Project Management At Grand Wines Ltd Essay

Question:

Discuss about the Project Management at Grand Wines Ltd.

Answer:

SWOT Analysis

Strengths

  1. Grand Wines Ltd has a significant coverage of the NSW area and service close to 400 liquor stores implying a strong market presence.
  2. The company has the vision to move forward with the aid of technology and adapting to seamless integration techniques via wireless ordering system (Kaur, 2016).
  3. The company has a good number of employees in terms of sales representatives one of every 20 stores approximately who are efficient to use manual systems effectively implying that they are also eligible to learn and adapt to the new technology
  4. The company is financial strong and economically stable as they can provide a budget of AUD 60000 and a considerable time of 6 months for the new technology to take over
  5. The company already has an established central sales database and an inventory system. Hence, integrating the same with the wireless entry systems is quick and easy (Osseiran, 2013)

Weakness

  1. Grand Wines Ltd has made the decision of wireless data entry a little too late. The idea would still fetch benefits but they have incurred significant dissatisfaction from the customers even when the technology was available.
  2. With the current system that have high chances of human error (Gomez, 2012)
  3. Tedious process for placing orders
  4. Delay in orders and delivery due to the mail/fax service
  5. Inventory position is not known at the time of placing the order

Opportunities

  1. The company has a chance to embrace technology. This can increase the speed and accuracy of delivery (Azim, 2013).
  2. Quicker delivery such as In-An-Hour Schemes can be put up for urgent orders once the wireless order system is in place and real time inventory update is possible (Cui, 2013)
  3. The inventory management system can be completely digitized and procurement can be made automatically by the system when the quantity of a certain product falls below a pre-defined level (Marra, 2014)
  4. The company can service more customers as the sales representatives can cover more area and place orders easily
  5. The technology is currently being implemented only in the front end of taking orders. This can be used as a trial run to understand how and what parts of wireless communication and management systems can be used to make the entry supply chain management process of the company automated thereby reducing human error and increasing customer base and productivity (Mahmood, 2013)

Threats

  1. Digital systems can be hacked or may go offline which can create a significant threat to order management systems
  2. There are several startups booming in the industry that are coming up with simpler and faster technologies and the company should hence be vigilant of the technologies place (Larsson, 2014)
  3. Initial costs are high and the first few months of the technology implementation may be rough as it takes time to adapt to the same. The company may hence face errors in placing orders due to lack of understanding the system
  4. Too many orders may be placed and the company may be under the pressure to deliver more as the placement of orders is quicker and simpler and the company is not ready to serve the same
  5. Tax flows, price changes, inflation and the changes in government policies are always a threat to the liquor industry in general

Project Charter

Wireless Data Entry System for Grand Wines Ltd

Name of the Project Manager: (Student Name)

Email of the Project Manager: (Mail ID of the Student)

Duration of the Project: 6 months (1st January 2017 to 30th June 2017)

Budget: AUD 60,000

Project Objectives:

  • The project aims to replace manual ordering systems by wireless data entry systems to take orders from customers via sales representatives
  • This project is an effort to reduce the ordering time which usually lags due to the manual ordering system
  • The project aims to processes real time inventory data to overcome issues of back-order and any human errors made while creating an order
  • The overall aim of the project is to enhance the experience of the customers and the employees.
  • The project aims to provide the sales representatives with wireless data entry systems through which the customers can place orders. The representatives are given a wireless device and are also trained on how to use it in various scenarios
  • The prime deliverables are the deployment of the gadgets, testing to ensure integration with the central sales system and real time inventory management updates and a manual to guide the representatives on using the system (Kerzner, 2013)
  • The projects aims to make order placing real time with virtually zero lag. Inventory availability is provided real time to the representatives to understand if the orders can be fulfilled.
  • Internet lagging and network issues could limit the project as these are not under the control of the employees.

Acceptance Criteria

  • At least 50 different test cases are created to check if all kinds of orders and volumes can be handled by the system before 15th May 2017
  • System is delivered on 31st May 2017
  • Training the representatives is done by 15th June 2017
  • 16th to 30th June is hyper care window where the representatives can use the system practically and provide feedback if any
  • Post-delivery, the integration has to be seamless (Burke, 2013).
  • There should not be time lag of more than a minute for order placing and inventory update
  • From 1st July, manual ordering system will be obsolete and all orders have to be handled via wireless system

Assumptions and Constraints

  • Network issues cannot be controlled by the company
  • Breakdown of system hardware would cause a lag. Backup systems are kept in place (Schwalbe, 2015).
  • Software used is encrypted and hack proof (Fitzsimmons, 2013)

Stakeholder List

  • CEO
  • Executive board
  • All the sales representatives
  • Customers
  • Project manager
  • Deploying team
  • Supporting team
  • Central sales database handling team

Lessons Learned

  • Training is extremely important. The representatives have to know how to use the system.
  • All possible test cases have to be created and tested thoroughly
  • Testing has to be done to check the volume of the orders that can be placed at a single time
  • Backup for system should be available at all times

Charter Sign Off

The charter has to be signed off by the CEO, the project manager and the Executive Board

Communication Plan

The communication plan has been developed to let all the stakeholders involved to be informed with the progress of tasks set out and the final result expected. The deployment team along with the Project Manager firmly believe that only through the right communication the stakeholders can be assured of the final results. Upward, downward and lateral communication would all be done through e-mails or face to face meetings depending on the task at hand.

