Contents Introduction 2 Work Break down Structure 2 RACI Chart 3 Gantt 4 Activity on Node 5 Budget 6 Progress Reporting 7 Timelines 7 Earned Value Management 7 Meetings 7 Risk Management 8 Change Management 9 Project Closure 13 References 15   Introduction This is the progress report of after the creation of project charter. The project is about the implementation of ERP system in Wesfarmers. For the purpose of the project we have defined scope. The project is going to be executed here hence the charter will come in force here as all the elements of the same such as risk management, budgeting will come in play. In Scope Out of Scope Designing of project charter Maintenance of server Designing of ERP Upgradation of sever Installation of server Back up of data Migration from old system to ERP Work Break down Structure The work, if looked in totality may not be helpful in strategizing and planning of the project hence it can be broken in parts with the help of milestone. These milestones can be further broken in work break down. This structure is called work break down structure. The project is the combination of many activities and it is difficult to follow each activity at a time. Further during the project activities are carried out simultaneously hence delay in one can delay the other as well as it is difficult to track. At this time the work break down structure is useful as it helps in identifying all the activities sand it makes it easier to track the activities hence if there is delay then course corrective action can be take. The work breakdown of each milestone is as follows: Design Work 01-05-2017 End Date Actual Start Date Actual End Date Cost baseline Schedule baseline Resources Resource Identification 01-01-2017 05-01-2017 01-01-2017 05-01-2017 5000 5000 PM Resource Planning 05-01-2017 08-01-2017 05-01-2017 08-01-2017 Team Creation of Charter 09-01-2017 12-01-2017 09-01-2017 12-01-2017 PM Designing of ERP 13-01-2017 20-02-2017 13-01-2017 20-02-2017 Architect Installation of server 21-02-2017 05-03-2017 21-02-2017 05-03-2017 PM Back up of data 05-03-2017 07-03-2017 05-03-2017 07-03-2017 PM/Sponsor Migration from old to ERP/ Testing 08-03-2017 14-05-2017 08-03-2017 14-05-2017 PM/Sponsor Closure 14-05-2017 14-05-2017 14-05-2017 14-05-2017 PM/Sponsor RACI Chart RACI has been defined as responsible, accountable, and consulted as well as informed metric. RACI chart is a type of responsibility assignment matrix which uses responsibility , accountable, consult and inform which shows that the stakeholders are involved (Kloppenborg, 2015 pp 216). R stands for responsible which means the person who will do the task and the work is assigned to whom. A stands for accountable which means the person who has to answer. he has head role if anything goes wrong and the person who has authority to take any decision. C stands for the person to whom one can consult and can tell more about the project and task in details. I stands for inform which includes the person who is to be informed or given updates about the progress and his work also depends upon the project (Kloppenborg, 2015, pp 216). This process work in line as there is one who is responsible while at the same time other member of the ream are needs to be consulted or informed in the process. This helps in assignment of responsibility by clearing all the confusion (Matt, 2012). The RACI holds important for the project as there are many stakeholders in a project. There are many times when it is not clear who is responsible for which work as well as many a times there are overlapping responsibilities. In this scenario there is possibility that there is miss of accountability and if the project has gone wrong then there are no one who will own up to the same hence RACI helps in assigning the responsibilities and holding the accountability. At the time of Initiation of the project the RACI Metrix will look like Step Initiation of the project Project Manager Architect Third Party Contractor Sponsor 1 Project charter R C C C 2 Team Principal R R C C 3 Project designing C R C I At the time of Planning of the project the RACI Metrix will look like Step Planning of the project Project Manager Architect Third Party Contractor Sponsor 1 Draft scope statement R R I C 2 Gantt chart R R C I 3 Updated scope statement R C I C At the time of Execution of the project the RACI Metrix will look like Step Execution of the project Project Manager Architect Third Party Contractor Sponsor 1 Commutations R R I C 2 Set up of ERP I C R I 3 Closure R R R I At the time of Monitoring of the project the RACI Metrix will look like Step Monitoring and planning of the project Project Manager Architect Third Party Contractor Sponsor 1 Prepare progress report 1 R R I C 2 Prepare progress report 2 R R I C 3 Other monitoring and controlling R C I I At the time of Closure of the project the RACI Metrix will look like Step Closing of the project Project Manager Architect Third Party Contractor Sponsor 1 Project note book R R I C 2 Prepare documentation R R I C Scheduling project: Scheduling of projects is an important part of planning the project. The building blocks of scheduling a project are