...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored...
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...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2002 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet...
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...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet...
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...QUESTION 3: Discuss on the Effects of Procurement System in the performance of construction projects I. INTRODUCTION Procurement is also called as sourcing, which means gathering services and goods from the preparation and of request through the approval of statement for payment. This involves purchase planning, financing, making the purchase, inventory control and stores, specific development, standard determination, supplier research and selection, supply contract administration, disposal and other related functions, value analysis and price negotiation. Procurement plays major role in work relationship between parties involved in the construction process. Identify the primary and secondary objectives of the projects, Risk innate in the proposal, Environmental determination, which it will be implemented and selecting the appropriate procuring method for the proposed project. Procurement was not about a building, it was about entire project which includes obtaining goods and services, also includes obtaining human recourses like, consultants, contractors, sub-contractors, suppliers and specialists for some purpose. It is the very important step which can show some significant impact on the project success. Procurement is essentially a series of considered risks – each method has individual strengths and weaknesses, which must be carefully calculated by clients and industry alike. There are a number of different types of procurement routes available for clients to select...
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...Chapter 1 – From Beginning to End: An Overview of Systems Analysis and Design . Classroom Discussion Activities Note: For the purpose of Classroom Activities, there is usually not a ‘model answer’ to each question in the discussions. From week 2 onwards, answers will not be provided for Classroom Activities in the Tutorial Solution File. 1. Discuss what to do, i.e. what are the steps, to build a system. Discuss by giving an example, such as a patient monitoring system for a dentist, or an inventory tracking system for a small business. Ask: How to build this system for the owner (who is a good friend)? Note: Be careful to make your example large enough that it is not simply a "cottage industry" single person application where the student just builds something that is already in his/her head. Consider the following questions: ← How do you find out exactly what the user needs the system to do? ← How do you remember what the user tells you about what it must do? ← How do you know what information is important to keep? ← How do you make sure it does what it is supposed to do? ← How do you divide up the work, if there are two or more of you working together? The answers are expected to differ in each separate tutorial class based on the types of project experience that the class students have brought along with for the discussion. The discussion allows all members in the class to share the experience...
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...American International University-Bangladesh Software Quality and Testing (Sec: A) Project Name: Software Test Plan for Automated Ticket Issuing System for Dhaka Subway Systems. Submission Date: 19-02-2015 Datasoft, Inc. NAME | ID | SIGNATURE | DAS, RAJIB | 12-20768-1 | | HASAN, AMIT | 12-20759-1 | | KHAN, MD. NOMAN | 12-20672-1 | | ROY, PALLOB KANTI | 12- 20158-1 | | Table of Contents Test Plan Identifier..........................................................................................3 References ...........................................................................................…………3 Introduction.....................................................................................................4 Test Items.........................................................................................................5 Software risk issues......................................................................................... 5 Ticket availability information display function to be tested. .........................6 Features to be tested....................................................................................... 6 Features not to be tested................................................................................. 7 Approach……………............................................................................................ 7 Item Pass/Fail criteria…………...
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...|Project Initiation | |Project Phase |Project Activities |Associated Deliverables |Typical | | | | |Responsible Parties | |Commitment |obtain sponsorship, scoping, planning,| commitment doc | Project Sponsor | | |budgeting, obtaining commitment, |project plan/budget |Working Clients (line managers) | | |defining roles and responsibilities, |scorecard; metrics |IT Leadership (CIO) | | |project kickoff |change process |Project Manager | | | | |Technical Specialists | |Project Planning | |Analysis |detailed business requirements | project coordination | Project Manager | | |gathering; initial involvement of the |business requirements |Bus. Analyst | | ...
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... | | | ** Note to Document Author – Red and blue text (with the exception of the title and document name above) in this document is directed at the template user to describe processes, build standards and help build the document from the template. All such red and blue text should be removed before submitting any formal documentation, including both draft and/or final, deliverables. **** Table of Contents 1 Introduction 3 1.1 Scope 3 1.1.1 In Scope 3 1.1.2 Out of Scope 3 1.2 Quality Objective 3 1.2.1 Primary Objective 3 1.2.2 Secondary Objective 4 1.3 Roles and Responsibilities 4 1.3.1 Developer 4 1.3.2 Adopter 4 1.3.3 Testing Process Management Team 4 1.4 Assumptions for Test Execution 5 1.5 Constraints for Test Execution 5 1.6 Definitions 6 2 Test Methodology 6 2.1 Purpose 6 2.1.1 Overview 6 2.1.2 Usability Testing 6 2.1.3 Unit Testing (Multiple) 7 2.1.4 Iteration/Regression Testing 7 2.1.5 Final release Testing 7 2.1.6 Testing completeness Criteria 8 2.2 Test Levels 8 2.2.1 Build Tests 8 2.2.1.1 Level 1 -...
