Week 6 Trusty Carpets Project Management Aspects

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Question Description

This section of the business case provides a summary of the team's plan for managing and implementing the proposed project.Its purpose is to convince the decision-maker(s) that the project will be managed effectively, so that the stated objectives will be met within the time and budget allocated to the project. A complete “Project Management Plan” would be separately developed and contain much more detail than is required here. This section should include:

  • A description, using a paragraph for each, explaining how the following aspects of the project will be managed:
  • Project Scope
  • Time/Schedule
  • Cost
  • Quality
  • Communications
  • Stakeholders
  • List the members of the project team by their roles (not by name).
  • Provide a schedule that lists the major tasks involved and how much time they require.The schedule should be detailed enough to cover all the important activities, but does not need to include a Work Breakdown Structure.

Approach to Developing this Section

The six management areas listed come from the Project Management Body of Knowledge (PMBOK) list of about 10 knowledge areas.Use the resources provided in the Week 6 Content to fully understand what is to be included for each of the above management areas.

In developing the list of the project team members, keep in mind the scope and budget for the project.The project team should have all the required skill sets, but team members may function in multiple roles.In order to keep costs low, the team should be as small and efficiently designed as possible.The team should include both functional and IT personnel.

The schedule should be developed with the understanding that when the business case is approved, many of the project planning and analysis and design steps will have been completed.So, using the information previously documented in the business case, the team should identify the major steps that remain to fully implement the project, and determine reasonable timeframes for them to be accomplished.The schedule should be presented as a table with tasks, duration, and participants, including the person who has the lead for that activity.The following table may be copied and used, if so desired:

Task

Duration

Leader

Participants

Task 1




Task 2




Etc.




This section provides a recommendation and rationale for how the system will be acquired.Often a combination of acquisition strategies are used, especially when both end-user hardware and enterprise systems are part of the solution.

First, list the components that need to be acquired, grouping them into categories as appropriate (e.g, end-user hardware, vs. each item separately).Then, for each component (or category of components), answer the following questions that are applicable to that item:

Approach to Developing this Section

Before beginning this section, read the "Basics of Defining Information System Acquisition Strategies," in the Week 6 Content.It explains how to approach acquisition planning and will help in responding to the questions above.That document provides a guide to completing the documentation for a full acquisition strategy plan, which would include many of the same topics as are included in the business case.For this section, focus on responding to the questions above, as they apply to what will need to be acquired for the system you are proposing.Multiple acquisition strategies may be identified for the proposed solution.For example, some components may be purchased outright, other products or services may be leased or available by subscription/service contracts.If such is the case with the proposed solution, all of the applicable questions for each type of acquisition recommended need to be considered and responses should be provided if they apply to what is being acquired.Some questions may not apply to the component being acquired (e.g., there does not need to be a data management strategy identified for a printer that is to be purchased).The presentation of the information will be clearer if separate responses to the questions are developed for each component or category of components.Keep in mind that the full security requirements and solution will be covered in Section XII (yet to be developed), but your solution should have identified what security hardware and software would need to be acquired, and you should include here any security requirements that should be included in contracts or service requests associated with your solution.

I.Acquisition Strategy

This section provides a recommendation and rationale for how the system will be acquired.Often a combination of acquisition strategies are used, especially when both end-user hardware and enterprise systems are part of the solution.

First, list the components that need to be acquired, grouping them into categories as appropriate (e.g, end-user hardware, vs. each item separately).Then, for each component (or category of components), answer the following questions that are applicable to that item:

  • Scope of what to buy:
    • Buy as a product or service? (some items may be purchased and others may be acquired as a service)
    • Commercial-off-the-shelf (including open source) or custom?
    • Will in-house staff or external contractors support custom development, integration, or sustainment?
  • What infrastructure will need to be acquired?
    • Will system hosting services be needed?
    • How will connectivity be made available?
    • What security considerations should be included in the contracts?Will any specific hardware or software need to be acquired to provide security?
    • Will Business Continuity requirements need to be included in the contract(s)?Will separate Business Continuity solutions or components need to be acquired?
    • Are there any data management considerations to be included in the acquisition(s)?
  • What type of contract(s) should be used?

