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Organization Charts
Berta’s Pizza
Berta's Pizza - Owner Jim
Carr
Store 1
Store 2
Store 3
Business representive Roy McMillan
Business representative Nancy Cortez
Business representative Tuan Nguyen
Store 4 Business
Representative - Mary
Mulder
Store 5 Business
Representative - Tim
Newsom
Hi Five Software
Hi Five Software CIO Tina Johnson
PMO - Director Sue
Wong
Test
Manager Sam Schultz
Jim Breithaupt,
PMP, ACP
Marie Rainwater,
Certified Scrum
Master
You
Dennis Phillips
Abdi Ahmed
Carla Montana
e-Commerce
Manger - Gangan Grandhe
Big Data
Manager - Maurice Dillon
Cyber Security
Manager - Janet Settle
Network Engineering
Manager - Denise George
Online Commerce
Manager - Gangan Grandhe
Requirements
Analysist
Gary Cook
Software Architect
Howard Aronson
Software
Developer
Software
Developer
Martha Bell
Alan Sunley
Software
Developer
Michael Gardner
Test
Manager - Sam Schultz
Test Engineer
Kenneth May
Test Engineer
Anu Patel
Test Engineer
Johana Jones
Software
Developer
Paula Mundy
Software
Develolper
Evan Murray
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Berta’s Pizza Business Case
1.0 Introduction/Background
Berta’s Pizza Shop consists of five locations in the city of Lawrence. Many
restaurants in the city offer efficient carryout and delivery mobile/online ordering. Berta’s
does not have an online ordering system. Customers cannot order from Berta’s menu via a
mobile device or from Berta’s website. Customers must call Berta’s to order delivery or
carryout. The current takeout/delivery order process is inefficient and negatively impacts
Berta’s current and future revenue goals.
2.0 Business Objective
Berta’s strategic goals are to increase customer loyalty, brand recognition, and
revenue. The Berta’s mobile/online ordering system (BMOS) project will support these goals
by facilitating food orders from mobile devices, and from the Berta’s Pizza website. A
mobile/online ordering system will allow Berta’s to compete in the food carryout and
delivery market.
3.0 Current Situation and Problem/Opportunity Statement
Berta’s Pizza has five Lawrence locations, downtown, in the north-east, north-west,
south-east, and south-west areas of the city. Berta’s current carry-out and delivery order
process is inefficient. Customers may order pizza delivery from a Berta’s location that is
further away than the Berta’s Pizza closest to the customer. The phone ordering process
places customers on-hold until a current order has been taken. Ordering over the phone
places the burden of order mistakes on the order takers. Customer loyalty has diminished
since other pizza shops began offering mobile and online takeout and delivery orders.
Additionally, revenue has decreased.
The addition of a mobile/online ordering system will enable all orders to come into
one system. The system can determine which Berta’s Pizza would be appropriate to fulfil the
delivery orders based on the customer’s location, the status of the Berta’s locations, and the
customer’s order. Customers will be able to order Berta’s menu option at will through
mobile, or stationary devices. Customers will be able to register and create an account on
Berta’s website and receive promotional offers.
4.0 Critical Assumptions and Constraints
Berta’s mobile and online ordering capabilities must be available before the annual
convention starting next year in July. Instead of building two applications, a mobile app, and
a web app, only one web-based, device-responsive system is developed. The system must
host 100 concurrent customers, and have data backup and automatic system recovery
capabilities. The system must have security and access levels for customers, and Berta’s
internal staff. Customer personally identifiable information (PII), and credit card information
must be encrypted during transmission and while stored in Berta’s databases. A team from
Hi Five Software will develop Berta’s online ordering system. The system must be hosted
on the existing servers that host Berta’s current website. A project manager must manage this
project.
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5.0 Analysis of Options and Recommendation
There are three options to consider:
1. Do nothing. Berta’s takeout and delivery comprise almost 80% of sales. We
must facilitate ordering for these customers, and engender customer loyalty by
offering promotions to customers who register on the website.
2. Purchase access to new servers to support this new capability, with Hi Five
Software as developers and a project manager.
3. Use existing servers to support this new capability, with Hi Five Software as
developers and a project manager.
After consideration by stakeholders, option three was chosen.
6.0 Preliminary Project Requirements
Description: Takeout and delivery customers may register to use the Berta’s Pizza
website. Or, customers may order from the site without registering. Customers may choose
multiple items from Berta’s menu for delivery or carryout. Customers can pay for their
orders by the methods described in the requirements document (cash, credit, debit, and
PayPal). Different website user roles will define a user’s level of website accessibility.
