VUIS Consulting Project Status Report: Project Delay Scenario

This document presents a project status report for VUIS Consulting Pty Ltd, focusing on a SAP system implementation project for Yes Chemist Pty Ltd. The report details completed tasks such as project requirements collection, chartering, and project management plan development. Pending tasks include installation activities, training activities, and ongoing management reporting. Key issues identified involve communication gaps and potential technical and operational risks, with proposed solutions including a communication management plan, compatibility analysis, and targeted user training. The report emphasizes the importance of dynamic risk management throughout the project lifecycle, referencing various sources on project management and SDLC models. This status report provides a snapshot of project progress, challenges, and mitigation strategies, offering valuable insights for project stakeholders.

VUIS CONSULTING PTY LTD
STATUS REPORT
PROJECT: [INSERT PROJECT NAME HERE]
Date: [INSERT CURRENT DATE HERE]
Produced by: [INSERT AUTHOR NAME AND JOB TITLE HERE]
Reporting period: [INSERT DATE RANGE HERE]
The following template is for educational purposes only.

Project summary
VUISC, Victoria University Information Systems Consulting, is an organization that has its
head office in Melbourne, Australia. The organization provides consulting service and
solutions to its clients. These services are in the areas as Project Management and
Information System. The client of the business firm is Yes Chemist Pty Ltd which is a
business firm that was set up in 1990s. The organization is also based out of Melbourne. The
project is to implement the SAP system for the organization which will include four main
modules. These are finance, human resource management, analytics, and procurement.
Completed tasks
The primary aim of the project is to implement the SAP package for the organization as per
the determine project modules. The project objectives include the implementation of the SAP
package as per the project schedule and project budget. It is also desired that the quality is
always complied with (Shah, 2016).
The project scope that has been finalized includes the project initiation and planning activities
along with the installation of the server for the SAP system and the conduction of the testing
processes and activities. The training processes will be provided to the end-users and the
management activities, such as communications and marketing are also included under the
scope of the project (Mirza, Pourzolfaghar and Shahnazari, 2013).
The following project activities have been completed so far.
 Project Requirements Collection: The project requirements were collected in the first
phase of the project and there were techniques that were used to collect these
requirements. These techniques included surveys, questionnaire, and interviews. The
techniques as domain analysis and observations were also used for collecting the
project requirements.
 Chartering: The chartering of the project was done and the chartering involved the
feasibility determination of the project along with the high-level analysis of the
project.
 Sign off on the Project Charter: The project charter that was prepared was then
submitted to the senior officials for the approval on the charter.
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 Development of the project management plan - Project Schedule, Costs, Resources,
Stakeholders. These project areas were planned and estimated along with the
determination of the project risks and planning on the project quality.
 Plan signed off: The sign off on the project plan was also obtained.
Pending tasks
There are a number of project tasks that are still pending and need to be completed (Al-
Khalidi, 2014). The first phase of the project has been successfully completed. There are
three more phases that need to be executed and there are tasks needed to be done under these
three phases.
The project activities that are pending for execution include the following:
 Installation activities comprising of the construction of the server room, cable
installation, server testing, conversion of the data sets, system and UAT (Sharma and
Singh, 2015).
 Training Activities: The installation of the SAP system in the organization will
require the training activities to be conducted for the resources. These activities, such
as development of the training material and user guides along with the rest of the
training processes need to be covered.
 Management: The status reports along with the communication activities need to be
carried out and these are pending. This is the last phase of the project.
Risk and Issues
There were numerous issues that came up in the project activities that have been completed
so far. The primary issue that came up was in the form of project communications. In the
process of project planning, it was necessary that all of the project resources communicated
with each other and the project stakeholders. However, there were issues of unavailability
associated with the project stakeholders. As a result, there were communication gaps and
increased conflicts that came up.
During the determination of the project estimations, the communication gaps emerged as a
primary concern as the incorrect estimations would impact the rest of the project lifecycle
(Javaid, 2013).
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There were feasibility studies that were also conducted before the preparation of the project
charter. These feasibility studies brought some of the risks that may have an impact on the
project lifecycle. There may be technical risks that may appear in the form of compatibility
and installation errors. There are operational risks also associated with the SAP system and
this project. It is possible that the issues of information security and privacy emerge as well.
There are some of the potential solutions that can be used to treat the issues and mitigate the
risks.
 Communication management plan has been prepared and it is included in the project
plan. The adherence to this plan shall be maintained and there shall be regular follow-
up activities that shall be carried out. The communication plan also provides the
meeting and reporting schedule and structure that shall be followed. The Project
Manager shall make sure that the adherence to the same is always maintained.
 The technical issues and risks shall be resolved by conduction of the compatibility
analysis for all of the modules and for the package as a whole. These issues and risks
shall also be discussed with the respective vendors. Also, the technical developments
and enhancements shall be done in the organization to make sure that the
compatibility risks and installation errors are avoided.
 There will be training sessions provided to the users in the third phase of the project.
The training material that will be developed for such trainings shall put more focus on
the operational aspect of the business. There shall be operational trainings that must
be provided so that the occurrence of the operational risks and errors is reduced. Also,
there shall be reviews and audit activities conducted before and after the
implementation to make sure that such risks and loopholes do not occur (Sunindijo,
2015).
The risk determination process in the project shall be dynamic and it shall continue till the
end of the project. This is because the risks may change their nature or there may be new
risks that may appear in the projects. In either case, there will be risk management and
handling tasks that will be essential and must be carried out.
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References
Javaid, M. (2013). Risk Management in Technology Based Projects. SSRN Electronic
Journal.
Mirza, M., Pourzolfaghar, Z. and Shahnazari, M. (2013). Significance of Scope in Project
Success. Procedia Technology, 9, pp.722-729.
Shah, U. (2016). An Excursion to Software Development Life Cycle Models. ACM SIGSOFT
Software Engineering Notes, 41(1), pp.1-6.
Sharma, P. and Singh, D. (2015). Comparative Study of Various SDLC Models on Different
Parameters. International Journal of Engineering Research, 4(4), pp.188-191.
Sunindijo, R. (2015). Project manager skills for improving project performance. International
Journal of Business Performance Management, 16(1), p.67.
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