Project Management: Supply Chain ERP Module Development Report

This project management report details the development of a supply chain ERP module for an Australian organization, aiming to enhance efficiency and customer service by automating workflows and reducing operational costs. The project, completed within 90 days with a $100K budget, covers key aspects such as schedule management, work breakdown structure (WBS), activity precedence tables, resource allocation, and the use of Gantt charts and network diagrams. The report includes an AON diagram for schedule model development, and a detailed WBS breaking down the project into initiation, execution, and closure phases. It also presents an activity precedence table, activity duration table, and resource usage views, including screenshots demonstrating the resolution of resource overallocation issues. The report concludes with a tracking Gantt chart and a bibliography of cited sources.

Running head: PROJECT MANAGEMENT
Human resource management system
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
1. Schedule management plan....................................................................................................2
1.1 Schedule model development..........................................................................................2
1.2 Project schedule model maintenance...............................................................................3
1.3 Control thresholds............................................................................................................3
1.4 Rules for performance measurement...............................................................................3
1.5 Reporting formats.............................................................................................................3
2. Work breakdown structure.....................................................................................................4
3. Activity precedence table.......................................................................................................6
4. Activity duration table............................................................................................................7
5.Network diagram view............................................................................................................9
6. Excel Gantt chart sheet...........................................................................................................9
7. Resource usage views and screenshots................................................................................11
8. Tracking Gantt chart view....................................................................................................15
Conclusion................................................................................................................................15
Bibliography.............................................................................................................................16

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Introduction
The paper mainly reflects on the development of the supply chain ERP module for
one of the Australian organizations. It is found that with the help of supply chain ERP
module, the organization will be able to improve efficiency as well as customer service. In
addition to this, the organization will be able to automate the workflow that further assists in
reducing the operational costs of the organization. The entire project will be completed
within 90 days by utilizing budget of around $100K.
The paper mainly focuses on schedule management plan, work breakdown structure,
resource allocation, activity precedence table. In addition to this, the paper also showcases the
resource usage within the project.
1. Schedule management plan
1.1 Schedule model development
AON diagram for the supply chain ERP module is provided below:
Figure 1: AON diagram
(Source: Created by Author)

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PROJECT MANAGEMENT
1.2 Project schedule model maintenance
Project schedule model maintenance
Frequency of updates Who
Monthly Project manager, human resource manager,
IT manager
1.3 Control thresholds
Variances measurement When Control threshold limit
Project time During project progress 20%
Project cost Monthly basis 15%
Cost for resources During the project progress 12%
1.4 Rules for performance measurement
Rules for EVM measurement Frequency Who
Analyzing EVM requirements When needed Project manager
Identifying EVM calculation
concepts
When needed Project manager
Variance analysis When needed Project manager
Calculation of performance indexes When needed Project manager
1.5 Reporting formats
Content of the
report
To whom Who Frequency
Project timeline
management
Team leaders Team staffs When necessary
Project status
management
Team leaders Project manager When needed
Monthly progress Project manager Team leader Monthly

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report
2. Work breakdown structure
The work breakdown structure for supply chain ERP module development is given
below:
WBS Task Name
1 Development of supply chain ERP module
1.1 Project initiation and planning
1.1.1 Initiation phase
1.1.2 Project charter development
1.1.2.1 Feasibility check
1.1.2.2 Team members appointment
1.1.3 Project planning
1.1.3.1 Scheduling of tasks
1.1.3.2 Time estimation
1.1.4 Appointment of team members
1.1.4.1 Hiring
1.1.4.2 Task allocation
1.1.5 Resource planning
1.1.5.1 Estimation of resources
1.1.5.2 Allocation of tasks to human resources
1.1.6 Communication plan
1.1.6.1 Team meeting
1.1.6.2 Project status report

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1.1.6.3 Milestone 1: Completion of initiation an planning phase
1.2 Project execution and closure
1.2.1 Project execution
1.2.1.1 Device deployment
1.2.1.2 Project prototype
1.2.1.3 Milestone 2: Completion of execution phase
1.2.2 Development of database
1.2.2.1 Evaluating existing systems
1.2.2.2 Connecting database with SCM system
1.2.3 Testing
1.2.3.1 Software testing
1.2.3.2 Database testing
1.2.4 Project review
1.2.4.1 Reviewing project
1.2.4.2 Holding meetings
1.2.5 Project closure
1.2.5.1 Stakeholder's sign off
1.2.5.2 Documentation
M3 Milestone 3: Completion of closure phase
1.2.6.1 Project closure

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3. Activity precedence table
The activity precedence table is given below:
WBS Task Name Type Predecessors Lag/lead Rationale
1.1.1.2
Team members
appointment
Activities
4FF+1 day
Lead This work of
the activity
will be
completed 1
day earlier.
1.1.2.2 Time estimation
Activities
7SS-2 days
Lag This work of
the activity
will be
completed 2
days late.
1.1.3.2 Task allocation
Activities
10FF+1 day
Lead This work of
the activity
will be
completed 1
day earlier.
1.1.4.2
Allocation of
tasks to human
resources
Activities
13SS-1 day
Lag This work of
the activity
will be
completed 1
day late.
1.1.5.2 Project status Activities 16FF+2 days Lead This work of