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...Contents System or Application Overview 3 Brief Description 3 Intended Users 3 Project Initiator 3 Requirements Specification 4 Overall Goals 4 Requirements Gathering 4 Functional Requirements 4 Describe nonfunctional requirements 4 Functions and constraints used to frame the scope 4 Application Design 5 High Level Use Case Diagram 5 Functional Decomposition Diagram 6 Class Diagram 7 Sequence Diagram 8 Story Board 8 Test and Quality Assurance Plan 9 Unit Tests 9 System Tests 9 Acceptance Tests 10 Bug Tracking 10 Development Strategy 11 Insourcing 11 Pros 11 Cons 11 Outsourcing 11 Pros 12 Cons 12 Combination 12 Pros 12 Cons 13 Financial Analysis 13 Investment 13 Savings 13 Timing 13 Strategic Fit 13 Economic Impact 13 Operational Model 13 Cultural Fit 13 Risk Management 14 Recommendation 14 Integration and Deployment Plan 15 Work Breakdown Structure 15 References 17 System or Application Overview Brief Description This document will be used to track the Requirements, Design and Implementation of a Time Card System. This system will be used to track the time 20 different employees spend working on different projects. It will also allow managers to run reports allowing them to track time by either employee or project. Intended Users This system will be used by both employees and managers. Employees will need to clock in to the current project, clock out, and change projects. Managers...
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...For the exclusive use of V. THANGAMANI KEL158 Revised May 8, 2009 MARK JEFFERY A&D High Tech (B): Managing Scope Change After successfully planning and organizing the A&D High Tech online store project, project manager Chris Johnson was promoted to vice president of e-business. Eric Robertson returned from his leave and assumed the position he had left as the project manager for the online store. In late summer 2003, Johnson began hearing whispers from his colleagues that the project was in trouble. On August 20, CIO Matt Webb frantically approached Johnson in his office. He had just fired Robertson and wanted Johnson to serve as the interim project manager. For more than three months, Robertson had told Webb that the project was on track, but suddenly he changed course and told Webb that he “guessed” it would be at least one month late and that costs would overrun by more than 20 percent. This was hardly acceptable, since it was imperative that the project be completed in time for the holiday shopping season. The project had strategic importance to the company and was integral to its holiday promotion strategy. Webb explained to Johnson that there was an additional challenge: the vice president of marketing wanted to create “promotional bundles” for the holiday season. Promotional bundles are a collection of items bundled together and sold at a lower cost than if the items were purchased individually. A&D’s trial promotions with some retailers had shown...
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...designed to take the maximum advantage of powerful development software that has evolved recently (Martin, 1991). By using a series of proven application development techniques, within a well-defined methodology, organisations can quickly and cheaply develop systems without compromising on quality . Rapid Application Development and Prototyping Barry Boem’s spiral model James Martin's RAD methodology Agile methods Rapid Application Development and Prototyping 1 2/29/2016 What is RAD? 5 What is RAD? 6 Dr. James Martin came up with the RAD software development methodology/approach in the late 1980’s. This was in response to the non-agile Stagewise or Waterfall Models methodologies of the 1970s. Unlike the traditional conventional approaches, RAD emphasises development rather than specification and planning. It is thus a flexible and rapid development process where requirements are modified as the project progresses and more knowledge is gained. For instance, rather than concentrate on design specifications, RAD uses prototypes. With the previous methodologies, large applications took so long to build that requirements would change before the system was complete,...
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...Question 1 Dynamic System Development Methodology (DSDM) is an agile project that delivery frame, mostly used as a software development method. DSDM is an iterative and incremental way that included the principles of agile development, including continuous user participation. Stage 1A: The Feasibility Study At this stage of the project, the feasibility of the project can be detected using DSDM. The decision is made by judging the type of project, organizational and people problems, whether to use DSDM or not. Subsequently, it will generate a feasibility report, prototypes, and a global outline. The report, prototypes and global outline includes a development plan and risk log. In short, it is the most important techniques used by the workshop in solving the feasibility of the project at hand. Stage 1B: The Business Study Next, this stage analyzed the essential characteristics of business and technology which the feasibility study will be then extended. After that, the project has been considered feasible using DSDM and this step is to check the impact of business processes. *A sufficient number of the customer’s experts are gathered to be able to consider all relevant facts of the system and to be able to agree on development priorities.* A list of requirement is combining by the information from these meetings. After all, it built up a priority list of requirements, a business area definition, structure definition systems, and an outline of prototype. Stage 2: Functional...
