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Stakeholders and Their Roles and Responsibilities

Discuss about the Implementation of Cloud based ERP system within CustomInk” organization in Australia.

The paper mainly reflects on the organization “CustomInk” that is one of the t-shirt company of Australia. It is identified that they utilizes innovative tools like design lab as well as dedicated team of artist for creating perfect design of the t-shirts (CustomInk, 2018).  CustomInk uses Enterprise resource planning system for handling as well as supervising its functions and business operations. With time, the organization expanded and with expansion, it becomes quite difficult for the company to handle the information as well as data of different departments of the organization properly at a specific time and as a result, “CustomInk” faces lot of issues as well as challenges. In order to resolve this problem, the higher authority of CustomInk wants to implement cloud based ERP system so that the information as well as data related with various departments can be accessed at any time.

 The scope of the project includes:

  • Development of cloud based ERP system within the organization “CustomInk”
  • Increasing security of the entire system
  • Sharing data as well as information between various departments of the organization
  • Providing the facility of accessing information from anywhere

The stakeholders who are involved in the project are listed in the table below with their roles and responsibilities.

Roles

Responsibilities

 Project manager

 The responsibility of the project manager mainly includes initiation, planning, execution, designing of the project. Their duties also include recognition of the risks that directly affect the success of the project. In addition to this, they are also responsible for team leadership, strategic influencing as well as controlling quality of the project properly (Walker, 2015).

Project planner

 The project planner is mainly responsible for planning as well as tracking the cost of the project by keeping the entire project resources on track (Mir & Pinnington, 2014).  Furthermore, they are assists in providing regular updates about the project and engage in maintaining contact with the staff of the project.

Database manager

 The database manager is the person who mainly engages in storing and organizing the data of the organization. Their responsibilities mainly include database design, data migration, security, troubleshooting as well as installation (Snyder, 2014).

Supervisor

 Supervisor is the person who is mainly responsible for reviewing responsibilities of the project. They involve in personnel policies and procedures and as well, as provides proper training to the staffs of the organization (Hornstein, 2015).

Human resource manager

 The human resource manager is mainly responsible for recruitment, training as well as skill development of the staff who are mainly involved with the project. Additionally, they also maintain work culture and assists in resolving conflicts that are associated with the project (Svejvig & Andersen, 2015).

 Risk analyst

 Risk analyst identifies as well as analyzes the risks that are related with the project. They also prioritize and uses risk mitigation procedure in order to resolve or mitigate the risks as well as challenges that are related with the project (Joslin & Muller, 2015).

Financial manager

 The financial manager responsible for creating financial reports develops strategies and directing investment activities. In addition to this, they also plan long-term financial goals of the organization.

Tester

 The tester is the person who engages in testing the project in order to analyze the results for ensuring that the developed project is helpful in mitigating the risks as well as challenges that are related with the project (Too & Weaver, 2014).

Technical engineer

 The technical engineer is mainly responsible of coordinating all types of design development by following the time schedule of the project. They also assist in coordinating the approval of the changes within the project. Furthermore, prepares as well as takes proper follow up on various types of technical queries that are related with the consultant of the project (Sanchez, 2015).

The paper mainly focuses on the development of cloud based ERP system for the organization “CustomInk”. It is found that CustomInk utilizes ERP system for managing its operations and functions however with expansion it become quite difficult to manage as well as handle the data and information of different departments at a time (CustomInk, 2018).  Thus, the organization faces challenges lot of challenges. For resolving this issue, the organization wants to develop cloud based ERP system, which assists in facilitating data and information access from anywhere. In addition to this, with the development of cloud based ERP, CustomInk will be able to provide proper security, scalability as well as greater availability of data. Moreover, the utilization of cloud based ERP enhances performance and minimizes operating costs of the organizations.

Objectives

The objectives of the project are as follows:

  • To develop cloud based ERP system for the organization CustomInk for mitigating the challenges as well as issues of the organization.
  • To enhance the access to information
  • To enhance security of data and information

Duration

The cloud based ERP system development within the organization “CustomInk” will be finished within 41 days as per the assumption. The table below reflects on the time that is required for finishing each of the activities of the project successfully.

