Dynamic Capabilities through Project Portfolio Management

Dynamic Capability Through Project Portfolio Management in Service and Manufacturing Industries

Project Management
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TABLE OF CONTENTS
INTRODUCTION................................................................................................................................5
ACTIVITY 1........................................................................................................................................5
1.1 Appraising the business objectives and determining the project which will be needed to
successfully carry out the relocation................................................................................................5
1.2 Developing the necessary project sub divisions and produce high level estimates of the
resources needed to complete project including time and costs......................................................6
ACTIVITY 2........................................................................................................................................8
1.3 Describing and evaluating a suitable methodology for ERP project.........................................8
1.4 Assessment of the feasibility of ERP project.............................................................................9
2.1 Structure for the management and administration of ERP project............................................9
2.2 Defining the roles and responsibilities of staff who will manage ERP project.......................10
3.2 Job description and person specification for a project manager..............................................12
ACTIVITY 3......................................................................................................................................13
2.3 Project plan..............................................................................................................................13
ACTIVITY 4......................................................................................................................................16
3.1 Assessment of alternative project team structure.....................................................................16
3.3 Designing of process for quality management of the project..................................................16
3.4 Managing project change proposals........................................................................................17
4.1 Issues and risks that may impede a project..............................................................................18
4.2 Issues and risks likely to be encountered in the final stage of ERP project.............................19
4.3 Designing of monitoring and appraising the status of a project..............................................20
5.1 Detecting and managing issues arising in the course of projects............................................20
ACTIVITY 6......................................................................................................................................22
5.2 Assessment of the tasks needed to be completed in the final stages of a project....................22
CONCLUSION..................................................................................................................................22
REFERENCES...................................................................................................................................23
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LIST OF TABLE
Table 1 Time scale of ERP system project...........................................................................................8
Table 2 Project plan of ERP system...................................................................................................13
Table 1: Issues and risks that may impede a project..........................................................................18
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LIST OF FIGURES
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Figure 1 Work breakdown structure of ERP Project............................................................................7
Figure 2 Structure for the management and administration of ERP project......................................10
Figure 3 Gantt Chart...........................................................................................................................14
Figure 4 Network Diagram.................................................................................................................15
Figure 5 Alternative structure for the management and administration of ERP project....................16
Figure 6 Change Control Process.......................................................................................................18
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INTRODUCTION
Project management is the application of knowledge, tools, skills and techniques to develop
the activities in order to meet the requirements. The objective behind using this concept is to attain
all of the project goals within the given constraints (Kerzner, 2013). There are various techniques
that use by the organizations to manage their simple as well as complex projects in an effective
manner. The present research is based on project management topic where a case study of an
enterprise is taking into the consideration which is planning to relocate its office from one place to
another due to some reasons (Burke, 2013). As per the given case study, it has determined that
company has based in the centre of London where it has provided consultancy services to
businesses around the world in the area of management development. It is a purely administrative
where all consultants work remotely from home. The Managing Director has announced that the
offices will be relocated to the area around Banbury, Oxfordshire with the aim of bring the
reduction in various costs. For this, it has planned to prepare a team from the office itself and has
involved consultants to plan so that office relocation plan can be executed. Along with this,
Managing Director of the organization has wished to retain the same size administrative team.
During this movement, some objectives have been decided which will make this plan more
successful and effective.
ACTIVITY 1
1.1 Appraising the business objectives and determining the project which will be needed to
successfully carry out the relocation
According to given case study, Managing Director of a company is planning to relocate its
office from London to Banbury, Oxfordshire in order to reduce costs. In this context, a small team
for project has developed within the organization where some consultants have involved in the plan.
For this, some business objectives have decided by Managing Director of the firm that associated
with the move (Meredith and Mantel Jr, 2011). Appraising of these aims is as follows:
 Company wants to continue grow business income by 10% on annul basis. With the help of
this, it will become easy for the firm to increase the working capital amount for the new
projects and services (Schwalbe, 2015).
 Second objective has increase profitability partially by bring the reduction in physical costs
related to accommodation. The relocation of office at new place will help the organization to
minimize the expenses of accommodation. By doing this, it will easy to keep control over
the expenses and enhance partial profitability (Wysocki, 2011).
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 Office relocation will retain the business earning capacity of the company because this move
will improve the services of business in the area of management development.
