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 1 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. 2 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 3 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 2 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 3 COMMUNICATIONS PLAN TEMPLATE • Distinct resource requirements • Problems and pending challenges to be addressed (Schwalbe, 2016). 4 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). 5 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 6 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 7 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 3 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). 4 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 5 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 6 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 7 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 8 9 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). 10 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.