Final Project Part II

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In this part of the final project, you will consider what happens when a project does not stay on budget or schedule or within scope. You will be given new information about the project being implemented by the company in the case study, A&D High Tech (B): Managing Scope Change (located in the Harvard Business Review area of the course). You will evaluate this information and revise the schedule you developed previously, using Excel or other project management software.

 In this assignment, you will demonstrate your mastery of the following course outcomes:

  • Assess resource estimating and scheduling requirements for their impact on the scope, schedule, and budget of projects
  • Recommend strategies to minimize the project risk by analyzing scheduling constraints and project requirements
  • Develop project schedules that illustrate resource estimating and agile scheduling implementation for supporting and improving sustainable operations 

Revised Report: Use the new information provided in the case study to revise the report you developed previously. To do this, you must first examine the changes to the project scope and schedule. Then update section I, part B and section IV of your project management plan. Make your revisions in red font to indicate new material.

Specifically, the following critical elements must be addressed:

  1. Changes: Describe how the scope and timeline of the project have changed. For example, are there any new deliverables? Are there any new tasks that will need to be completed?
  2. Risk: Describe new sources of risk for the project given the scope and schedule changes. How will these risks impact the project schedule? How can the company minimize these risks?
  3. Revised Schedule: Create a revised schedule for the project. Make sure to consider new timelines and deliverables presented in the case study.

KEL158
Revised May 8, 2009

©2006 by the Kellogg School of Management, Northwestern University. This case was prepared by Derek Yung ’03 and Alex
Gershbeyn ’03 under the supervision of Professor Mark Jeffery in the Center for Research on Technology and Innovation. Cases are
developed solely as the basis for class discussion. Some facts within the case have been altered for confidentiality reasons. Cases are
not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. To order copies
or request permission to reproduce materials, call 800-545-7685 (or 617-783-7600 outside the United States or Canada) or e-mail
[email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or
transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of
the Kellogg School of Management.

MARK JEFFERY

A&D High Tech (B):
Managing Scope Change

After successfully planning and organizing the A&D High Tech online store project, project
manager Chris Johnson was promoted to vice president of e-business. Eric Robertson returned
from his leave and assumed the position he had left as the project manager for the online store.

In late summer 2003, Johnson began hearing whispers from his colleagues that the project
was in trouble. On August 20, CIO Matt Webb frantically approached Johnson in his office. He
had just fired Robertson and wanted Johnson to serve as the interim project manager. For more
than three months, Robertson had told Webb that the project was on track, but suddenly he
changed course and told Webb that he “guessed” it would be at least one month late and that costs
would overrun by more than 20 percent. This was hardly acceptable, since it was imperative that
the project be completed in time for the holiday shopping season. The project had strategic
importance to the company and was integral to its holiday promotion strategy.

Webb explained to Johnson that there was an additional challenge: the vice president of
marketing wanted to create “promotional bundles” for the holiday season. Promotional bundles
are a collection of items bundled together and sold at a lower cost than if the items were
purchased individually. A&D’s trial promotions with some retailers had shown an increase of 10
percent in sales with the addition of these promotional bundles, and the marketing plan called for
them to be rolled out nationally. Thus, in order to maintain consistency in all sales channels, the
bundles also needed to be available in the online store.

Once again, Johnson was asked to quickly troubleshoot the project. He needed to analyze the
true state of the project and gather his projections for cost and schedule. Johnson also needed to
assess the possible impact of adding promotional bundles. Although deterred from his transition
into his new job as vice president, Johnson was nonetheless excited to once again put his project
management expertise to use.

Promotional Bundles

The promotional bundles and the tasks associated with implementing them represented the
only functional or scope change for the online store as Johnson set out to troubleshoot the project.