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...A&D HIGH-TECH: MANAGING PROJECTS FOR SUCCESS Group 11 ² BM A Guru Govind Mishra B10019 Murali P. Pathak B10029 Pranshu Dwivedi B10037 Satish Pandita B10046 Vibhu Mangla B10059 COMPANY HISTORY ´ ´ Founder ² Ted Walter ; Year ² 1988 ; Place ² Lincoln Businesses ² « « « Computer Products Accessories Services 90% sales from mid-western states ´ ´ ´ Revenues - $400 mn in year 2000 « Predominant Sales Channel ² Retail Outlets in shopping malls and Phone Orders handled by 50% call centers in Lincoln Pre 1999 era ² Orders through paper « « « « More time in order entry Delayed Shipments Poor Accuracy 30% customer call-backs Customer call backs reduced to less than 1% ´ ´ ERP implementation in 1999 « Further investment in CRM, supply chain automation, payment process in 2001 REQUIREMENT OF ONLINE SALES CHANNEL ´ Commodity status of A&D·s products « To reduce cost - SG&A expenses ´ Tough competition and decreasing margins « Increasing competitor revenues ´ Initial doubts on customer service and friendliness BUILD VS BUY BUILD Possibility of customization Higher cost of capital involved Differentiating factor Potential benefits in terms of Flexibility Possible competitive advantage Control over the system BUY Only 60% of functional requirements covered Lesser cost involved (some Hidden cost involved) Only a keep-up option Overhead of integration of multiple vendors No competitive advantage...
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...GenRay’s hris project management tool Matrix Template 2 RMGT Task 1 - Section Overview 2 GenRay’s hris project management tool Matrix 2 GenRays Project Charter - HRIS project 2 genray HRIS Program Purpose 2 GEnRay HRIS Program Description 2 genray hris target state overview 2 GenRay HRIS PROGRAM BACKGROUND 2 Genray hris Success Criteria 2 GenRay hris Project Objectives 2 Genray estimated Funding 2013-2014 2 genray hris Acceptance Criteria 2 Genray HRIS Approval Requirements 2 Genray HRIS Project Manager 2 Genray HRIS Authorize Authority 2 Accountable Genray HRIS Executive 2 Genray hris goverance and decision bodies 2 genray hris Key External Processes 2 Genray HRIS Milestones and Deliverables 2 genray hris Milestone / Schedule 2 genray hris Charter Expiration 2 genray hris charter/ scope/ project plan Approval 2 GenRays HRIS Project Scope 2 Project Scope Description 2 genray hris target state overview 2 GenRay HRIS Integration Plan 2 Genray hris CUSTOMER REQUIREMENTS 2 Genray hris Statement of Work (sow) 2 genray hris Background 2 Genray hris Tasks and Deliverables 2 SOW Task 1 - Project Management 2 genray hris Project Management Deliverables - sow 2 SOW Task 2- Process Change Management 2 SOW Task 3 - Technical Infrastructure 2 Technical Infrastructure Deliverables 2 SOW Task 4 - Requirements Verification 2 Requirements Verification Deliverables 2 SOW Task E - System Software Configuration 2 System Software...
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...Riordan Manufacturing Amanda Empey, BSA375: Fundamentals of Business Systems Development May 7, 2012 Dr. Jackie Krause Service Request: Riordan Manufacturing Company Overview Riordan Manufacturing Incorporated is a global plastic injection molding company headquartered in San Jose, California. With state-of-the-art facilities and innovative designs, the organization has grown to include multiple locations, each specializing in diverse products. The organization has become an industry leader with customers in the fields of automotive, aircraft, appliance, and beverage makers and bottlers in addition to supplying products to the Department of Defense. Purpose System Request 004 has been requested by Hugh McCauley, Riordan Manufacturing’s Chief Operating Officer. The purpose of this request is to satisfy the organizational need to streamline the Human Resources Department’s functions. Riordan’s goal is to take advantage of more sophisticated information technology to compile multiple functions and plant location information into one Human Resources system. In order to successfully develop this system, one must define the business requirements for the development of the system, create a detailed project plan that provides a list of all the tasks, resources, schedule and ensure that the project can be completed by the scheduled deadline - in approximately six months, so the new system can be utilized in the second quarter of next year. Successful Information...
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