 Another objective of firm has improved the quality of support the office provides to the
clients and consultants. This relocation will reduce the distance between the accommodation
place of employees and the organization. Due to this, they will feel comfortable to come
office rather than working at home (Walker, 2015).
 Office relocation will improve IT system because office function has purely administrative.
Along with this, this will minimize the human resource costs associated with the move. It
will include recruitment and training of the employees (De Bakker, Boonstra and Wortmann,
2010).
As per the set objectives by Managing Director of the company and their assessment, a list
of proposed projects have developed that will be needed to successfully carry out the relocation
plan. In this context, some development ideas are as follows:
1. Business Intelligence System (BIS)
2. Enterprise Resource Planning (ERP)
3. Setting of WAN network
4. Human capital analytics
1.2 Developing the necessary project sub divisions and produce high level estimates of the
resources needed to complete project including time and costs
The most suitable project for the consultancy company is ERP because it will support most
of the business objectives that have set by the Managing Director during the relocation of office.
The following plan will contain some stages (Jun, Qiuzhen and Qingguo, 2011). To complete this
work, some activities will be carried out such as project sub divisions, process, estimation of
resources, time and costs.
Work breakdown structure: Under this, entire project plan divides into the small and
manageable sections. For ERP project, sub division of tasks can be shown in the form of work
breakdown structure which is as follows:
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Figure 1 Work breakdown structure of ERP Project
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Time scales: In order to complete whole ERP plan, timeframe will decided. The project will
finish within the 7 months. Along with this, for milestone activities, different time slots will allocate
in order to track the progress of the work. The time scale of project is giving in below table
Table 1 Time scale of ERP system project
Task Name Duration Start Finish
ERP SYSTEM 199 days Mon 2/6/17 Thu 11/9/17
Discovery and planning 29 days Mon 2/6/17 Thu 3/16/17
Design 25 days Fri 3/17/17 Thu 4/20/17
Development 115 days Fri 4/21/17 Thu 9/28/17
Testing 20 days Fri 9/29/17 Thu 10/26/17
Deployment 6 days Fri 10/27/17 Fri 11/3/17
Project closer 4 days Mon 11/6/17 Thu 11/9/17
Resources: In the terms of project management, some resources are required to carry out the
project tasks. Allocation of these have based on the priority of plan activities. For ERP project, the
major resources will people, equipments, technologies and space. In order to carry out various
phase of project plan, human resource will be needed who can develop and implement the scheme.
While, space will require where personnel can perform their assign works. Along with this,
equipments and technologies such as Project Management Software, Budgeting Tool, Performance
Management system etc will take into the consideration.
Project budget: The total budget to ERP project will be £52,000 where it will include
different aspects such as wages to project team members, buying new technologies, other additional
expenses etc.
Reporting and accountability: From the beginning to end of ERP project, all project team
members will report to project manager. The project manager will accountable to provide the
information about the project to Managing Director of consultancy company. Reporting structure
will be bottom to up.
ACTIVITY 2
1.3 Describing and evaluating a suitable methodology for ERP project
With the help of the PRINCE 2method, it becomes easy to assess ERP project. The several
stages of this technique will assist in analyse the plan at every phase. The expected outcomes of
each stage will compare the actual results to measure the performance. The seven principles, seven
themes and seven processes of PRINCE 2 will help each project member to understand own
responsibilities. It will assist in ensure the quality of project plan along with its timely delivery
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(Caniëls and Bakens, 2012).
1.4 Assessment of the feasibility of ERP project
Feasibility study includes taking a judgment to determine whether a project is feasible to
attain the plan objectives or not. For ERP project, feasibility framework has needed to be carrying
out to find out the potential success of the work. In this context, technical feasibility has shown that
technical resources use following project are updated and sufficient. Capacities of resources have
able to meet the requirements of ERP project. Along with this, technical feasibility has also
demonstrated the evaluation of the hardware and software needs of the proposed plan. On the other
hand, economic feasibility has stated that the selected scheme has viable in terms of costs and other
benefits. It has able to enhance credibility of task where it has made positive economic benefits to
the consultancy company (Artto, Kulvik, Poskela and Turkulainen, 2011).
From the evaluation of legal feasibility, it has found that ERP system has not made any kind
of conflicts with legal needs such as data protection act, social media laws etc. In addition to this,
operational feasibility study has identified that selected project for the company has able to meet the
business needs and solve problems (Wu and Low, 2010). The developed project plan has satisfied
the requirements of firm. Apart from this, scheduling feasibility of ERP system has explained that a
complete time frame has estimated to finish the project plan along with the technical skills.
