Table of Contents Introduction 3 Introduction and Objectives of the Project Plan 3 Current Situation and Opportunity Statement 3 Opportunities 3 Problems 3 Project objectives 3 Strategic objectives 3 Operational objectives 3 Project Scope and Communication 4 Project Description 4 Project Deliverables 4 Project Scope Statement 4 In Scope 4 Out of Scope 5 Scope Change 5 Change Control Committee 5 Modification Implementation Policy 5 Communication Plan 7 Stakeholders Analysis 7 Project Reporting Schedule 7 High-level Project Meetings 8 Project Information Infrastructure 8 Cost Management 12 Project Budget 12 Management 12 Key Stakeholders/PMO Members 13 Risk Categories 14 Risk Probability and Impact 14 Quality Management Plan 15 Quality Standards 15 Quality Metrics 15 Quality Management Approach 16 Quality Assurance 16 Iterative Approach 16 Leadership 16 Best Practices 16 Maturity Models 16 References 17   Introduction Introduction and Objectives of the Project Plan Holden Australia is one of the region’s biggest automotive companies, and one the biggest manufacturer of vehicles for Asia Pacific. Holden has its headquarters in Port Melbourne, Victoria, with the engine and vehicle manufacturing operations that situated in Adelaide, South Australia. Holden has more than 230 dealerships centres nationally, and sells to both the domestic and international export market. Current Situation and Opportunity Statement Changes in the domestic manufacturing market along with market forces have led to an untenable situation where Holden’s manufacturing model is no longer viable and will wind down its operations towards a sales and import orientated business. After 2017, Holden's operations will centralise on its Port Melbourne location and it will keep around 700 employees, including 300 planners, architects and engineers (The Herald 2017). Holden has now facing the prospect of an altered and higher volume logistics system across Australia. It is expected with cheaper imported cars there will be a considerable increase in logistics and Holden will need a new system to handle the great variations and volume that this new business direction will take. Opportunities • Holden can decrease staffing costs by reducing inefficiency and redundancy. • More cost efficient international transit of vehicles with granular ordering system. • Reducing parts order time and more accurate stock control. Problems Importing of the cars will lead in opening of new marketing segments which were not in the options earlier. With that high rise in the demand is expected and in result Holden must look for more stock are and better supply chain management system to fulfil the needs of the customers. Since all the products will be outsourced and imports take a lot of time, it will be challenging to see Holden with cope up with the Affected and Slow supply chain. So, that there should not be a negative impact on the customer service. Project objectives Objective of the project is to Implement the Logistics Supply Chain System within the existing SAP ERP which would help the Holden to cope up with the new strategy. It will help to manage the supply chain with regards to importing vehicles, organising the logistics across the country and inventory management. Strategic objectives The new strategy of import will help the company to evolve into better competitor in the market. The improved supply chain and efficient processes will help the cost to come down and will give the company better results in the long term. This will help company to build a brand name and associate its product among affordable and value for money options. Operational objectives To scale up the revenue and reduce the cost, it is very important that the efficiency in the operations must be achieved. New Processes and systems must be adopted to help in the logistics to reduce the error and time during imports and transportation of the cars. Better service can only be achieved with better productivity of the system. Operational system should be streamlined and modernised to meet with the growth and the demands for the future.   