Task Name

Duration

Start

Finish

Development of Cloud based ERP system within "CustomInk” organization in Australia

41 days

Thu 03-05-18

Thu 28-06-18

   Initiation phase

14 days

Thu 03-05-18

Tue 22-05-18

      Development of business case

4 days

Thu 03-05-18

Tue 08-05-18

      Undertaking feasibility study

4 days

Wed 09-05-18

Mon 14-05-18

      Project charter establishment

5 days

Wed 09-05-18

Tue 15-05-18

      Appointing team members

6 days

Tue 15-05-18

Tue 22-05-18

      Milestone 1: Initiation phase completion

0 days

Mon 14-05-18

Mon 14-05-18

   Project planning phase

13 days

Tue 15-05-18

Thu 31-05-18

      development of project plan

5 days

Wed 16-05-18

Tue 22-05-18

      Development of resource plan

7 days

Wed 16-05-18

Thu 24-05-18

      Creating financial plan for the project

6 days

Wed 23-05-18

Wed 30-05-18

      Development of quality management plan

5 days

Wed 23-05-18

Tue 29-05-18

      Development of risk management plan

7 days

Tue 15-05-18

Wed 23-05-18

      Development of acceptance plan

6 days

Tue 15-05-18

Tue 22-05-18

      Development of communication plan

5 days

Wed 23-05-18

Tue 29-05-18

      Procurement plan development

7 days

Wed 23-05-18

Thu 31-05-18

      Milestone 2: Completion of planning phase of the project

0 days

Tue 22-05-18

Tue 22-05-18

   Project execution phase

24 days

Wed 23-05-18

Mon 25-06-18

      Identifying business needs

15 days

Fri 25-05-18

Thu 14-06-18

      Selection of cloud based ERP system

12 days

Thu 31-05-18

Fri 15-06-18

       Work customization

15 days

Wed 30-05-18

Tue 19-06-18

      Data migration

16 days

Thu 24-05-18

Thu 14-06-18

       Checking infrastructure

17 days

Thu 24-05-18

Fri 15-06-18

      Customization

19 days

Wed 23-05-18

Mon 18-06-18

      Change management

18 days

Wed 23-05-18

Fri 15-06-18

      Technology and knowledge transfer

17 days

Wed 30-05-18

Thu 21-06-18

      Testing project management

15 days

Wed 30-05-18

Tue 19-06-18

       System integration testing

16 days

Fri 01-06-18

Fri 22-06-18

      User acceptance testing

17 days

Fri 01-06-18

Mon 25-06-18

       Milestone 3: Completion of execution phase

0 days

Thu 31-05-18

Thu 31-05-18

   Closing phase

27 days

Wed 23-05-18

Thu 28-06-18

       Post project review

3 days

Wed 23-05-18

Fri 25-05-18

      Stakeholder sign off

3 days

Tue 26-06-18

Thu 28-06-18

      Post go-live support

3 days

Fri 15-06-18

Tue 19-06-18

      Milestone 4: Completion of closure phase

0 days

Thu 14-06-18

Thu 14-06-18

Budget estimate

The cloud based ERP system development will be completed by utilizing budget of around $207,840. It is identified that the budget that is needed for executing each of the activities of the project phases is provided in the table below:

Task Name

Duration

Resource Names

Cost

Implementation of Cloud based ERP system within "CustomInk” organization in Australia

41 days

 

$‏‏ 207,840.00

   Initiation phase

14 days

 

$‏‏ 9,360.00

      Development of business case

4 days

Project planner, Project manager

$‏‏ 2,720.00

      Undertaking feasibility study

4 days

Financial manager

$‏‏ 960.00

      Project charter establishment

5 days

Project planner

$‏‏ 1,600.00

      Appointing team members

6 days

Project planner, Project manager

$‏‏ 4,080.00

      Milestone 1: Initiation phase completion

0 days

 

$‏‏ 0.00

   Project planning phase

13 days

 

