Project Analysis for Upgrade Customer Management System of COVI - Report
Added on 2022-06-07
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Project Analysis for Upgrade Customer Management System of COVI
1. Introduction
COVI is a medical equipment and maintenance service company for hospitals. Also, COVI
works as an authorized agent for providing flu vaccines to patients affected by pandemic
situations in the country.
This analysis discusses details related to the fully integrated customer management system to be
introduced as a system upgrade of the previous IT system. It solves the problem of engineers
could not identify the new machines of clients not covered with a warranty and losing revenue
from them. With this project, the company can easily identify the customer's new machines and
minimize the company's losses. Visiting engineer can easily determine if a product is covered by
the contract by scanning the bar code from his mobile device and verifying from a central
computer that the device belongs to the scope of service and warranty.
The report covers the areas of Project Structure, WBS, CPM Analysis, Gantt Chart, Stakeholder
Management Chart, Resource Chart, Cost Analysis, Project Order (Scope Summary), Risk
Assessment, Monitoring & Controls, Challenges, Change Management Approach,
Communication Matrix, Action Template and others Analyzes required for a project.
1. Introduction
COVI is a medical equipment and maintenance service company for hospitals. Also, COVI
works as an authorized agent for providing flu vaccines to patients affected by pandemic
situations in the country.
This analysis discusses details related to the fully integrated customer management system to be
introduced as a system upgrade of the previous IT system. It solves the problem of engineers
could not identify the new machines of clients not covered with a warranty and losing revenue
from them. With this project, the company can easily identify the customer's new machines and
minimize the company's losses. Visiting engineer can easily determine if a product is covered by
the contract by scanning the bar code from his mobile device and verifying from a central
computer that the device belongs to the scope of service and warranty.
The report covers the areas of Project Structure, WBS, CPM Analysis, Gantt Chart, Stakeholder
Management Chart, Resource Chart, Cost Analysis, Project Order (Scope Summary), Risk
Assessment, Monitoring & Controls, Challenges, Change Management Approach,
Communication Matrix, Action Template and others Analyzes required for a project.
2. Project Charter for Customer Management System
2.1 Overview
Project is based on introducing fully integrated customer management system to COVI as a
system upgrade of the previous IT system. The project works are planned, controlled and
monitored by an assigned project manager and the project team. The plan is to complete the
project in the shortest possible time period as the delay will cancel the existing contract with the
client.
2.2 Reasons for The Project
The project is a design for the problem faced by the visiting engineers of COVI and to provide a
solution to it to eliminate the lost revenue and time.
2.1 Problem Identification
COVI is in the business of maintenance of its customers' medical devices. Customers first
provide the list of equipment (e.g. 5 mobile x-ray machines, 4 ultrasound machines, 3 MRI
scanners, etc.) and add it to the agreement with the scope details. However, the problem arises
because customers purchase new machines and do not inform COVI. Therefore, it was difficult
for the visiting engineer to identify the machines that cover the contract since the engineer does
not carry the contract on site. Because of this, given the urgency and customer relationship, the
engineer has to repair all the machines and the company's revenue and time are lost.
2.2 Solution Proposed
Conduct a full audit of all customer devices that appear on the contracts and label those with a
barcode. Introduce a new customer management system to identify those machines by scanning
the barcode with a mobile app. In addition, the engineer can use a central computer to check
whether the device is covered by the COVI service guarantee.
2.1 Overview
Project is based on introducing fully integrated customer management system to COVI as a
system upgrade of the previous IT system. The project works are planned, controlled and
monitored by an assigned project manager and the project team. The plan is to complete the
project in the shortest possible time period as the delay will cancel the existing contract with the
client.
2.2 Reasons for The Project
The project is a design for the problem faced by the visiting engineers of COVI and to provide a
solution to it to eliminate the lost revenue and time.
2.1 Problem Identification
COVI is in the business of maintenance of its customers' medical devices. Customers first
provide the list of equipment (e.g. 5 mobile x-ray machines, 4 ultrasound machines, 3 MRI
scanners, etc.) and add it to the agreement with the scope details. However, the problem arises
because customers purchase new machines and do not inform COVI. Therefore, it was difficult
for the visiting engineer to identify the machines that cover the contract since the engineer does
not carry the contract on site. Because of this, given the urgency and customer relationship, the
engineer has to repair all the machines and the company's revenue and time are lost.
2.2 Solution Proposed
Conduct a full audit of all customer devices that appear on the contracts and label those with a
barcode. Introduce a new customer management system to identify those machines by scanning
the barcode with a mobile app. In addition, the engineer can use a central computer to check
whether the device is covered by the COVI service guarantee.