Roles may be assigned to customers, Berta’s staff, website developers, and others. The
order system will assign orders to Berta’s locations. An order will display on the
takeout/delivery order web page at the Berta’s location assigned to fulfill the order. Internal
users, on Berta’s staff, will have an accessibility role needed to update the menu. Another
role will update orders as completed or canceled.
7.0 Budget Estimate and Financial Analysis
A preliminary budget of $150,000 has is estimated for this project. This estimate is
based on a project manager working 15 hours per week for six months, and software
developers working 60 hours (2 developers, 30 hours each) for six months. The customer
representatives from Berta’s Pizza will not be paid from the project budget. The hourly rate
of the project manager is $55, and the hourly rate of the developers is $75. After project
completion, a maintenance cost of 35,000 for the first year is included in the estimate.
The projected benefits are established by an increase in takeout and delivery orders.
More customer loyalty and satisfaction. A projected 30% increase in takeout and delivery
orders translates to a 24% increase in orders and revenue. After one year, a $57,000 revenue
increase per pizza shop is projected. Totaling $288,000 per year increased revenue, after one
year. Exhibit A depicts the projected costs, benefits, estimated net present value (NPV),
return on investment (ROI), and the year that payback occurs. The NPV is $502,740, based
on a three-year projection. The discounted ROI is 209 percent.
Exhibit A BMOS Financial Analysis
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8.0 Schedule Estimate
Berta’s Pizza expects the project to be completed before the annual convention in July
next year. The size and complexity of the project indicate a six-month duration.
9.0 Potential Risks
The main risk is the customers not using the mobile and online system for carryout
and delivery orders. To mitigate this risk, Berta’s informs each customer who orders takeout
or delivery by phone, of the mobile/online order system. Business risks are no increase in or
lower customer loyalty and satisfaction, and no increase in or lower revenue. To mitigate
these risks, the mobile and online ordering system is user-friendly, intuitive and easy to use,
and defect free.
10.0 Exhibits
Exhibit A: Financial Analysis for BMOS Project
Berta’s Pizza Business Case
Running Head: COMMUNICATIONS PLAN TEMPLATE
Communications Plan Template
Name
Instructor
Institutional Affiliation
Date
1
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COMMUNICATIONS PLAN TEMPLATE
Communications Plan Template
Date: 27th March 2017
Prepared by: Chief Information Officer
Introduction
A communication plan enhances efficient and effective communications between and/or
amongst various stakeholders who are directly or indirectly impacted by the project. It outlines
how project communications will happen. An effective communication plan basically entails four
key elements, namely; communication objectives, target audiences, communication approach and
frequency, as well as essential content for the communications. A communication plan is a policydriven technique to providing key stakeholders with important information pertaining the project.
The plan typically outlines who should be given particular information, when the information
should be delivered, and the communication channels that will be used to convey the information.
Berta’s Pizza is planning to design and develop a mobile/online ordering system (BMOS) that will
support the company’s goals of increasing customer loyalty, revenue, and brand recognition. For
this case therefore, the company, in conjunction with other departments and stakeholders, will
design a communication plan for the project.
Collection and filing structure for gathering and storing project information
Weekly reports and data will be collected and filled at the close of business on Fridays.
Information and reports completed during the weekends (Saturday and Sunday) will be
incorporated on the next weekly report. Stakeholders will be informed of any corrections to the
distributed reports and appropriate adjustments will be made (Schwalbe, 2016).
Distribution structure (what information goes to whom, when, and how)
COMMUNICATIONS PLAN TEMPLATE
1. Meetings
One of the methods to be used to disseminate information is a kick off meeting. The following
are some of the information that will discussed during such meetings;
•
Clear description of the content to be delivered to the sponsor (s)
•
Get signatures from sponsors to connect to what the team will deliver
•
Clear outline of the role and responsibility of each team member (Schwalbe, 2016).
2. Midweek advancement update among members
The following are some of the information that will be discussed;
•
Position update presentation from each team member
•
Program and updated agenda will be sent to each team at least 8 hours before the
conference. The project manager shall combine the agendas and send out the program.
•
The minutes of the meeting will be posted in the company’s website so that all the team
members as well as stakeholders will easily access.
•
Regular midweek meetings will be held at 5.30 pm on Wednesdays.
3. Program review to sponsors
This entails sending mid program and agenda to the sponsors so as to update them on the
project’s timeline as well as receive feedback from them.
Format, content, and level of detail of key project information
The weekly report will be two pages long and will entail the following information;
•
The accomplishments of the week as far as project development is concerned.
•
The things expected to be accomplished in the coming week
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COMMUNICATIONS PLAN TEMPLATE
•
Distinct resource requirements
•
Problems and pending challenges to be addressed (Schwalbe, 2016).
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Production schedule and resources for producing key project information
Financial reports, status reports, progress reports, and forecast requirements shall be
produced at least twice a month, and in some cases twice a week or thrice a month.
