Complete Project Charter Labor Hours, this is a project charter, I need section 3.5 the total labor hours
PROJECT CHARTER 2 ERP Rollout-EXAMPLE ONLY-CAN BE IMPROVED BUSINESS ANALYSIS c) Map current state process and identfy gaps between current and future state of What is the problem: Legacy mainframe system for scheduling and managing the shop floor is IT capability and direct syn c with ordering software lose ghoument. and present Train. to Customer service in legacy-plants lags that of plants which have been rolled out on the new ERP solution. The legacy system does not provide timely feedback of production status (i.e. where More stable integration into interface software (less support time required) Tracy nlgfrm across Project Sponsor IT What is the real problen: The legacy mainframe solution could be tweaked to better serve the shop floor's needs, but the cost to do so is prohbitive and the technology is outdated and largely unsupported. Few of the original system architects remain with the company; therefore, the ability to change the system is severely limited. The legacy coders that remain are very under- utilized, since there is less and less volume flowing through this IT channel Office Address: 123 Mail Stop Datalinformation is easier to control and/or disseminate Phone: " Single, central repository for all data Elimination of three FTE's due to ease of software use Whose problem is it: The shop floor is heavily affected- negatively by the legacy system. The customer is also impacted due to sub-standard quality and service due to missing information t operate the plant. IT also shares the burden of supporting multiple platforms, making the PROJECT VITAL SIGNS 123 Mail Stop "Reduction in inventory cost due to higher data integrity ty for resource planning. Improved customer service due to higher data integrity Where does the problem come from: The problem originates from IT's inability to support the old mainframe system. The mainframe technology is 25+ years old- it has completed its life cycle Requested Start: 11/15/2016 * Required Delivery: 4/1/2017 Team 1.4 Impacts of Doing Nothing Internal to the Business 1. High overhead cost of maintaining legacy system maintained 2 Inaccurate financial data/estimates due to inaccurate information- difficult to make Timing Concerns: DH rollout team is slightly behind schedule. Need team to close project by 1031 in order to roll members to this project. Willard T Why do we want to solve the problem: The problem needs a solution to improve first-pass quality yield, customer service, and ultimately better serve our customers at a lower decisions with bad information 3. Cost of poor 4 Increased risk of large-scale customer service issues due to mainframe failure or quality will not .Recent acquisition does not impact IT resources/prionities Business readiness can be achieved within five weeks The goal of this initiative is to cut manufacturing overhead and provide better information to run the business by implementing an ERP solution using "cut and paste" solutions containing the of Doing 1 Cannot match competitor price point due to increased internal costs 2 Quality of product is not as high due to lagginglinaccurate quality feedback from Pri Product lines do not relocate prior to 4/07 Fulfilment Manager provide shop floor Increased risk of large-scale customer service issues due to mainframe failure or 3. Materials Mgmt Manager 7654 Shop floor control system (SFCS) . rollouts on time to free up by 11/15 4/1/2017 The plant will drive the requirements; IT wil create the solution. Project to be completed by 4/1/2017 3.3 Major Qality Assurance Reviews and Roles We will use the stage gate prooess for this project, with the exception that the first gate is already MRP-based finished goods system, and shop- floor control with the following in place controlling. c is closed, a gate review will be held with the stakeholders to review progress and decisions made that stage k instructions provided for of the gate closes are: . Component sequencing solution Stabilization support for 90 days 5. Quality system tied into shop-floor control 7. Basic report package (shortage reports, error reports, etc.) Out of Scope: See section 5.2 and 5.3 for other informal updates on progress on decisions. inkageaready 1. Build team with members from IT,manufacturing, finance, and materials 2. Complete the following for each phase (procurement fabrication, assembly): Hardware modifications to existing solution already developed for other plants 3.4 Risks and Contingency Plans absentee; if an IT expertresource, take resource from DH Plant stabilization to backfill incomplele or inaccurate. three experienced associates from shop floor are available to re-create missing data; they will be backfilled through temp agency e and cost of this risk is d o Impact of not managing this risk is delay in project delivery and/or incorrect BOMs that will crash all MRP scheduling and procurement functions due to by working with plant engineering a design phase of project lmpact of not managing this risk s having a design that is not compatible with the line layout and or not having the hardware to support new line layouts All resouroes have been previously identified Integrations between systems fail: build inventory prior to rollout to cover four days of sales; have 24-hour IT support available during rollout week o Impact of not managing this risk is customer service fall down and lost Managerment dictates shop floor constraints: secure backup resources from other cost centers who have past experience lmpact of not managung this risk is incorrect data in the ERP system leading to nventory stockouts Team will sit in war room for duration of project prior to noon every day. A daily 15 minute Cheryl J- shopfloor expert and current legacy process expert. Responsible to represent the needs of the production floor and ensure their needs are delivered will be the internal-communication for the team. Minutes from theser Willard T- shopfloor expert and current legacy process expert. Responsible to represent the needs scheduling team and ensure their needs are delivered. 