The Assignment: For this assignment, you will need to read and use the information provided to you in the A3 Scenario document. Based on the information present in that document, you will need to write a project status to both the enterprise PMO and to your project sponsor. The same update will be shared with both stakeholders, but they both care about different aspects of the project: the PMO will be concerned with adherence to policies and existing plans, and any corrective actions that can used to support that adherence. Your sponsor will be interested in costs, delays, and quality issues. Either of the stakeholders can bring your project to an abrupt closure if they are not satisfied with your report, so present your update in both a factually accurate and strategic manner. You will also need to research how to write an Information Technology Project Status Update report (the structure and content) and reference at least 3 sources you used. Only APA references are needed, no citations. Use ideas obtained from your research to create your own status report format. The report can be a PowerPoint document, Word, Excel, or PDF. Scenario A3: Project Status Update Context: You are the project manager for a ten month, $2 million, ERP implementation at Canadian Tire Head Office. The ERP implementation is positioned to replace the many disjointed, legacy systems with 9 enterprise-wide, integrated functions, and finally bring the organization to the 215t century. Senior management is convinced that the success of your project could lead to long-term savings, increased efficiency, increased resilience, and security - as many of the legacy systems are no longer being supported by their vendors. You lead a core project team that includes the following people: Business Analyst and Scheduler (Jack Diamond) Testing and Quality Assurance Analyst (Omar Kaur) Software Development Team Lead (Paul Underwater) System Integration Specialist (Ridhima Verda) Transition Manager, Liaison to Operations (Song Li) Contract Manager to ERP vendor (Debbie Dobrowski) PPPP'P!' You know that the sponsor will cancel the project if the implementation is delayed for more than two months, if all the requested modules are not implemented, or if the project costs exceed 25% of the total budgeted amount. You are also aware that the Project Management Office (PMO) will remove you from this project if any of the project phases (gates) are skipped. Situation: 1. Business Analyst and Scheduler: a. Wants to inform you that you are three months into the project, and you have spent 25% of the budget (as planned). The feasibility and the requirements phases have now been completed. The configuration and development, testing, training, and conversion phases remain. b. Updates you that as last project status was on-track, but is signaling significant delays, cost overruns, or quality issues in the next cycle due to the other issues on the team. c. Reminds you that, this, your third monthly status update is due next week. 2. Testing and Quality Assurance Analyst: a. Reports that the preliminary testing scenarios have been developed and approved by business stakeholders. The team is starting development of the beta-testing scripts. They should be completed by the end of this month as planned. b. Is asking to purchase an update from the vendor (at $50K), which will address upcoming quality-related risks, as the specialist is not convinced that ERP will be seamlessly integrated with your client's backend setup. 3. Software Development Team Lead: a. Reports that the team has completed requirements review and are starting development. b. Has lost one specialized resource when they were moved to a higher priority project. Replacing that resource will cause a delay in the delivery of their overall components by 6-8 weeks. However, if we spend an additional $60K we can hire a contractor with the required subject matter knowledge, which will reduce this delay by only 2 weeks. c. The Operations Team has requested a series of tactical reports they say are critical to their effective operation. To create these reports, we need 1 extra junior resource ($45-$55K/resource) added to the development team. If the resource cannot be hired then an additional delay of 6 weeks will need to be built into the schedule, or 1 of the ERP functions will need to be removed from the project. 4. System Integration Specialist: a. Reports that the system integration process has been going slow. It has been a week since the team lost access to LEGACY-9 server. The access is needed to prepare data conversion scripts. Without these scripts the system cannot go live. She is asking you to submit a request to Security and Infrastructure team to grant her that access. It can take another week to get the access reinstated. b. She identified a new integration software that costs $40K but will save 4 weeks of development and testing. 5. Transition Manager, Liaison to Operations a. Reports that transition requirements are 90% done. They will be completed this week, but suspects that the review and sign off process will take 3 weeks longer than expected due to key stakeholder being on vacation. b. Requests to skip the beta-testing stage, to grant early access to the system for the end-users in the Accounting department. c. Informs you that the HR Department prefers its existing legacy software and would like to remove the HR functionalities of the ERP, saving the project 8 weeks. 6. Contract Manager to ERP vendor a. Reports that all necessary vendor contracts have been signed. b. Has found a loophole in the contract that could allow you to instruct the vendor to skip Quality Control process and speed up implementation by 4 weeks. Project Dashboard Area Status Summary Green Yellow or Red Budget The budget of the project is in Amber as we would need to hire a new ERP consultant to avoid the delay in the delivery of their overall component Schedule The schedule of the project is off track due to the unavailability of resources. Also, we would require extra time in providing knowledge transfer to the new employees which will hamper the schedule. Scope The scope of this project remains unchanged. Stakeholders The rivalry among the stakeholders regarding their needs in customizations in the system Overall Project As there are constraints with the timelines and cost of the project, the overall performance will be disturbed which will lead to hindrance in the deployment of the project. on . aa- - t .. ', Project Dashboard Area Status Summary Green Yellow or Red Budget _ The budget is on track allocated for last month expenses and for the next month Schedule Yellow Forecast signicant delays and need extra work effort to cope up with schedule since there are issue that needs to be resolver Scope The project deliverables and timeline are on track Stakeholders a. r Sponsors are fully supporting the project Overall Project Tasks accomplished since last status: Completed the programming target for the month of January, the admin, operations and schedules are equitable. Tasks planned for next reporting period: Continue the programming and testing of the ERP system and resolve minor issues. The expected outcome of recommendations in issue must have a positive impact in the coming months of the project specifically the hi-impact issue that needs attention. -V. . 1.. -4-.0-. Schedule Quality Scope Budget are 110 aetays 1D [[16 pl'OJECL There are few developments which needs to addressed to ensure the project is on sdmde The Test Manager has shared the Test Exit Report for the services delivered in the Q2 and we have gogreen for the project. During the integration testing, it was found that there needs to be a new microservice delivery which was outside the scope of the project but project discovery needs it as part of project manhattan delivery. The team lead has confirmed that the service will be delivered on fast- track. Apart from the delivery of the delivery of the new microservices and associated costs, the project is in budget