For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

A&D HIGH TECH (B) KEL158

2 KELLOGG SCHOOL OF MANAGEMENT

The promotional bundles did not necessarily present a technical design challenge for the
project. The product catalog from Microsoft Site Server had the flexibility to handle complex
rules in dealing with different pricing schemes. However, since MS Site Server had to be
configured and tested, a new set of tasks not originally planned or estimated needed to be factored
into the project plan.

Sales planning called for a total of twelve promotional bundles. The technical lead on the
team, Marc Sanders, estimated that after two to three days of training per person, ten to twelve
“person-days” would be needed for his team to configure the pricing rules in the system. The
testing lead estimated twenty to twenty-five person-days would be needed to test the new features
and to regression-test the existing products in conjunction with the promotional bundles. Sanders
was a bit worried about the size of his development team, since he was barely keeping up with his
duties managing the existing tasks on the project.

A&D was currently charging shipping as a flat percentage depending on order size. The
online store, however, was to be built to handle percentages and to specify shipping charges on a
per-item basis. In the project outline, the baseline estimate of the Submit Order tasks for design
and build included the work for the extra shipping functionality. Sanders estimated that he could
reduce 50 percent of the work on the Submit Order tasks if the per-item shipping charge feature
was removed. Doing so would likely free up a developer who could potentially work on the ERP
interface.

Project Staffing

As far as Johnson knew, the IT staff was running at full capacity, which meant that any
additional resources for the project would have to be contractors. A&D did not traditionally use
contractors for testing. The market rate for a contract developer had risen to $175 per hour, with
an overtime rate of 150 percent. Johnson’s best guess was that it would take one week for a new
developer to get acclimated and trained on the procedures of the project.

Microsoft could provide consultants who were fully trained with the expertise to configure
the pricing engine to accommodate the promotional bundles. Sanders had experience working
with these consultants, and he estimated that they could do the configuration work and train
another developer to maintain the rules in the system in no more than two to three days. The
Microsoft consultants charged $500 per hour and required a minimum of two weeks to arrange
for the visit. Thus, for planning purposes, Microsoft consultants could be hired for two to three
days’ work but required two weeks’ lead time to schedule.

Review Meeting

After reviewing his new assignment with Webb, Johnson quickly gathered all the online store
project leads to get their input on the state of the project. He learned that there had been no
measurement—and hence no evaluation—of project management metrics. This came as a surprise
to Johnson, since Robertson had been known to be meticulous in measuring projects
quantitatively in the past.

For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

KEL158 A&D HIGH TECH (B)

KELLOGG SCHOOL OF MANAGEMENT 3

After working with the leads for more than a week, Johnson painstakingly pieced together the
historical data and got the actual time spent working for all relevant tasks as of August 26. See
Exhibit 1 for the project “actuals.” He also had the earned value template from a previous
assignment that could be used to analyze the project plan, if he could figure out how the earned
value data could be extracted from the project software. See Exhibit 2.

The project was originally scheduled to be implemented by mid-November, before the
Thanksgiving weekend. The vice president of marketing and Webb agreed that it was possible to
delay implementation until December 1 and still reap some of the benefits of the holiday season.
Johnson realized that this was far from the ideal scenario, since the project would miss the
Thanksgiving shopping weekend. However, he needed to provide Webb with an accurate
assessment on how and when the project could be completed.

Johnson realized that he first needed to update the original Microsoft Project document. He
was not sure what, if any, problems existed within the original project. In addition, he was not
sure exactly how to incorporate the promotional bundles into the project plan. Johnson’s
experience told him that something would need to be fixed, and that the last-minute scope change
was going to cost the company.

For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

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For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

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For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

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For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.

A&D HIGH TECH (B) KEL158

7 KELLOGG SCHOOL OF MANAGEMENT

Exhibit 2: Earned Value Analysis Template
The template below can be used to analyze earned value for the A&D project plan. The

accompanying electronic file has built-in Excel formulas to help derive the earned value ratios.

