Analyze the project documentation from the case study for the data necessary to establish EVM parameters. In other words, is everything you need to establish the EVM parameters for this project contained within that documentation? If not, explain how you might obtain it. Be sure to use specific examples to justify your rationale.

KEL304 MARE JEFFERY AND JOSEPHF. NORTON Clothes 'R' Us Point-of-Sale Initiative: Managing IT Programs Overview Marcus Nord, a program manager for Clothes 'R* Us, had an urgent update for the program management team and Nancy Orlin, the company's chief information officer {(CIO). Nord had just learned that four of the six product managers had unexpectedly quit. For Otlin, this was yet another obstacle that was making this program one of the hardest she had managed in her career. In Orlin's twenty-year tenure at the company, she had managed many technology projects that were vital to the company's strategy. Despite the extensive use of information technology (IT) at Clothes 'R* Us, Orlin could not recall anything that compared to the scope of the enterprise technology initiative cumrently being put into place. For the past several months, several of her project teams had been working at a breakneck pace to deliver a state-of-the-art point-of-gale (POS) system for the retail stores. The POS system was a key piece in the overall revenue growth strategy for the company, and was intended to combat the Clothes 'R' Us declines in both year-to-year same-store sales and sales growth relative to its competitors. Orlin heard the distressing news about the product managers leaving the company just a few days before a review meeting with the executive oversight committee. In preparation for the meeting, Orlin called a meeting of her leadership team for a review of the overall program. The program had a few obstacles, so the intent was to synthesize these issues and come up with a realistic program plan for her presentation on Friday. Orlin certainly understood the value of the POS system to the stores and the company. To delay the initial deployment by a month would mean delaying the general deployment to all the stores. At the meeting with her project managers, she wanted to discuss the project delays thus far, the cumulative impact to date, the effect of the latest delay, and any new issues on the horizon. She knew that the executive team was going to want some hard answers. Clothes 'R' Us Clothes 'R' Us was a leading apparel retailer in the United States. With more than four hundred stores nationally, Clothes 'R' Us operated in forty-two states. The company began operating in Portland, Oregon, twenty-six years ago and had built a reputation for hip, but affordable, clothing for men, women, and children. Because Clothes 'R' Us was a specialty store 2006 by the Kellogg School of Management, Northwestern University. This case was prepared by Derek Yung "03 and Alex Gershbeyn *03 in collaboration with Joseph F. Norton, Senior Fellow, Center for Research on Technology and Innovation, Eellogg School of Management, and Principal, SOCHIN Consulting Group, under the supervision of Professor Matk Jeffery Some facts within the case have been altered for confidentiality reasons. Cases are developed solely as the basis for class discussion. 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 custserv@hbsp harvard edu. Mo part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transrnitted in any fortn or by any meanselectronic, mechanical, photocopying, recording, or otherwisewithout the permission of the Kellogg School of Management. This document is authorized for use only by Jamie Townsend in Q50-420-17043 Integrated Cost/Sched Control 24E'W 4 at Southern Mew Ham pshire University, 2024 CLOTHES 'R' Us KEL304 and thus carried its own brand, its direct competitors included other apparel giants such as Gap, Inc., and Eddic Bauer. Between 1990 and 1997 Clothes 'R' Us experienced tremendous growth and financial success. In that period, it expanded its store operations from two hundred to three hundred stores and the total number of employees almost doubled. In fiscal year 1997, revenue was up 23 percent to almost $6.51 billion, while net earnings rose 18 percent to nearly $534 million. Although other apparel retailers also experienced strong growth backed by strong consumer spending, Clothes 'R' Us had annualized earnings per share higher than any of its competitors during this period. Revenue growth began to slow in 1998 and fell to single digits in 2000. Clothes 'R' Us expanded to more than four hundred stores and in the process doubled its balance-sheet debt. By the end of fiscal year 2000, Wall Street analysts saw a company that had over-expanded and had some of the worst gross margins in the industry. Moreover, discount retailers such as Walmart had improved their product lines and served as strong competitors in the low-priced segment. In 2001 Clothes 'R' Us sought to reduce costs to regain its competitive advantage. It continued to open new stores, but closed more than forty of its least profitable stores. Total headcount was reduced by 20 percent and the number of employees per store was reduced by almost one-third. The massive changes coupled with dismal sales led the company into its first fiscal year loss in more than fifieen years. In 2001 the company reported revenues of $9.23 billion with a net loss of $123.62 million not including restructuring charges (see Exhibit 1). Business