quo were analyzed the WP Project was selected for proposal in this business

Quo were analyzed the wp project was selected for

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quo were analyzed, the WP Project was selected for proposal in this business case because it provides the best opportunity to realize benefits in an expedited manner while also allowing for the greatest improvement in efficiency and cost reduction. Other alternatives assumed greater risk, provided less benefits, were too difficult to define, or were not suitably aligned with current corporate strategy and/or objectives.
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Business case versus Business plan Initial estimates for the WP Project are: 15% reduction in overhead costs in the first 12 months 10% decrease in employee turnover in the first 12 months 50% immediate decrease in time to generate weekly and monthly financial reports 25% immediate decrease in the amount of time it takes to resolve payroll issues 2. B USINESS C ASE A NALYSIS T EAM This section describes the roles of the team members who developed the business case. It is imperative that participants and roles are clearly defined for the business case as well as throughout the life of the project. The following individuals comprise the business case analysis team. They are responsible for the analysis and creation of the WP Project business case. Role Description Name/Title Executive Sponsor Provide executive support for the project John Doe, VP Operations Technology Support Provides all technology support for the project Jane Smith, VP Information Technology Process Improvement Advises team on process improvement techniques Jim Jones, Process Team Lead Project Manager Manages the business case and project team Steve Smith, Project Manager Software Support Provides all software support for the project Amy White, Software Group Lead
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Business case versus Business plan 3. P ROBLEM D EFINITION 3.1. Problem Statement This section describes the business problem that this project was created to address. The problem may be process, technology, or product/service oriented. This section should not include any discussion related to the solution. Since its inception, Smith Consulting has relied upon a mainframe system to manage payroll and other administrative employee functions. As the number of employees grows, so does the burden placed upon headquarters to effectively manage the company’s administration at acceptable levels. In the last two years Smith Consulting has hired 5 employees into overhead positions to help manage and run the day to day administration operations. These positions provide little or no return on investment as they are not billable positions and only maintain the status quo; they do nothing to improve the management of the company’s administration. Additionally, employees must currently call their regional managers to enter their work hours and raise any concerns regarding payroll and administrative tasks. This places a large burden on managers who much balance these requirements with their day to day billable tasks.
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