activities. These are the small portions of a work which is to be performed during the project completion. The ending and starting point of the project is made clear. Critical path method was used to estimate the path which completes the project in minimum duration. CPM identifies activities then logical orders are determined and schedule calculation took place (Kloppenborg, 2015, pp. 172 ). Gantt The schedule is important in a project as it helps in breaking the project in smaller parts and makes people accountable with clear deadlines. It provides short term goals and as they are achieved project progresses. This helps in answering question such as when is project going to be completed (Gale, 2012). It is also called a bar chart. In this chart the list of activities is on vertical axis and on horizontal axis there is a duration of activities according to start and end dates. It shows early start and early finish of each activity. It is a tool which is very easy to understand. The units used to create a schedular are same as that of time. I does not show critical path like AON rather it uses the scheduling software. 1) ERP to be designed 2) Risk Management plan 3) Installation of server 4) Data back up 5) Migration from old system to ERP (day) Tasks Estimated time Resource Identification 4 Resource Planning 3 Creation of Charter 3 Designing of ERP 38 Installation of server 12 Back up of data 2 Migration from old to ERP/ Testing 67 Activity on Node The activity on node is defined as the task that proceeds and succeeds each other. This helps the project to plan logically hence project activities can be prioritising if many activities are succeeding one activity. This is important because if that activity is delayed than entire project will be delayed. In this project designing of charter is the first thing that includes resources analysis, resource planning, risk planning and so on. Once this is done building design can be made and at the same time advanced budgeting as well as call for bid from third party for construction can be made. Once all the three things are done then on the basis of budget and design a bid can be finalised and contract can be awarded. After that construction can be started and after that project can be closed (Johnson, 2009). AON is basically a method used by the CPM (critical path method) for the project scheduling. Earlier the method used was AOA (activity of arrow) which was later on found to be very confusing and was changed by the method called AON. Completion of a project is made rapid and successful with such methods. AON is also known as precedence diagram model. In this method nodes are representing the activities that are to be carried out in project. Graphically these are connected to the other logical relationships which show the sequence in which the other activities are performed. Critical path is identified by determining the earlier possible end date of the project (Kloppenborg, 2015, pp. 174). Critical Path Analysis The critical path analysis is done in a project where there are multiple ways to complete the project and we are trying to figure the most efficient path to do so. This efficient path is the path which takes lesser of time to do so. Here the critical path is identified below: Here we have find out single path hence this path is the critical path and has to be followed. Budget Budget helps in monitoring the project and can be taken as the standard to measure the success of the project. If the project has been completed within the stated time frame then it can be called success while if the same has been completed with delay and overshooting of the cost then it can be called failure. Here we didn’t encounter the cost overrun as all the component is market price linked hence there is no uncertainty over the price of the same. The reason for the same is because most of the things are of market price driven hence their cost is easy to find. Once the project costs have been estimated, it is the time to establish the project budget . ”A budget is the sum of money allocated for a particular purpose and the summary of intended expenditures along with proposals for how to meet them”. To develop the budget , the project manager starts by aggregating all of the various costs .Once those are totaled, it is time to determine how much money is required for reserve funds. Finally, the project manager must understand cash flow both in terms of funding & requirements for costs. Estimated Actual Money People $1000 for computer, cables and server $1000 for computer, cables and server Team $500 for Software and OS $500 for Software and OS Team $3500Salaries $3500Salaries PM and Sponsor Progress Reporting During the process, there is always a need to inform the entire stakeholder about the progress of the project. This can be done on weekly, monthly basis. The report is run against the time and budget so as to inform the status as to how project is progressing. The report helps everyone to understand as to what the issues are and how they can be dealt with later. Timelines Timeline is another way of reporting the project progress. There timelines are made on the basis of milestones and hence