Project Management Tool

Chris,

As per your request I did some research for a good project management tool for our company. Again to support out cost saving initiatives I did comparison among free and licensed tools. Based on our requirement I was able to short list two tools, OpenProj (available free of cost) and MS Project ($ 849/user; Source-Amazon).

Things in Common

Microsoft Project and OpenProj both are very powerful desktop project management applications and have following capabilities:

•Gantt chart: It is a bar chart which is used for project scheduling. It breaks down the task into several subtasks and shows their relations, start and end dates.

•Project Network: It shows the “before” “after” and “intermediate” tasks in graphical manner. Its also called PERT chart.

•Resources Chart: Details of available recourses are listed here. Once listed, the resources can be assigned in Gantt chart.

•WBS: Work Breakdown Structure or WBS shows systematic break down of tasks into subtasks.

•RBS: Resource Breakdown Structure or RBS is categorizing the available resources according to different functions.

•Output generation: Microsoft Project and OpenProj both provide several tracking methods such as consolidated reports and usage of tasks/resources.

Besides above mentioned common capabilities, MS Project will give us a powerful, visually enhanced way to effectively manage a wide range of projects and programs. From meeting crucial deadlines to selecting the right resources and empowering your teams, Project Professional 2010 delivers new and intuitive experiences to simply plan, manage and collaborate with individuals, teams and the enterprise.

Additionally it brings following value added flexibility in management;

•Newly expanded colour palettes and text effects help you make every timeline and plan looks its best, allowing you to see and share important dates and deliverables

•Delivers more with at-a-glance resource management and team collaboration tools using Microsoft SharePoint Foundation 2010

•Insert new columns on the fly; data types are readily identified so you can quickly organize and analyze details effectively

•Brings together the flexibility and ease of a tool like Microsoft Excel 2010 with the power of the Project Professional 2010 scheduling engine

•Completely new and visually enhanced timeline view gives you a clearer view of tasks, milestones and phases

•Find and use your favorite tools easily with new graphical menus and a familiar interface so you can create and manage projects easily

•The new team planner lets you visually select the right mix of people and resources with drag-and-drop ease

•Save time and effort with familiar and essential functions like text wrapping, filtering, auto-complete, scroll and zoom, and more

•Connect your teams with Microsoft SharePoint Foundation 2010 synchronization or add Microsoft Project Server 2010 with Project Professional 2010 to realize the results of unified project and portfolio management

To summarize, Microsoft Project is a great desktop project management tool. While OpenProj has almost all the features of MS Project, learning OpenProj, without having any previous knowledge of Microsoft project is bit difficult since OpenProj has very little help documents available. Finally, OpenProj is written in .NET, which is a Microsoft program.

Let me know if you want me to bring any further information on the table regarding the tools.

Tejas Ray

Bombardier Case Reflection

Bombardier is a very interesting case study which provided detailed knowledge about ERP. The consultants from Dynamic Consulting created an informational and interactive discussion on the depth and breadth of the implementation of ERP. Bombardier is a very huge organization in the transportation industry which has its functions ranging in procurement, manufacturing, production, finance and human resources. With this scope of the functions, ERP was the obvious solution to integrate the enormous information. With the vision of Bombardier of heading towards a “one company” platform, ERP has proved to be a rigorous tool of making it a reality.

The presentation made by the consultants was very thought provoking and informative which focused on minute details and evaluating Bombardier with the best practices. This assessment would help to identify the loop holes existing in the system and allow making appropriate decisions to improve the efficiency of the system. The problem facing Bombardier was fragmented IT infrastructure due to expansion policy though acquisitions. The ERP system had enormous advantages of effective inventory management, reduction of manual tasks, and supporting new programs.

After unsuccessful implementation of ERP in the first rollout, Bombardier obtained rigorous feedback and implemented corrective actions in the second rollout resulting in successful implementation of ERP in the organization. The evaluation of the first and second roll out by the consultants showed a dramatic improvement in the executive management. I was quite impressed by the dynamics of transformation that integrated the levels of best practices. I agree to the areas of improvement recommended by the consultants that included project management, knowledge transfer and adoption.

The executives also expressed concerns over various issues related to evaluation of the rollouts. The consultants explained the reason behind giving the scores for respective components of the scorecard. I agree with the recommendations made by the consultants that Bombardier would definitely raise to perfection if it adopts these suggestions and implement ERP to the optimal level.

The Ubuntu Experience

Personal Experience

Microsoft Windows may be the de facto standard desktop operating system in business environments, but high costs, restrictive licences and constant security issues are leading an increasing number of companies to consider open source alternatives

My first impression post-installation: This isn't just usable, it's darn quick. The GUI is quirky, but nice enough. At last, an appropriate operating system for the hardware. Now, how do I connect to Wi-Fi? In terms of hardware compatibility, this would be the acid test.