Case The stores were running back-store management functions on standard PCs with office productivity software. The stores used desktop fax and dial-up modems for remote corporate dial- up and applications for handling nightly sales closing figures. At the store front, each store had five old-fashioned POS systems for cash draw and item database pricing. These systems' data interfaced on the store's local area network (LAN) to the back-store PC for POS shift closcout. This was done through a simple store management application, which accepted shift sales closeout and cash (cash and check) closcout. Each POS station also had a nonintegrated credit authorization device with its own phone line. This allowed processing of credit authorizations through the corporate headquarters (HQ) credit and debit switch linking the HQ to a third-party financial processor and the HQ merchant bank. The store manager at each store spent almost all day in the store office reconciling POS closeout and opening during shift changes, dealing with cash management, inventory tracking, staffing scheduling, inventory ordering, and the sending and receiving of paper faxes. Orlin and the executive oversight committee decided to seize the opportunity to improve the application of I'T at the store level with the goal of significantly improving store performance. Specifically, Clothes 'R' Us wished to fulfill the following performance goals: e Free up the store manager to work the store instead of the store office e Automate cash management to include credit/debit at the store level 2 KELLOGG ScHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. KEL304 CLOTHES 'R' Us e Provide always-on-network connectivity, allowing real-time push/pull polling of store sales and inventory data, ordering, employee time reporting, and payroll processing e Allow cross-store inventory checking and reduce credit authorization processing time at the POS from 30-45 seconds to less than 5 seconds System Design In order to deliver these capabilities to the store, Orlin and the architecture team decided on a custom development of a new store management application, which would adopt the latest in Internet development tools. It would allow the delivery of a modern browser-based user interface at the POS, easy integration with a new in-store server, and XML data transfers to and from stores and HQ legacy applications. A newly integrated POS and credit application had to interface with the store servers in order to run the store management application and the POS master in each store (see Exhibit 2). In addition, credit authorizations were to be routed through the store server directly to HQ via a private network connecting each store to HQ and each other (see Exhibit 3). Sales, cash and credit management, and inventory position had to be updated in the store management application in real time from the POS stations over the store LAN. This would allow the store manager, as well as regional operations managers, access to their stores' performance anytime. Another piece of the design included the corporate implementation of a customer relations management (CRM) system. This system would accept rolled-up sales transaction data and later real-time access from any store's POS to customers' buying history and preferences. Orlin contended that as long as the company was going to implement an always-on private network, it should also deploy e-mail and voice-over-IP (VoIP) phones to every store. Leveraging this technology would reduce fax, paper mail, and voice phone costs at each store. After an extensive review of existing applications, Orlin concluded that any off-the-shelf products would have to be highly customized; the total cost of ownership would be higher than a custom-built application. Orlin therefore decided to custom-develop the applications since the \"leading-edge thinking\" she envisioned was currently not available on the open market. The overall new system would have provisions for: e POS and credit systems e Store management suite (including sales, cash, credit rollups to corporate legacy systems) e CRM data interfaces to the new corporate CRM application e Inventory data interfaces to corporate inventory legacy systems e Extension of corporate e-mail to the stores e Implementation of VoIP at stores and HQ Corporate planning had commissioned a workflow study that showed that with the new system's capabilities, combined with automated electronic messaging and e-mail, store managers would reduce time spent on back-store management from 6 hours to 1.5-2 hours per day. This KrLLOGG ScCHOOL OF MANAGEMENT 3 This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. CLOTHES 'R' Us KEL304 time could be applied to store sales management, customer service, and mentoring of sales associates. A return on investment (ROI) analysis had determined that this project would return $15 million per year after development and full-scale deployment to more than four hundred stores. This return came from an average of $37,000 per store per year through decreased operating costs and long-distance phone costs, and increased operating efficiencies and store sales due to improved customer interaction and service. For example, reduction of one store sales associate alone would deliver $20,000 per year in salary and benefits, and the new back-store management application would deliver $11,000 in cost efficiencies per year per store. The ROI analysis was conservative, and