Development Of Supply Chain ERP Module For An Australian Organization
Project Topics
The paper mainly reflects on the development of the supply chain ERP module for one of the Australian organizations. It is found that with the help of supply chain ERP module, the organization will be able to improve efficiency as well as customer service. In addition to this, the organization will be able to automate the workflow that further assists in reducing the operational costs of the organization. The entire project will be completed within 90 days by utilizing budget of around $100K.
The paper mainly focuses on schedule management plan, work breakdown structure, resource allocation, activity precedence table. In addition to this, the paper also showcases the resource usage within the project.
Schedule model development
AON diagram for the supply chain ERP module is provided below:
Figure 1: AON diagram
(Source: Created by Author)
|
Project schedule model maintenance |
|
|
Frequency of updates |
Who |
|
Monthly |
Project manager, human resource manager, IT manager |
|
Variances measurement |
When |
Control threshold limit |
|
Project time |
During project progress |
20% |
|
Project cost |
Monthly basis |
15% |
|
Cost for resources |
During the project progress |
12% |
|
Rules for EVM measurement |
Frequency |
Who |
|
Analyzing EVM requirements |
When needed |
Project manager |
|
Identifying EVM calculation concepts |
When needed |
Project manager |
|
Variance analysis |
When needed |
Project manager |
|
Calculation of performance indexes |
When needed |
Project manager |
|
Content of the report |
To whom |
Who |
Frequency |
|
Project timeline management |
Team leaders |
Team staffs |
When necessary |
|
Project status management |
Team leaders |
Project manager |
When needed |
|
Monthly progress report |
Project manager |
Team leader |
Monthly |
The work breakdown structure for supply chain ERP module development is given below:
|
WBS |
Task Name |
|
1 |
Development of supply chain ERP module |
|
1.1 |
Project initiation and planning |
|
1.1.1 |
Initiation phase |
|
1.1.2 |
Project charter development |
|
1.1.2.1 |
Feasibility check |
|
1.1.2.2 |
Team members appointment |
|
1.1.3 |
Project planning |
|
1.1.3.1 |
Scheduling of tasks |
|
1.1.3.2 |
Time estimation |
|
1.1.4 |
Appointment of team members |
|
1.1.4.1 |
Hiring |
|
1.1.4.2 |
Task allocation |
|
1.1.5 |
Resource planning |
|
1.1.5.1 |
Estimation of resources |
|
1.1.5.2 |
Allocation of tasks to human resources |
|
1.1.6 |
Communication plan |
|
1.1.6.1 |
Team meeting |
|
1.1.6.2 |
Project status report |
|
1.1.6.3 |
Milestone 1: Completion of initiation an planning phase |
|
1.2 |
Project execution and closure |
|
1.2.1 |
Project execution |
|
1.2.1.1 |
Device deployment |
|
1.2.1.2 |
Project prototype |
|
1.2.1.3 |
Milestone 2: Completion of execution phase |
|
1.2.2 |
Development of database |
|
1.2.2.1 |
Evaluating existing systems |
|
1.2.2.2 |
Connecting database with SCM system |
|
1.2.3 |
Testing |
|
1.2.3.1 |
Software testing |
|
1.2.3.2 |
Database testing |
|
1.2.4 |
Project review |
|
1.2.4.1 |
Reviewing project |
|
1.2.4.2 |
Holding meetings |
|
1.2.5 |
Project closure |
|
1.2.5.1 |
Stakeholder’s sign off |
|
1.2.5.2 |
Documentation |
|
M3 |
Milestone 3: Completion of closure phase |
|
1.2.6.1 |
Project closure |
The activity precedence table is given below:
|
WBS |
Task Name |
Type |
Predecessors |
Lag/lead |
Rationale |
|
1.1.1.2 |
Team members appointment |
Activities |
4FF+1 day |
Lead |
This work of the activity will be completed 1 day earlier. |
|
1.1.2.2 |
Time estimation |
Activities |
7SS-2 days |
Lag |
This work of the activity will be completed 2 days late. |
|
1.1.3.2 |
Task allocation |
Activities |
10FF+1 day |
Lead |
This work of the activity will be completed 1 day earlier. |
|
1.1.4.2 |
Allocation of tasks to human resources |
Activities |
13SS-1 day |
Lag |
This work of the activity will be completed 1 day late. |
