BCO6656 IT Project Management: VUIS Consulting Status Report

This project status report, prepared for Victoria University Information Systems Consulting (VUISC), details the progress of a project aimed at implementing an SAP S/4HANA solution for Yes Chemist Pty Ltd. The report covers project aims, objectives, major deliverables, and quality standards, including adherence to PMBoK methodology and ACS ethics principles. It outlines the project's scope, assumptions, and business needs, highlighting operational gaps and security loopholes. The report presents completed and pending tasks, including a Gantt chart, and details a risk register with probability and impact scores. A communication matrix and a RACI matrix define communication protocols and responsibilities, respectively. The project, which is divided into planning, installation, training, and management phases, is designed to address operational weaknesses and improve efficiency within the client's pharmaceutical and health and beauty business. The report also includes references to relevant literature supporting the project's methodology and approach.

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
Victoria University Information Systems Consulting (VUISC) is consulting firm that has its
office in Melbourne and it provides consulting services to the clients in the areas of
Information Systems and Project Management. The client for the organization is Yes Chemist
Pty Ltd that is also based out of Melbourne and was established in the late 1990s. The
company belongs to the pharmaceutical domain and also caters to the health and beauty
requirements of the customers. Due to numerous operational weaknesses associated with the
organization, it has become necessary to replace the current systems with an integrated SAP
system. It is necessary for the SAP system to have multiple modules, such as finance,
procurement, human resource management, and analytics.
Completed tasks
Project Aims & Objectives
The project aim is to successfully install and implement the S/4HANA solution for the
organization such that the estimated levels of budget and schedule are met.
There will be certain project objectives that will be met as well.
 The legacy systems shall be successful replaced with the SAP S/4HANA solution.
 To adhere with the estimated schedule and budget levels at all times (Shah, 2016).
 To maintain quality, security, and legal standards during the project.
Major Deliverables & Quality Standards
Project Deliverable Quality Standard Assessment Method
Project Plan As per the PMBoK
methodology and the
template defined
Acceptance of the deliverable
by the sponsor
UI Aspects HCI design principles Technical inspections
Source code PHP best practices Code reviews and
walkthroughs
Risk Report As per the PMBoK
methodology and the
Acceptance of the deliverable
by the sponsor
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template defined
Compliance Report (Ethics) As per the ACS Code of
Ethics principles
Compliance rate > 99%
Completion Report As per the PMBoK
methodology and the
template defined
Acceptance of the deliverable
by the sponsor
Project In-Scope & Out-of-Scope
The members in the project team will include system development, design, and deployment
along with the quality assurance and control activities. The planning processes and the
conversion of the existing system to the new one will also come under the scope (Mirza,
Pourzolfaghar and Shahnazari, 2013).
The scope will not include any of the marketing or distribution activities for the client.
Project Assumptions
 The selected resources in the team will remain available during the project timeline
 The workstations will be set in advance for the resources
 The funds will be provided by the client
Business Needs
There are operational and technical loopholes in the core business operations of the
organization in the areas as HR, finance, and procurement. The security and productivity gaps
have emerged as a result and it has become essential to resolve the same.
Project Benefits
Current Problem and Status Corresponding Project
Benefit
Assessment Criteria and
Method
Operational gaps and
weaknesses
Increased integration and
productivity
Operations Report
Reduced customer base Increased customer
collaboration levels
Customer feedback
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Decreased revenues Increase in the revenues Sales data and reports
Security loopholes Information security and
privacy
Security assessment reports –
technical and administrative
Project Drawbacks
 High initial investment costs
 Too many changes that will be essential to handle which may hamper the business
continuity (Sunindijo, 2015)
The details of the tasks completed are shown below.
Pending tasks
The project will run in four phases as planning, installation, training, and management (Al-
Khalidi, 2014). The resources selected for these project phases will accomplish the project
activities assigned to them. The management processes will be carried out as per the Project
Management Body of Knowledge (PMBoK) methodology.
The user guides will be created in the training phase and these guides will be used in the
training processes as well (Sharma and Singh, 2015).
The total duration estimated for the project is 50.81 days. There will be four phases in the
project as planning (10 days), installation (37.81 days), training (10 days), and management
(50.19) days.
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The Gantt chart developed for the pending tasks is shown in the images below.
Risk and Issues
The risks in the project will be necessary to be managed and the risks along with their
probability and impact scores are included below (Rogachev, 2008).
Risk Register
ID Name Probability (P)
(Scale of 1 to 5,
5 being highest)
Impact (I)
(Scale of 1 to 5,
5 being highest)
Score (P*I)
1 Schedule/Budget
Overrun
2 5 10
2 Technical Failures 3 4 12
3 Operational
Mistakes
4 4 16
4 Resource
Unavailability/Dro
p in productivity
2 4 8
5 Ethical Issues 1 5 5
6 Quality Issues 1 5 5
7 Legal Non- 1 5 5
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Compliance
It is necessary that the project communications are followed and maintained as per the matrix
included below. The communication matrix describes the communication and modes that will
be used in the project (Rabechini Junior and Monteiro de Carvalho, 2013). In the case of any
variances, it will be an issue.
Type Mode Purpose Responsibility
Status Report (Daily) PDF on SharePoint To share project
updates
Project Manager
Status Report
(Weekly)
PDF on SharePoint To share project
updates
Russell Bray
Risk Reports PDF on SharePoint To share details on
project issues
Project Manager
Meetings (Daily) Meeting room To plan project
activities and resolve
issues
Project Manager
Meetings (Weekly) Tele-conferencing
medium
To plan project
activities and resolve
issues
Project Manager
The resources are assigned with the responsibilities as per the RACI matrix included below.
Project
Activity
Proje
ct
Mana
ger
Busin
ess
Analy
sis
Techn
ical
Writer
Trai
ner
Techn
ical
Office
r
Syste
ms
Integr
ator
Database
Program
mer
Data
Entr
y
Offi
cer
Adm
inistr
ative
Offi
cer
Pete
r
Cabl
es
Russ
ell
Bray
Yes
Che
mica
l
Staff
Jaco
b &
Sons
Project
Planning
R/A R I I C C I I I I I I I
Server
Room
A I I I I I I I I C I I R
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Constructi
on
Testing A C I I R R C C C I I C I
Conversio
n
A I I I I I R R I I I I I
Document
ation &
User
Guides
I I R/A I C C C C C I I I I
Training A I R R I I I I I I I C I
Status
Reporting
R/A C C I C C C C C I R I I
Managem
ent
R/A C C I C C C C C I R I I
Closure R/A C C I C C C C C I R I I
In the case of inability to adhere with these responsibilities, there will be issues and problems
in the project.
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References
Al-Khalidi, S. (2014). New Paradigm of Effective e-Learning through System Development
Life Cycle Structure. International Journal of Information and Education Technology, 4(2),
pp.185-188.
Mirza, M., Pourzolfaghar, Z. and Shahnazari, M. (2013). Significance of Scope in Project
Success. Procedia Technology, 9, pp.722-729.
Rabechini Junior, R. and Monteiro de Carvalho, M. (2013). Understanding the Impact of
Project Risk Management on Project Performance: An Empirical Study. Journal of
technology management & innovation, 8, pp.11-12.
Rogachev, A. (2008). Enterprise Risk Management In a Pharmaceutical Company. Risk
Management, 10(1), pp.76-84.
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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