can be carried out as a pilot project using two three SBUs. CIO
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Automated System
Software
Hardware
Live ware
Communicati on
Building
Furniture
System Implementation
FARS: Financial Accounting & Reporting System WFA: Work Flow System GPS: General Procumbent System PMS: Performance Measuring System
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2. Background Research
2.1 Industry research on similar projects for benchmarking 2.2 3rd party vendor research and analysis 2.2.1 SSC developers 2.2.2 Software System developers 2.2.3 Database System developers 2.2.4 IT Infrastructure service and support providers 2.3 Analyze findings 2.4 Prepare summarized report
3. Feasibility Study
3.1 Initial Project management team meeting 3.2 Operational Feasibility Report (For CEO) 3.2.1 Prepare a SWOT analysis 3.3 Technical Feasibility Report (For CIO) 3.3.1 Asses capacity for in-house development 3.3.2 Compare In-house Vs Outsourced technically 3.3.3 Recommendations on Tools/Software/Practices required for project 3.4 Financial Feasibility Report (For CEO and CFO) 3.4.1 ROI Calculation 3.4.2 Weighed Scoring Model Calculation 3.4.3 Compare In-house Vs Outsourced financially 3.5 Social Feasibility Report 3.5.1 Asses in-house capacity for change/resistance 3.5.2 Highlight areas of concern 3.5.3 Include possible remedial actions 3.6 Prepare Summarized report for Management Review 3.7 Complete a comprehensive Project plan 3.7.1 Update Scope Management Plan 3.7.2 Update Cost Management Plan 3.7.3 Update Time Management Plan
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5. SSC Development Stage I System Logical Design and Main IT Infrastructure Setup
5.1 Initial Meeting with Developers and UI Designers 5.1.1 Assign team roles and team leaders -S1 5.1.2 Setup time baselines S1 5.2 Initial Meeting with Infrastructure Technicians 5.3 Complete Database ER Diagram 5.4 Complete Logical Diagrams of System 5.4.1 USE Case and Activity Diagrams 5.4.2 Class Diagrams 5.5 Main IT Infrastructure Setup 5.5.1 Setup Network Cabling 5.5.2 Setup Redundant Power supply 5.5.3 Setup the Desktops 5.5.4 Meeting with Infrastructure Technicians 5.6 Meeting with Team Leaders and CIO S1
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8.2.4 Update change logs and system documentations 2 8.3 Conduct User Acceptance Testing 8.4 Update changes system 8.5 Update change logs and system documentations 3
Scope Verification & Control The integrated change management methodology adopted for this SSC project is described under chapter 9, Project Integration Management.
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Identified Mandatory Dependencies (Hard Logic) Any development /coding /testing task will not commence before a meeting is held between the relevant stakeholders as per the project communication management plan (later mentioned in detail) ER Diagram has to be completed for database development to begin UML design diagrams has to be finished for UI designing to start Only after user sign off of the UAT stop the testing and re-design on the system. Identified Discretionary Dependencies (Soft Logic) Always update the change logs and system documentations after Unit/Integration testing resulted system update has been initiated Identified External Dependencies Some activities can be affected by lag times that could be caused by late deliveries. (Cabling, server racks, AC equipment etc.)
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Activity sequencing is best shown in network diagramming. Two common techniques for this are the Precedence Diagramming Method (PDM)/Activity on Node (AON) and Arrow Diagramming Method (ADM) /Activity on Arrow (AOA)
SSC Development Stage I System Logical Design and Main IT Infrastructure Setup
Without good project management software it is difficult to define lag and lead in a PDA diagram, at the current stage activity sequencing is only focused (because of this above does not have any duration estimates). PDA gives a much better showing of dependencies between activities such as start to start (SS) and finish to finish (FF).
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Class Diagrams
Setup Network Cabling Initial Meeting with Infrastructure Technicians Setup Redundant Power supply
SSC Development Stage I System Logical Design and Main IT Infrastructure Setup
With this technique one can only view the start to finish nature of the relationships. But complex relationships (SS, FS, FF and SF) cannot be shown. This is a more simplistic way of showing the relationships.
As later described under 4.5 Schedule Development section because Microsoft Project 2003 Gantt Charts was used for this project, all the activities/work packages by default came as AON diagrams. This project activity sequencing was completed with the AON method.