3.5 Kevin K-connection to engineering team who is responsible to let team know of any equipment occurring prior to 4/1/2017 Vern R- ERP application expert responsible for coordinating code efforts and training .DH rollout team is slightly behind schedule. Need team to close project by 10/31 in order to Will L-shopfloor control application expert responsible for coordinating code efforts and training scheduling and shop floor team. will be compiled and emailled every Friday to all stakeholders. Cheryl J and Willard T will communicate progress to the plant during weekly plant meetings (as a 5-minute agenda item). Manufacturing, Marketing, Sales, Quality, Fulfillment, Helpdesk Tami S- integrations IT expert responsible for tying all new IT systems together to pass Ad hoc updates will be given upon request SDavid N Formal signoff on revised charter if scope is changed. To initative a change, scope revision request form must be completed and submitted to Sam Peters. Form requires cost/benefit analysis of requested revision Fulfillment- David T The team will sit in a war room prior to noon every day for the duration of the project. Al decisions will be subject to approval by consensus. Once all information is gathered, a decision- meeting will be scheduled for 60 minutes. If after 60 minutes a consensus cannot be reached, project leader will make final decision. Changes approved by Jan K and David Tracy. Changes will be communicated through email to 4.1 Project Staffing and Time Commitments sand project teamwi Cheryl J- Fulfillment Specialist MS Project will be used to set and measure against the project timelines. A daily action log wil 50% (all prior to 1/1/2017) 100% (al prior to 2/1/2017) ay Initial timeline assumes 5-day weeks; nights/weekends will be used as needed to complete s or Progress Reporting Plan Team will sit in war room for duration of project prior to noon every day. A daly 15 minute standup meeting will be the internal-communication for the tean Minutes from these meetings PROJECT CHARTER 2 ERP Rollout-EXAMPLE ONLY-CAN BE IMPROVED BUSINESS ANALYSIS c) Map current state process and identfy gaps between current and future state of What is the problem: Legacy mainframe system for scheduling and managing the shop floor is IT capability and direct syn c with ordering software lose ghoument. and present Train. to Customer service in legacy-plants lags that of plants which have been rolled out on the new ERP solution. The legacy system does not provide timely feedback of production status (i.e. where More stable integration into interface software (less support time required) Tracy nlgfrm across Project Sponsor IT What is the real problen: The legacy mainframe solution could be tweaked to better serve the shop floor's needs, but the cost to do so is prohbitive and the technology is outdated and largely unsupported. Few of the original system architects remain with the company; therefore, the ability to change the system is severely limited. The legacy coders that remain are very under- utilized, since there is less and less volume flowing through this IT channel Office Address: 123 Mail Stop Datalinformation is easier to control and/or disseminate Phone: " Single, central repository for all data Elimination of three FTE's due to ease of software use Whose problem is it: The shop floor is heavily affected- negatively by the legacy system. The customer is also impacted due to sub-standard quality and service due to missing information t operate the plant. IT also shares the burden of supporting multiple platforms, making the PROJECT VITAL SIGNS 123 Mail Stop "Reduction in inventory cost due to higher data integrity ty for resource planning. Improved customer service due to higher data integrity Where does the problem come from: The problem originates from IT's inability to support the old mainframe system. The mainframe technology is 25+ years old- it has completed its life cycle Requested Start: 11/15/2016 * Required Delivery: 4/1/2017 Team 1.4 Impacts of Doing Nothing Internal to the Business 1. High overhead cost of maintaining legacy system maintained 2 Inaccurate financial data/estimates due to inaccurate information- difficult to make Timing Concerns: DH rollout team is slightly behind schedule. Need team to close project by 1031 in order to roll members to this project. Willard T Why do we want to solve the problem: The problem needs a solution to improve first-pass quality yield, customer service, and ultimately better serve our customers at a lower decisions with bad information 3. Cost of poor 4 Increased risk of large-scale customer service issues due to mainframe failure or quality