2.3 Objectives
1. Completely eliminate the company's loss of time and revenue due to machine repairs
not covered by the warranty.
2. Effectively manage customer relationships by avoiding disputes related to machine
repairs and providing effective service.
3. Increase company revenue by 15% by effectively managing engineer visiting time.
4. Complete the project in the shortest possible time
2.4 Constraints of The Project
Project constraints refers the general limitations that the project need to account for during its
project life cycle quality ("6 Project Constraints and How to Manage Them for Project Success
• Asana",n.d.). Figure 1 shows the COVI project constrains of the customer management system
as cost, time and
Figure 1 : Project Constrains
Time: The project should be completed as soon as possible as the delay will void the existing
contract with the customer. Many will be renewed soon.
Quality: The Project Manager (PM) is unfamiliar with systems and the PM needs to assemble a
team that are all experts in their field to develop quality and an effective system for COVI.
Cost: The costs are always a constrain to a project. PM needs to manage the project within budget
to get the best result.
Scope
Time
QualityCost
1. Completely eliminate the company's loss of time and revenue due to machine repairs
not covered by the warranty.
2. Effectively manage customer relationships by avoiding disputes related to machine
repairs and providing effective service.
3. Increase company revenue by 15% by effectively managing engineer visiting time.
4. Complete the project in the shortest possible time
2.4 Constraints of The Project
Project constraints refers the general limitations that the project need to account for during its
project life cycle quality ("6 Project Constraints and How to Manage Them for Project Success
• Asana",n.d.). Figure 1 shows the COVI project constrains of the customer management system
as cost, time and
Figure 1 : Project Constrains
Time: The project should be completed as soon as possible as the delay will void the existing
contract with the customer. Many will be renewed soon.
Quality: The Project Manager (PM) is unfamiliar with systems and the PM needs to assemble a
team that are all experts in their field to develop quality and an effective system for COVI.
Cost: The costs are always a constrain to a project. PM needs to manage the project within budget
to get the best result.
Scope
Time
QualityCost
2.5 Main Stakeholders
The main stakeholders of the project are COVI shareholders, company employees , project team
, customers , software developers and suppliers.
2.6 Risks Identified
Mainly identified risks of COVI project are supply delay, not complete project on time, High
costs, employees not familiar to the system.
2.7 Benefits of The Project
Avoid loss of revenue and time by avoiding out-of-warranty machine servicing, and increase
revenue by effectively managing resources.
2.8 General Overview of The Budget
The budget of the project as per Annexure 1 is US$81,741.10 considering the effective
management of the project's time and cost.
2.9 Time & Scope
As per the Annexure 2 the project completion time is 26.84 weeks and encompasses the scope
from finding a supplier for the system to the point of system implementation and the sign of
completion of the project.
1. Project Assumptions
1. All project team have same capability of working
2. All employees are full time workers
3. 4-week months considered
4. 8 hrs. working time considered for a day and considered week start from Sunday
The main stakeholders of the project are COVI shareholders, company employees , project team
, customers , software developers and suppliers.
2.6 Risks Identified
Mainly identified risks of COVI project are supply delay, not complete project on time, High
costs, employees not familiar to the system.
2.7 Benefits of The Project
Avoid loss of revenue and time by avoiding out-of-warranty machine servicing, and increase
revenue by effectively managing resources.
2.8 General Overview of The Budget
The budget of the project as per Annexure 1 is US$81,741.10 considering the effective
management of the project's time and cost.
2.9 Time & Scope
As per the Annexure 2 the project completion time is 26.84 weeks and encompasses the scope
from finding a supplier for the system to the point of system implementation and the sign of
completion of the project.
1. Project Assumptions
1. All project team have same capability of working
2. All employees are full time workers
3. 4-week months considered
4. 8 hrs. working time considered for a day and considered week start from Sunday
5. Project start date considered as March 1st of 2022
6. Given resources are considered as people
2. Work Breakdown Structure (WBS)
Work Breakdown Structure (WBS) is the tool that is one of the most important projects
management documents. It single-handedly integrates scope, cost, and schedule baselines,
ensuring project plans are aligned ("Work Breakdown Structure", n.d.).
Taking into account the scope of the project and the tasks to be completed, the WBS can be
proposed as Appendix 4.
Project handling by newly assigned PM and his project teams.
Stage 1 – Upgrade of COVI's customer management system
Level 2 – Activities have been identified as functional divisions of Engineering,
Procurement, Human Resource Management (HR), Sales and Information Technology (IT).