Project Component Monthly Plan May Jun Jul Aug
Monthly status Plan BCWS
Actual burn ACWP
Actual perform BCWP

Rolling status Plan BCWS
Actual burn ACWP
Actual perform BCWP

Rolling ratios Schedule impact SV = BCWP – BCWS
SPI = BCWP / BCWS

Cost impact CV = BCWP – ACWP
CPI = BCWP / ACWP

Control ratio CR = SPI x CPI

For the exclusive use of V. THANGAMANI

This document is authorized for use only by Vivekanandan Thangamani in IDS 507: Advanced Systems Analysis and
Design Project taught by Dr. Matthew Liotine from September 2012 to March 2013.


3-1 Final Project Milestone One: Project Introduction, Overview, Tasks, and Resources

Jacob Wright

Southern New Hampshire University

QSO-355: Resource Estimate & Schedule

Professor Duchac

9 June 2023


Introduction

A&D High Tech is a technology business that offers services to clients and small business enterprises and sells computer hardware and accessories. Ted Walter established the business in Lincoln, Nebraska, in 1988. Mr. Walter insisted on providing customers with courteous service, and this principle was at the very heart of the Midwestern culture, where Walter spent his whole life. The corporation has experienced enormous growth in just ten years, bringing in roughly $400 million during the fiscal year 2000. Most of the firm’s early clients were from states in the Midwest, making it primarily a regional player. However, the entrepreneur prepared to expand the business’s reach by catering to the global market.

Background Information:

The company sold its products mostly in Midwest shopping malls and by phone. The Lincoln call center handled phone orders. Phone orders were written on paper and sent to order entry clerks, meaning that order processing took longer, delaying shipment and lowering accuracy. Due to stock constraints, salespersons had to communicate with clients to correct inaccurate information or provide other solutions. The company called back 30% of orders, whereas its primary competitor called back 5%.In 1999, the corporation reorganized. The J. D. Edwards ERP program was the first to be implemented. This software was selected because it could control the company’s multiple production elements. An outstanding team of technologists and professionals planned and executed this programming, but they left almost as soon as the software was installed. This raised concerns about how the system would be maintained without trained employees. Despite this hurdle, the project was a commercial breakthrough that reduced customer callbacks to less than 1% of phone orders. After integrating the enterprise resource planning system in 2001, A&D invested in more technology to manage its operations. These gave the company lower production costs and more profits.

Purpose of Project Plan:

The purpose of this project plan is to guide the successful execution of A&D High Tech’s online store project. It is a contract between the project manager, executive sponsor, project team, and stakeholders. The plan defines the project, its business goals, and its objectives. It aligns with the company’s strategic initiatives to leverage technology, increase efficiency, and reduce costs. The CEO places Urgency on the project, aiming to regain competitive advantage through online sales. Despite time constraints and the absence of the current project manager, the plan will provide recommendations to expedite progress and ensure a timely launch.

Pro

Project Approach:

To effectively meet the requirements and objectives of the project, a combination of behavioral and team management techniques, methodology, and task structure will be utilized. The project will employ effective communication and collaboration strategies, promoting open dialogue and fostering a cohesive team environment. Agile project management methodology will be implemented to ensure flexibility, adaptability, and quick responses to changing requirements. Clear task structures and assignments will be established, allowing for efficient resource allocation and accountability. Regular progress tracking, milestone reviews, and performance feedback will be incorporated to monitor and manage project deliverables effectively. By leveraging these techniques, methodology, and task structure, the project team will work synergistically toward achieving project success.

Project Overview:

Despite the company’s success in embracing technology, it has mostly ignored a pressing issue: the online market. A team headed by Johnson was formed in 2003 to find ways for the business to control the online market by creating an online store from which customers worldwide could make purchases. Clearly, if the corporation neglected the online market, it would lose its leading position in the current market.

A. Roles and Responsibilities

· CEO, Ted Walter: Provide overall vision and support for the online store project.