When

What

Where

How

Who

26th December 2017

Submitting the list of team members involved in the project with duties assigned to each along with the detailed project plan to the executive board and the CEO for sign off

At the headquarters of Grand Wines Ltd

Face to Face presentation to all stake holder

Project Manager, CEO and Executive Board

1st January 2017

Project Take off, team briefing and task assignment

Deployment center

Face to Face discussion and formal communication over email

Entire Deployment and support team

1st February 2017

First Prototype testing with the help of one sales executive. Report results are communicated to the CEO and executive board via email

Deployment Center

Sales representative will use the prototype and provide feedback.

The same to be informed via mail

Project Manager, Deployment team and Sales representative

1st March 2017

Bug fixing end from first prototype testing and meeting with the board displaying the capacity of the system

Deployment Center

The finalized prototype is given for on paper sign off

CEO, Project Manager and Executive Board

1st April 2017

All systems are ready for testing

Deployment Center

All systems are up and running Display

Project Manager and Deployment Team

2nd April 2017

Submitting test cases that would be used to Judge the system and getting a sign off of the same from the board

Grand Wines Ltd headquarters

Via Email and meeting to finalize test cases

Support team and project manager will submit to Executive members, CEO and sales team

30th April 2017

End of testing and bug fixing

Deployment Center

Formal Documentation

Entire delivering Team

1st May 2017

Preparing manual for the sales representatives on all the scenarios that would come in picture

Deployment Center

Book Manual of all the possible scenarios that the representatives might need are addressed

Support Team

31st May 2017

Knowledge transfer to sales representatives

Grand Wines Ltd Headquarters

Classroom session

Project Manager, Support Team and Sales Representatives

15th June 2017

Sales representative take orders under hyper care.

on Field

Customer orders are taken via the wireless system

Sales Representatives, project manager and customer

30th June 2017

Product delivered along with the results of on field testing

Grand Wines Ltd Headquarters

project sign off

CEO, project manager and executive board members

Changes to schedule, scope and resources would first be proposed to the project manager and then discussed with the team in face to face interactions to understand the feasibility of the changes. If a change is required the same would be communicated formally over mails. Given the ample amount of time rational changes can be accommodated with ease.

The teams are divided into deployment team which is the team that develops and the support team that handles testing and training. All changes are performed by the former while the latter tests and documents them. All meetings conducted are documented through minutes of meeting mailers that are circulated to all the attendees.

References

Azim, R., & Hassan, A. (2013). Impact analysis of wireless and mobile technology on business management strategies. In Information and Knowledge Management (Vol. 3, No. 2, pp. 141-150).

Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.

Cui, Q., & Zhang, X. (2013). Research analysis of wireless localization with insufficient resources for next?generation mobile communication networks. International Journal of Communication Systems, 26(9), 1206-1226.

Fitzsimmons, J., & Fitzsimmons, M. (2013). Service management: Operations, strategy, information technology. McGraw-Hill Higher Education.

Gomez, C., Oller, J., & Paradells, J. (2012). Overview and evaluation of bluetooth low energy: An emerging low-power wireless technology. Sensors, 12(9), 11734-11753.

Kaur, R., & Malhotra, H. (2016). SWOT Analysis of M-Commerce. Securing Transactions and Payment Systems for M-Commerce, 48.

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Larsson, E. G., Edfors, O., Tufvesson, F., & Marzetta, T. L. (2014). Massive MIMO for next generation wireless systems. IEEE Communications Magazine, 52(2), 186-195.

Mahmood, A., Fakhar, H., Ahmed, S. H., & Javaid, N. (2013). Analysis of Wireless Power Transmission. arXiv preprint arXiv:1311.5382.

Marra, A. R., Camargo, T. Z. S., Magnus, T. P., Blaya, R. P., dos Santos, G. B., Guastelli, L. R., ... & Monte, J. C. M. (2014). The use of real-time feedback via wireless technology to improve hand hygiene compliance. American journal of infection control, 42(6), 608-611.

Osseiran, A., Braun, V., Hidekazu, T., Marsch, P., Schotten, H., Tullberg, H., ... & Schellman, M. (2013, June). The foundation of the mobile and wireless communications system for 2020 and beyond: Challenges, enablers and technology solutions. In Vehicular Technology Conference (VTC Spring), 2013 IEEE 77th (pp. 1-5). IEEE.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

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