will not .Recent acquisition does not impact IT resources/prionities Business readiness can be achieved within five weeks The goal of this initiative is to cut manufacturing overhead and provide better information to run the business by implementing an ERP solution using "cut and paste" solutions containing the of Doing 1 Cannot match competitor price point due to increased internal costs 2 Quality of product is not as high due to lagginglinaccurate quality feedback from Pri Product lines do not relocate prior to 4/07 Fulfilment Manager provide shop floor Increased risk of large-scale customer service issues due to mainframe failure or 3. Materials Mgmt Manager 7654 Shop floor control system (SFCS) . rollouts on time to free up by 11/15 4/1/2017 The plant will drive the requirements; IT wil create the solution. Project to be completed by 4/1/2017 3.3 Major Qality Assurance Reviews and Roles We will use the stage gate prooess for this project, with the exception that the first gate is already MRP-based finished goods system, and shop- floor control with the following in place controlling. c is closed, a gate review will be held with the stakeholders to review progress and decisions made that stage k instructions provided for of the gate closes are: . Component sequencing solution Stabilization support for 90 days 5. Quality system tied into shop-floor control 7. Basic report package (shortage reports, error reports, etc.) Out of Scope: See section 5.2 and 5.3 for other informal updates on progress on decisions. inkageaready 1. Build team with members from IT,manufacturing, finance, and materials 2. Complete the following for each phase (procurement fabrication, assembly): Hardware modifications to existing solution already developed for other plants 3.4 Risks and Contingency Plans absentee; if an IT expertresource, take resource from DH Plant stabilization to backfill incomplele or inaccurate. three experienced associates from shop floor are available to re-create missing data; they will be backfilled through temp agency e and cost of this risk is d o Impact of not managing this risk is delay in project delivery and/or incorrect BOMs that will crash all MRP scheduling and procurement functions due to by working with plant engineering a design phase of project lmpact of not managing this risk s having a design that is not compatible with the line layout and or not having the hardware to support new line layouts All resouroes have been previously identified Integrations between systems fail: build inventory prior to rollout to cover four days of sales; have 24-hour IT support available during rollout week o Impact of not managing this risk is customer service fall down and lost Managerment dictates shop floor constraints: secure backup resources from other cost centers who have past experience lmpact of not managung this risk is incorrect data in the ERP system leading to nventory stockouts Team will sit in war room for duration of project prior to noon every day. A daily 15 minute Cheryl J- shopfloor expert and current legacy process expert. Responsible to represent the needs of the production floor and ensure their needs are delivered will be the internal-communication for the team. Minutes from theser Willard T- shopfloor expert and current legacy process expert. Responsible to represent the needs scheduling team and ensure their needs are delivered. 3.5 Kevin K-connection to engineering team who is responsible to let team know of any equipment occurring prior to 4/1/2017 Vern R- ERP application expert responsible for coordinating code efforts and training .DH rollout team is slightly behind schedule. Need team to close project by 10/31 in order to Will L-shopfloor control application expert responsible for coordinating code efforts and training scheduling and shop floor team. will be compiled and emailled every Friday to all stakeholders. Cheryl J and Willard T will communicate progress to the plant during weekly plant meetings (as a 5-minute agenda item). Manufacturing, Marketing, Sales, Quality, Fulfillment, Helpdesk Tami S- integrations IT expert responsible for tying all new IT systems together to pass Ad hoc updates will be given upon request SDavid N Formal signoff on revised charter if scope is changed. To initative a change, scope revision request form must be completed and submitted to Sam Peters. Form requires cost/benefit analysis of requested revision Fulfillment- David T The team will sit in a war room prior to noon every day for the duration of the project. Al decisions will be subject to approval by consensus. Once all information is gathered, a decision- meeting will be scheduled for 60 minutes. If after 60 minutes a consensus cannot be reached, project leader will make final decision. Changes approved by Jan K and David Tracy. Changes will be communicated through email to 4.1 Project Staffing and Time Commitments sand project teamwi Cheryl J- Fulfillment Specialist MS Project will be used to set and measure against the project timelines. A daily action log wil 50% (all prior to 1/1/2017) 100% (al prior to 2/1/2017) ay Initial timeline assumes 5-day weeks; nights/weekends will be used as needed to complete s or Progress Reporting Plan Team will sit in war room for duration of project prior to noon every day. A daly 15 minute standup meeting will be the internal-communication for the tean Minutes from these meetings