I looked in Applications, found the Network Connections utility, and fired it up. Bingo -- I was on the air. But hmm, no "view available wireless networks" list presented itself. I needed to know the SSID name and enter it along with the security info: done. (Only later did I discover that available wireless networks are displayed in a separate utility called Network Manager.)

On to the Evolution mail client. I hate Outlook Web Access, so I was looking forward to a nice little email client, which by all accounts Evolution was. Supposedly, if you chose Microsoft Exchange as the server type, all you needed to do was enter the username, OWA server URL, and password.

Business Proposition

Ubuntu is a living, breathing product of its community, so of course it's in constant flux. Despite the rough edges, I found myself liking the latest iteration of the product a lot.

The next phase of business computing is all about reducing the cost of ownership for client systems, not increasing it. Yes, we would all like to get out from under Microsoft Windows and Office licensing costs, but the endpoint security and logistical hassles of maintaining Windows are just as onerous. Ubuntu solves the security problem, but keeping users happy and productive would be quite a task.

Bombardier Case Preparation

Problem / Issue Statement

In the early 2000’s Bombardier committed to replacing its legacy systems with a state-of-the-art integrated system that would allow efficiency and effectiveness throughout its operations.  Senior management felt that given the competitiveness in the aerospace market, moving to an ERP system was necessary. 

Bombardier went through multiple rounds of ERP implementations; with the Company’s first attempt – in 2000 – being scrapped mid-project after $130MM had been spent.   After hiring a consulting team, establishing a new “One Company” vision throughout Bombardier, getting senior leadership on board and creating a project plan, Bombardier was ready in late 2001 to move forward with their Bombardier Manufacturing Information System (BMIS) – a new integrated manufacturing system that would be implemented through SAP.  All of these practices proved valuable as the second round of implementation was much more successful.  Bombardier successfully implemented BMIS at its Mirabel plant and followed suit with implementation at Saint-Laurent.

Evaluating the mistakes made in past during implementation, Bombardier would like to further analyze their efforts and look at a Best Practices approach for third ERP phase implementation.

Situation Assessment

Bombardier Aerospace discontinued an ERP project midway at Mirabel plant in 2000 after $130 million because of focusing the implementation on inappropriate business processes, an outdated company vision, a weak sponsorship model and insufficient involvement of internal employees. Bombardier was more successful in ERP implementation at Saint-Laurel plant based on rectification of the mistakes made at Mirabel plant.

As Bombardier is moving with phase implementation approach, they do have more challenges to face as oppose to “big bang approach”. Bombardier with its latest implementation should adapt to best industry practices and make proper allocation for the required resources.

List of Plausible Alternative Courses of Action

Bombardier has to change the ERP implementation approach by adapting the best industry practices against their previous efforts.

Evaluation of Alternative / Recommendation

With past ERP implementation, Bombardier has focused on the implementation on inappropriate business processes. They also had an outdated company vision and a weak sponsorship model with insufficient involvement of internal employees.

For successful ERP implementation for the third phase Bombardier has to follow the following industry practices;

·         Understand Business Processes and Key Requirements

For previous implementation Bombardier has concentrated more on the technical aspects of ERP software, rather than on what requirements are most important to the business. Software features or functionality that don’t align with the company’s business needs often lead to an unnecessary waste of implementation resources, time, and money that might be better spent on other activities such as software customization or training.

·         Ensure Proper Project Management and Resource Commitment

Another characteristic that distinguishes best-in-class ERP implementations is how well the implementation is managed. A prerequisite for a successful ERP implementation is a dedicated project manager who is involved in both planning and ongoing management. In addition, the company must also be willing to commit sufficient resources to the project before, during, and after implementation.

·         Gain Executive and Organizational Commitment

A distinguishing trait of best-in-class ERP implementations is that they have the full support and commitment of the company’s executives. In fact, it can be argued that this characteristic is the most important one for a successful ERP implementation; without this support, ERP initiatives are more likely to be “starved” for corporate funds and resources.

·         Invest in Training and Change Management

ERP implementations don’t just affect systems and business processes; they also involve people who may find it difficult to change roles, processes, and behaviors that they may have learned over many years of work. It’s unreasonable to expect employees to change their behavior during the relatively short duration of an ERP implementation.

Employees need to be introduced to new processes and job roles over a period of time so that they can accept and internalize these developments. Neglecting this aspect of implementation or putting it off until late in the project may result in organizational resistance to the new system, even to the point of operational risk. To be most effective, training should concentrate on business workflows and how these changes affect job roles and the people who do the work.

Additionally Bombardier management had to overcome the Ken Eason's "Initial Dip Phenomenon which shows the impact on organization (performance) with the change.  Bombardier has to overcome or minimize the dip of change to sustain its growth in the ever competitive market.