Project Scope and Communication Project Description The purpose of the project is to implement the supply chain management module of the SAP Enterprise Resource Planning (ERP) system with the aim of increasing operational efficiency through standardised efficient processes, automating routine paperwork and having an integrated and agile operations that tie into existing accounting and managerial modules of the SAP system. The project hopes to deliver saving associated with efficiency, infrastructure consolidation and improved customer and dealer experience with more granular and accurate view of the entire supply chain process. The solution includes changes towards software and business processes reengineering. Project Deliverables From To Channel Date/Frequency Project Plan, Schedule, Formal Proposal Project Management Organisation Sponsors, Stakeholders Written Before project initiation System Requirements Specifications Senior System Analyst Project Manager, Internal Stakeholders, Vendor Written/Electronic After Initiation Phase Contracts with Technology Vendor Internal Legal Counsel Project Management Organisation, Vendor Written After System Requirements have been approved Progress Reports/ Presentations Project Management Organisation Stakeholders, Sponsors Electronic Twice Monthly Request For Proposals Project Management Organisation Vendor(s) Electronic Milestone Project Scope Statement In Scope Business Analysis of Organisation The project shall endeavour to engage in business analysis efforts to develop business and functional requirements as required for any system(s) development. The requirements and associated business analysis activities shall be developed using a multitude of The Internal stakeholders shall consist of direct employees of GM Holden corporate, and be included on a sampling basis. The dealership network consists of any number of organisations registered within the GM Holden for the purposes of selling Holden cars across Australia, and shall be included on a sampling basis as determined by the project management organisation at the time of requirements analysis. Business Process Reengineering Existing processes will need to be analysed and determined if they require to be changed or overhauled to work within the new system. The module implementation is expected to require a specific set of processes, therefore it is expecting many new processes will need to be implemented and effective change control will be required. Training Users and Stakeholders Users and any external stakeholders will need to be trained to use the required implemented software, as well has handle the transition to new processes. New support documents, processes, and organisation will be required to help ensure effective implementation of the system. This outcome will primarily be the purview of the technology contractor who is responsible for the system. Migration from legacy systems Data from the existing business operations will need to be migrated across to the new system for effective phased in transitionary implementation. It will require extensive collaboration between the internal stakeholders, the project team and the technology vendor. Out of Scope Development of training materials The contractor implementing the system is expected to develop appropriate training program for the organisation, drawing on the existing training material that would be provided by the software solution. Development of Software Outside of SAP It is expected that there would be minimal software development outside the SAP environment, as the project will aim to utilise off-the-shelf components as much as possible, and keep development to a minimum. Infrastructure It is expected that minimal changes to hardware and existing infrastructure will be required, as this project will be a module of the existing SAP system. Any additional infrastructure spending for the organisation is not within the scope of this project. Broader changes to SAP The project is expected to only focus on the implementation of the logistics and operations aspects of SAP, and o further enhancements, extra modules or any additionally modification to the base SAP implementation are expected. Scope Change To help manage change and issues with stakeholders, a project management issue tracking tool will be utilised which can be used by all relevant stakeholders to log issues and requests for change. A change control committee within the project management organisation (“PMO”) will utilised standardised processes and policies to help manage scope changes and adjustments. Change Control Committee The change control committee (CCC) will be the primary authority to change scope and requirements as need to ensure business alignment and project objectives. The change control committee will consist of: • Project Manager. • 3 Senior People from PMO • If necessary, subject matter experts. • If necessary, Project Sponsor if there is a change in scope or budget. Modification Implementation Policy Once a change has been approved by the CCC, the relevant departments within the PMO can go ahead to implement that changes to the extent that was agreed with any associated restrictions. Changes must be communicated to any and all relevant stakeholders in accordance with the communication plan.   