· CIO Matt Webb: Guide technology aspects and ensure alignment with IT strategy.

· VP of Sales, Jeff White: Provide input on sales and customer requirements.

· Current project manager, Eric Robertson: Assist with knowledge transfer and support during the transition.

Their duties included:

· Describing the business requirements

· Defining the process flows

· Making the architectural design of the project

· Making a simple model of the system

· Develop a structure for how the project’s work will be broken down

· Estimating the resources needed for each task in the work breakdown structure (WBS)

· Describing the project’s resources and assigning each task an amount.

Other functional employees include:

1. Chris Johnson (Project Manager)

2. Ryan Neff (Functional Lead),

3. Stacy Lyle (Functional Analyst)

4. Rick Burke (Infrastructure Lead)

5. Ryan Neff (Functional Lead),

6. Rick Burke (Infrastructure Lead)

B. Scope and Schedule

Scope:

This project has a very broad scope. It includes everything from creating an online brand to offering a forum for clients to interact with the business and provide feedback on how well their products meet their demands. Both the number of customers and their satisfaction rise as a result.

Schedule:

This team has just over two months to develop the online market, so the project’s timeframe is extremely constrained. The business’s proprietors aim to attract students who will soon return home for the summer. To ensure the project is operational when the students return from their vacations, they should take full advantage of every available minute.

Tasks

Tasks Overview:

A&D sells most products that govern the Windows 2000 operating system; most applications are specialized. The architecture of the online store was N-tiered to increase flexibility and allow for future enhancements. The first layer was the web server. Determining the business’s requirements and defining the process flows are just a few of the activities involved.

A. Description

B. Time

Impact of Time Estimates on Project Schedule:

Accurate time estimates play a critical role in determining the project schedule. They directly impact the project’s timeline, resource allocation, and overall management. If time estimates are underestimated, it can lead to unrealistic deadlines, increased risk of delays, and potential quality issues due to rushed work. Conversely, overestimating time can result in inefficient resource utilization and unnecessary delays. Accurate time estimates enable effective project planning, sequencing of tasks, and identification of critical path activities. They allow for realistic project scheduling, helping to manage expectations, allocate resources appropriately, and ensure timely delivery of project milestones. Thus, the impact of accurate time estimates on the project schedule cannot be overstated in achieving project success.

During planning, task estimates were created for each task. Since the team that calculated the estimates was very knowledgeable in IT-related subjects, the estimates would provide a good representation of the actuals. The databases for the online market should be updated initially, but planning and work have started after the estimates have been produced while establishing the online market.

Resources

Resources Overview:

The key resources identified for the online store project include software developers, IT professionals, and external recruitment services. The corporation lacks internal developers and has engaged a company to fill these positions. IT professionals possess the necessary knowledge for software maintenance. This approach saves costs by recruiting individuals when their services are needed rather than maintaining them on staff continuously.

A. Alignment

B. Evaluation

Resource Evaluation:

Of all the resources needed for the project, only the software developers have not been identified. If the developers had been employed internally, $75 per hour would have been the rate utilized for estimation. However, in this instance, the corporation does not have any internal developers; as a result, a company has been engaged to fill these positions. In this situation, the corporation lacks the personnel to create its online store. However, recruiting these individuals is less expensive than keeping them on staff when their services are not frequently required. The IT professionals have the fundamental knowledge needed to maintain the software.

Risk

Risk Overview:

The risk section of the project plan addresses potential sources of risk and strategies for risk mitigation. It includes subtopics on sources and strategies. Using the Risk Register Template, the sources identify likely risks based on project scope, budget, and time. Strategies are then determined to minimize the impact of identified risks, utilizing the Risk Register or other templates, tools, or formats to fulfill the requirements of the Final Project Document while meeting the rubric requirements.

A. Sources

In any project, inherent risks can potentially impact its success. Identifying and managing these risks is crucial to ensure project completion within the defined scope, budget, and time.