Heavy weight of engineering and IT departments.
Level 3 - All project tasks are assigned to the above 5 departments according to Appendix 4.
3. Project Structure
Functional project structure developed according to Annex 5 for the project considering the
project scope, time and cost. The structure is led by the Director of Supply and Maintenance
and the Heads of Engineering, Procurement, Human Resource Management (HR), Sales and
Information Technology (IT) report directly to the Director. Under the Department Heads,
other department subordinates work and report to the department head. The project manager
reports directly to the director and has no direct reports to him, and executes the project using
shared resources from other functional departments.
When planning the project structure, the following areas are considered,
6. Given resources are considered as people
2. Work Breakdown Structure (WBS)
Work Breakdown Structure (WBS) is the tool that is one of the most important projects
management documents. It single-handedly integrates scope, cost, and schedule baselines,
ensuring project plans are aligned ("Work Breakdown Structure", n.d.).
Taking into account the scope of the project and the tasks to be completed, the WBS can be
proposed as Appendix 4.
Project handling by newly assigned PM and his project teams.
Stage 1 – Upgrade of COVI's customer management system
Level 2 – Activities have been identified as functional divisions of Engineering,
Procurement, Human Resource Management (HR), Sales and Information Technology (IT).
Heavy weight of engineering and IT departments.
Level 3 - All project tasks are assigned to the above 5 departments according to Appendix 4.
3. Project Structure
Functional project structure developed according to Annex 5 for the project considering the
project scope, time and cost. The structure is led by the Director of Supply and Maintenance
and the Heads of Engineering, Procurement, Human Resource Management (HR), Sales and
Information Technology (IT) report directly to the Director. Under the Department Heads,
other department subordinates work and report to the department head. The project manager
reports directly to the director and has no direct reports to him, and executes the project using
shared resources from other functional departments.
When planning the project structure, the following areas are considered,
1. The project is a one-off work and upon completion, the project team must disband as the
works are completed.
2. Hiring a project team for just one project involves high cost for the project, and functional
structure is the solution to have low overhead.
3. The urgency of completing the project as any delay will cancel the existing contract with
the client and many will soon need to be renewed. So no time for urgent hiring of skilled
workers
4. The project manager is less technically savvy and can obtain knowledge from experts on the
processes and requirements from existing functional departments.
5. The project is completed in 6 months and the functional structure is suitable for this type of
project.
However, the functional structure can cause project delays as there is no dedicated team for
the project and they have no control over the project manager. Also, decisions can be delayed
because the project manager has less authority.
4. Critical Path Method Analysis
In project management, the critical path is the longest sequence of tasks that must be completed
to complete a project. Critical road tasks are called critical activities because if they are
delayed, the completion of the entire project will be delayed ("What Is the Critical Path of a
Project?", 2016). If the project is delayed, over budget, or fails to meet key stakeholder needs,
the project will not reach its goal and it will be a problem for the organization (Maylor, 2005).
This critical path serves to identify the key areas of the project early on and helps to effectively
manage the project management process.
According to Appendix 3, the critical path of the project is B, D, F, G, H, I, O, Q, R, T, with
the forward and backward past being equal. If any activity on this critical path is delayed, the
works are completed.
2. Hiring a project team for just one project involves high cost for the project, and functional
structure is the solution to have low overhead.
3. The urgency of completing the project as any delay will cancel the existing contract with
the client and many will soon need to be renewed. So no time for urgent hiring of skilled
workers
4. The project manager is less technically savvy and can obtain knowledge from experts on the
processes and requirements from existing functional departments.
5. The project is completed in 6 months and the functional structure is suitable for this type of
project.
However, the functional structure can cause project delays as there is no dedicated team for
the project and they have no control over the project manager. Also, decisions can be delayed
because the project manager has less authority.
4. Critical Path Method Analysis
In project management, the critical path is the longest sequence of tasks that must be completed
to complete a project. Critical road tasks are called critical activities because if they are
delayed, the completion of the entire project will be delayed ("What Is the Critical Path of a
Project?", 2016). If the project is delayed, over budget, or fails to meet key stakeholder needs,
the project will not reach its goal and it will be a problem for the organization (Maylor, 2005).
This critical path serves to identify the key areas of the project early on and helps to effectively
manage the project management process.
According to Appendix 3, the critical path of the project is B, D, F, G, H, I, O, Q, R, T, with
the forward and backward past being equal. If any activity on this critical path is delayed, the
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