|
1.1.5.2 |
Project status report |
Activities |
16FF+2 days |
Lead |
This work of the activity will be completed 2 days earlier. |
|
1.2.1.2 |
Project prototype |
Activities |
20FF-1 day |
Lag |
This work of the activity will be completed 1 day late. |
|
1.2.2.2 |
Connection of database with the SCM system |
Activities |
23SS-1 day |
Lag |
This work of the activity will be completed 1 day late. |
|
1.2.3.2 |
Database testing |
Activities |
26FF+1 day |
Lead |
This work of the activity will be completed 1 day earlier. |
|
1.2.4.2 |
Holding meetings |
Activities |
29SS-1 day |
Lag |
This work of the activity will be completed 1 day late. |
|
1.2.5.2 |
Documentation |
Activities |
33FF-1 day |
Lag |
This work of the activity will be completed 1 day late. |
It is found that there are three types of estimation method that are mainly involved in PERT including optimistic time estimate, most likely time estimate as well as Pessimistic estimation. According to Kerzner and Kerzner (2017), optimistic time estimation is considered as the fastest time in which an activity can be completed whereas Pessimistic time estimation is the maximum time that is generally needed in order to complete an activity. Moreover, most likely time is considered as the fastest time that is needed by an activity of the project to get completed (Serra & Kunc, 2015). The corresponding variance is generally added to each of the project activity of the critical path and the square of variance is considered is the standard deviation of the project. The activity duration table of the project is given below:
|
WBS |
Activity name |
Optimistic |
Most likely |
Pessimistic |
PERT estimate |
variance |
Standard deviation |
Rationale |
|
1.1.1 |
Initiation phase |
0 |
0 |
0 |
0 |
0 |
0 |
The value of standard deviation is zero |
|
1.1.2.1 |
Feasibility check |
8 |
10 |
12 |
10.0 |
1.3 |
0.67 |
The vale of pert estimation is 10 and standard deviation is 0.67 (Serra & Kunc, 2015). |
|
1.1.2.2 |
Team members appointment |
7 |
8 |
9 |
8.0 |
0.7 |
0.33 |
It is found that after calculation the value of standard deviation is around 0.33 |
|
1.1.3.1 |
Scheduling of tasks |
7 |
8 |
9 |
8.0 |
0.7 |
0.33 |
It is found that after calculation the value of standard deviation is around 0.33 |
|
1.1.3.2 |
Time estimation |
8 |
9 |
10 |
9.0 |
0.7 |
0.33 |
It is found that after calculation the value of standard deviation is around 0.3 (Kerzner, 2017). |
|
1.1.4.1 |
Hiring |
7 |
8 |
9 |
8.0 |
0.7 |
0.33 |
It is found that after calculation the value of standard deviation is around 0.33 |
|
1.1.4.2 |
Task allocation |
8 |
9 |
12 |
9.3 |
1.3 |
0.67 |
It is identified that the pert value is around 9.3 and standard deviation is around 0.67 |
|
1.1.5.1 |
Estimation of resources |
7 |
8 |
10 |
8.2 |
1.0 |
0.50 |
It is identified that the pert value is around 8.2 and standard deviation is around 0.50 |
|
1.1.4.2 |
Allocation of tasks to human resources |
8 |
9 |
10 |
9.0 |
0.7 |
0.33 |
It is identified that the pert value is around 9.0 and standard deviation is around 0.33 (Kerzner, 2017). |
|
1.1.6.1 |
Team meeting |
8 |
10 |
9 |
9.5 |
0.3 |
0.17 |
The value of pert estimation is9.5 and standard deviation is 0.17 |
|
1.1.6.2 |
Project status report |
7 |
9 |
10 |
8.8 |
1.0 |
0.50 |
The value of standard deviation is 0.50 (Serra & Kunc, 2015). |
|
1.2.1.1 |
Device deployment |
7 |
9 |
10 |
8.8 |
1.0 |
0.50 |
The value of pert estimation is 8.8 and standard deviation is 0.50 |
|
1.2.1.2 |
Project prototype |
8 |
10 |
11 |
9.8 |
1.0 |
0.50 |
The value of standard deviation is around 0.50 |
|
1.2.2.1 |
Evaluating existing system |
7 |
8 |
9 |
8.0 |
0.7 |
0.33 |
The value of standard deviation is 0.33 |
|
1.2.2.2 |
Connecting database with existing systems |
9 |
10 |
11 |
10.0 |
0.7 |
0.33 |
The value of standard deviation is around 0.33 |
|
1.2.3.1 |
Software testing |
7 |
9 |
10 |
8.8 |
1.0 |
0.50 |
