1 4.4 Business Analytics Implementation Plan - Part 3 ERAU MGMT 530 Business Analytics for Managers Dr. Baker August 29, 2021
2 Table of Contents Introduction.....................................................................................................................................3 Return on Investment (ROI)............................................................................................................3 Major Stakeholders..........................................................................................................................4 Communication Plan.......................................................................................................................5 Data Mining Tools and Applications...............................................................................................6 Risks................................................................................................................................................7 Analysis of Current Enterprise Systems in Place............................................................................8 Alignment to Business Objectives...................................................................................................8 Implementation Plan........................................................................................................................9 Data Visualization............................................................................................................................9 Background....................................................................................................................................10 Business Problem...........................................................................................................................11 Objectives of Proposal...................................................................................................................12 Timeline.........................................................................................................................................12 References......................................................................................................................................15 References......................................................................................Error! Bookmark not defined.
3 4.4 Business Analytics Implementation Plan - Part 3 Introduction Process oriented changes endeavor to improve overall workflow efficiency and productivity and is considered the most difficult change in any organization (Habib & Jamal, 2014). An effective way to implement processes requires collaboration of all individuals involved with the specific business process. Especially in a reorganization or when streamlining processes for multiple divisions. Each divisional stakeholder needs to understand each other’s process in order to determine which steps are similar, redundant or unnecessary. The goal is to ascertain best-of-both approaches (Heidari-Robinson et al., 2016) across the divisions. The same should be done with tools. Strength and weakness analysis of tools provides a method to compare tools across divisions and either select a tool that best meets all division requirements or develop a new tool that is used across divisions. This plan will outline the project management of a business process optimization plan for a large aerospace company that has recently reorganized their sectors and divisions. While there are numerous processes and tools that need to be consolidated, the focus will be limited to one process and its tool used across the sectors and divisions. Return on Investment (ROI) Business process optimization projects provide a cost savings and cost avoidance by mitigating risks. The organization benefits from increased efficiency in maintaining one sector tool, standardized training, cross-program resource support, and an application platform such as .Net Core provides broader support for maintenance and future enhancements. Unlike typical products or stock investments where the ROI can simply be calculated using a math equation, determining ROI on a process optimization project that impacts multiple
4 divisions may seem impossible or difficult and will require calculating internal and external costs and indirect costs. To start, all costs associated to the project need to be calculated. Tangible costs include new hardware and software, development costs, subscription costs, external consulting (if required). Internal costs include time spent by anyone on the project. This includes the project team, and subject matter experts (Thompson, 2018).
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