did not include potential revenue generation from the ultimate implementation of the CRM initiative to influence customer purchasing at the point of sale. Program Description Orlin and her IT department would lead the development. The executive management team (EMT) planned for a rapid development and delivery of the initial deployment in twelve months or less. The program consisted of eight distinguishable pieces, each of them a project in its own right: POS (credit), store management, network services, CRM, inventory, infrastructure, technology management and operations, and training (sec Exhibit 4). Orlin, the EMT, and the product management team would largely make up the groups that would oversee the delivery of the program. The product managers were highly knowledgeable business managers at Clothes 'R' Us who served as the liaisons between the business and the system implementation teams. The architecture team also consisted of members of Orlin's staff. Orlin wished to retain the key intellectual capital, which required the program to have key roles filled by Clothes 'R' Us emplovees. However, because Clothes 'R' Us did not have significant IT resources or capabilities in- house, Orlin had to outsource to a large consulting firm the following roles and tasks: e Project management office (PMO) e Applications development e Infrastructure engineering e Quality and assurance (QA) e Test e Technology management and operations during the project life cycle e Training e Initial deployment to cighty stores (cach store would have one store server and five POS and credit systems) 4 KELLOGG ScHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. KEL304 CLOTHES 'R' Us Corporate HQ executive management had mandated that the system be completed within twelve months and be ready for initial deployment immediately after the 2002 Christmas sales season (see Exhibit 5). The overall program had numerous dependencies that needed to be closely monitored if it was to be completed by the deadline. To maintain strict control of the entire program, major stage gate reviews were scheduled at the end of planning, product definition and architecture, requirements, code, test, and the initial deplovment phases of the project life cycle. Program Chronology Orlin began by assembling the EMT, and together they developed a baseline plan in late 2001 (see Exhibit 6A in the accompanying Excel spreadsheet). The plan was broken into the following phases: plan, product definition and architecture, requirements, design, code, test, and initial deployments. Plan The EMT, the product manager, the business analysts, the project management office (PMO), and the project managers began the detailed planning in January 2002. Given the complex nature of such a large program, it was absolutely imperative for them to maintain a tight focus on the activities and how they related to each other. To that end, the PMO began laying out an elaborate process for monitoring and reporting the progress of all the projects. Every week each project manager would need to report to the PMO the status of his or her respective projects. The PMO would then assemble the data and report it in a spreadsheet that showed all the important metrics and ratios (see Exhibit 6B in the accompanying Excel spreadsheet for the baseline sample of this spreadsheet). The plan phase finished without much fanfare. Orlin observed a strong sense of enthusiasm across the team. People generally saw the entire program as difficult yvet possible within the planned timeframe. Product Definition and Architecture During this phase, the details of the overall system objectives were thoroughly defined. Largely due to the EMT's leadership and the product managers' depth of experience with the business, this phase was very successful. The outputs from this phase included the business, information, technical, and operational requirements. The architecture team was working at a good clip on the data and software architecture designs. Orlin was pleased to see that the project was off to a very good start. Requirements The purpose of the requirements phase was to clearly define the objectives of the software for the system. Project deliverables included software requirements, functional and conceptual designs, user interface designs, and system interface requirements. KrLLOGG ScCHOOL OF MANAGEMENT 5 This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. CLOTHES 'R' Us KEL304 In order to successfully complete these deliverables, each project was carefully scrutinized by various functional groups. In fact, the operations steering committee, a governing body that Orlin reported to (see Exhibit 4), had the final \"sign-off\" on many of the deliverables. Getting the sign-off from the operations steering committee presented the program's first obstacle. Given the importance of the new POS system, the committee was especially demanding when it came to the design of the POS graphic user interface (GUI). The product managers had planned to meet with the committee towards the end of June. The EMT was a bit worried about the late timing since it gave no slack in the schedule for additional changes. Despite the EMT's efforts to push the product managers to get this completed earlier, the product managers did not present the GUI to the committes for approval until the last week of June. This delay was due to indecision on how clerks and store managers would interact with the gystem in the store. The product managers had been working to develop an interface that would minimize keystrokes and touch-screen clicks for all primary transactions. Orlin made her best effort to persuade the operations steering committee not to further delay the sign-off. However, it was not for another four weeks, after numerous changes, that the operations steering committee finally was satisfied with the POS GUI Because of the tight integration between the POS GUI and the credit application, the requirements for the latter were also delayed in sign-off. All other project sign-offs were completed on time. In the month leading to the GUI sign-off, Orlin remembered secing two of the product managers wearing suits going in and out of the office. \"Odd,\" she thought at the time, \"our dress code is business casual.