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Usage of published estimating Data After the WBS the work package 1.1.5 Prepare summarized report of findings is completed the project team after analyzing its content will have data related to organizational guidelines, rates and estimates set for previous other projects. (Network Projects, Software development projects-ex: on going ERP project, established price agreements with vendors ) .These amounts will be close to industry estimates for rates for that particular activity. The output from activities 1.2 Interview with CEO, 1.3 Interview with CIO ,1.8 JAD Session with Project steering committee will also be valuable when identifying proper estimates. Bottom-up estimating The project team using the earlier estimated individual schedule activities and resource allocations adds them up to come up with a total estimate for the individual work packages. This is an accurate means of estimating provided that the published estimated data gained is accurate. This task will take time because every activity must be assessed and estimated accurately to be included in the bottom-up calculation.
Resource estimate identification is completed during the Human Resource Planning and this Activity Resource Estimating process.
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Expert Judgment
GoodCombination expert with of
Analogous Estimating
GoodHelpful when
Parametric Estimating
GoodAccurate because quantitatively based (multiplies the quantity of work by the rate).Can be used for network enhancement projects.(Project with limited man power needs)
Three-point Estimates
GoodThree estimates that are averaged to come up with a final estimate. SO should provide an accurate figure. Can be used when activity duration uncertainties are present.
Reserve Analysis
GoodPortion of time to the activity to account for schedule risk so risk is considered in estimations.
information be useful.
BadResource levels,
are not focused BadBadHard to correctly calculate work human hours The Optimistic and Accuracy concerns because of the top down nature.
pessimistic normal
estimates
approach.
4.4.2 Justification of Chosen In the WBS under 1. Preliminary Scope Identification to complete the activity 1.7.3 Develop Basic Time Management Plan analogous estimation was done, because the unavailability of correct data for duration estimates. Parametric estimates for used to calculate time for network enhancement part of the project due to the mechanical nature of its activities. The critical activities such as coding and QA were estimated using reserve analysis because risk associated time is incorporated to the estimate. (Further explained under risk management plan)
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4.5.1 Application of Schedule Development Tools and Techniques Used Techniques Resource Levelling Below states the methods of resource levelling to keep the project on schedule if the above mentioned problems occur. Initially allocate resources to critical path Adjust the resource assignments for staff that are under allocated. Mandatory overtime work imperatives Split tasks with senior and junior teams (Case with Coding and testing in this project) where the critical components are handling by the experiences members and the operational parts are handled by the junior staff. Reallocation of slack time staff to critical path tasks Fast tracking where multiple tasks are performed simultaneously. (Instances this can be used are in Feasibility reports preparations, UML diagram creation activities)
Project Management Software Microsoft Project 2003 was used to create Gantt chart.
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Rejected Techniques What-If Scenario Analysis was not used because n order to get an accurate outcome from such a method complex Simulation techniques such as Monte Carlo analysis has to be used. And a commonly used technique of Crashing was not used for the project because this project contained activities of a broader scale. (Ex- from UML diagramming to coding, and Network design to DR planning) and the impacts of crashing if made wrong will alter the wide set of interdependent activities. The schedule is modelled on correct initial
estimates with reserve analysis backed by a resource levelling plan to be used whenever necessary.
4.5.2 Schedule Baseline After sign-off of the project schedule it will be considered as the final, approved version of the project schedule with baseline start and baseline finish dates and resource assignments.
The schedule baseline generated as the Gantt chart is attached next page.
Gantt chart
Please refer next page
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* Please note the above figures are hypothetical and due to confidentiality terms within Brandix the true values were not shown.
As the schedule became much clearer a time stamp can be put on each activity as given below. Requirement Analysis -27 1.5 Months Development 9 +12 +10 31 2.5 Months Testing 23 - 1 Month Infrastructure 20 - 1 Month According to HR plan described later when the team compositions are looked into the total project budget comes to,(Please refer next page)
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Wages
Requirement Analysis o 1.5 Months x 2 = Rs. 210,000 (Senior) o 1.5 Months x 3 = Rs. 112,500 (Junior) Development o 2.5 Months x 2 = Rs. 275,000 (Senior) o 2.5 Months x 3 = Rs. 187,500 (Junior) Testing o 1 Month x 2 = Rs. 70,000 (Senior) o 1 Month x 3 = Rs. 45,000 (Junior) Infrastructure 20 - 1 Month o 1 Month x 2 = Rs. 130,000 (Senior) o 1 Month x 3 = Rs. 105,000 (Junior) BUDGET
o Purchases =
Rs. 1,225,000
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Design of Experiments (A Quality Planning Technique) With the use of this a team comprising of (steering committee members , required team leaders(QA and development) and project manager can collectively identify what is the most optimal quality needed for the project to succeed The guideline set by this discussion will be transferred to the whole QA team.