Communication Plan Stakeholders Analysis Project Sponsor Project Team Support Staff External Stakeholders Dealers Organisation Composition VP of Operations PMO with: PM, staff, I/E consultants Internal External, various External and Internal Dealerships Preferred Communication Channels Email, Intranet Internal Collaboration tools Email, intranet Various Email, Phone Level of Interest High High High Medium High Level of influence High High Low Low High Important Relationship Notes Be involved in all high level changes. Maintain regular updates to ensure no surprises. Weekly all hands meeting and at least 1 major issue solving workshop. Important part of implementation process. Must have 2 week lead notice for staffing allocations. Maintain regular contact to ensure Project Reporting Schedule Data Needed Frequency of Collection Responsible party for Collation Medium & Format Responsible Party for distributing report Schedule Status Tracking Gantt Chart Fortnightly Project Management Office Report – Hardcopy and PDF Project Management Organisation Status Reports Project progress metrics Weekly Project Management Office PDF Project Management Organisation Decision and operational memos Meeting minutes and emails Weekly Project Management Office Posting on Internal Collaboration Project Management Office Performance & Value Forecasting Gantt Chart, tracking reports, value management metrics Weekly Project Management Office Posting on Internal Collaboration Project Management Office High-level Project Meetings Purpose Frequency Attendees Reporting Requirements Status Review Project management coordination and review Weekly Project Manager, Team leaders, project sponsor, Vendor Rep Meeting Minutes, Memo(s), formal documentation used. Performance Review Forecast and updates presented to sponsor, stakeholders Every Two Weeks Project Manager, Sponsor, Key External Stakeholders, Vendor Rep Forecast documents, meeting minutes. Project Information Infrastructure Depository/Tools Location Data Purpose Document Management Cloud Provider Official documents used within the PMO The main working documents that are shared and collaborated with project team and vendor. Office, Work Documents Cloud, Internal Network Office documents, spreadsheets and work files Working files between employees Conference Software, instant messaging, High-level Scheduling, Appointments Cloud, Internal Network Software and management tools used for real time collaboration. Digital communication tools and infrastructure for real time collaboration. Time and Task management Internal Any data around deadlines and time management schedule Granular project coordination and collaboration between teams. Intranet, Internal Social Media, Real-time Collaboration tools Cloud or Internal All lower level project interaction between teams and management with cross-functional integration. Major amounts of information and collaboration between all relevant people working (internal and external) Backup Plans Internal Any Data stored internally or externally Cold storage of any data created to ensure continuity in times of critical failure. Enterprise Project Management Software Cloud or Internal (Might reuses existing internal tools) Provides information and data surrounding portfolio management, resource management and project collaboration. A centralised dashboard tool that can tie in and import the various views for program or project management, human resourcing and capital management.   Schedule Management Task Name Duration Start Finish Requirements analysis and evaluation 30 days Mon 3/07/17 Fri 11/08/17 Collect Requirements And Perform Workshops 20 days Mon 3/07/17 Fri 28/07/17 evaluation of requirements by specialists 10 days Mon 31/07/17 Fri 11/08/17 Software Acquisition process 28 days Mon 14/08/17 Wed 20/09/17 Evaluate Functional Requirements 10 days Mon 14/08/17 Fri 25/08/17 Defining software requirements 5 days Mon 28/08/17 Fri 1/09/17 Assessing hardware requirements 5 days Mon 28/08/17 Fri 1/09/17 Stakeholder Consultation 3 days Mon 4/09/17 Wed 6/09/17 Standard Procurement Process 10 days Thu 7/09/17 Wed 20/09/17 Technology Tender Process 84 days Thu 21/09/17 Tue 16/01/18 Formalise Requirements Specification 3 days Thu 21/09/17 Mon 25/09/17 Contract definition 5 days Tue 26/09/17 Mon 2/10/17 Stakeholder Confirmation 2 days Tue 3/10/17 Wed 4/10/17 Submit Request for Proposals (RFP) 10 days Thu 5/10/17 Wed 18/10/17 Evaluate Tender Responses 50 days Thu 19/10/17 Wed 27/12/17 Contract Negotiation 14 days Thu 28/12/17 Tue 16/01/18 Project Plan Baseline 0 days Tue 16/01/18 Tue 16/01/18 Implementation Phase (Contractor) 105 days Wed 17/01/18 Tue 12/06/18 Implementation of Required Modules 105 days Wed 17/01/18 