Team 5 - Project Report_v10.docx - O P I M Team 5 5 6 6 8 P R O \u201cThe work contained and presented here is the team\u2019s work and the team\u2019s work

Team 5 - Project Report_v10.docx - O P I M Team 5 5 6 6 8 P...

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“The work contained and presented here is the team’s work and the team’s work alone.”Team 5: OPIM5668:PRO
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Contents1.Executive Summary.......................................................................................................................22.Case Analysis and Recommendations............................................................................................32.1Program Timelines.......................................................................................................................32.2Problem and Issues......................................................................................................................42.3Recommendations........................................................................................................................71.Crashing the test phase..........................................................................................................72.Crashing the deployment phase.............................................................................................83.Re-baseline the program........................................................................................................83.Operational Recommendations......................................................................................................93.1Risk Management........................................................................................................................93.2Reduce Resource Attrition...........................................................................................................93.3Reduce Dependency..................................................................................................................103.4Communication.........................................................................................................................103.5Agile Project Management........................................................................................................104.Business Recommendations.........................................................................................................115.Solutions......................................................................................................................................116.Appendix A – Earned Value Analysis from Re-Baseline..............................................................137.Appendix B: Risk Management Template...................................................................................158.Appendix C: Embedded Documents............................................................................................159.References...................................................................................................................................161 | P a g e
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1.Executive Summary Mission: Clothes ‘R’ Us was a leading specialty store of apparels. An apparel retailer, CRU housed itsown brand products. It had its operations in 42 states. Clothes ‘R’ Us experienced a tremendousgrowth and financial success between 1990 and 1997. During this period, it expanded its operationsfrom 200 to 300 stores and total number of employees doubled. In fiscal year 1997, the revenue wasup 23% to almost 6.51 billion while net earnings were also up 18% to nearly $534 million. However,between 1998 and 2001, CRU’s revenue growth showed a massive decline. With the aim to fight thetight competition, CRU kept opening its new stores but in this process, they doubled its balance sheet.They could witness a reduced headcount by 20%, decreased revenue over the years and net loss of$123.62 million. CRU saw an opportunity to revamp their IT infrastructure so as to promote theincrease in sales. They introduced a layout of introducing newly integrated POS and credit applicationin the store servers. A return on investment (ROI) analysis had determined that this project wouldreturn $15 million per year after development and full-scale deployment to more than four hundredstores.Key Objective:The IT implementation project started in January 2002 and was slated to complete byApril 2003. Halfway through the project, CRU experienced delay due to managerial sign-off. Acouple of technical problems that followed impacted two important components of the project: costand risk. Our dedicated team of consultants will study the project status critically and come out withthe definitive steps to combat the otherwise irreparable heavy losses that can cost huge to thecompany. This will involve making some trade-offs as well as propose some valuable businessrecommendations in order to deliver the project successfully.Solution Summary: To help our client get out of this critical situation, we have proposed varioussolutions for the current withstanding problems. We have suggested a new baseline to complete theproject by May 2003 after taking into account the existing managerial and technical challenges. Thetime required to test the software and successfully deploy it has been reduced to half by doubling theresources. Moreover, we have also added a one month slack in order to absorb any future problemsthat may arise. In case the slack is unused, the project will finish on its original schedule suggested in
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