· Scope-related risks arise from uncertainties or changes in the project’s scope. Scope creep, where the project requirements expand beyond the initial definition, can lead to increased costs, schedule delays, and resource over utilization. Poorly defined or ambiguous requirements may also result in rework or stakeholder dissatisfaction.

· Budget-related risks: Budget constraints can be a significant source of risk. Unexpected cost overruns may occur due to inaccurate cost estimates, unforeseen expenses, inflation, or market fluctuations (Krane et al., 2009). Inadequate financial planning or inadequate contingency reserves can severely impact project delivery, resource allocation, and stakeholder satisfaction.

· Time-related risks: Time-related risks stem from challenges in meeting project deadlines. Poor project scheduling, insufficient resource allocation, unrealistic timeframes, or external dependencies can lead to delays (Krane et al., 2009). Delays can further cascade into increased costs, stakeholder dissatisfaction, and potential opportunity losses.

· Resource-related risks: Inadequate resources or skill gaps among team members can threaten project success. Insufficient availability or allocation of skilled personnel, lack of access to necessary tools or technology, or competing organizational priorities can hamper project progress (Krane et al., 2009). It is important to carefully assess resource requirements and ensure appropriate resource allocation and management throughout the project lifecycle.

· Technical risks: Projects that involve complex or emerging technologies often face technical risks. These risks include compatibility issues, system failures, security vulnerabilities, or unexpected technical limitations. Insufficient testing, inadequate technical expertise, or reliance on unproven solutions can amplify these risks.

· Stakeholder-related risks: Stakeholders play a critical role in project success. Risks can arise from miscommunication, conflicting interests, or lack of stakeholder engagement. Changes in stakeholder priorities or introducing new stakeholders during the project can create challenges that impact project scope, schedule, or resource allocation (Krane et al., 2009).

· Environmental risks: Environmental factors such as natural disasters, political instability, or regulatory changes can significantly impact project execution. These risks can disrupt supply chains, affect resource availability, or introduce new compliance requirements that may necessitate adjustments to the project plan.

A comprehensive risk management plan should be established early in the project lifecycle to mitigate these risks effectively. This plan should include risk identification, assessment, prioritization, and appropriate mitigation strategies. Regular monitoring and reassessment of risks throughout the project and contingency planning can help address potential issues proactively. By recognizing and addressing these likely sources of risk, project stakeholders can enhance their ability to navigate challenges and improve the overall chances of project success. Effective risk management practices contribute to the project’s stability, enable timely decision-making, and foster a proactive approach to risk mitigation.

B. Strategies

Several risk mitigation strategies can be implemented to minimize the impact of the identified risks in a project. These strategies aim to proactively address potential threats and ensure project success within the defined scope, budget, and time. Here are some recommended strategies for each of the identified areas of risk:

1. Scope-related risks:

a) Clearly Define Project Scope: Invest sufficient time and effort upfront to define and document the project scope in collaboration with stakeholders (Ahmed, 2017). Establish a robust change management process to control scope creep and ensure all changes are properly evaluated and approved.

b) Stakeholder Engagement and Communication: Regularly communicate with stakeholders to clarify requirements and expectations (Ahmed, 2017). Conduct frequent reviews and seek early feedback to identify any misunderstandings or gaps in understanding and address them promptly.

2. Budget-related risks:

a) Accurate Cost Estimation: Conduct thorough cost estimation exercises involving relevant experts and considering all project activities, resources, and potential risks. Include contingency reserves in the budget to account for unforeseen expenses or market fluctuations (Ahmed, 2017).

b) Regular Financial Monitoring: Implement robust financial monitoring and control mechanisms to track project expenditures and compare them against the budget. Promptly identify and address any deviations from the planned budget.