Tue 12/06/18 Testing Core Systems 100 days Wed 17/01/18 Tue 5/06/18 Implementation of Supportive Subsystems 80 days Wed 17/01/18 Tue 8/05/18 Testing Core Subsystems 100 days Wed 17/01/18 Tue 5/06/18 Core System Implementation and Tested 0 days Tue 12/06/18 Tue 12/06/18 Supportive Systems Implemented 0 days Tue 12/06/18 Tue 12/06/18 Business Process Reengineering 44 days Wed 17/01/18 Mon 19/03/18 Process Adaption Analysis 20 days Wed 17/01/18 Tue 13/02/18 Process Definition 5 days Wed 14/02/18 Tue 20/02/18 Process Change Approved 4 days Wed 21/02/18 Mon 26/02/18 Process Implementation 15 days Tue 27/02/18 Mon 19/03/18 Training for Users (Contractor) 32 days Wed 13/06/18 Thu 26/07/18 Identification of Key Users 2 days Wed 13/06/18 Thu 14/06/18 Specification of training Packages/Contents 10 days Fri 15/06/18 Thu 28/06/18 Training Processes for Key Users 10 days Fri 29/06/18 Thu 12/07/18 Implementing Cross training support staff 20 days Fri 29/06/18 Thu 26/07/18 Training Completed 0 days Thu 26/07/18 Thu 26/07/18 Migration of Data 25 days Wed 13/06/18 Tue 17/07/18 Development of Migration plan 5 days Wed 13/06/18 Tue 19/06/18 Preparation of Downtime 5 days Wed 20/06/18 Tue 26/06/18 Notification period 5 days Wed 27/06/18 Tue 3/07/18 Actual Migration process 5 days Wed 4/07/18 Tue 10/07/18 Testing with migrated data 10 days Wed 4/07/18 Tue 17/07/18 Migration and Testing Completed 0 days Tue 17/07/18 Tue 17/07/18 Project Review And Wrap-up 8 days Fri 27/07/18 Tue 7/08/18 Go Live 5 days Fri 27/07/18 Thu 2/08/18 Feedback from Users 3 days Fri 3/08/18 Tue 7/08/18 Feedback from Management 3 days Fri 3/08/18 Tue 7/08/18 Feedback from Team 3 days Fri 3/08/18 Tue 7/08/18 Feedback from Stakeholders 3 days Fri 3/08/18 Tue 7/08/18 Project Post Evaluation and Lessens Learnt 2 days Wed 8/08/18 Thu 9/08/18 Celebration 0 days Thu 9/08/18 Thu 9/08/18   Cost Management Project Budget The project will be allocated $120 million budget to account for the complexity and scale of a national project. Here we have use the rough order of magnitude approach ROM to consider and judge all the expenses involved in estimation which provide us 5% +- estimate error accurate value. Task Amount Unit Cost of Unit Totals Internal Labour Estimate 266 Days $3,800.00 $1,010,800.00 External Consulting 3000 Hours $700.00 $2,100,000.00 Requirements analysis and evaluation 15 Days $10,000.00 $150,000.00 Acquisition Of New Technology 1 Contractor Service $10,000,000.00 $10,000,000.00 On going service Delivery and Maintenance 12 Months $100,000.00 $1,200,000.00 Implementation of system 205 Days $120,000.00 $24,600,000.00 Training for Users 45 Days $90,000.00 $4,050,000.00 Business Process adaptions 64 Days $100,000.00 $6,400,000.00 Migration of Data 30 Days $500,000.00 $15,000,000.00 Staff Resourcing (retrenchment package) 5 Packages $250,000.00 $1,250,000.00 Staff Resourcing (BackPay) 10 # of Backpay $100,000.00 $1,000,000.00 Staff Resourcing (specialists) 10 Specialists $600,000.00 $6,000,000.00 Exit strategy (adaption of old systems to partially implemented system) 1 Process / Project $5,000,000.00 $5,000,000.00 Known Risks 0.2 of total costs 96760800 $19,352,160.00 Reserve 0.3 of total costs 96760800 $29,028,240.00 Total $114,141,200.00 Management Costing will largely depend on the project specifics with the contractor, and only a high level overview can be estimated from this stage of the project for the purposes of identifying scale and high level expectations. At project commencement, a project costing committee shall be introduced, to analysis and cost the various options available once there is more complete information, as well as provide impartial and granular cost control and monitoring.   HR Management Plan Key Stakeholders/PMO Members Role Name Key Points Project Sponsor John Doe Important member of project control board. CTO John Doe Important to keep up to date, key part of project scope formulation End Users Key Users Business Analyst John Doe Supplier of Solution Contractor CFO John Doe Key person involved in performance metrics and costing controls. Much of the projects HR management will need to be negotiated with the contractor as the bulk of the human resources will come from their team. Much of the internal members of the project will comprise from the PMO and a more clearer picture can be gathered closer to project analysis stages.  