Unformatted Attachment Preview

The SaaS Cloud Solutions RFMS Jerry’s business needs software in order to complement the hardware’s operation; this includes Operating system that would be used by the servers, workstations among the other PCs within the business. The business would also need Firewalls and antivirus software that would be used to secure the customer and the business data and information. Eventually, Jerry would be required to acquire a custom business software that would be used by the Jerry’s customer to place and order among other business operation. The SaaS system will need to be designed for carpets store. The RFMS SaaS system is great because it is already set up for Carpets store. There are three parts to RFMS. There is the Management System, Productivity Tools and Measure. The Management System offers operations features daily aspects of productivity, sales, and installation, the overall interpretation of the company vision. It also offers Accounting Features uniqueness of the flooring industry. It is unique because RFMS is engineered for carpet store needs and address the specific accounting, inventory and sales functions that flooring operations demand (RFMS Corporation). The Productivity Tools offers a wide variety of tools that Jerry will take advantage of to help grow his business. The first and the most important is the RFMS Mobile. Which is designed for the sales professional on the go, it will create new quotes and keep users up to date with their projects. Another Great tool offer under Productivity Tools is the RFMS Schedule Pro, This makes manages all flooring installations a simple task, and employee will be able to and track jobs and crews. The Bid Pro will estimate projects on the spot for salesmen, so they can give estimates to customers on the spot. Another product under Productivity Tools is direct deposit. This will allow Jerry to pay employee account electronically. RFMS has an inventory barcoding software has a module that is integrated with inventory and works with a hand-held laser tricorder that will track and speed up the time to do inventories (RFMS Corporation). RFMS Measure is an estimation software that does the estimating process. Jerry can create precise estimates in only five easy steps. The Measure Tool will approximation carpet, tile, laminate and hardwood flooring for projects of all sizes. Then it will create a floor plan with the software powerful drawing tools. Then it defines and assign all materials needed, then it will create all the product information, including description, color, size and price. The RFMS then will add Project Details like floor, stairs, borders and walls. Then it will give an Estimate, with material cost and labor cost. Then Printthe layout and cut diagrams for installers and customers (RFMS Corporation). Trusty Carpets Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base. The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been subcontracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike. Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, collect payment and do payroll. Jerry's finances are very straight-forward, and he uses the accountant only because he does not like to do the paperwork. Jerry’s company sells about 250,000 square feet of carpet a year (70% of it is midgrade carpet and padding) for sales of about $1.2 million. This results in a net profit of about $100,000. His current costs are in line with industry averages but his profits are below the averages. He attributes this to the fact that he keeps his prices low to be more competitive and grow his business. Technology support: The Trusty Carpets store has a basic information technology (IT) infrastructure with an internet connection. There is a computer with a multipurpose printer (scanner/fax/printer) in Jerry's office. It is connected to a router supplied by the Internet Service Provider. The router also provides a wireless network within the store, and the 2 salesmen have tablet computers that they use to check carpet availability and price, and to enter and check orders. Order forms are simple Google document forms that are stored in the Google cloud and are shared among the employees and with the installer and the accountant. Jerry and his salesmen each have a Gmail account. One of the salesmen, Ben (who has been with Jerry 6 years), is studying IT at the community college. He set up the current technology in the store just six months ago. Jerry expects Ben to learn about any new technology that gets installed and help solve minor in-store IT problems. Rev 6 8/20/2018 1 Recent changes: Jerry has been quite successful and has recently acquired Metro Carpets, a store on the other side of town. Metro Carpets has a large showroom and an adjoining 20,000 square foot warehouse. The showroom contains two room displays, one a living room with their top line carpet and one a family room with midline carpet. The remaining display space is for samples and remnants, including a small area for closeouts. The warehouse is about 50% utilized. It contains rolls of the top line carpet in a wide range of popular colors for immediate installation. Although it is a relatively large business, the previous owner was not well organized, had no information technology at the store, and kept all of his customer records and carpet inventory in hand-written ledgers. Jerry plans to retain the three sales staff and two warehouse people at Metro, and he wants to continue to expand sales in his original store. Metro generates about $3 million in annual sales at a 12% profit. Costs are in line with industry averages. Carpet sold at Metro breaks down as follows: 10% bottom grade, 50% mid-grade and 40% top-of-the-line. In addition, Jerry and Mike (the installer) have decided to combine their businesses into one carpet sales and installation business. They will do this after they have reviewed the impact of an EPA initiative, the WARM Program, to improve the rate of carpet recycling to lower greenhouse gas emissions. A description of the WARM Program is posted with the Case Study under Course Resources. Jerry feels recycling is important and wants to be able to make the appropriate business accommodations. Mike runs his business out of his home since all of the work is done in customers’ homes. He has two installation teams (2 people each) and installation equipment is stored in the trucks. Mike expects to increase the number of installation teams since Jerry acquired Metro Carpets. Mike’s wife Carol handles the bookkeeping, and while all of their work is paper-based, they are well organized. He earns about $1.50/square foot for his services. The opportunities: With the expansion