Technologies, access methods, and frequency of communications
Most communications will be attained via email. Reports and other information such as
lessons-learned reports and templates will be posted on the company’s/project website. The
website will be designed using the Microsoft Office SharePoint Designer 2008. The page of the
website will entail outline information regarding the project entailing the background and goals
of the project. In addition, the page will also entail contact information such as names and
addresses of the project leader as well as the team members. Links will be availed to subjects
such as project templates, documents, meeting minutes, design documents, software, and content
management system. Meetings will be by teleconference for essential project emergencies.
Method for updating the communications management plan
In order for the management and/or a stakeholder to update and/or adjust the
communications management plan, a formal request must be filled via the project team and
approved by the project manager with the final decision made by the sponsor (s).
Escalation procedures
Issues will be solved by referring to the project scope statement. Conflict between and/or
amongst project leaders will be escalated to the project manager (Schwalbe, 2016).
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COMMUNICATIONS PLAN TEMPLATE
Stakeholder communications analysis
Stakeholders
Document
Document
Contact
Name
Format
Person
Business
Weekly status
Hard copy
TBD
representatives:
report
Due Date
Close of
business on
store 1
Fridays
Business
Weekly status
representative:
report
Hard copy
TBD
Close of
business on
store 3
Fridays
Online
Weekly status
commerce
report
Hard copy
TBD
Close of
business on
manager
Fridays
Software
Weekly status
architect
report
Hard copy
TBD
Close of
business on
Fridays
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COMMUNICATIONS PLAN TEMPLATE
Requirement
Weekly status
analyst
report
Hard copy
TBD
Close of
business on
Fridays
Software
Software
developer
implementation
e-mail
TBD
TBD
e-mail
TBD
TBD
plan
Test manager
Software
implementation
plan
Comments: The dates and titles of the documents shall be placed on the headings of the
email.
Glossary of terms:
•
customer loyalty-consistency of positive experience accredited to satisfaction
•
Disseminate-spread
•
Escalated-forward to
•
Agenda-program
COMMUNICATIONS PLAN TEMPLATE
References
Schwalbe, K. (2016). Information technology project management (Revised 8th ed.). Boston,
MA: Cengage Learning. ISBN: 978-1285452340
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Running Head: PROJECT CHARTER AND PLAN
1
Project Charter and Plan
Name
Instructor
Institutional Affiliation
Date
2
PROJECT CHARTER AND PLAN
Pre-initiation activities
There are six major phases of project management. These phases enable the project
manager, team members, as well as other stakeholders to adequately plan, design, and implement
a predetermined project. The first phase is known as the initiation phase. This phase entails all the
pre-initiation activities that need to take place before the project commences. The initiation stage
is the commencement of the project and entails exploring and elaborating the idea for the project.
The purpose of this phase is to analyze the viability of the project as well as make decisions
regarding the stakeholders who will lead the project. Moreover, this is the phase where prospective
or current project leader drafts a proposal which outlines a description of the goal of the project as
well as the stakeholders (Morris, 2013).
The following are some of the key activities that take place before a project begins;
1. Definition of the goal of the project
Before a project commences, the objective of the project should be defined so as to ensure
that it aligns with the organizational goal and vision. The project manager is responsible for
clarifying the goals of a project. Questions such as what is the preferred end outcome of the
project? What gaps does this project bridges? What challenge will the project address? Will be
addressed by the project manager.
2. Identifying the stakeholders
This is also another major activity that is done before a project begins. Identifying the
stakeholders is essential for project success. Stakeholders can impact cost, scope, and resource
accessibility for a project. A rigorous process of identifying stakeholders must be completed before
the project commences.
PROJECT CHARTER AND PLAN
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3. Business case for the project
This entails the clarification of why a project is important to the company. A business case
does not necessarily involve money. It can entail other aspects such as environmental
responsibility, community involvement, or public relations.
4. The budget and the scope
Before a project starts, the issue of money, as well as other needed resources, must be
addressed. It’s important for the project manager to have an insight of the scope and cost to
approximate the budget of the project. Moreover, defining the scope is critical because it enables
the project manager to gain an insight of the project (Sears, et al, 2015).
5. Project schedule
Identifying the project schedule is critical because it can impact the cost, scope, and
available resources. If the anticipated future position is not achieved within the predetermined
budget, the manager may be required to divide the project into stages.
6. Potential risks
It’s also critical for the project manager to have a knowledge of the potential risks that can
be associated with the project. Moreover, the manager should also create a mitigation plan that
will address each potential risk in case of its occurrence. Other activities that should take place
before a project begins include deliverables of the project and alternatives to providing the
deliverables among others (Kerzner, (2015).