Therefore, from the above feasibility analysis evaluation, it has determined project teams have
focused on major deliverables by identify a valid reason to undertake the plan. The success rate of
the proposed system or consultancy company has high (Bredillet, Yatim and Ruiz, 2010).
2.1 Structure for the management and administration of ERP project
For ERP project, the suitable structure for the management and administration is Project
Organization Structure. The reason of selecting this is to create an environment that fosters
interactions between project team members. This will reduce uncertainty and confusion which are
generally occurring at the stage of project initiation (Mantel, 2011). It will define the relationship
between project members and external environment. Specialization and coordination are the factors
that will take into the consideration at the time of chosen of structure of management and
administration of ERP project. With the help of this, it will become easy to manage the activities of
plan in right way by attaining the project deliverables. This will lead to development of strong work
team. Project Organization Structure will show the clear line of command at the time of
development of ERPM project by promoting the autonomy (Patanakul, Iewwongcharoen and
Milosevic, 2010). It will support the quick decision making process where knowledge of project
team members will enhance. Along with this, easier supervision will be done by responsible
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personnel at every stage of plan. In this context, structure of the management and administration of
ERP project is as follows:
Figure 2 Structure for the management and administration of ERP project
2.2 Defining the roles and responsibilities of staff who will manage ERP project
In ERP project, project team will play some important roles and responsibilities which are as
follows:
Project manager:
 Managing and leading the project team
 Selection of project staffs and consultants (Bredillet, 2010)
 Accountable for detailed project planning and controlling
 Developing and implementing a systematic and detailed project plan
 Resolving cross functional issues at different phases of project plan
 Working closely with the company to make sure the proposed project meet the requirements
of the business (Lee and Yu, 2012)
 Determining user training needs and organize training events for them
 Managing scope of the project and change control process
Project sponsor:
 Accountable for the delivery of planned benefits related to ERP project
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 Ensuring resolution of issues developed between the project board and project manager
 Taking major decisions within the context of project plan (Hwang and Tan, 2012)
 Make sure about the availability of important resources.
 Approving budget and scheduling of the project plan
Project board:
 Approving strategies, execution of plan, project scope and setting of milestones
 Driving and managing alterations within the plan (Portny, 2010)
 Prioritising goals of ERP project and developing of plan deliverables.
 Establishing communication with project manager and other team members
Consultants:
 Ensuring that project requirements are meet by ERP project
 Managing the budget for entire plan (Heising, 2012)
 Make sure about the effective use of the resources during the project plan
 Act as mediator between the project board and project manager
Project team members:
 Providing functional expertise in an administrative process (Patanakul and Shenhar, 2012)
 Analyzing and documentation of whole project plan and its processes
 Work with consultancy company to make certain that project meets business requirements
 Determining the needs of consultancy organization related to office relocation (Morris,
2010)
System developer
 Migration of data
 Create interface of ERP system with other systems (Killen and Hunt, 2010)
 Setting of security rights and access permissions
 Contribute in developing technical requirements and related policies
 Development of technical testing programs (Morris and Pinto, 2010)
System administrator
 Support and management of network operating systems
 Measures disaster and back-up recovery measures
 Managing data base
 Contribute in development of technical strategies and related processes (Kerzner, 2013)
3.2 Job description and person specification for a project manager
Job description
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Job Title: Project Manager
Location: Banbury, Oxfordshire
Country: UK
Scope of position:
The Project Manager should be responsible for deliver every project on time and within the scope
as well as budget. He should be belonging to background of business skills, analysis, management
and budgeting.
Key Responsibilities: Project manager should be able to establish the coordination between the
project board and team members, ensure that all projects must be deliver within the scope and
other constraints, make sure about effective allocation and utilization of resources, develop a
detailed plan in order to track progress, measuring project performance, risk management and
many more things.
Person specification
Job Title: Project Manager
Qualification:
 Bachelors in Technology in the area of Computer Science and Master in Business
Administration in Information Operation from any recognized university.
 Having maximum 5 years’ experience in project management field.