RISK MANAGEMENT PLAN Risk Categories Risk can belong to many categories some of them are listed below as follows: Category Acronym Description Managerial Risk MR Management related risk issues. Financial Risk FR Budget overturn Technolgy Risk TR System functionality risk. Environmental Risk ER External forces, such as political natural and economical risk. People Risk PR HR related issues confronting as risk. Risk Probability and Impact The given table below present all of the risk that can occur, they are sorted descending risk scores. ID Risk Category Mitigation/ Avoidance Probabilty (P) Impact (I) Total Risk Score 1 Natural Disaster ER Emergency Training Of Staff 0.01 10 0.1 2 Shortage In Funding FR Keeping Sufficent Buffer 0.1 7 0.7 3 Bug Stay Undiscovered TR Ongoing Testing 0.3 2 0.6 4 Insolvency Of Contractor ER Solvency Check 0.1 10 0.1 5 Illness/Staff Shortage PR Insurance 0.5 4 2.0 6 Shark Attack On Surfer TR Smaller Waves 0.1 2 0.2 7 System Delivery Later Than Expected ER Insurance 0.6 6 3.6 8 Wrong Requirement Specification MR Lesson Learned 0.4 6 2.4 9 Strike PR Insurance 0.1 9 0.9 10 Political Restriction ER Legal Consultancy 0.1 7 0.7 11 Changing Requirement MR Formal Change Control Process 0.4 6 0.6 12 Lack Of Acceptance MR Qualilty Managment 0.3 7 0.3 13 Complication In System TR Financial Buffer For Analysis 0.2 8 0.2 14 External Staff Error PR Enough Spare Parts 0.1 10 0.2 Quality Management Plan Quality Standards Project QUALITY STANDARDS Requirement Analysis Requirements need to updated every rotational period to keep everything most updated. Status Reporting Project manager will closely inspect all the reports. System Documentation All part of the system must be document every time. Communication Communication among all stakeholders to avoid bias decisions. System Issue Tracking Responsible IT Monitoring. Code Of Behaviour Appropriate behaviour is expected. Staff Work Staff working as team. Equipment To safely carry all projects. Planning General development planning process. Administration Need of all of the stakeholders. Ethos Values and goals of stakeholders. Quality Metrics Project Deliverables QUALITY METRICS User Satisfaction The average user satisfaction should be on the scale of 6-10. System Maintainability Quantitative metrics for certification treatment of charity software, hardware & progressions. Will be premeditated as exposure/documentable object. Project Plan And Schedule A project proposal is established in association with key sponsors and is created on the Eminence Canons. Structured design consultations arise throughout the time as vital. Progress Report/Communication A score of 100% on delivery time. On Time Performance Gantt charts are used to measure. Staff Work Outlining each staff member roles and duties. Budget Control Cost of quality, cash flow analysis. Test Coverage Testable artifacts. Code Of Behavior Appropriate behavior is expected. Quality Management Approach Producing a high-quality classification is one of the core areas for this development. Hence all team leaders in this project should encourage motivation on functionality, maintainability, and reliability for all outputs created. Quality Assurance Iterative Approach As defined in the section above (see PICA cycle), Whenever an issue is sensed parallel routes will be changed to side-step continual manifestation of this problem. An iterative progression of everlasting advance will be out in place. Leadership There will be some public working on this venture. It is chief, that opponents who cope staff are unswerving to feature. Best Practices This project backbone use best exercises which were historic over the older rare times by AFA. Maturity Models As part of the Total Quality Controlling (TQM) the Software Quality Function Organization (SQFD) ideal will be somewhat customised to safeguard early explaining of structure wants.   References Dowling, J & Sainsbury, M 2016, Meet the factory workers in Thailand that will take our jobs once Australia’s car manufacturing industry closes, News Corp Australia Network, viewed on 1 October 2016, Dowling, J 2017, Why Australian car manufacturing died — and what it means for our motoring future, The Advertiser, viewed on 3 February 2017, < http://www.adelaidenow.com.au/technology/why-australian-car-manufacturing-died-and-what-it-means-for-our-motoring-future/news-story/0428dc235d1b44639459959f5a3bbf9b>. Garcia, S 2015, A timeline of recent South Australian job losses, ABC News, viewed on 16 November 2016, < http://www.abc.net.au/news/2015-07-10/timeline-recent-south-australia-job-losses/6610180> Johnston, M 2013, Holden to cease making cars in Australia in 2017, while Toyota considers if it can go it alone, viewed 11 December 2013, < http://www.heraldsun.com.au/holden-to-cease-making-cars-in-australia-in-2017-while-toyota-considers-if-it-can-go-it-alone/news-story/88728e3591c96d0a66d6bf49ba0a1025>. Kitney, D 2016,Holden reveals import business is in the black as it spruiks new range and logo, The Australian, viewed on 1 September 2016,