Sports Warehouse Project Outline Overview Sports Warehouse is based in the Illawarra Region in NSW, Australia. It is a reseller of athletic clothing, sports equipment, and accessories sourced from local Australian manufacturers as well as big global brands. It was established in 2001 as a family business and has since grown in popularity around the Illawarra due to their emphasis on budget friendly quality products, as well as the support of local community sports organisations. The company would like to add more products over time, particularly from Australian manufacturers to expand their reach and help support Australian businesses. The company currently has a range of products: Australian made clothing and accessories - these are locally sourced, Australian designed and manufactured sports apparel and accessories intended to support Australian businesses and communities. Branded sports apparel - these are a collection of men's, women's and children's sports apparel manufactured by the big brands. Clothing covers both activewear and lifestyle wear. Sporting equipment - these products cover sporting equipment for a range of sports including soccer, cricket, basketball, netball, surfing, skateboarding, boxing, and CrossFit.Project outline Currently Sports Warehouse is selling its products through a limited number of retail stores in the Illawarra, but would like to expand into Sydney, as well as interstate. It has a basic website with no shopping cart. The website does not appear to be frequently visited, possibly due to a lack of Search Engine Optimisation (SEO). Any sales that come via the website are made through phone calls to the head office in Wollongong. This has been an issue as customers aren't always able to make their purchases during standard business hours. These issues are hindering business growth and Sports Warehouse is struggling to keep up with its numerous competitors. The aim of this project is to implement an online sales platform, as per their strategic plan. The company's target customers are families and those involved in casual sporting activities. The consumer profile identified for the target group is parents aged 30 - 55 with children aged 5 - 15. The intended strategy of the company, as identified in its marketing plan, is price and people-based marketing to the target group based on positioning the products as budget friendly and high-quality with a percentage of the profits flowing back into community sports organisations. As products are only sold in a few stores in the Illawarra, total sales are currently fairly small. However, Sports Warehouse wishes to create awareness of its products among consumers and to position itself as a family and community friendly supplier against its competitors, who are large established brands. The company employs a number of staff, all of whose roles and responsibilities are documented in the Sports Warehouse job profiles document. Sports Warehouse has engaged Inspired Architect for assistance with achieving their strategic plans via the implementation of an ecommerce website.Project Budget and Timeline The total budget for the project is $50,000 and they would like to go live with their ecommerce website in three months from today. As part of the ecommerce website development, they require training for their staff on how to use the platform including adding products to the catalogue as well as reporting on website sales and traffic. Sports Warehouse have requested an initial photography package to capture their range for the new website launch to ensure high quality and consistent images across the site. They would like support for the first 6 weeks of operation so that their staff can ask questions as needed and Inspired Architecth is on hand, should there be any technical issues with the site.Project Objectives To be high performing, profitable and accountable Ensure that all financial operations, performance indicators and results support the strategic policies. Identify new and expand existing sources of revenue. Increase the total sales by about 40%. Provide community sport development grants of at least 30% of net profit. Develop services to meet customer needs and aspirations Increase range of products offered to better meet a wider range of customer needs. Diversify into all Australian markets to meet domestic consumer needs. Offer diverse options for purchase of products, for example, retail, online and phone Continue building deeper customer relationships . Customer-centred practice, with a focus on meeting their total needs for affordability and quality. . Strengthen the skills of our people, to better support customers. Drive community engagement of sport through sponsorship and grant programs.Attract, engage and develop talented staff members Continuing the drive to a customer centred, high performance workforce and culture. Strengthening the skills of our people, to better support customer needs. . Empowering people through innovation and service. . Continuing to enhance the diversity of our workforce. . Employing additional consultants to help meet strategic objectives.Sports Warehouse 3-year strategic plan Executive Summary: Established in 2001, Sports Warehouse is a family and community friendly company specialising in the sale of high-quality and budget friendly sportswear, equipment, and accessories. We cater to consumer demand for quality products that won't break the bank and that also give back to the sports community to help Aussies get more active, fit, and healthy. Mission Statement: Our mission is to meet our client's needs for affordable, quality products, and also give back to the community. Vision Statement: To be an Australian market leader and a household name for providing affordable and quality sports products. Values: The core values underpinning our activities are: Quality Social responsibility Respect ReliabilityMarketing Strategies: Our marketing strategies aim to: . build our brand . generate new leads . help to convert those leads quickly . form the basis of ongoing relationships and referrals. We plan to develop our market share by: . improving our marketing and advertising . continually improving the quality of service given to clients . maintaining effective communication channels with all