can be tracked on the basis of same. If the project has not completed as stated during the planning stage then it can be escalated and can be improved. Earned Value Management This is the way of progress reporting of project. In this method a performance base line established that acts as yardstick to measure the performance of the project in future. In this method of reporting the scope of the project is integrated with the cost and schedule of the project. Hence we are going to make baseline on the basis of budgeted cost and the timeline and at the time of weekly reporting we are going to measure how much work has been completed in seven days and budget of the same as against the standard. These are the guidelines not the set rules (Assudani, et al, 2010). Meetings We have chosen meeting as the medium of progress reporting. Hence there will be regular meeting for the same. The nature of the meeting will be contingent upon the stage of the project as there can be several forms of meetings. For example at the time of deciding the contractor for the construction, the meetings with builders is very important hence they will be called in the meeting. There can be internal and external meetings for the project. The internal meetings are within the team. These meetings are done in order to ensure that everyone can discuss as well as share their thoughts to the team. The meeting can also depend upon the purpose of the same hence if a meetings is called for some serious isses then it can be weekly as well as longer than just sharing of thoughts with everyoneFleming, (John et al, 2007). Risk Management Projects involve risks and must be handled correctly. These risks can be identified where the probability can be determined as well as its impact can be assessed. Once this is done, a risk management plan can be developed. During the process of project planning and implementation, there are chances of failure and errors. So firstly, here is need to identified the risks and make strategy to overcome the errors. According to PMBOK risk management,” is a process of defining how to conduct risk management activities for a project” (Kloppenborg2015, pg.270). Project managers used the risk management process to reduce the possible impact of risks associated to project. In that process needs to identify the risks and gathering information as well. Furthermore, analysis the risks and their causes and effects. In first stage identified the risk and recorded. After that make strategy to handle such errors like avoid risks, transfer risks, mitigate risk in addition to accept risk and so on. Figure 1: Overview of Risk Management Process, Source: IBM.com Risk Number Disc. Risk Owner Risk Impact Probability (0-1) Risk Response 1 Communication Gap PM High: If this happen then project can be delayed or cost overrun can happen 0.4 Proper communication channel would be developed and regular communication would be established 2 The ERP system doesn’t have enough capacity as required PM High: This will result in slow system which cannot process the require data 0.1 There would be one additional emergency server that would be used to enhance the capacity to cover it 3 At the time of migration from one system to ERP may create problems PM High: This will hamper the operations of the company 0.3 The entire work will be done in a phased manner so that if such thing happens then operations of company are not hindered 4 Scope - There is modification in the same PM High: This will increase the cost and time 0.1 There would be meetings with sponsor to identify all the requirement so that such change is not significant 5 Cost Over run PM High: This will delay the project 0.1 The cost overrun will be checked with cost analysis and a buffer would be created for the same Change Management Change management is crucial part of any project management process. This followed the systematic approach to change life cycle of project. When pm and sponsor needs to change the control and modification in existing system then apply change management on life cycle of project. The keys of systematic approach using in project such as tools, technologies and implementation. (Badiru et al., 2008). Before modification needs to knowledge about scope of changes, scheduling, costs, human resources, risks and communication. 1) Scope: Whether to change scope and how you do it will impact the project 2) Schedule: How to schedule the change leads to changes in resources. 3) Costs:If additional resources are required because of the costs of change and how they will be financed. 4) Human Resources: If there is a change in scope, it could have an impact on the demand for human resources. 