3. Time-related risks:

a) Comprehensive Project Scheduling: Develop a realistic project schedule by considering all necessary tasks, dependencies, and resource availability. Ensure the schedule accounts for potential delays and includes buffer time for unexpected events (Ahmed, 2017).

b) Effective Resource Management: Allocate resources appropriately based on their availability, skills, and workload (Krane et al., 2009). Regularly monitor resource utilization and make necessary adjustments to prevent overallocation or bottlenecks.

4. Resource-related risks:

a) Resource Planning and Acquisition: Conduct a thorough assessment of resource requirements early in the project and ensure adequate resources are allocated (Ahmed, 2017). Identify potential skill gaps and provide training or hire external expertise as needed.

b) Proactive Resource Management: Continuously monitor resource availability and workload. Anticipate resource constraints and conflicts and proactively address them, such as adjusting timelines, reallocating resources, or outsourcing certain tasks.

5. Technical risks:

a) Technical Expertise and Testing: Ensure the project team possesses the technical expertise to handle complex or emerging technologies (Ahmed, 2017). Conduct thorough testing and quality assurance processes to identify and address technical issues early on.

b) Risk Assessment and Mitigation Planning: Identify and assess potential technical risks specific to the project. Develop mitigation strategies that include contingency plans, alternative solutions, or additional testing to minimize the impact of technical failures or limitations.

6. Stakeholder-related risks:

a) Stakeholder Analysis and Engagement: Conduct a comprehensive stakeholder analysis to identify key stakeholders, their interests, and potential conflicts (Krane et al., 2009). Develop a stakeholder engagement plan to foster open communication, manage expectations, and proactively address conflicts or issues.

b) Change Management: Implement a robust change management process to handle changes in stakeholder priorities or the introduction of new stakeholders. Ensure changes are properly evaluated, communicated, and incorporated into the project plan (Krane et al., 2009).

7. Environmental risks:

a) Environmental Monitoring: Stay informed about external factors such as political, environmental, or regulatory changes that may impact the project. Regularly monitor relevant news sources and maintain communication channels with relevant authorities or experts.

b) Contingency Planning: Develop contingency plans that account for potential environmental risks. Identify alternative suppliers, establish backup systems, or incorporate flexibility into the project plan to adapt to changing circumstances.

It is important to note that risk management should be an ongoing and iterative process throughout the project. Regularly reassess risks, update mitigation strategies, and communicate any changes to the project team and stakeholders. By adopting a proactive and comprehensive approach to risk management, project stakeholders can increase their ability to navigate challenges effectively and improve the overall success rate of the project.

Budget

Deliverable

Estimated Cost

Website Development

Front-end design and development

$15,000

Back-end development

$20,000

Content management system integration

$5,000

Database setup and integration

$8,000

User registration and login functionality

$3,000

Product catalog setup

$5,000

Shopping cart and checkout functionality

$6,000

Payment gateway integration

$4,000

Order management system integration

$4,000

Shipping and logistics integration

$3,000

User Experience and Design

User interface (UI) design

$10,000

Mobile responsiveness

$4,000

Usability testing

$3,000

Content and Data Management

Product data entry and migration

$5,000

Content creation and optimization

$3,000

Search engine optimization (SEO)

$5,000

Security and Performance

SSL certificate and website security

$2,000

Performance optimization

$3,000

Integration and Third-Party Services

Social media integration

$2,000

CRM integration

$5,000

Email marketing integration

$3,000

Analytics and reporting tools integration

$2,000

Testing and Quality Assurance

Functional testing

$3,000

Cross-browser and device compatibility testing

$2,000

Performance testing

$2,000

Bug fixing and quality assurance

$4,000

Training and Documentation

User training materials

$2,000

Technical documentation

$3,000

Contingency Reserve (10% of the total estimated cost)

$11,200

Total Estimated Budget

$153,200

Notes:

1. The estimated costs for each deliverable are based on research, cost estimates from vendors, and consultation with subject matter experts.