\" Design With the exception of the field deployment team, the staffing for the rest of the program was in place by the beginning of the design phase. Orlin was pleased to know that the consulting firm was able to meet the aggressive staffing demands, even though a few of the technical consultants had shown some deficiencies in dealing with the newer technologies. Moreover, the PMO had carmned Orlin's respect with the way it was managing all the project activities that were currently running (see Exhibit 5). The design phase was well under way going into August, given the delay in getting the final requirements sign-off. Despite the consultants' good performance, Orlin's management team was now being put to the test in handling a crisis, except the crisis had to do with her own employees. In a hallway conversation with Orlin, Marcus Nord, the program manager from the consulting firm, said he was bothered by some of the Clothes 'R' Us product managers' lack of availability in the past six weeks. This surprised Orlin, because she was unaware of any other responsibilities held by the product managers. When pressed by Orlin, Nord said that he had voiced the same concemn to a few members of the EMT. Orlin approached the EMT to get their thoughts on the product managers. Again, to her surprise, there was a consensus on the product managers' lack of focus on the POS program. Orlin asked the EMT to further investigate since it was obviously an issue for the entire program. 6 KELLOGG ScHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. KEL304 CLOTHES 'R' Us Orlin learned that four of the six product managers had submitted their resignations that day. Pluto, an independent software vendor for retail sales systems, had hired them all. Orlin also learned that the remaining two product managers had pending offers from the same firm. She met with each of them individually and found that they too intended to leave for Pluto, because they were being offered almost double the salary and other sizable compensation in equity. Given the circumstances, Orlin asked the two product managers to immediately submit their resignations. All the product managers left the company by the end of August, less than two weeks after Orlin first learned of their performance problems. With the entire team of product managers in transition at such a critical juncture, Orlin estimated the program to be as much as four weeks behind schedule. Code Given the fiasco with the product managers, the Clothes 'R' Us executive oversight committee was going to be even more concerned about the POS program. It would most likely request weekly updates from Orlin on the progress of significant milestones. To Orlin's relief, the coding phase did not show any signs of serious problems. The project managers were confident that their pieces would be finished according to specifications and close to the original cost estimates. However, the infrastructure project manager, Rich Burke, had some bad news. The hardware for the testing and production environments had just shipped from the vendor earlier in the week. Even though they had specifically asked for an earlier version of the operating system, the hardware came with the latest version instead. The problem was that the Clothes 'R' Us development environment used the earlier version of the operating system. This meant that all of the code so far had been developed using this earlier operating system. The hardware vendor had claimed that incompatibilities were rare between the two versions. However, Burke knew from testing pieces of the newly built software that none of it would work as expected. To further complicate matters, one could not just simply install the old operating system onto the new hardware. The vendor wamned against running the old system on the new hardware because of potential issues between the new devices and the old operating system. Burke was working to get a commitment from the hardware vendor to have shipment of the proper hardware with the correct set of devices and operating system. By Burke's carly estimates, this was going to delay the completion of the infrastructure project by four weeks. Test Two months of testing were still thought to be sufficient for demonstrating system readiness. Orlin and her team felt confident in the quality of the software despite having to overcome several big problems. Early indicators from preliminary field testing reassured Orlin that the system would be a great success. As one store manager who had tested an alpha version of the system commented: The system will revolutionize how [ do business at my store. Not only can I do more with the current