5) Communications: If there are changes that were made to the project must be communicated to the interested parties, we intend to communicate in agreement with the ICC. 6) Risks: There could be several risks, therefore, according to the ICC, there would be no detailed risk map. Communication with Stakeholders Communication is a kind of that conversation with stakeholders which is necessary to create a good relationship with them. Moreover it may help in creating a positive attitude of stakeholders for the project. Moreover, it is also considered as a challenge to project success so workable communication plan should be developed by project team and it should be used, improved as the project progresses. Some factors that fiesta San Antonio organisers consider when creating a project communication plan are shown below: FIESTA SAN ANTONIO COMMUNICATION PLAN NEEDS Once with the fiesta San Antonio commission's executive director, the museum leadership team convened to assemble a project management plan. The stakeholders who would be impacted by project were identified by parties. The influenced stakeholders were prioritised and responsibilities were divided between them for developing relation with each of those stakeholders. There were some challenge which were anticipated. It was clear from all that a comprehensive communication plan would used to be implemented to establish lines of communication with stakeholders. For the purpose of the communication first we need to decide the nature of the stakeholder which can be classified under internal and external. Stakeholders Analysis Internal External Effected by project process Sponsor, Project manager, Contractor Suppliers such as server, computer hardware Effected by project outcome Sponsor, Project Manager Customers of the company Purpose Stakeholder Method Timing Routine Time Authorization Sponsor/Project Manager Push Method – Mail Charter When required Pull Method – Shared Document Milestone Project Closure Interactive – Telephone Direction Setting PM Push Method – Insta Messaging Charter Weekly Pull Method – Bulletin Board Milestone Interactive – Video Conferencing Information Seeking PM Push Method – Mail Charter Daily Pull Method – Project plan Shared Document Milestones Interactive – Telephone Output acceptance Project close-out Status Reporting PM Push Method – Mail Milestones Weekly Pull Method – Shared Document Interactive – Telephone Schedule PM Push Method – Mail Milestones Daily Pull Method – Shared Document Interactive – Telephone Cost PM/Sponsor Push Method – Mail Milestones Daily Pull Method – Shared Document Interactive – Telephone People PM Push Method – Mail Milestones Weekly Pull Method – Shared Document Interactive – Telephone Risk PM Push Method – Mail Charter Weekly Pull Method – Shared Document Interactive – Telephone People PM Push Method – Mail Charter When required Pull Method – Shared Document Project plan Milestones Interactive – Telephone Output acceptance Project close-out Issue PM Push Method – Mail Charter Weekly Pull Method – Shared Document Project plan Milestones Interactive – Telephone Output acceptance Project close-out Project Closure For the purpose of the project closure, project checklist will be used. In this checklist all the requirements has to be completed for the project closure. Once the entire checklist is done, the project documentation starts. All the learnings and challenges that team has encountered as part of the same are documented and shared with the team for future references. Task Checked Creation of Project Charter  Project Planning  Risk Management  ERP Implemented  Project Monitoring  Documentation  A project includes the project closure phase that is essential to ensure that the project has been completed, and the resources may be re-assigned, or released if not required for other projects. The project closure phase also signifies that no subsequent funds may be allocated to the project. Project management consists of five process groups, namely initiating, planning, execution, monitoring and control, and close. The project closure phase consists of the processes that are performed to officially finish and close all the assignments in a project or phase. A few key challenges arise at the end of projects. one is to keep the right workers with us until project end. Signing off: Once the project closure is communicated, the relevant docs are prepared the project signing off takes place. Here all the stakeholders need to sign off the project stating that they are satisfied with the delivery of the project. If someone has something to say that can give feedback there.   Feedback form: References Matt A (2012), “What’s Your Number?” PMNetwork 26 (12) (December 2012): 48–53. Gale, Sarah F. (2012)“The Evolution of Agile,” PMNetwork (January 2012): 28–33. Johnson, Craig E., (2009) Meeting the Ethical Challenges of Leadership (Los Angeles: Sage, 2009). Assudani, Rashmi, and Timothy J. Kloppenborg(2010)“Managing Stakeholders for Project Management Success: An Emergent Model of Stakeholders,” Journal of General Management 35 (3) (Spring 2010): 67–80. Kloppenborg, T., 2015, Contemporary Project Management, Cengage Learning, Stamford. Badiru, Adedeji B., (2008) Triple C Model of Project Management: Communication, Cooperation, and Coordination (Boca Raton, FL: CRC Press, 2008). Englund, Randall L., and Alfonso Bucero, (2006) Project Sponsorship: Achieving Management Commitment for Project Success (San Francisco, CA: Jossey-Bass, 2006). Fleming, John H., and Jim Asplund, (2007) Human Sigma (New York: Gallup Press, 2007). J. Kloppenborg, 2015, ‘ Contemporary Project Management’ , Cengage Learning, vol. 3, pp 120-235.