customers to ascertain their needs and then manage inventory accordinglycontinually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making targeting identified growth markets with planned, market appropriate campaigns employing a variety of promotional strategies and advertising mediums . offering attractive prices to customers continually improving the skills, knowledge and effectiveness of Sports Warehouse through our commitment to training and development . regularly reviewing the effectiveness of all our operations and making improvements when and where necessary partnering with community organisations to develop brand awareness and engagement.Situation Analysis: Table 1 - Situation Analysis Strengths Weaknesses Value and quality . Brand name not developed as yet Strong management . Small organisation . Customer loyalty . Small range of products . Friendly organisational culture . No online store (not many customers Level of available finance for want to complete sales by phone) investment + Opportunities Threats Extend product range . High level of competition . Diversify markets Fluctuating consumer preferences in Social media marketing relation to outdoor sports impacted Online sales by adverse weather conditions Retail outlets . Failing to satisfy clients demands +Sports Warehouse Computer Infrastructure The company has a Head Office with a Unix Server environment where all connected peripherals including the printer and scanner are connected to the office network. . Mail is hosted externally through Google Workspace for Business. The company has two methods of document storage, with secure documents such as client and inventory lists stored on the local network. All collaborative documents such as sales reports, calendars, and supplier presentations are saved externally on Google Drive. . All employees in the office have Macs, internet access and email accounts. . Employees in retail stores have two central iMacs and one 'floating' iPad Pro. . There are no IT or technical staff employed by the company. The company already has web hosting which is a Linux server running Apache (v2.4+), PHP (v8.1+). . The company also utilises a MySQL database (v8.0+).Sports Warehouse Online Sales Platform Requirements Table 8 - Online Sales Platform Requirements Item # Requirements 1 Designed in line with requirements that will be supplied by the key staff. Hosted internally at a primary site at head office, with a secondary site set up at 2 the distribution centre, which is geographically separate from the head office. Highly scalable, initially supporting up to 200 transactions a week but able to 3 scale up to at least 5000 transactions per week. Inclusive of the following key features: product entry and maintenance 4 customer access shopping cart ecommerce reporting. Security and privacy will be of utmost importance to the business. The system will store details of customers and those required for e-commerce purposes. The business must comply with all relevant standards and requirements under law in 5 Australia with regards to the personal information and payment details. Therefore, all malware and anti-virus software packages need to be installed and updated regularly.Security and privacy will be of utmost importance to the business. The system will store details of customers and those required for e-commerce purposes. The business must comply with all relevant standards and requirements under law in 5 Australia with regards to the personal information and payment details. Therefore, all malware and anti-virus software packages need to be installed and updated regularly. 6 Budget $50,000 7 Training: Full training of staff required as part of handover Support: 6 weeks of support following launch to manage technical issues and 8 support staff. +Website Outcome Project closure The project is now complete, with the project team leader reporting the outcomes as follows: Dear project manager, Here is an update on the project to assist you in your handover report: . It is five months since the project commenced and the web site is now live and has been operational for 4 weeks. There has been very positive feedback amongst all staff about the look and content of the web site. . The photoshoot had to be outsourced to an external supplier as our internal photographer was unavailable. This caused a delay but also impacted the budget as the external photographer was $4500 for the shoot. The training has been completed with the Sports Warehouse staff and while they were at first overwhelmed by the extra work, they have found a way to make time throughout the day to manage the site. So far, the website has made $4500 in sales since the launch 4 weeks ago. There were some minor shopping cart issues with regards to shipping costs, but these were rectified during testing and there have been no new issues reported since launch.There were some minor shopping cart issues with regards to shipping costs, but these were rectified during testing and there have been no new issues reported since launch. So far, the website has seen on average 400 transactions per week. This week it's looking to hit 700. Recently another bug was identified when someone tried to purchase a product to be delivered to Tanzania. Sports Warehouse is unable to ship to that geographic location and it was quite a process to refund the money to an international credit card. They want to know that this will be resolved moving forward as that was not listed on the original shipping country list. So, it is our error. The client has reported that they are overall quite pleased with the project and are very excited to see initial sales coming through.Inspired Architect Overview From its origins in Australia, Inspired Architect Enterprises has grown into one of the world's leading business operations. We are one of Australia's largest listed companies, with our headquarters based in the Sydney CBD. Our primary objective is to achieve excellence through continuous innovation. We aim to achieve this by: increasing the success of organism isations with existing products and technologies . crafting a detailed proposition, we can propel a new business model and create a lasting competitive advantage increasing our primary revenue streams through property