systems, but I can also do it much, much faster. This will allow me and other KrLLOGG ScCHOOL OF MANAGEMENT 7 This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. CLOTHES 'R' Us KEL304 store employees to concentrate maore on customers and their needs, and less on operations and paperwork. Initial Deploymentis Orlin knew that there would be a lot of excitement among the senior management ranks and store managers once the system was deployed to a few stores. However, with the recent WorldCom debacle, it looked as if setting up the private network would take a month longer than anticipated in the original plan. Orlin was eager to have a few pilot stores up and running as soon as possible in order to build some positive momentum for her team and the executive management. However, she knew that she needed to have the overall project plan figured out so as not to fall into the trap of over- committing and under-delivering. The Review Meeting Orlin began the review meeting by outlining her objectives. In keeping with her customary style, she began with a few candid, inspirational messages for her team: I want to congratulate you for your fine work up to this point. We are faced with some new challenges but I am confident in your abilities. By her calculation, each week the deployment was delayed constituted an additional cost of $92,000 and as much as $288,000 of lost savings when the system was fully deployed. So there was a strong financial incentive to get the system deployed as soon as possible. As the project managers presented the status of their projects, Orlin listed the events that had the most impact so far: e The POS project manager, Linda Hansen, concluded that her project was late by four weeks because the operations steering committee would not immediately sign off on the POS GUL e The program manager, Marcus Nord, reported an overall four-week delay across the program because the entire product management team had been hired away by an independent software vendor. In addition, the following delays were to be expected: e Rich Burke, the infrastructure manager, reported that the setup of the testing environments was most likely going to be late by four weeks due to incompatibility of the application with the preinstalled operating system. e Ben Richards, the deplovment project manager, reported that because of the recent bankrupicy of WorldCom, BellNorth's setup of the private network was going to be delayed by a month. 8 KELLOGG ScHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. KEL304 CLOTHES 'R' Us Orlin needed to know the cumulative effect of each of these setbacks. From her experience, she knew that a careful study of the program metrics would give her the information necessary to report back to the executive oversight committee. We need to figure out exactly where we stand vight now. I want to understand what the crucial problems were and how bad it is going to be when we 're done with the whole program. Nord, with the help of Hansen, Burke, and Richards, provided the following spreadsheet information to aid the analysis: e IExhibit 6C: Earned Value Program Metrics: GUI Impact (located in the accompanying Excel spreadsheet) e Ixhibit 6D: Earned Value Program Metrics: Product Manager Impact (located in the accompanying Excel spreadshect) The first set of data represents the cumulative metrics for the program up through the GUI impact, and the second set up through the product manager resignations. Specifically for the GUI impact, Nord labeled cach cell in the spreadsheet that was impacted by that delay. The tecam needed to interpret what these impacts really meant, and then re-calculate for the product manager impact going forward. See the accompanying spreadsheets for the detailed data. Analysis Help Orlin and her team re-plan the program for the executive oversight committee. The following questions may help guide your analysis: o What was the schedule and cost impact of the first event, the delay in the GUI sign-off? e From the network diagram, Exhibit 5, what projects and/or activities will be impacted by each event? e What is the earliest point the first two events could have been detected? Did the first impact show up at the point of inflection (i.c., at the time when the event occurred)? e What is the total cost and time impact of the risk events for the overall program? e What could you do to minimize future impacts? e Re-plan the program and use any relevant data (costs, ratios, etc.) to project the new baseline through program completion. Ogg NORTHWESTERN 8chool of Management UNIVERSITY KrLLOGG ScCHOOL OF MANAGEMENT 9 This document is authorized for use only by Jamie Townsend in Q30-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. CLOTHES 'R' Us KEL304 Exhibit 1: Five-Year Selected Financial Data Fiscal Year Operating results (in thousands) 200 2000 199 199 1997 Net sales $ 9,234,561 $ 8,888,745 $ 8,307,239 $ 7,483,999 $ 6,507,825 Cost of goods sold and occupancy expenses, excluding depreciation and amortization 5,977.775 5,639,411 5,080,550 4,417,870 3,775,957 Gross margin 3,256,786 3,249,335 3,226,68 3,066,129 2,731,868 Depreciation and amortization 383,584 368,831 344,702 284.877 245,584 Operating expenses 2,589,300 2,419,907 2, 199,915 1,880,270 1,635,017 Net interest expense (income) 210 256 1,333 (75) (2,975) Earnings before income taxes 282,691 459,341 680,738 901,057 854,242 Income taxes 406,321 417,771 431,976 374,200 320,341 Net earnings (before restructuring expenses) (123,629) 41,570 248,762 526,857 533,901 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. Restructuring expenses 252,223 Net earnings (after restructuring expenses (375,852 41,570 248,762 526,857 533,901 Cash dividends paid 12,857 79,503 79,503 79,503 79,503 Per share data: Net earnings-basic (0.42 0.05 0.28 0.59 0.60 Net earnings-diluted (0.41) 0.05 0.27 0.57 0.58 Cash dividends paid 0.01 0.09 0.09 0.09 0.09 KELLOGG SCHOOL OF MANAGEMENT 2CLOTHES 'R' Us KEL304 Exhibit 2: Store Systems Architecture Store Management Server POS System User Interface User Interface Interviews / Hiring LO Employee Card Authorization Fin Card Customer Info Reader Personne Time & Attendance HMRS Cash Payroll Barcode Benefits Reader Line Item Print Policies & Procedures Units Returns Store Inventory Price Calculate Store Receiving Discounts Inventory Inventory Ordering Pricing Sale + Sales Totals System Checking Inventory This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. Data Interfaces Report Layaways Store Store Management Server Interface Store Check Cash Local Store Update Credit / Debit Area System Check Store Open POS Interfaces Network Financial Layaway Store Close Order Financia POS Open POS Close Admin Functions Card Authorization Login / Logout Card Settlement Open Sales Polling Sales Close CRM CRM Email + Efax Admin Functions Print Login / Logout Oper Barcode Close Reader KELLOGG SCHOOL OF MANAGEMENTCLOTHES 'R' Us KEL304 Exhibit 3: National Store Network Store # 1 Clothes "R" Us POS Store POS National Headquarters & Management POS Main Distribution Center Server POS POS Initial Deployments Dual Redundant OC3 Pipes National Private Store # 80 POS ATM / Frame Relay Store POS This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. Management POS Clothes "R" Us Network Server POS POS 400 256K Fractional T1 PVCs / VPNs 400 Total Store Sites Store # 400 POS Store POS Management POS Server POS POS KELLOGG SCHOOL OF MANAGEMENTCLOTHES 'R' Us KEL304 Exhibit 4: Project Organization Chart Clothes R US Board of Directors Clothes R US Executive Oversight Committee Clothes R US Operations Steering Committee CIO CTO This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. Director Director Software Development Director nfrastructure IT Operations Big ABC Consulting Program Officer Big ABC Project Management Office Product Technology Architecture |Management Project Infrastructure Management Field Management & Training Deployment Operations |POS + Credit Store Network Managemen Services QA + CRM Inventory Testing KELLOGG SCHOOL OF MANAGEMENTCLOTHES 'R' Us KEL304 Exhibit 5: Program Activity Network Diagram Year 2002 Year 2003 F M A M J J S O N D J F M A Development Implement Pilot Plan Product Definition & Requirements Design Code Test Initial Deployments Architecture Plan Product Definitions Dev Intg. & Test Plans Freeze Product Definitions Architecture Design S/W Prototype Acceptance Architecture Design Data Freeze Product Detailed Requirements POS Credit System Store Ivanagemen Integration Sales & Inventory Interfaces & This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024. CRM Interface Testing Network Services Architecture Design Network Services Final Acceptance Review Architecture Design Tech Mgt & Operations Build Dev Environments Config Environment Test Environments Production Environment Deploy Store Systems Architecture Design "Always On" Network Design WAN + LAN Deploy Pilot Network Training Requirements Dev Training Materials Deploy Training KELLOGG SCHOOL OF MANAGEMENTKEL304 CLOTHES 'R' Us Exhibit 6A: Clothes 'R' Us Planning Baseline (see accompanying file) stage RE QUIRMENE - DESI! - DOOR - TEST ormina's Mile stone Acceptance Requirement company completa ourit Salary convent war king 5pon erecitie lalagement SWV Product Deu Technology ligt 2 OF6 DIRC 516,667 $13,750 $13.750 $13,750 $13,750 $13,750 $13.50 513.750 $13750 51 Total Montily $83,750 $83,750 $83 ,750 $83,750 $83,750 $83,750 $98,750 $83,750 Total Rolling 86,750 $177 540 256 250 1265,0 $4 43,750 $632,5010 P riduct Management Some Management CRII Product Havaget Product Manager Total Monthly $47,501 Total Rolling Aribectire REPIKETONE ACITE 15125 180 $10.417 Technobay Actlect Total Monthly 856,667 356,567 356 567 956 1867 456567 356,367 Total Rolling 156.867 $113,353 5170 101 $236.567 3263,30 Total Corporat Self Total Montha $192.917 5152.917 $192 917 5192.917 5192,917 5 $192,917 $192917 5192,917 $192,917 5192.917 5192.917 515 5192,917 5192,917 856.750 3 $152.917 $365.830 8618.750 971.867 8561,583 51, 157 510 51,350,417 51543,380 51.136,250 51 929,161 42,122063 82.3151 12507 917 12.700.83 12.789.53 2818335 Some Management Project Manager Project Coordinator / Admi! Total Monthly Total Rolling DeDE loper Total Monfils Total Rolling $225,760 CRedit SERIESIDI DE SbVET Total Monthly otal Rolling Store Management Business or die Jeer live Have Specialet Reports DeE guer Totil Montily $186 240 $136 240 Total Rolling 39,521 $225,760 $412 10 CRIT Total Monti, $151 ,20 $151 20 $151 20 $1 18 560 $63.60 51:104200 51.2 0 51 256/1 $1 256, 01 51 256,010 Total Month $15 1 20 $151, 210 $151, 210 Total Rolling $1 18 560 962 120 20 51 065.280 51 216,130 $1,357.6 $1 ,357.680 $1,357 .6 Ne wok. Se vices Taisport Specialist Total Monti; $154,40 Total Rolling it WOR Eigheer - WIAN the wok perromance Erg Total Rolling Total Montily $30 /1 $121 01 5160,10 KELLOGG SCHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.CLOTHES 'R' Us KEL304 Exhibit 6A (continued) Test SpecBest Creat Test specialt- CRI TEST EVECIBOI SPECHE'S Total Rolling It & Ope Btis ems Am R - UNK Desktop Support Total Months Tobl Rolling Total Months sim,a sam $120 m Total Rollin Fled Deployment FRI TECH ke 13 Tech Total Monthly Total Rolling Total Out wourged Monthly $7921 515.12 51 105, 121 51,116201 51765.260 $2519921 2.605 921 2615,921 22 625921 2.6592 2.7 92 2730.921 2.733.321 51,409.760 To fill Orbounced Rolling 520 17 ,821.4 40 10, 427 ,360 $131 3,260 $15 7592010 $15,4 45.120 $21.179,040 $23,912.96 $25,322.720 $25,612.121 $25.862721 $26,162.120 Tot 's corporat . Outsourced stating Totil Rolling anit Unitcort Er B nde Development& Test XIL Edbor 5|$175 m Patial Rice DEK Fomat TIE SIEK Edit SEEIT NETactic TRS prack DB NTSOL Be noed Total $1. 