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PROJECT CHARTER AND PLAN
Project Charter
Project Title: Mobile/online ordering system
Project Start Date: 1st December 2017
Projected Finish Date: 31st June
2018
Budget Information: $150,000
Project Manager: Name, phone, e-mail
Project Objectives: to design a mobile/online ordering system that will increase customer
loyalty, brand recognition, and revenue.
Main Project Success Criteria: Increase in revenue and profitability.
Approach: Key Performance Indicator (KPI)
Roles and Responsibilities
Role
Name
Organization/
Position
Design the project as well as the
Tina Johnson
Chief Information
approaches to mitigate potential risks
(signature)
Officer
Quality and test advocacy and resource
Sam Schultz
Test manager
management and planning
(signature)
Contact
Comments
Information
555-9974693
987-6547537
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PROJECT CHARTER AND PLAN
Maintains and defines standards for
project management within the
Sue Wong
Project manager
(signature)
officer
Plan and design the software that will be
Alan Sunley
Software
used on the mobile/ online ordering
(signature)
developer
Anul Patel
Test Engineer
633-7596845
company.
246-4327532
system
Guarantees the suitable planning and
management of test resources
(signature)
Project Management Plan
I.
Overview
a. Project name: Mobile/online ordering system
b. Purpose: (write in layperson’s terms, avoid technical jargon)
i. Increase customer loyalty
ii. Increase brand recognition and revenue
iii. Time estimate: six months
iv. Cost estimate: $150,000
c. Sponsor
i.
Name: Jim Carr
846-5328642
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PROJECT CHARTER AND PLAN
ii.
Title: Berta’s Pizza Owner
iii.
Contact information:897-7658643
d. Team
Name
Title
Tina Johnson
Chief
Phone
555-997-4693
Email
tinaj@gmail.com
Information
Officer
Sam Schultz
Test
987-654-7537
Sammys@aol.com
manager
Sue Wong
Project
633-759-6845
suewong@yahoo.com
manager
officer
Alan Sunley
Software
developer
e. Deliverables
alanstanley@aol.com
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PROJECT CHARTER AND PLAN
Product
Description
Software packages
Software program and source code
that should be written by the
software developer
Training materials
Training design that shows the
customers how the program will be
developed
Systems
These are processes that guarantees
successful implementation
f. A list of important reference materials:
i.
Scope management plan- this plan entails sections such as
scope statement, deliverables, requirements, and roles and
responsibilities of each team member
ii. Schedule management plan-some of the important parts of
schedule management plan include but not limited to the
project charter, project schedule, and leads and lags
iii. Cost management plan- some of the important parts of cost
management plan include estimated budget, budget change
approval and review, and budget integration.
iv. Quality management plan-some of the important parts of
this section include project lifecycle, quality planning,
PROJECT CHARTER AND PLAN
success criteria, and the process that should be followed
when developing the project.
v. Human resource management plan-parts of this section
include planning for change, health and safety of the team
members, and training and development of the company’s
employees.
vi. Communications management plan-elements of this
section include communication tools, communication
requirements and the flow of project communications.
vii. Risk management plan-elements of this section include
budgeting, timing, tracking and auditing, and
communication documentation.
viii. Procurement management plan-components of this section
include initiation request, request approval, purchasing
authority, proposal review, and procurement process
flowchart.
ix. Stakeholder management plans plan-elements of this
section include stakeholder identification, stakeholder
communication, and stakeholder strategies.
g. A list of definitions and acronyms, if appropriate: Many projects,
especially IT projects, involve terminology that is unique to a
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PROJECT CHARTER AND PLAN
particular industry or technology. Providing a list of definitions
and acronyms will help avoid confusion.
Term
Definition
Acceptance
These are criteria that must be
criteria
met in order to complete
project deliverables
Baseline
Original plan minus or plus
approved changes
Business plan
Model used by organizational
leaders for scheduling and
planning project work
A methodology refers to a model, which project managers use for the design, planning,
and implementation of their project goals. The organization wants to design a mobile/online
ordering system that will increase customer loyalty, brand recognition, and revenue. For this
reason, therefore, the company would use a Joint-Application Development (JAD) to manage its
project. This project methodology entails engaging the client (in this case the customers) from
the early stages of the project. The project team members and the customers hold JAD meetings
so as to get the contribution from the customers. Liaising with the customers will enable the team
members to design a project that will meet its set goals and objectives (Davidson Frame, 2014).
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PROJECT CHARTER AND PLAN
References
Davidson Frame, J. (2014). Reconstructing Project Management. Project Management
Journal, 45(1), e2-e2.
Kerzner, H. (2015). Project Management 2.0. John Wiley & Sons.
Morris, P. W. (2013). Reconstructing project management. John Wiley & Sons.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction
project management. John Wiley & Sons.