Interpersonal Skills:
 Decision making
 Good client facing and internal communication skills
 Excellent verbal and written skill
 Strong knowledge of Microsoft Project Office
 Self motivator
ACTIVITY 3
2.3 Project plan
Table 2 Project plan of ERP system
Task Name Duration Start Finish Predecessors
ERP SYSTEM 199 days Mon 2/6/17 Thu 11/9/17
Discovery and planning 29 days Mon 2/6/17 Thu 3/16/17
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Determine the issues 3 days Mon 2/6/17 Wed 2/8/17
Setting of objectives 3 days Thu 2/9/17 Mon 2/13/17 3
Creation of project team 5 days Tue 2/14/17 Mon 2/20/17 4
Initial meetings 3 days Tue 2/21/17 Thu 2/23/17 5
Documentation of identify issues 5 days Tue 2/21/17 Mon 2/27/17 5
Construction of project plan 15 days Fri 2/24/17 Thu 3/16/17 6
Design 25 days Fri 3/17/17 Thu 4/20/17
Configure of ERP system 6 days Fri 3/17/17 Fri 3/24/17 8
Defining roles 5 days Mon 3/27/17 Fri 3/31/17 10
Documentation of process 6 days Mon 4/3/17 Mon 4/10/17 11
Allocation of resources 3 days Tue 4/11/17 Thu 4/13/17 12
Scheduling of activities 5 days Fri 4/14/17 Thu 4/20/17 13
Development 115 days Fri 4/21/17 Thu 9/28/17
Coding 90 days Fri 4/21/17 Thu 8/24/17 14
Developing prototypes 20 days Fri 8/25/17 Thu 9/21/17 16
Create interfacing between modules 5 days Fri 9/22/17 Thu 9/28/17 17
Testing 20 days Fri 9/29/17 Thu 10/26/17
Check system on live 12 days Fri 9/29/17 Mon 10/16/17 18
Find issues 3 days Tue 10/17/17 Thu 10/19/17 20
Take corrective actions 5 days Fri 10/20/17 Thu 10/26/17 21
Deployment 6 days Fri 10/27/17 Fri 11/3/17
Final implementation 3 days Fri 10/27/17 Tue 10/31/17 22
Training of staff members 3 days Wed 11/1/17 Fri 11/3/17 24
Project closer 4 days Mon 11/6/17 Thu 11/9/17
Releasing all resources 2 days Mon 11/6/17 Tue 11/7/17 25
Closing of contracts 1 day Wed 11/8/17 Wed 11/8/17 27
Sign off 1 day Thu 11/9/17 Thu 11/9/17 28
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Gantt Chart
Figure 3 Gantt Chart
Network Diagram
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Figure 4 Network Diagram
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ACTIVITY 4
3.1 Assessment of alternative project team structure
In the previous project team structure of ERP system, project manager and project sponsor
both will guide and monitor the different team members. There is an alternative team structure has
decided in the case of improper working or management of previous ones. Under the new structure,
project sponsor will includes in project board. In this, project team members and other ones will
only need to report project manager (Burke, 2013). This will reduce the situation of conflicts
between them by minimizing the reporting level. It will improve decision making process of the
whole project management team. The alternative project team structure for ERP project is as
follows:
Figure 5 Alternative structure for the management and administration of ERP project
3.3 Designing of process for quality management of the project
Project quality management is the process which uses to determine and attain quality of
work. With the help of this, it becomes easy for the team to maintain the quality of the plan and
deliver the expected deliverables (Meredith and Mantel Jr, 2011). In the context of ERP project,
there have some steps followed by project manager to manage the quality of this plan which is as
follows:
Regular monitoring: By regular meetings with the project team members, project manager
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will ensure that whole plan run as per the set quality standards or not. This will helps in to find out
the quality related issues in project plan that may affect the end outcomes of ERP project.
Defining responsibilities and accountability: By defining roles and responsibilities of team
members related to quality at every stage of ERP project, project manager will able to manage the
quality of plan in an more effective manner. This will allow developing the quality standards at
various steps so that it becomes easy to make sure about the superiority of entire work (Schwalbe,
2015).
Communication: By communicating the develop quality standards for project members by
the project manager for ERP project, quality of the plan will easy manage and maintain. This will
allow the team to understand importance of quality to attain the set objective and deliverables
(Wysocki, 2011).
3.4 Managing project change proposals
In ERP project, it has the responsibilities of project manager to manage the changes in the
plan. In this context, some steps of change management activities have as followed:
Finding scope of the changes: Here, the project manager has find out the scope of requested
change in ERP project plan. It has assisted to make sure that plan alterations whether support the
success of the event and attain the expected outcomes or not (Walker, 2015).