The value of pert estimation is 8.8 and standard deviation is 0.50 |
|
1.2.3.2 |
Database testing |
7 |
9 |
11 |
9.0 |
1.3 |
0.67 |
The value of standard deviation is around 067 |
|
1.2.4.1 |
Reviewing project |
7 |
8 |
10 |
8.2 |
1.0 |
0.50 |
The value of standard deviation is 0.50 |
|
1.2.4.2 |
Holding meetings |
8 |
9 |
10 |
9.0 |
0.7 |
0.33 |
The value of pert estimation is 9.0 and standard deviation is 0.33 (Kerzner, 2017). |
|
1.2.5.1 |
Stakeholder’s sign off |
6 |
7 |
10 |
7.3 |
1.3 |
0.67 |
The value of standard deviation is around 0.67 |
|
1.2.5.2 |
Documentation |
7 |
6 |
8 |
6.5 |
0.3 |
0.17 |
The value of standard deviation is 0.17 |
|
1.2.5.3 |
Project closure |
0 |
0 |
0.0 |
0.00 |
The value of standard deviation is zero |
Figure 2: Network diagram
(Source: Created by Author)
Figure 3: S-curve
(Source: Created by Author)
The figure that is provided below reflects overallocation of project resources.
Figure 4: Gantt chart reflecting on overallocation
(Source: Created by Author)
The problem of overallocation has been removed by increasing the work percentage of communication manager, tester, human resource manager as well as developer to 200%. The screenshot that is provided below reflects on the Gantt chart after resolving the problem of overallocation.
Figure 5: Gantt chart after overallocation
(Source: Created by Author)
|
WBS code |
Activity name |
Problem of overallocation |
Steps for resolving overallocation |
|
1.1.3.1 |
Hiring |
This activity of the project is overallocated as the HR manager cannot handle more tasks at a time. |
The problem of overallocation increasing the enhancing the percentage of work of Hr manager. |
|
1.1.3.2 |
Task allocation |
The human resource managers are unable to work at a time on different project work and therefore this activity is overallocated. |
The work percentage of Human resource managers are increased for resolving overallocation |
|
1.1.5.2 |
Team meeting |
The communication managers are unable to handle the work successfully. |
The problem of overallocation increasing the enhancing the percentage of work of communication manager. |
|
1.1.5.2 |
Project status report |
As the communication managers are unable to handle a greater number of tasks at a time and therefore this task is overallocated. |
The work percentage of Communication managers are increased for resolving overallocation |
|
1.2.1.1 |
Device deployment |
The developers of the project are unable to handle more number of project activities at a time and thus this activity is overallocated. |
The work percentage of Developers managers are increased for resolving overallocation |
|
1.2.2.1 |
Evaluating existing systems |
This activity of the project is overallocated as the developers cannot handle more tasks at a time. |
The work percentage of developers are increased to 200% for resolving overallocation |
|
1.2.3.1 |
Software testing |
This activity is overallocated as the tester is busy performing some other project related work. |
The work percentage of Tester managers are increased for resolving overallocation |
|
1.2.3.2 |
Database testing |
This activity of the project is overallocated as the project tester cannot handle more tasks at a time. |
The tester work percentage is increased to 200%. |
Figure 6: Tracking Gantt chart
(Source: Created by Author)
Conclusion
It can be concluded that the supply chain ERP module development project is completed successfully within the expected budget and time. It is found that the project faces problem due to overallocation which is mainly resolved with the help of manual procedure. In addition to this, the paper also reflects on the tracking Gantt chart, network diagram and activity precedence table.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126-139.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), 53-66.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.
Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.