Benchmarking Adopt industry recommended SSC development techniques and common computerised accounting systems best practices / similar projects that were completed successfully. Use the standards and methodologies used on those as a baseline for this project.
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Above represents the project hierarchy and reporting relationships. The most senior level is the project steering committee which is reported to by the project management team. Each of the respective team leads will have a team between 4-6 members to wok with. And with the empowerment of the steering committee referential power can be used when necessary
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Next page details the staff acquisition plan for each of the four teams. Analyst Team Outsourced to third party consultants Skill set - specialize in developing SSC. Development Team Outsourced to third party software development firm. Skill set -VB.net , UML diagramming Networking Team In sourced within Brandix. Existing Network administrators get involved in setting up the PCs , Servers and DR site. Skill set Experience in troubleshooting and handing networking related projects in Brandix. QA Team In sourced within Brandix. A team comprising of senior accounting staff members and SSC users. Skill set Familiarity of computerized accounting systems and business process.
Staffing management plans use resource histograms drawn in chart form along with Gantt chart in MS Project 2003.
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d. e.
Business Analyst-Resource over allocation on 15 & 16 February: (Reference from WBS & Gantt Chart)
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Provide opportunity for the junior tam to always work with senior members, (the junior staff will never be working on an allotted component by themselves). This will allow them to mature to the task more effectively and also provide work challenge. Every team is built with redundancy of expertise. (Each team, is composed of 2 senior members and more than 2 junior members) SO if I staff member is absent/quits the remaining member can resume operation. Use referential power when necessary, through steering committed feedback updates to project team leaders. Never use any means of penalizations, but keep staff aware of resource levelling standards that might cause fast tracking of activities and also overtime work requirements if schedule milestones are not met.
Item
Team P P P P P P P P
Team Lead S S S S S S S S
Project Manager R R R R R R R R
Steering Committee
Complete Database ER
Complete Logical Diagrams
IT Infrastructure Setup Database Development UI Development Implement FARS Implement WFS Implement GPS
I I I
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P P P
S S S
R R R
The team leaders should sign off on the activities when they are completed, then it is the project managers responsibility to review the task completed and confirm it. Some special activities related to core system functionality needs input from the steering committee. Conflict Resolution Process The project management team accepts all conflicts as natural to a project and manages them to gets the most positive outcome from it. Depending on the nature of the conflict straight confronting of the problem will be done to eliminate it in its roots and then all parties are satisfied.
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Segment I Steering committee Segment II The communication between the existing accounting departments Segment III
Between
Below details the contents of each plan, relevant documentations used, meeting agendas, objectives and justification of actions
Segment I (Steering Committee) Special Requirements 1. Time and effort Status updates Because of their estimations and progress privileged status required for of project meetings has to activity be scheduled resource before hand with allocation the predefined 2. Change request agendas. Approval Always use summarized information. CEO and CIO were met separately to get individual Input to PM PM Output Devised Plan Initial meeting with CEO and CIO, JAD session For each SSC development stage a post review meeting is done with CIO. (Refer WBS for frequency of communication) view points from a business
strategic level and at a technological level. JAD session conducted offsite to provide hassle free environment for steering committee and PM to brainstorm project and finalized the basic project plan. Progress reports were not used for this segment, because one-to- one interaction is the best form of communication that can be used for this target group. Segment II (Existing accounting departments) Input to PM PM Output Special Requirements Devised Plan
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Information about the current accounting processes carried out. Current operational problems.
Prevent conflicts of interest occurring due to the new system that would have a negative impact on the project team morale.
Message could be Submit questionnaires to communicated in SBU CFOs. both formal and informal manner.
It is the responsibility of the PM to make sure that the project runs smoothly and completes on time and budget. There might be instance of resistance to change that could happen within the company SBUs, and some staff may fear job cuts. The PM would act as the intermediary between Brandix Senior management and enlighten the accounting staff that this project will make overall operations more efficient. (Explained in-detail under risk management plan) .Such a task if not done may lead to a demoralised staff.
The questionnaire approach was chosen for SBU CFOs because there are 18 units spread over Sri Lanka, and each unit might have different requirements. The findings from all the collected questionnaires will be used to create a summarized report.
