Project ManagementThis section of the business case provides a summary of the team's plan for managing and implementing the proposed project. Its purpose is to convince the decision-maker(s) that the project will be managed effectively, so that the stated objectives will be met within the time and budget allocated to the project. This section should include:A description, using a paragraph for each, explaining how the following aspects of the project will be managed: (Only do the 3 highlighted ones, those are mine. The other 3 are taken care of by my team members).Project ScopeTime/ScheduleCostQualityCommunicationsStakeholdersList the members of the project team by their roles (not by name).Provide a schedule that lists the major tasks involved and how much time they require. The schedule should be detailed enough to cover all the important activities, but does not need to include a Work Breakdown Structure.Approach to Developing this SectionThe six management areas listed come from the Project Management Body of Knowledge (PMBOK) list of about 10 knowledge areas. In developing the list of the project team members, keep in mind the scope and budget for the project. The project team should have all the required skill sets, but team members may function in multiple roles. In order to keep costs low, the team should be as small and efficiently designedas possible. The team should include both functional and IT personnel.The schedule should be developed with the understanding that when the business case is approved, many of the project planning and analysis and design steps will have been completed. So, using the information previously documented in the business case, the team should identify the major steps that remain to fully implement the project, and determine reasonable time frames for them to be accomplished. The schedule should be presented as a table with tasks, duration, and participants, including the person who has the lead for that activity. The following table may be copied and used, if so desired:
TaskDurationLeaderParticipantsTask 1Task 2Etc.Case study:Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base.The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been sub-contracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike. Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, collect payment and do payroll. Jerry's finances are very straight-forward, and he uses the accountant only because he does not like to do the paperwork.Jerry’s company sells about 250,000 square feet of carpet a year (70% of it is mid-grade carpet and padding) for sales of about $1.2 million. This results in a net profit of about $100,000. His current costs are in line with industry averages but his profits are below the averages. He attributes this to the fact that he keeps his prices low to be more competitive and grow his business. Technology support: The Trusty Carpets store has a basic information technology (IT) infrastructure with an internetconnection. There is a computer with a multi-purpose printer (scanner/fax/printer) in Jerry's office. It is connected toa router supplied by the Internet Service Provider. The router also provides a wireless network within the store, and the 2 salesmen have tablet computers that they use to check carpet availability and price, and to enter and check orders. Order forms are simple Google document forms that are stored in the Google cloud and are shared among the employees and with the installer and the accountant. Jerry and his salesmen each have a Gmail account. One of the salesmen, Ben (who has been with Jerry 6 years), is studying IT at the community college. He set up the current technology in the store just six months ago. Jerry expects Ben to learn about any new technology that gets installed and help solve minor in-store IT problems.Recent changes: Jerry has been quite successful and has recently acquired Metro Carpets, a store on the other side oftown. Metro Carpets has a large showroom and an adjoining 20,000 square foot warehouse. The showroom contains two room displays, one a living room with their top line carpet and one a family room with mid-line carpet. The remaining display space is for samples and remnants, including a small area for closeouts. The warehouse is about 50% utilized. It contains rolls of the top line carpet in a wide range of popular colors for immediate installation.
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