Determining the impacts of the new changes: In this, project manager of ERP project has
tried to determine the impacts of new requested changes in the plan. For this, the effects of it has
found on several areas such as plan activities, resources, budget, scheduling of activities etc. By
considering the outcomes of this, a change request form has developed and has sent to project
control board (De Bakker, Boonstra and Wortmann, 2010).
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Figure 6 Change Control Process
(Source: Baxter, 2015)
Gaining approval or rejection of change request: Change request form has reviewed by
project board by find out whether the planned changes in ERP project are suitable or not. On the
basis of the analysis, the decision has taken by them to accept or reject the changes.
Execution of changes: As per the instruction of project board, the project manager has
implemented the changes in ERP project plan. By using the right methods, the new alterations have
communicated to the team members (Jun, Qiuzhen and Qingguo, 2011).
ACTIVITY 5
4.1 Issues and risks that may impede a project
Table 3: Issues and risks that may impede a project
Issues in a project Explanations
Staffing inadequacies It might be possible that staff members are not offering support to
the organization. It might be possible that the project manager
may be unable to find skilled staff who can complete the job
duties (Mir and Pinnington, 2014)
Unable to track changes If any kind of changes is being taken place but the manager is not
enough capable to identify it then it will impact the overall
process of company.
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Poor communication Improper communication among members is also a critical issue
for the organisation because in ERP project lack of information
might affect the overall effectiveness (Caniëls and Bakens, 2012).
Risks in a project Explanations
Less executive support It has been noticed that if members and executives are offering
appropriate support to the organisation working. In such
conditions the overall issues might faced by the management. It is
also a risk for company because it impacts role and
responsibilities allocation (Murphy and Ledwith, 2007).
Improper definition of project
scope
If project manager has not able to defined the scope of project
then the probability of scope creep may increased and it will
affect the expected deliverable.
Ineffective cost management It is also necessary for manager to consider costing as a critical
aspect. If ERP project is not accomplished in desired cost then it
will impact the overall outcome in appropriate manner. Ineffective
cost management reduces the effectiveness of organisation so
management need to refer it in appropriate manner (Nummelin,
Young and Lanata, 2001).
4.2 Issues and risks likely to be encountered in the final stage of ERP project
As per the detailed study, it can be stated that there are number of issues that a manager
faces in regard to ERP project. By having an appropriate consideration of key values the issues can
be developed in appropriate manner. If manager is not aware about the issues then overall outcome
might be affected in desired manner. Classification of key issues can be as exist of IT expert, lack of
coordination between team members and breakdown in experimental equipments. By analysing the
key issues the issue can be overcome and lead performance to impressive level of success (Pemsel
and Wiewiora, 2013).
Exist of IT expert: In addition to this, it can be stated that, it is a factor which can be
referred as both issue and risk. It means the effectiveness of ERP project can be affected due to
improper coordination of IT expert. It will also influence the overall planning of activities which
need to be referred effectively. The impact of this on the work is project manager will get less time
to recruit IT experiences person (Tiwana, 2000). By having an application of such standard the
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performance can be advanced. It will also cover various aspects of project plan in positive manner.
Lack of coordination between team members: It has been noticed that improper
coordination among members also influences the overall outcome. In addition to this, it can be said
that communication plays a vital role in organisation so manager of ERP process need to consider it
effectively. It will assist in analysing the key values so that long term sustainability can be
advanced. If communication is not proper then level of miscommunication actions can be increased
within organisation (Artto, Kulvik, Poskela and Turkulainen, 2011).
Breakdown in experimental equipments: It is also necessary to ensure about the standards
of experimental equipments. If company is not considering such values effectively then it will
impact the overall outcome in desired manner (Turner, 2014).
4.3 Designing of monitoring and appraising the status of a project
ERP project process is significant to consider from the organization because it assists in
meeting overall goals and objectives. Numbers of activities are there which need to be monitored
for continuous improvement. In addition to this, it can be stated that in order to complete task in
desired time frame the ERP project manager need to analyse the issues and overall working
(Tiwana, 2000). It means the project manager needs to design a monitoring and appraising system
because it helps in analysing the overall performance so that key objectives can be attained. It helps
in understanding the work standards so that better decisions can be taken into account. There are
few methods of monitoring which need to be referred effectively so that goals and objectives can be
accomplished effectively (Wu and Low, 2010).
