Keller - Project Management Plan.docx - Running Head...

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Running Head: Project Management Plan 1 Project Management Plan Jacob Keller BUS633: Project and Operations Management Dr. Penni Cooke 10/26/20
Project Management Plan 2 International Logistics Services (ILS) has recently purchased a warehouse in New Zealand with a strategic objective to obtain Walmart as a client. The acquisition of Walmart's business is not currently possible due to inherited issues within the New Zealand warehouse, resulting in poor performance and low customer satisfaction. The project to bid for Walmart's business will start after this improvement project, scheduled to be completed by December 31st, 2021. The project management plan (PMP) provides a comprehensive document that details what the project aims to accomplish and establishes how the goals will be achieved (CDC, 2020). The improvement project's success will optimize ILS's operational efficiency in New Zealand and enforce the strategic direction necessary to become Walmart's sole logistics provider in the country. Scope ILS's Director of Logistics Services is sponsoring the current improvement project to resolve issues within the warehouse to improve the operations to meet ILS's values in financial, social, and environmental issues. The project's scope provides a detailed description of the deliverables, scope boundaries, and acceptance criteria to guide the project towards completion (Project Management Institute, 2017). The project team will address the lack of formal job and safety training, inadequate inventory and document management, and excessive spending to complete the project. The project will implement new systems and provide the New Zealand location training to meet ILS's value in the triple bottom line and attain the level of performance necessary to acquire Walmart as a customer. Schedule
Project Management Plan 3 The schedule is limited to a 10-month timeline to fulfill the outlined deliverables and complete the project. The project will begin on February 1st and end on December 31st of year zero. The schedule is separated into three main sections, with one team working at a time and the appropriate resources allocated to each group to optimize efficiency without surpassing the budget. The teams complete the work in sequential order and are disbanded or absorbed into the next team based on the following tasking resource demands; this minimizes the impact on other warehouse operations from a diminished workforce. The three sections of the schedule, each covered by its team, consists of Employee Job and Safety Training, Accounting Software Integration, and Eco-Friendly Operations. Please refer to Appendix A – Schedule and Budget for the detailed project schedule information. Budget The budget allocated to the project team to optimize New Zealand warehouse operations is limited to USD 100,000. The project team is also limited to the US support staff designated by the DLS and the existing warehouse employees. The limited amount of money will constrain the

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