$‏‏ 32,640.00

      development of project plan

5 days

Project planner, Supervisor

$‏‏ 3,000.00

      Development of resource plan

7 days

Project planner, Financial manager, Human resource manager

$‏‏ 5,880.00

      Creating financial plan for the project

6 days

Project planner, Financial manager

$‏‏ 3,360.00

      Development of quality management plan

5 days

Supervisor, Financial manager, Risk analyst

$‏‏ 4,000.00

      Development of risk management plan

7 days

Risk analyst, Tester

$‏‏ 3,920.00

      Development of acceptance plan

6 days

Project planner, Supervisor

$‏‏ 3,600.00

      Development of communication plan

5 days

Project planner, Supervisor

$‏‏ 3,000.00

      Procurement plan development

7 days

Project planner, Supervisor, Financial manager

$‏‏ 5,880.00

      Milestone 2: Completion of planning phase of the project

0 days

 

$‏‏ 0.00

   Project execution phase

24 days

 

$‏‏ 162,840.00

      Identifying business needs

15 days

Supervisor, Database manager, Human resource manager

$‏‏ 13,200.00

      Selection of cloud based ERP system

12 days

Supervisor, Technical engineer

$‏‏ 6,720.00

       Work customization

15 days

Risk analyst, Technical engineer, Project planner

$‏‏ 13,200.00

      Data migration

16 days

Database manager, Technical engineer, Tester

$‏‏ 14,080.00

       Checking infrastructure

17 days

Supervisor, Risk analyst, Technical engineer, Tester

$‏‏ 19,040.00

      Customization

19 days

Database manager, Project manager, Technical engineer

$‏‏ 18,240.00

      Change management

18 days

Project planner, Supervisor, Database manager, Risk analyst, Technical engineer

$‏‏ 26,640.00

      Technology and knowledge transfer

17 days

Supervisor, Database manager, Risk analyst, Technical engineer

$‏‏ 19,720.00

      Testing project management

15 days

Risk analyst, Tester

$‏‏ 8,400.00

       System integration testing

16 days

Supervisor, Database manager, Technical engineer

$‏‏ 14,080.00

      User acceptance testing

17 days

Supervisor, Technical engineer

$‏‏ 9,520.00

       Milestone 3: Completion of execution phase

0 days

 

$‏‏ 0.00

   Closing phase

27 days

 

$‏‏ 3,000.00

       Post project review

3 days

Project planner

$‏‏ 960.00

      Stakeholder sign off

3 days

Project manager

$‏‏ 1,080.00

      Post go-live support

3 days

Project planner

$‏‏ 960.00

      Milestone 4: Completion of closure phase

0 days

 

$‏‏ 0.00

Objectives and Scope of the Project

Assumptions, Constraints and risks

Assumptions

            The assumptions that are made before initiating the project are as follows:

  • The development of cloud based ERP system will be finished in 41 days
  • The budget that is used for finishing the project will be around $‏‏ 207,840.00
  • The project will follow the scope wile progressing
  • The development of cloud based ERP system will enhance data access facility

Constraints

The project constraints are as follows:

Budget: The project of “cloud based ERP system development” must be finished within the budget of around $‏‏ 207,840.00. If the entire project is not completed within this budget then number of financial issues can occur.

Time: The project must be finished within the 41 days. If the project manager are unable to finish the project within the assumed time then the budget related with the project will also increase.

Scope: It is quite necessary to follow the scope of the project in order to finish the entire project within the expected time and budget. If the project managers are unable to follow the scope then the project will face lot of complexities in accomplishing its objectives as well as goals.

Risks

Risk

Description

Probability

Impact

Mitigation

 Improper budget estimation

 If the budget of the project is not properly estimated then it will be quite difficult to finish the project within the approved budget.

High

High

Proper market analysis for analyzing the cost of resources of the project so that the budget of the project must be estimated accurately.

Inexperienced project managers

 If the project managers are not experienced then they will face difficulty in finishing the project on time.

Medium

Medium

 Experienced project managers must be hired so that they can be capable of managing the activities of the project quite effectively within the assumed budget as well as time.

Schedule slippage

 If the project schedule is not managed properly then there are chances of schedule  slippage.