In addition to this, it can be stated that by having an application of documentation the issues
can be overcome. It has been noticed that by having an effective documentation of activities every
step of project can be monitored. It will assist in completion of ERP project so that better outcome
can be attained with the expected results (Pemsel and Wiewiora, 2013). It also helps in analysing
the effectiveness of overall process and impact on the overall organisation. Moreover, the meetings
with team members is also beneficial. It is because the discussion with members help in analysing
the issues of overall process. The information delivers by the team members helps the project
manager to ensure the status of work and take mitigation actions to keep the plan on track.
It has been noticed that effective allocation of roles and responsibilities need to be
considered as critical aspect. By having effective consideration of such aspect the project manager
of ERP process can have proper tracking of activities. Along with this, it helps in meeting the
expectations of overall work standards (Bredillet, Yatim and Ruiz, 2010).
5.1 Detecting and managing issues arising in the course of projects
It has been noticed that there are number of issues which are faced by the project manager so
21

it is significant for manager to ensure about standards. By having an application of standards the
ERP project manager the overall performance can be advanced effectively. In addition to this, at the
time of implementation of CRM project, there are some issues that can arise in the course of
projects which can affect the progress of the project (Nummelin, Young and Lanata, 2001). For
continuous improvement in the performance the management need to focus on diverse steps.
Issues Solutions
Lack of resources It is significant for project manager to ensure that resources
are being used in appropriate manner so that work
efficiency can be well maintained.By having an improved
focus on the work breakdown plan the manager can also
focus on effective allocation of resources. It assists in
meeting standards and ensures that objectives are
accomplished. Setting out work priorities is also beneficial
for organisation (Murphy and Ledwith, 2007).
Choosing appropriate team Time frame allocation also needs to be referred effectively
by ERP project manager because it assists in completing
the overall process in desired time period. Skills employees
are being needed from the manager of ERP project so that
team work activities can be accomplished in desired
manner (Mantel, 2011).
Modifications in final stage In addition to this, it can be said that change request model
application is also beneficial to consider because it assists
in meeting key goals. It has also been noticed that by
having an effective application of tools the business firm
can have better changes in its operation. It helps in long
term sustainability accomplishment (Mir and Pinnington,
2014). Along with this, application of change Request
Model is also beneficial as it will assist in meeting
standards of ERP process. Information about changes must
be shared with team members so that without affecting any
factor the improvement can be taken into account.
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ACTIVITY 6
5.2 Assessment of the tasks needed to be completed in the final stages of a project
In order to have effective accomplishment of objectives, the project manager need to focus
on diverse stages. It has been noticed that effective consideration of values is significant so that
tasks can be completed effectively. As same for the current project there are certain activities which
are required in the final stage of a project (Nummelin, Young and Lanata, 2001.). Initially the
effective comparison between work standards and actual performance need to be considered so that
overall process can be advanced. With an assistance of this, key variations and issues can be
identified effectively so that project can be completed in desired manner.
Along with this, application of feedback and discussion meetings is also significant
for manager to consider because it allows to meet goals and objectives can be accomplishment. It
will assist in team work performance analysis so that better opportunities can be attained. Through
this, ERP project manager can easily ensure about the results. All the details and information of the
ERP project should be recorded. It can be used as a reference in the future projects. It assists team to
ensure about standards and accomplish task effectively in less time consumption (Mir and
Pinnington, 2014). By having an application of recording and monitoring of activities the ratio of
efforts can be advanced which is beneficial to meet the working standards. It helps in
accomplishment of the tasks in desired manner. Moreover, at the last stage of ERP process project
the standards must be employed effectively. With an assistance of this, the manager can have proper
measurement of key aspects. It helps in analysing the overall outcome of entire process (Patanakul,
Iewwongcharoen and Milosevic, 2010).
CONCLUSION
As per the above research, it can be concluded that a consultant company has decided to
relocate its office from one place to another. In this context, some business objectives have decided
by Managing Director of the firm to attain at the time of move of office. To achieve this, a list of
few projects has decided that can accomplish set deliverables. For this, ERP system has developed
in which consultancy organization has included own team members in the project team. Time frame
for this project has 7 months and cost has £52,000. With the help of PRINCE 2 as a methodology,
entire project has segregated into manageable along with controllable stages. Along with this,
assessment of feasibility of ERP project has taken place. Project based structure has selected for the
plan that has included various team members.
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