of his business, Jerry needs a way to be able to manage the two separate locations and the installation operation as one business. He is also looking at ways to increase his business through internet sales, establishing relationships with new home builders, and in-home sales where he believes that he could reach more customers if his salespeople could go to customers’ homes, take measurements and obtain orders. Jerry’s daughter Ann is studying interior decorating in college and he wants to reach out to the interior decorating community to expand sales as well. Additionally, Jerry wants to be environmentally responsible. To do this he will need to allocate warehouse space to accommodate recyclable carpet. The installers would bring the used carpet to the warehouse, and the carpet would then be picked up by a recycler monthly at no cost. How your team will help: Jerry's primary business objective is to continue to increase his profit margins, and he believes appropriate technology can help with managing his expanding business. He has hired your team to evaluate his needs and recommend which technologies he should acquire and to develop the Business Case for those you recommend. He will use the Business Case to decide whether he should invest in the technology solution your team is proposing. Through the Business Case, your team must convince Jerry that you have a well thought-out plan that meets his objectives and has the potential of increasing sales and profitability; your objective is to get Jerry to hire your team to develop and implement the solution you are proposing. The assignment: Your team is to develop and explain a proposed technology solution for Jerry's business. You will come up with some specific business Rev 6 8/20/2018 2 objectives that could be supported by technology solutions, and then identify some IT solutions that could benefit Jerry’s carpet business. As a team, you will decide which technology or combination of technologies would benefit his business the most and should be implemented first. Your team will develop a Business Case to explain the solution and how it would be implemented. The Business Case must be well written and be able to be understood by Jerry, with his limited technical understanding. It is to be written as a proposal to Jerry that explains and defends the solution your team is putting forward. Your team will develop the Business Case, section by section, as we proceed through the class. The Business Case will be done as a series of documents prepared by your team that together form the full Business Case. The specifics for each section are in the weekly group project assignments, beginning with the Week 1 Group Assignment. The complete business case assignment is in the "Building the Business Case" document posted in the classroom. Rev 6 8/20/2018 3 Week 6 Group Assignment: Sections IX & X I. Project Management This section of the business case provides a summary of the team's plan for managing and implementing the proposed project. Its purpose is to convince the decision-maker(s) that the project will be managed effectively, so that the stated objectives will be met within the time and budget allocated to the project. A complete “Project Management Plan” would be separately developed and contain much more detail than is required here. This section should include: • A description, using a paragraph for each, explaining how the following aspects of the project will be managed: o Project Scope o Time/Schedule o Cost o Quality o Communications o Stakeholders • List the members of the project team by their roles (not by name). • Provide a schedule that lists the major tasks involved and how much time they require. The schedule should be detailed enough to cover all the important activities, but does not need to include a Work Breakdown Structure. Approach to Developing this Section The six management areas listed come from the Project Management Body of Knowledge (PMBOK) list of about 10 knowledge areas. Use the resources provided in the Week 6 Content to fully understand what is to be included for each of the above management areas. In developing the list of the project team members, keep in mind the scope and budget for the project. The project team should have all the required skill sets, but team members may function Building a Business Case – 10/02/2018 1 in multiple roles. In order to keep costs low, the team should be as small and efficiently designed as possible. The team should include both functional and IT personnel. The schedule should be developed with the understanding that when the business case is approved, many of the project planning and analysis and design steps will have been completed. So, using the information previously documented in the business case, the team should identify the major steps that remain to fully implement the project, and determine reasonable timeframes for them to be accomplished. The schedule should be presented as a table with tasks, duration, and participants, including the person who has the lead for that activity. The following table may be copied and used, if so desired: Task Task 1 Task 2 Etc. II. Duration Leader Participants Acquisition Strategy This section provides a recommendation and rationale for how the system will be acquired. Often a combination of acquisition strategies are used, especially when both end-user hardware and enterprise systems are part of the solution. First, list the components that need to be acquired, grouping them into categories as appropriate (e.g, end-user hardware, vs. each item separately). Then, for each component (or category of components), answer the following questions that are applicable to that item: • Scope of what to buy: Building a Business Case – 10/02/2018 2 o Buy as a product or service? (some items may be purchased and others may be acquired as a service) o Commercial-off-the-shelf (including open source) or custom? o Will in-house staff or external contractors support custom development, integration, or sustainment? • What infrastructure will need to be acquired? o Will system hosting services be needed? o How will connectivity be made available? o What security considerations should be included in the contracts? Will any specific hardware or software need to be acquired to provide security? o Will Business Continuity requirements need to be included in the contract(s)? Will separate Business Continuity solutions or components need to be acquired? o Are there any data management considerations to be included in the acquisition(s)? • What type of contract(s) should be used? Approach to Developing this Section Before beginning this section, read the "Basics of Defining Information