Information Technology and Organizational Change

 

Presentation

In order to present this case, the consultants should go through some of the Best Practice frameworks that exist and give a detailed approach that Bombardier could use.  It would be helpful to see the successes and missteps along the journey in order to see where the Company did a good job and where improvements could be made.

iPads for Sucsess Case

Tom and Bill,

I apologies as it has been over two days and I did not to provide you with the feedback on your recent query about transitioning from laptop to iPad for our detailers. But here it is.

Let me start with this, not only Steve Jobs but you are genius too. Your idea is simply great. I did some research and also took our detailers perspective. The data related to deployment of iPad is looking really very promising.

The iPad provides capabilities similar to tradi­tional laptops, but delivers additional benefits that resonate with our pharma sales forces, such as;

·         Instant power-on and battery life: The iPad comes alive with the touch of a button, unlike laptops which take time to boot. It also has a long battery life, which allows for an always-on feeling.

·         Weight and size: The new iPad is only about 1.46 pounds, making it easy to carry.

·         Connectivity: While laptops and tablets are fitted with Wi-Fi, the 4G/LTE capability of the iPad provides an edge over these other devices.

·         User interface fluidity: The iPad has a slick and stylish user interface that is easy to navigate. The sales rep can move among different content types and video, animation and media with relative ease and a fluidity that is not there with our traditional laptops.

·         Slick and stylish form factor: The iPad has a look and feel that is very appealing. It has the right size to make it easy for personal viewing and for physician demonstrations, making it a more engaging experience.

·         Cost reduction:  iPad requires an initial investment in hardware, technology and supporting infrastructure, but in the long term they can help lower overall operating costs. All content ranging from marketing material to training content can be pushed to the mobile device and made available almost immediately to our detailers. The costs of physical distribution and implementation can be significantly lowered as most sales processes can be digitized and virtual­ized. In addition, the overall increase in produc­tivity and efficiency has the potential to result in substantial cost savings.

We will also be able to improve our influence over physician because of digital detailing is the most attractive part of iPad. Furthermore we will also have an option to custom develop application which will be made available on the iPads, which also can include feature of eSampling and eCouponing. This will further help in maintaining our electronic records and also be helpful to regulatory guidance.

The transformation of iPad will help us to resolve critical challenges that our detailers are currently facing, from reduced physician face time, increased promotional spend compliance, to a fast-chang­ing sales environment.

I hope you find this evaluation to be helpful and please let me know if I can be any further help with this.

Thank you,

Newsbelkis

Accenture Case - Reflection

Accenture is one of the most successful management consulting companies and in order for them to keep their world class position, they need to continue improving by finding better ways to serve their clients, offer high security, and increase efficiency in their organization. COBIT is one of the answers for Accenture because COBIT will provide a framework which will bring the standard robustness in the services offered by Accenture.

Though the consultants, Prestige Worldwide suggested adapting COBIT framework internally and getting the workforce certified to match the standards of COBIT, I feel it would be more appropriate for us to isolate certain group within our organization from adapting to COBIT so that we don’t restrain our flexibility and breach our mission, “to serve our clients”. COBIT will change the methodology of delivering the solution; the standards which will be adapted to promote COBIT culture might not always be suitable for our target audience (clients). In such case(s) we will need to have flexibility of having a workforce who is not bound to operate within the COBIT framework.

I do agree that COBIT frame work will aid Accenture to become more efficient and provide an edge among the existing competitors. COBIT can also help us in increased revenue given the market generate demand (solutions based/adaptive on COBIT framework). Being that said I would recommend to adapt COBIT framework, but with strategy which doesn’t constrain our flexibility of delivering solution to our clients.

Zara Case - Reflection

After considering presentation from Fast Solution consultants, I have concluded that I agree with their recommendation to upgrade our existing DOS system with new POS / OS system.  Ultimately, this solution was preferable to the alternatives as it aligns our business model of meeting customer demand with robust manufacturing and distribution. Though our existing model is very much fine and helps us to be a differentiator in the market the added benefits of inventory management and retail transaction interface which comes with new POS / OS system will help in further advancement of the company. With the modest investment and the projected savings further assist in making the choice.

The implementation of POS/OS system will eliminate the time spent on non-value added activities which will again help is in better planning and forecasting. Moreover the overall structure of the company will transformed to lean. The store manager would be able to make decisions based on popular trends they see. The new POS/OS system would also have more information to pinpoint what is selling in more quantities and what it not, having that knowledge would decrease the inefficiencies and promote lean culture which assist in maintain our differentiator image.

Based on the above mentioned advantages I am in favor of upgrading DOS to POS/OS for us and embarace the lean culture which will be brought by the change.