2. The contingency reserve addresses unexpected risks and uncertainties, calculated at 10% of the total estimated cost.

3. The total budget for the project is $153, 200 including all deliverables and contingency reserve.

In conclusion, by identifying potential sources of risk, implementing effective risk mitigation strategies, and developing an initial high-level budget, Chris Johnson can proactively address the critical elements of risk and budget management for the online store project at A&D High Tech. These actions will help minimize the impact of risks, ensure project success, and align the project’s costs with the expected deliverables.

Schedule

WBS ID 1 1.1000000000000001 0 1.2 0 0 0 0 0 1.3 0 0 0 0 0 0 0 0 0 0 Work Estimate (days) 60 15 15 10 5 2 3 2 3 20 15 2 3 2 4 3 2 2 7 4 Start Date 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 End date 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % Complete 1 0.8 0.5 1 1 0.6 0.4 0.75 0.3 0.1 0.1 0.6 0.72 0.1 0.23 0 0 0 0 0.9

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Sheet1

WBS ID Task Name Work Estimate (days) Lead Start Date End Date % Complete
1 Overall Project 60 Chris Johnson (Project Manager) 1st May 2023 29th June 2023 100%
1.1 Project Management 15 Chris Johnson (Project Manager) 1st May 2023 21st May 2023 80%
1.1.1 Manage Project 15 Chris Johnson (Project Manager) 22nd May 2023 11th June 2023 50%
1.2 System Requirements 10 12th June 2023 21st June 2023 100%
1.2.1 Gather Business Requirements 5 12th June 2023 16th June 2023 100%
1.2.2 Design Business Process Flows 2 Ryan Neff (Functional Lead) 17th June 2023 18th June 2023 60%
1.2.3 Finalize Technical Requirements 3 Ryan Neff (Functional Lead) 19th June 2023 21st June 2023 40%
1.2.4 Create Operational Requirements 2 Rick Burke (Infrastructure Lead) 19th June 2023 20th June 2023 75%
1.2.5 Identify Technical Infrastructure Needs 3 Ryan Neff (Functional Lead), Stacy Lyle (Functional Analyst), Rick Burke (Infrastructure Lead) 19th June 2023 21st June 2023 30%
1.3 Software Requirements 20 Rick Burke (Infrastructure Lead) 22nd June 2023 29th June 2023 10%
1.3.1 Create Functional Requirements 15 22nd June 2023 10th July 2023 10%
1.3.1.1 Capture Customer Profile 2 22nd June 2023 23rd June 2023 60%
1.3.1.2 View and Search Product Catalog 3 24th June 2023 26th June 2023 72%
1.3.1.3 Updating and Calculating Shopping Cart 2 Ryan Neff (Functional Lead) 27th June 2023 28th June 2023 10%
1.3.1.4 Taking Payments 4 Ryan Neff (Functional Lead) 27th June 2023 30th June 2023 23%
1.3.1.5 Submit Order 3 Ryan Neff (Functional Lead) 1st July 2023 3rd July 2023 0%
1.3.1.6 Check Order History & Order Status 2 Stacy Lyle (Functional Analyst) 4th July 2023 5th July 2023 0%
1.3.2 Create Data Requirements 2 Ryan Neff (Functional Lead) 6th July 2023 7th July 2023 0%
1.3.3 Create ERP Interface Requirements 7 Ryan Neff (Functional Lead) 8th July 2023 11th July 2023 0%
1.3.4 Create User Interface Requirements 4 8th July 2023 9th July 2023 90%

WBS ID 1 1.1000000000000001 0 1.2 0 0 0 0 0 1.3 0 0 0 0 0 0 0 0 0 0 Work Estimate (days) 60 15 15 10 5 2 3 2 3 20 15 2 3 2 4 3 2 2 7 4 Start Date 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 End date 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % Complete 1 0.8 0.5 1 1 0.6 0.4 0.75 0.3 0.1 0.1 0.6 0.72 0.1 0.23 0 0 0 0 0.9

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