ownership and investment . being a trusted global investing partner that offers core incentives, business start-up and premium consulting services acting with integrity and honesty in all of our dealings. We are a global business front runner. We have high standards and pay attention to all levels of detail, providing us with successes over the years in our quest to meet the lofty expectations of businesses. Inspired Architect Enterprises offers a wide range of Information and Communication Technology (ICT) services to businesses of all sizes. The company has just won a contract with Sports Warehouse, a traditional bricks and mortar sporting goods and equipment store which would like to expand into the online retailing space with a new ecommerce website.Inspired Architect Management Project Sponsor - Ezra Charles CEO - Cameron Avery CFO - Kyle Jones CPO - Jackie PaulProject Management Policy and Procedures Purpose Inspired Architect adopts a standard approach to project management to ensure the consistent use of project management procedures and templates. This policy and procedure is designed to specify the requirements for managing projects to ensure that project scope is articulated, stakeholders are involved, risks are managed, and project benefits are maximized. This policy and procedure applies to all projects that are carried out by Inspired Architect,Organisational Values: The core values underpinning our activities are: . quality of the work social responsibility respect of clients and team members within Inspired Architect team members within Inspired Architect needs to reliable. Project Reporting Communication Project charter and project plan must be signed off by Inspired Architect CEO and project sponsor. Project budget must be signed off by Inspired Architect CEO and project sponsor. Business case must be signed off by Project sponsor Project team must be signed off by Inspired Architect CEO. Post project evaluation must be shared with Inspired Architect CEO. The outcome of any team meetings must be documented and distributed to Inspired Architect CEO.Changes to scope All changes to a project's scope must be approved by Inspired Architect senior management before adoption. Project performance monitoring A project report should be written by each team leader at least one a week. This should be sent to the Project Manager by email. A project report should be written by the Project Manager that will include their assessment of the team's performance. The Project Manager will send to the project status report to Senior Management by email. Project profitability All Inspired Architect projects are required to meet client budgets while strictly adhering to Inspired Architect* profit margins as outlined in the Inspired Architect fee schedule. GST Goods and services tax (GST) is a broad-based tax of 10% on most goods, services and other items sold or consumed in Australia. All Inspired Architect projects pricing must include standard 10% GST which must be labelled as such.Project evaluation. Following the project's conclusion, a project evaluation report is to be completed by the Project Manager. The Project Evaluation Report is to be sent to Senior Management by email. Project governance Before any Project Charters are approved, they must be reviewed and approved by the appropriate stakeholders or members of the board of Inspired Architect. The approvers include Sales and Marketing Mangers and the Inspired Architect, CEO. This helps to ensure higher success rates on projects and that Inspired Architect directors and senior management have sufficient visibility of projects to ensure their strategic objectives are being met. The Project Charter is to be sent to Senior Management by email.Quality assurance To ensure that quality deliverables are produced on all Inspired Architect projects, they should: . Meet any specifications and standards defined in the project brief or charter Meet the needs of any stakeholders involved . Be fit for purpose and align to the client's goals and organisational strategy. It is the role of the Project Manager to ensure that project scope, cost, and timelines are balanced to deliver suitable quality. System testing The Inspired Architect approach to testing on ICT projects helps to ensure quality across all stages of the project lifecycle, This applies to all ICT projects and is the responsibility of the Project Manager to ensure that the following types of testing are carried out where required: . Functional testing Usability testing . Security testing . Integration testingIn addition, the following is also required on ICT projects: Risk management strategy to aid the disaster recovery process . User Acceptance Testing (UAT) Finally, all testing activities should result in the following deliverables . Approved test plan . Reporting or summarising outcomes of testing Project Documentation File naming conventions Saving your files using a relevant naming convention allows all staff members to easily identify and find the most current version of a document.Each organisation might have different conventions that they follow, but a good file naming convention should contain the following pieces of information: Client name . Project name (abbreviated to the first letter of each word) o Website (W) O Ecommerce Website (EW) o Managed Email (ME) Document name Date Version A good example is as follows: SportsWarehouse_EW_project_charter_June2022_VI Backup and storage It is important that you regularly save your work and create a backup of your files as computers and files can often crash and fail to save. It is essential to work in an environment where files are stored outside of your local device's storage volume in case your device crashes. Cloud storage is a good option for this and depending on your organisation's chosen platform, you may store (and work on) your files in Google Drive, OneDrive, Drop Box, or another secure cloud storage platform.Identifying common areas on a network also provides a good structure for storing back up files. Establishing a common area on a network to store documents and files makes it easier to work across teams, especially if there is cross-disciplinary collaboration, more than one team involved or some of the team members work remotely.|