15 Sign Maine nance @ 12%% s207 59 $4,321 $219,270 edictor Deployment eup Productin $120 010 Emili Data Modeling The city Ive racthe Test Site Bortand Jb Ible Beended Total $7:20, oftyare Monthly To ball 128,321 51 232.574 vanity Unit Cort Developmentwoke tabove Conquation Management est Evloiment PDS + CeditStations 2 50 SAID 512 810 B ended Total sans mo The Ink rance @15 %% $30,450 He raviare Mortify To bid Tobal Cash Flow Total Call Row 51,51634 $109 02 51. 407.324 16 KELLOGG SCHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.KEL304 CLOTHES 'R' Us Exhibit 6B: Clothes 'R' Us Program Baseline (see accompanying file) EQUIP ments - Dez13 -Code - Test ATP Acceptance comple t Complete Complete Year 1902 Fab Mar Apr Jun Jul Aug Sep oct Nov Dec War 203 other RUS IT Staff Executive Management Actual Perbon Rolliq Status PEN $192.917 $305,834 467 8.751 171.665 1864 ,835 31, 157 5012 61,350.419 61,543,336 61,736 ,253 61,929,170 $2,122.087 12.315/04 $2,507.921 12.100,838 $2,189,586 12,878,308 Actual Peron Rolling Patios schedule in pact - CAPT BON'S cost Impact Dorto I Rath CR = SPIXCPI Bg A EC Consulting Company Rollup MorBy Statis Pi 137921 $1,105, 120 $105.120 51.11680 51.765,260 12,519920 12.605 920 82.645921 12635 32 2,625320 $2.10.921 82.130920 $1,409.160 $2:0m00 828 Actual Peron polling States octal Bin $37 9210 51,361,321 2,369,40 83.505.240 $5.271 82 8,821,4 40 510,421 ,260 $13,013280 $15,759 21 $15, 145,120 $21,179, 040 $23,912.960 $25,322,121 $25,602.120 $25,232,120 $26, 162.120 lolling Ratios so beatle mpact SHE one -Sing cost mpact -BOND ACING Contol Patt CR = SPIX CPI Big ABC Consulting Company - Propet Breakouts Actual Perm Rolling Status PEN Rolling Rather schedule mpact SHE CAP, LOAN postimpact Control Path CR = SPIXCPI Actual Peroom Roling Status PEN In octal Perom Rolling Rate schedule mpact SHE POMPONS post mpact CR = SPIXCPI Credit Mornly state PEL $39,521 $191,21 $19121 $23,360 3279,360 3279,360 3279,360 1279,36 3279,360 $219,360 3279,360 $219,360 actual Bin Rolling Status mason Actual Per ACAP Rolling Ratios schedule mpact PONY costmpact CPI = BOAPI ACAP Contol Path CRE SPIXCPI Actual Peron Rolling States donald in tolig Ratice schedule mpact - post mpact CPLE BONP / ACAP Cortol Path CR = SPIXCPI CRM Monthly States Britain $39,sal $36.521 $79,521 139521 135sa $15120 $15120 $15120 $151 210 $15120 $151,210 $1512010 Actual Peron Rolling States PER Rolling Paths Schedik mpact BOAS post mpact CR = SPIXCPI $39,521 139.521 13952 19521 $151 20 $1512010 515120 $151210 $151 20 $151200 $151,20 $151200 Rolling States PEI BOND Rolling Father schedule mpact SHE COMP - BOAS Costmpact CPI - BORPT ACAP contol Rath CRE SPIXCPI * $154.40 5154.4010 5154.40 5154 401 5154.400 5154, 40 5154,400 Rolling states PEN actual Perbon tolling Fathe schedule mpact SHE POMP, BOAS postimpact CPI = BONPI ACAP Contol Path CR = SPIXCPI KELLOGG SCHOOL OF MANAGEMENT 17 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.CLOTHES 'R' Us KEL304 Exhibit 6B (continued) Actual Perm Ro ling Status PBI Actual Perm Rollbg Raths schedule mpact SHEBOTOMS Cost mpact SF BOXPT AONE Control Rath CR = SPI XCPI $40 Am $40,(30 540 01 840.01 $105,3010 $105 30 5105,20 $105 801 $108,200 5105 30 $108,200 5106 801 $103,a0 Actual Perm AOMP Rollng states Actual Pert Rolling Ratbe Schedule mpact - BON'S Goet mpact OFE SOAP , ACAP Control Rato CR = SPIX CPI $40 01 $40,200 540 01 410.01 510.10 $151 20 $164,030 5164 01 5164,20 $154 80 $164,10 515401 5148, 10 Roll 9 Status PBI BOAS Rolling Ratbs Schedule mpact BON'S Cost mpact OFF PONT - ACAP Control Rat CR = SPIXCP OFE BBOIS ACAP $6 20 $75,200 426 2010 350,40 4231,200 $21 20 5261,200 8261 20 $261,200 267 20 $261,210 1261 201 $261,210 Actual Perom Rolll 9 Status PRI Actual Pert Rolling Raths Schedule mpact SHE On Cost mpact CHILE BONPY SOAP Control Rath CR = SPI XCP Tanng Mostly sans PB 1 860, 10 950 0m $50.00 50 00 5120.20 5120 01 5120, 10 512090 512010 5121 00 5121 80 512 Actual Perrom ACAP Roll q Status Pa Actual Perbor Rolling Ratbs Sche dike mpact BON'S Cost mpact CVE BOMP , AGAP Control Rat CR = SPI X CPI DepRY Actual Perm BOAS Actual Perform Poling Ratbe schedule mpact SHE POMP, BOAS Cost mpact PIE BOAR I ACAP Control Ratio CR = SPIXCPI 2: Puclare + Maliteral ce Actual Er pe ise as Piclase + Mall e la Ice 18 KELLOGG SCHOOL OF MANAGEMENT This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.KEL304 CLOTHES 'R' Us Exhibit 6C: Clothes 'R' Us GUI Impact (see accompanying file) Bequ IRments - Derli - Code - Test ormire to Product De Te Ito Acceptinge Complet APr Jun Aug Sap Apr 0179 1 R US IT Staff Anchithe 'SRE PET Actual Bin Actual Perbom RollaStatus PBI actual Bent Rollig Rather Schedlke mpact = On S 10 0 10.04 10.01 1080% 10802 10809 10m Dartmpact RACING 100 00% 100. 