System Acquisition Strategies," in the Week 6 Content. It explains how to approach acquisition planning and will help in responding to the questions above. That document provides a guide to completing the documentation for a full acquisition strategy plan, which would include many of the same topics as are included in the business case. For this section, focus on responding to the questions above, as they apply to what will need to be acquired for the system you are proposing. Multiple acquisition strategies may be identified for the proposed solution. For example, some components may be purchased outright, other products or services may be leased or available by subscription/service contracts. If such is the case with the proposed solution, all of the applicable questions for each type of acquisition recommended need to be considered and responses should be provided if they apply to what is being acquired. Some questions may not apply to the component being acquired (e.g., Building a Business Case – 10/02/2018 3 there does not need to be a data management strategy identified for a printer that is to be purchased). The presentation of the information will be clearer if separate responses to the questions are developed for each component or category of components. Keep in mind that the full security requirements and solution will be covered in Section XII (yet to be developed), but your solution should have identified what security hardware and software would need to be acquired, and you should include here any security requirements that should be included in contracts or service requests associated with your solution. Building a Business Case – 10/02/2018 4 Week 6 Group Assignment: Sections IX & X I. Project Management This section of the business case provides a summary of the team's plan for managing and implementing the proposed project. Its purpose is to convince the decision-maker(s) that the project will be managed effectively, so that the stated objectives will be met within the time and budget allocated to the project. A complete “Project Management Plan” would be separately developed and contain much more detail than is required here. This section should include: • A description, using a paragraph for each, explaining how the following aspects of the project will be managed: o Project Scope o Time/Schedule o Cost o Quality o Communications o Stakeholders • List the members of the project team by their roles (not by name). • Provide a schedule that lists the major tasks involved and how much time they require. The schedule should be detailed enough to cover all the important activities, but does not need to include a Work Breakdown Structure. Approach to Developing this Section The six management areas listed come from the Project Management Body of Knowledge (PMBOK) list of about 10 knowledge areas. Use the resources provided in the Week 6 Content to fully understand what is to be included for each of the above management areas. In developing the list of the project team members, keep in mind the scope and budget for the project. The project team should have all the required skill sets, but team members may function Building a Business Case – 10/02/2018 1 in multiple roles. In order to keep costs low, the team should be as small and efficiently designed as possible. The team should include both functional and IT personnel. The schedule should be developed with the understanding that when the business case is approved, many of the project planning and analysis and design steps will have been completed. So, using the information previously documented in the business case, the team should identify the major steps that remain to fully implement the project, and determine reasonable timeframes for them to be accomplished. The schedule should be presented as a table with tasks, duration, and participants, including the person who has the lead for that activity. The following table may be copied and used, if so desired: Task Task 1 Task 2 Etc. II. Duration Leader Participants Acquisition Strategy This section provides a recommendation and rationale for how the system will be acquired. Often a combination of acquisition strategies are used, especially when both end-user hardware and enterprise systems are part of the solution. First, list the components that need to be acquired, grouping them into categories as appropriate (e.g, end-user hardware, vs. each item separately). Then, for each component (or category of components), answer the following questions that are applicable to that item: • Scope of what to buy: Building a Business Case – 10/02/2018 2 o Buy as a product or service? (some items may be purchased and others may be acquired as a service) o Commercial-off-the-shelf (including open source) or custom? o Will in-house staff or external contractors support custom development, integration, or sustainment? • What infrastructure will need to be acquired? o Will system hosting services be needed? o How will connecti ...
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ProfDwayne01
School: Duke University

Hello, everything is fineReview the paper and in case of a comment inform

Running head: TRUSTY CARPETS PROJECT ASPECTS

Trusty Carpets Project Management Aspects
Student’s Name
Course Title
Professor’s Name
Institution’s Affiliation
February 8, 2019

1

TRUSTY CARPETS PROJECT ASPECTS

2

Overview
For the Jerry’s business to thrive under the new proposed business changes ,the project team
would need to work on several project management plan aspects. This is a summary on the
project team’s plan for the management of the Trusty Carpets Information system project.
Eventually, by creating a good summary of Jerry’s business project management aspects, we
would be sure to convince the decision maker, who in this case are the Trusty Carpet
stakeholders, that the project would be a success, furthermore that the business would grow and
be sustainable. The project aspect under description includes the project scope, the project
schedule, the project cost and quality assurance, communication and eventually the project
Stakeholders.

Project Scope
For the project team to meet their objectives, they need to identify and work within their set
project scope, (HARRIN, 2019). In this case, the project Scope involves all the aspects of Jerry’s
business that he wants to be managed via the new information system. By defining this project
scope, we will have a clear definition of work that needs to be done, including the project needs
such as ...

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Anonymous
Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

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