The report illustrates the importance of adapting Business Intelligence (Transferring Data with Intelligence) tools for improving the existing logistic business operation of Evergreen Cargo Service private Limited. The supply chain management system of Evergreen Cargo Service is too weak and thus the relationship between the consumer and the service provider is not up to the mark.
In order to improve the SCM system of Evergreen Cargo Service a business intelligence architecture which is introducing SAP BI tools and using different technologies data warehousing, dashboard, Ad Hoc reporting and discovery of data technologies are used by the project development team to improve the existing business operation of Evergreen Cargo Service (Kerzner 2013). The overview of the project including the scope of the project, its objectives and constraints, statement of work, roles and responsibility of the project team members and a project schedule is developed in this report. Apart from this, the current issues and problems of the system are also illustrated in this report. In order to manage the issues accurate stakeholder analysis and management process are proposed in this report.
For this particular project triple project management constraints are considered that include proper time management, budget management and scope management as well. It means that within the allotted time phase, by considering appropriate budget and the scope developed by the project management team the project should be completed (Too and Weaver 2014). If the project management team fails to deliver the preliminary settled expected outcome then the entire project will be a failure.
For this particular project a routine documentation is required to be prepared by the project management team after considering the accurate time schedule, roles and responsibility and aim as well (Verzuh 2015). Certain specified activities and developed by the project development team in order to distribute the work burden the activities are divided the project manager and the two other project participants. As this professional project does not have any professional finance manager, operational manager and IS manager thus based on work accuracy the activities are divided among three of the project team members.
2. Proposed Strategic Alignment
In this project the project manager and the project team participants will analyze the existing issues in Supply Chain management of Evergreen Cargo. Then they will introduce business intelligence tools to the operational activities.
3. Description of Current System
3.1 Issues
Though, it has been expected that after successful completion of the project it will be able to make faster decision over the SCM and the performance of the project dashboard will also improve (Martinsuo 2013). However, the BI failed to utilize the data properly in the business operations. Apart from this, the expected returns are also not generating from the process.
3.2 Problems
Other problem of the project is lack of security. Due to lack of security the data those are stored in the server of Evergreen Cargo Service are not properly secured thus external users of the organization can easily hijack the information from the server. Moreover, the operational dashboard of Evergreen Cargo Service is also cannot be handled easily by non-experienced users.
4. Proposed Stakeholder Analysis and Management
The stakeholders of the project are the consumers, project manager and the two project participants. In order to manage the proposed project properly, the project must serve such outcome those are satisfactory to the consumers (Ahern, Leavy and Byrne 2014). Rather the project participants are needed to consider the content security accurately.
In the field of project management different stakeholder analysis and management tools are widely used by the project manager for the successful completion of the project. The stakeholder management system helps the project manager to understand whether the current situation of the project is beneficial for the logistic company or not. Even in order to identify the key person of the project the stakeholder management system is required to be used. For managing the stakeholders appropriately the steps that are needed to be followed are given below:
Step 1: Identification of the stakeholders
This is the initial phase of the stakeholder analysis. In this period the stakeholders are initially needed to be identified. For this project the stakeholders are:
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Name of the stakeholder
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Roles
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Project manager
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Control and monitoring
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Project sponsors
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Sponsor selection
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Finance manager
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Estimate the project budget
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Suppliers
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Delivers both the functional and non functional requirements
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Project customer
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Give feedback for further improvement
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Step 2: Stakeholder’s prioritization
Based on the type of the business all the stakeholders of the project will be positively a well as negatively impacted. In order to keep the security and satisfaction level of the consumers the project manager is required to establish the priority of them individually.
Step 3: Understanding the key stakeholder of this particular project
In this step the stakeholders of the project are needed to be analyzed properly and based on their priority the value should be distributed.
References
Ahern, T., Leavy, B. and Byrne, P.J., 2014. Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management, 32(8), pp.1371-1381.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Lu, Y., Luo, L., Wang, H., Le, Y. and Shi, Q., 2015. Measurement model of project complexity for large-scale projects from task and organization perspective. International Journal of Project Management, 33(3), pp.610-622.
Martinsuo, M., 2013. Project portfolio management in practice and in context. International Journal of Project Management, 31(6), pp.794-803.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Snyder, C.S., 2014. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Teller, J. and Kock, A., 2013. An empirical investigation on how portfolio risk management influences project portfolio success. International Journal of Project Management, 31(6), pp.817-829.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