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PROJECT MANAGEMENT
report
the activity
will be
completed 2
days earlier.
1.2.1.2 Project prototype
Activities
20FF-1 day
Lag This work of
the activity
will be
completed 1
day late.
1.2.2.2
Connection of
database with the
SCM system
Activities
23SS-1 day
Lag This work of
the activity
will be
completed 1
day late.
1.2.3.2 Database testing
Activities
26FF+1 day
Lead This work of
the activity
will be
completed 1
day earlier.
1.2.4.2
Holding
meetings
Activities
29SS-1 day
Lag This work of
the activity
will be
completed 1
day late.
1.2.5.2 Documentation Activities 33FF-1 day Lag This work of

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PROJECT MANAGEMENT
the activity
will be
completed 1
day late.
4. Activity duration table
It is found that there are three types of estimation method that are mainly involved in
PERT including optimistic time estimate, most likely time estimate as well as Pessimistic
estimation. According to Kerzner and Kerzner (2017), optimistic time estimation is
considered as the fastest time in which an activity can be completed whereas Pessimistic time
estimation is the maximum time that is generally needed in order to complete an activity.
Moreover, most likely time is considered as the fastest time that is needed by an activity of
the project to get completed (Serra & Kunc, 2015). The corresponding variance is generally
added to each of the project activity of the critical path and the square of variance is
considered is the standard deviation of the project. The activity duration table of the project is
given below:
WB
S Activity name
Opti
misti
c
Most
likely
Pessi
mistic
PERT
estimat
e
varian
ce
Stand
ard
deviati
on
Rationale
1.1.
1 Initiation phase 0 0 0 0 0 0
The value
of standard
deviation is
zero
1.1.
2.1
Feasibility
check 8 10 12
10.0 1.3 0.67 The vale of
pert
estimation is
10 and
standard
deviation is
0.67 (Serra
& Kunc,
2015).
1.1.
2.2
Team
members
appointment
7 8 9
8.0 0.7 0.33 It is found
that after
calculation

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PROJECT MANAGEMENT
the value of
standard
deviation is
around 0.33
1.1.
3.1
Schedulin
g of tasks 7 8 9
8.0 0.7 0.33 It is found
that after
calculation
the value of
standard
deviation is
around 0.33
1.1.
3.2
Time
estimation 8 9 10
9.0 0.7 0.33 It is found
that after
calculation
the value of
standard
deviation is
around 0.3
(Kerzner,
2017).
1.1.
4.1 Hiring 7 8 9
8.0 0.7 0.33 It is found
that after
calculation
the value of
standard
deviation is
around 0.33
1.1.
4.2
Task
allocation 8 9 12
9.3 1.3 0.67 It is
identified
that the pert
value is
around 9.3
and standard
deviation is
around 0.67
1.1.
5.1
Estimation
of resources 7 8 10
8.2 1.0 0.50 It is
identified
that the pert
value is
around 8.2
and standard
deviation is
around 0.50
1.1.
4.2
Allocation
of tasks to
human
resources
8 9 10
9.0 0.7 0.33 It is
identified
that the pert
value is
around 9.0
and standard
deviation is
around 0.33
(Kerzner,
2017).
1.1. Team 8 10 9 9.5 0.3 0.17 The value of

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6.1 meeting
pert
estimation
is9.5 and
standard
deviation is
0.17
1.1.
6.2
Project
status report 7 9 10
8.8 1.0 0.50 The value of
standard
deviation is
0.50 (Serra
& Kunc,
2015).
1.2.
1.1
Device
deployment 7 9 10
8.8 1.0 0.50 The value of
pert
estimation is
8.8 and
standard
deviation is
0.50
1.2.
1.2
Project
prototype 8 10 11
9.8 1.0 0.50 The value
of standard
deviation is
around 0.50
1.2.
2.1 Evaluating
existing system
7 8 9
8.0 0.7 0.33 The value of
standard
deviation is
0.33
1.2.
2.2
Connecting
database with
existing systems
9 10 11
10.0 0.7 0.33 The value
of standard
deviation is
around 0.33
1.2.
3.1
Software
testing 7 9 10
8.8 1.0 0.50 The value of
pert
estimation is
8.8 and
standard
deviation is
0.50
1.2.
3.2
Database
testing 7 9 11
9.0 1.3 0.67 The value
of standard
deviation is
around 067
1.2.
4.1
Reviewing
project 7 8 10
8.2 1.0 0.50 The value of
standard
deviation is
0.50
1.2.
4.2
Holding
meetings
8 9 10 9.0 0.7 0.33 The value of
pert
estimation is
9.0 and
standard
deviation is
0.33

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PROJECT MANAGEMENT
(Kerzner,
2017).
1.2.
5.1
Stakehold
er's sign off 6 7 10
7.3 1.3 0.67 The value
of standard
deviation is
around 0.67
1.2.
5.2
Document
ation 7 6 8
6.5 0.3 0.17 The value of
standard
deviation is
0.17
1.2.
5.3 Project closure 0 0
0.0 0.00 The value of
standard
deviation is
zero
5.Network diagram view
Figure 2: Network diagram
(Source: Created by Author)
6. Excel Gantt chart sheet
S-Curve