Segment III (Project Operational Teams) Input to PM PM Output Special Requirements Devised Plan
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Status of task Manage and completion. communicate Change requests deadlines Manage team morale Transfer top management vision to operation level.
none
Weekly meetings with the operational teams and pre-scheduled initial meetings with the team leads before a main activity begins. Performance reports (refer WBS)
This becomes the core of the project communication plan, as this involves the human resources that are into project development. Key preset events of the communication plan Segment II I I I III III III III III III I Event Submit questionnaire to CFOs Interview with CEO Interview with CIO JAD Session with Project steering committee Initial Meeting with Developers and UI Designers Post Review Meeting with Team Leaders and CIO S1 Initial Meeting with Coders (Developers) Meeting with Team Leaders and CIO S2 Meeting Technicians Finalize Meeting with technicians Meeting with project steering committee -SSC
Special preparation has to be done in order to get the desired outcome from the above event dates, with relation to the individual segment plans.
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Weekly progress reports, monthly progress reports identify the things that have been accomplished plans for the next progress reports. This is issued in particular time period. Weekly reports to see the developments in the software and the monthly reports are been reported to PM
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1.
Risk Identification investigates the below top ten risks that could result any impact to the project. These identified risks segmented to two categories.
Strategic risks
o o o o o
De-motivation of staff Reducing span of control of CFOs and CEOs Loosing the flexibility of payment Changing staffs attitudes Less Executive and Board level involvement
Operational risks
o o o o o
Reluctance to work in the SSC due to performance measuring & welfare and recreational issues Inadequate transition or migration planning Failure to re-engineer processes prior to transition Loss of intellectual property Lack of consideration of technology dependencies
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2. analysis
Analyzing the risks involves classification and prioritization of risk items, providing
The identified most critical risk further allocated on analyzed to sub categories. Risk
recommendations for mitigating and measuring risk items, and reviewing risk item information based on to the Project. The Risk Analyst has done reviewed results of the risk analyses with the Project Sponsors and Stakeholders.
Verify Risk Classification This Risk classification verified all ten Risk items and allocated to the relevant sub category. Project Team risk Project Management Risk Requirement Risks Human Resources Risks Process Risk Client Risk External Risk Technical risks Agency risk
Project Team risk o Less Executive and Board level involvement o De-motivation of staff Project Management Risk o Failure to re-engineer processes prior to transition o Inadequate transition or migration planning Process Risk o Reducing span of control of CFOs and CEOs Human Resources related Risks o o Reluctance to work in the SSC due to performance measuring & welfare and recreational issues Changing staffs attitudes
External Risk o Loss of intellectual property Technical risks o Lack of consideration of technology dependencies Client Risks o Loosing the flexibility of payment
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Risk Impact Determining the risk impact considers the consequences the risk would have on the project if the risk event occurs. . The Criteria for Risk Impact in Table is a guide for evaluating the risk consequences and determining the risk impact Criteria for Risk Impact Impact Table Negligible Marginal Critical Catastrophic Risk Impact Table Risk Category Project Team Risks Project Management Risks Process Risk Human Resources Related Risks External Risks Technical Risks Client Risks Impact 9 6 6 7 3 7 4 Catastrophic Marginal Marginal Critical Marginal Critical Marginal Criteria 0-3 3-7 7-9 9 - 10
Risk Probability Risk probability involves considering the likelihood of the risk occurrence on the project and this probability recorded as a percentage from 1 to 99%.
Criteria for Risk Probability Probability High Medium Low Criteria Approximately a 65% or higher confidence level that the risk will occur. Approximately a 35-65% confidence level that the risk will occur. Approximately a less than 35% confidence level that the risk will occur.