High

High

Proper tracking of project schedule on a weekly basis  is required for avoiding schedule slippage;

The organizational structure is mainly utilized by the organization “CustomInk” in order to group similar packages of work that is mainly related with the organization structure. The organization structure assists in defining different types of responsibilities that are mainly related with budgeting, management as well as project control (Van der Voet, 2014).  It is identified that the hierarchical structure of the organization is quite helpful in allowing proper aggregation of information to higher level of the organization. The structure that is mainly created generally assists in establishing proper operation as well as function of the organization that generally helps in obtaining proper goals of the organization (O'Neill et al., 2016). The organization structure for the organization “CustomInk” is provided below:

Figure 1: Organizational Structure

(Source: Created by author)

Balanced scorecard is defined as one of the management system as well as structured report that generally aligns with the strategy of the company in context to different tactical activities. The balanced score card generally helps in maintaining focus and helps in moving in different cohesive as well as consistent direction (Hoque, 2014). The each  four different elements that are identified to be aligned with the company’s mission, vision as well as values generally assists in developing four different perspectives including customer, financial, internal business as well as learning and growth. The balanced scorecard for this project is provided below:

Objectives

Measures

Targets

Initiatives

Financial

 To utilize the budget that is approved for the project.

 Utilization of budget appropriately

Proper use of project resources

To complete the project within the budget of around

$‏‏ 207,840.00

 Weekly tracking of the project budget

Customer

 Proper service to the customer

 Development of cloud based ERP system

Managing demands of the customers properly;

Getting feedback from the customers

Internal business process

 To have proper accessibility of data and information

 Development of cloud based ERP system

 To access both data and information from anywhere at any time;

Transfer of data to cloud.

Learning and growth

Importance of proper management strategies within project;

 Utilization of proper management so that the project can be finished on time;

 Achieving proper skills and knowledge in project management;

 Documenting the strategies that are utilized within the project.

The recommendations for project governance are provided below:

Proper stakeholder reporting and meeting: Proper communication plan must be developed for the project in order to ensure the project manager that there is right balance of reporting as well as meetings. This is helpful for making sure that each of the stakeholders of the project mainly understands the content of communication, frequency as well as decision gates.

Time Taken to Complete Each Phase of the Project

Proper risk management: The project team of the organization must be consensus about the various types of risks that can create impact on the project. Proper risk management strategies must be implemented within the project so that the risks as well as challenges that are associated with the project can be properly resolved.

Implementation of proper management control procedures: Proper implementation of project monitoring as well as controlling procedure must be implemented within the project in order to measure performance against time, resources as well as budget.

References

Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Can agile project management be adopted by industries other than software development?. Project Management Journal, 45(3), 21-34.

Costantino, F., Di Gravio, G., & Nonino, F. (2015). Project selection in project portfolio management: An artificial neural network model based on critical success factors. International Journal of Project Management, 33(8), 1744-1754.

CustomInk. (2018). Retrieved from https://www.customink.com/

Hoque, Z. (2014). 20 years of studies on the balanced scorecard: trends, accomplishments, gaps and opportunities for future research. The British accounting review, 46(1), 33-59.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Ika, L. A. (2015). Opening the black box of project management: Does World Bank project supervision influence project impact?. International Journal of Project Management, 33(5), 1111-1123.

Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project risk management methodology for small firms. International journal of project management, 32(2), 327-340.

Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.

O'Neill, J. W., Beauvais, L. L., & Scholl, R. W. (2016). The use of organizational culture and structure to guide strategic behavior: An information processing perspective. Journal of Behavioral and Applied Management, 2(2).

Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of Cleaner Production, 96, 319-330.

Sharbatoghlie, A., & Sepehri, M. (2015). An Integrated Continuous Auditing Project Management Model (CAPM). In 4th International Project Management Conference.

Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.

Srivannaboon, S., & Munkongsujarit, S. (2016, September). Project management and project portfolio management in open innovation: Literature review. In Management of Engineering and Technology (PICMET), 2016 Portland International Conference on (pp. 2002-2007). IEEE.

Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.

Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.

Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.

Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.

Walker, A. (2015). Project management in construction. John Wiley & Sons.

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