007 100.00% 140801 10090% Col to 1 Rath CR = SPI X CPI 1m 1.0 1.0 1.0 1.m 1.0 Bg ABC Conluing Company Roll up Actal Perrom RollingStatus Pal Rolling Ratie schedule mpact 'S 120.0% 100 .104 10.102 10 10 209 Duet mpact PACT CR = SPIX CPI 1 m 1.0 1.0 1.0 081 Big ABC conluing company -Propet Break out D Morti States petal Bill 247 210 217 21 217,21 $247,20 $247 20 24,21 24,20 Rolli g States WET ECAS Actual Perton Rolling Ratie schedule mpact SHOPS Con to | Fat CRE SPI X CPI 1.00 POS Mostly States Plan Actual Peron Rollingstatus PHI actual Pert n AGAP Rolling Raths Schedule mpact S- Bo 100 : 105 100: 079 101004 100205 109005 6239 100 209 oce impact CRE SPI X CPI 1.00 1.00 Credit Mostly Status Pain actual Pertim 128,521 $191,21 $191,210 Rolling states PEI Actual Pertim Rolling Rate scredike mipact BIAS 10.09 100.009 10.019 100207 108052 car tmpact OF BOAT ACNE 10.014 100803 1000 CRE SPI X CPI Tm 1.0 1.0 1.m 0.78 actual Bin Rollingstatus PBI Actual PerDim Rolling Ratios schedule mpact OPECinS 10 0 2 ous tmpact ONE POMP - ACE 10.09 100.0075 100.04 10204 Col to I Ra to CRE SPI X CPI 1.m CRM Monthly State set(1 81 $151 200 $151 210 $151,21 $151,210 $151,21 5151,210 BECAP Actual Pert Rolling Rate schedule mpact joins 10 0% 100 00% 100809 100 10 oce impact =BONPIACAP Dol tol Pato CRE SPI X CPI 1.10 $151 200 $151 210 $151,210 $151,20 $151,210 $151,20 Actual Pert m Actual Pero m Rolling Ratios schedule mpact SOAP -CAS CR = SPI X CPI 015 KELLOGG SCHOOL OF MANAGEMENT 19 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.KEL304 CLOTHES 'R' Us Exhibit 6C (continued) $154.400 $154. ( $154, 600 $154, 40 $154. 401 5154, 400 Actual Peron RollingStatus PEI Actual Bin Rolling Ratie Schedule mpact SHE BARS Con tol Patio CR = SPI X CPI Actual Perb m RollingStates Pai lolling Rate schedule mpact ES Doe tmpact FROM ACAP CR = SPI X CPI estial Pertim ling States Chair actual Pert m 10 06 10 105 19 2 Rolling Rate Schedule mpact =BX Dor impact CRE SPI X CPI 9 Monthly States Actual Bin Rolling Status Actual BIT ecine Rolling Rather schedule mpact THE PCAREAS or tmpact ONE BOMP ACAP CRE SPIX CPI Mostily State Actual Bill Rollingstatus PEI going Rator Schedik Impact SV= BOND 10 05 Col bol Pato CR = SPIX CPI Taking Morti states Pal actual Peroom oiling states Play BUT Penal Peroom polling Rather schedule mpact THE SOAP , CAN control Ra bb CRE SPIX CPI our mal Peron Rollingstate PEL Penal Pero m oling Rate scredile mpact PECANS Dar thi pact CPI = BONPI ACTAP CRE SPI X CPI Puclare + Maintenance Puchase + 13 1 21 ance KELLOGG SCHOOL OF MANAGEMENT 20 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.KEL304 CLOTHES 'R' Us Exhibit 6D: Clothes 'R' Us Product Manager Impact (see accompanying file) Requieme It's - Des 131 - DOde - Test ATD Com pli: Com plies OU WIR US IT Stat product Management Rolling Status Rolling Ratios schedule mpact SP BOAT-Ong Costmpact Control Ratio CRE SPI X CPI 1.78 Bg AEC Consulting Company; Rollup Achal Perbim 1 51,312512 51 230:306 OnS 998 3 Actual Pertim Rolling Rathe schedule mpact Sompong cost mpact 10.03 Control Ratio CRE SPI XCP 39 AEC Con witing Company - Probst Breakout Acthal Perom Rolling Status A Acharperbm Rolling Rather Schedie mpact BON'S Costmpact Control Ratio CR= SPI X CPI 1:10 150 120 POS Actual Pertim Rolling state Pa Actual Pertim Rolling Rate Schedul mpact Syn CORS Costmpact Or= BOMP - LOAD Contol Rabe CRE SPI X CPI 0.72 Cedit Monthly Status Pal $279,360 3279,360 3279,361 3279.360 3279,360 Actial Peromm OAD Rolling State PEL DAS Actual Pe rom Rolling Rathe schedule mpact cons Costmpact Of SOAP, ABAR 10 09 Contol Rat CR = SPI X CPT Tm Rolling State Pa Actual Perbm Bolling Rather Soledie mpact BONS Cost mpact OfE PONT AONE Do itol Path CR = SPI X CPI 10 10 190 $15120 $151.210 $151,210 $151210 5151,20 Actual Perbim Rolling States Actual BIT 1999 Actual Pert Bong bing Rather schedit mpact PROMPT BON'S Costmpact Contri Pato CR = SPI * CPI Luentor Monthly Stats Plan $15120 5151210 $151,210 $15120 5151,210 Actual PerDim Rolling Fathe Soledie mpact BON'S Costmpact Contri Rats CRE SPI X CP KELLOGG SCHOOL OF MANAGEMENT 21 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024.KEL304 CLOTHES 'R' Us Exhibit 6D (continued) $Ist, A $151. 40 5154,40 515 4,40 5154,40 Achal Pertmm BONS Actual Perform SOAP Rolling Ratios Schedule mipact Costmpact CVE ECING ; LOAD CRESPINCPI Rolling Stane PB BOAS achal perbom Rolling Ratios schednk mipact -BOAPI EON Costmpact D.ET Conto I Ratio CRESPI XCPI Actual Perform EONS Rolling states ElBIT On'S Acmal Peron Rolling Rate Schedule mpact BON'S Costmpact SHE PROMPT AONE 10 269 Control Rath CRESPIXCA Testing Morty State AcharBin SAP RollingStats PBI LOAD Rolling Rather Schedule mpact = BOAPI BON'S 10804 10:04 105065 Costmpact SHE SOAP AOXP 0.65 Contol Rabo CRE SPI XCPI 1m LOAF Actual Perom Rolling State FBI 8 999 18 693 999 AORP Rolling Rate Schedule mpact -BONPT BON'S 10 09 Costmpact CPI = BOND AOAT Cortol Rabo CR= SPI XCPI Roling Statusat Rolling Rate Schedule mpact = BOMPi BON costmpact Contol Rabb RE SPIXCP Actual Pertim Rolling Stats PB EONS Achal bar Rolling Ratie Schedule mpact = HON/D! cartmpact HOW.O! Contol Ratio CRE SPI XCP : Purchace + Malia lance as Pic lace + Itali te vaice Actual Eige Ise KELLOGG SCHOOL OF MANAGEMENT 22 This document is authorized for use only by Jamie Townsend in QSO-420-J7049 Integrated Cost/Sched Control 24EW4 at Southern New Hampshire University, 2024