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Risk Item
Risk Category
Impact
Probability
Time-
Rating
Risk Owner
Risk Probability Risk Category Project Team Risks Project Management Risks Process Risk Human Resources Related Risks External Risks Technical Risks Client Risks Risk Timeframe Risk timeframe is very important to this project and time measured according to the project estimated time. Criteria for Risk Timeframe Timeframe Short-Term Medium-Term Long-Term Risk Timeframe Risk Category Project Team Risks Project Management Risks Process Risk Human Resources Related Risks External Risks Technical Risks Client Risks Timeframe Long Term Medium Term Long Term Short Term Long Term Short Team Long Term Criteria The risk is expected to occur within a very short period of time. The risk is expected to occur within the near future. The risk is expected to occur in the far future. Probability % 50% 70% 40% 80% 30% 40% 60% Probability Medium High Medium High Low Medium Medium
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frame
De-motivation of staff
Catastroph M ic Marginal M
LT
PM
Reducing span of control Process Risk of CFOs and CEOs Loosing the flexibility of payment Changing staffs attitudes
LT
PM
Client Risk
Marginal
LT
CFO
Critical
ST
PM
Less Executive and Board level involvement Reluctance to work in the SSC due to performance measuring & welfare and recreational issues Inadequate transition or migration planning
Catastroph M ic Critical H
LT
PM
ST
PM
Marginal
MT
PM
Marginal
MT
PM
Marginal
LT
PM
Critical
ST
CIO
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De-motivation of staff
Mitigation
o Assign a Human Resources expert to analyze any unrealistic situation on the project to minimize chance that the moral & motivation of the project team members will be damaged. o Plan Staff motivation programs with project team to build teamwork Track and Control
o Management keeps monitoring the changes, behaviors & moods of employees to provide necessary resources to keep the team motivation zone.
Management Support to staffs to get motivate with provide facilities, once people come up to certain moral address team and work for the project goals to finish.
o Project Manager updates each SBU CFO & CEO about the project progress on each and every meeting. o Project Manager analyzes any gap between Project Team with SBU CFO & CEO about the project provide knowledge sessions. o During the Project time the team have analyze any negative behavior from SBU CFO & CEO team. Track and Control
o o Keep on good communication with SBU CFO & CEO about the progress on project and identify their vision on Project. Keep track on negative behaviors from SBU and get necessary actions to overcome the problems.
Management Act according to the issues generating from SBUs with steering committee
team.
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o Allocate a Financial analyst to identify the requirements on flexible payments on the beach SBU. o Address all the issues with customers & suppliers to finalize agreement on payments. Track and Control
o Keep eye on any flexible payment requirements and provide the facilities to do payments without any failures.
Management
Providing the top level support to the project team finalize the payments agreements with customers & suppliers.
o Project Manager has to identify the attitude & commitment on each and every staff member. o Provide the facilities to build positive attitudes on their job. o Provide necessary tanning to build their knowledge. Track and Control
o Keep track on each employee behavior on the job and control the risk on project.
Management
Provide basic facilities to keep the staff happy on the job. Get immediate action to staff on a conflict issues.
Reluctance to work in the SSC due to performance measuring & welfare and recreational issues
Mitigation
o Project Manager provides awareness about the SSC performance measuring. o Provide a reword system based on to their performance. o Human Resources Team need to identify the staff members facilities changes during the project and provide the welfare facilities.
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Management o Management need to address to employee about issues on performance monitoring & welfare problems.
o Identify wrong translation from process models to implementation plans o List out Mismatch of design method and implementation method/perspective o Provide a training to lack of understanding or misuse of methods in the planning, design, implementation, enactment, evaluation phase. Track and Control o Identify each and every step on migration to check any insufficient problem
Management Rearrange the plan changes according Inadequate transitions
o Identify significant reengineering process based on to the company innovative and strategic changes in the SSC o Analyze failures on re-engineering and time, resources and process need to identify to success the project. Track and Control o All the identified re engineering processes need to track any failures and if highlights any frailer need to get immediate action complete the reengineering process.
Managemento Executive members support required to do re-engineering processes
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o Identify any intellectuals properties involving to the projects highlighting to the non authorized persons. o Keep the items safe place Track and Control o Keep an eye to members that have permission to the intellectuals properties. (Ex. Program source codes)
Management
Strictly follow the rules & regulation on working team to the project. Lack of consideration of technology dependencies
Mitigation
o Allocate technology expert to identify all the risks that have on this project. o Identify upgrade & new technological requirements o Conduct a workshop to give understand about how important and involved the technology to success the SSC. Track and Control o During the project SSC implementation monitor the technological fulfilling the requirements.
Management o Consider any technological changes to the project
o Ask for a Visible and strong support from Executive & Board o Conduct scheduled steering committee meetings with Executive and Board
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Planning Documents
Change Request
Is Change Acceptable?
No
Yes
Planning Scenarios
Implement Change
Yes
Approve Chang?
No
Reject Change
A change review team appointed will evaluate, accept/reject change requests based on provided date from the teams. This change management board will comprise of Project Manager and steering committee.
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11.0 Conclusion
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