Project Management - Tredds Logistics - Case Study Example

Name: Tutor: Course: Date: PROJECT MANAGEMENT Executive Summary Tredds Logistics is a transport company that is in the process of upgrading its systems and processes via adoption of systems that increases user interaction, response time and efficiency. The CEO, Mark Weber, has provided the financial and material resources to a tune of $88,000 to install and run an Enterprise Resource Planning System (ERPS) to address the company concerns. The ERP objectives are; to reduce redundancy and inconsistency of the human resource department, and increase procurement privacy and data confidentiality. The project involved adoption procurement, scheduling tools, risk and communication plans. The project constraints involves completion of the within three months so as to meet the desired schedule and quality. The major project activities involved are; listing of project requirements, installation, hiring and selection, ERP prototype, testing and inspection, training and support, and documentation. The project will require scheduled performance, costs and charts to execute and allow for change management. Project change techniques such as increased indirect costs by $1000 but reduce the duration by 5 days hence saving on direct costs. The project was signed off upon satisfying the procedure or criteria of acceptance. Design and implementation of any project as the project learned, is that team work is essential alongside project plans. Table of Contents 2.0 PROJECT CHARTER 7 2.3 Specific Objectives 8 2.4 Results expected and Benefits 8 2.5 Assumptions 9 2.6 Project Scope 9 2.7 Deliverables and Milestones 9 Table 1: Deliverables and Milestones 9 2.8 Roles and Responsibilities 10 2.8.1 Resources 11 2.8.2 Success Measurements 11 2.8.3 Signatures 11 Table 2: Table on formal project charter approval 11 3.0 PROJECT MANAGEMENT APPROACHES 12 3.1 Project Planning 12 3.2 Project Scheduling 12 Table 3: ERP Project Scheduling 12 3.3 Gantt chart 13 Figure 1: ERP Gantt chart 14 3.4 Network Diagram 14 Figure 2: ERP Network Diagram 15 Figure 3: ERP Tasks in Progress Report 16 3.5 Project Cost 16 Figure 4: ERP Budget Report 17 3.6 Human Resource Plan 17 Table 4: ERP Human Resource Plan 17 3.7 Risk Plan 18 Table 5: ERP Risk Plan 18 Table 6: Risk Score Assessment 20 3.7.1 Risk Decision Matrix 21 Table 7: Decision matrix 21 3.8 Communication Plan 22 Table 8: ERP Communication plan 22 3.9 Project Implementation 23 Table 9: Log Frame Analysis 23 Figure 5: ERP implementation Model 25 3.9.1 Project Progress Report 26 Table 10: Cost Performance 26 Table 11: Earned Value 27 4.0 ISSUE MANAGEMENT 29 4.1 Quality Reviews 29 4.2 Addressing Project Changes 29 4.3 Issue Resolution 29 5.0 PROJECT CLOSURE 29 Table 12: Project Closure Acceptance Criteria 30 5.1 Project Wrap-Up or Sign-Off 31 5.2 Closure and Lessons 31 5.3 PROJECT CLOSURE SIGN-OFFS 33 Works Cited 34 List of Tables Table 1: Deliverables and Milestones 9 Table 2: Table on formal project charter approval 11 Table 3: ERP Project Scheduling 12 Table 4: ERP Human Resource Plan 17 Table 5: ERP Risk Plan 18 Table 6: Risk Score Assessment 20 Table 7: Decision matrix 21 Table 8: ERP Communication plan 22 Table 9: Log Frame Analysis 23 Table 10: Cost Performance 26 Table 11: Earned Value 27 Table 12: Project Closure Acceptance Criteria 30 List of Figures Figure 1: ERP Gantt chart 14 Figure 2: ERP Network Diagram 15 Figure 3: ERP Tasks in Progress Report 16 Figure 4: ERP Budget Report 17 Figure 5: ERP implementation Model 25 1.0 INTRODUCTION 1.1 Purpose of the plan The Tredds Logistics Company procures, remodels trucks for long distance interstate transportation in the Australian outback. It has 147 employees. In the last five months, the company has been experiencing organizational challenges regarding processes efficiency and increased costs of operations. It has since been using a manual procedure of procuring and checking supplies and releases to the production line. The Company CEO, Mark Weber who convened a management meeting suggested the adoption an Enterprise Resource Planning that integrates all the departments such as sales, production, and product planning. ERP is set to solve some of the grappling problems that have reduced efficiency and increased costs to the company. The system is to be rolled in utmost one month and requires the input of everyone in the organization. The board appointed me as the project manager in charge of the ERP system installation in the firm. The initial action is to provide a project charter which defines the implementation directions objectives, and project plans. It also advises on ways of project closure. The scope of Work (SOW) includes; creation of plan of action and review of project requirements that will work on expanded activities and project timelines within four months, preparing documents, listing project requirements, designing ERP prototype, installation, testing, and training. The project is to be terminated once it wholly attains its goals (Rae, 27). 2.0 PROJECT CHARTER 2.1 Project Title Installation and adoption of an Enterprise Resource Planning System (ERP) in Tredds Logistics 2.2 Background Information Tredds Logistics has been facing numerous employee complaints, backlogs of work, declining sales and product malfunctions. Procurement has challenges in keeping with sales figures which are as a result from demands from customers. The HR has provided the competencies and missing employee information such as leave, claims workmanship and compensation are not sufficient. ERP is an efficient, reliable and sufficient system that addresses these concerns. The ERP installation begins with a project brief that defines the needs of the organization derived from needs analysis (Evans, Campbell, & Stonehouse, 123). Project Goals: The Company intends to be efficient and effective in running operations to increase its profitability and market share. The needs also meet the plans and organization strategies. 2.3 Specific Objectives 1. To automate operations and back office functions hence reducing redundancy and inconsistency below 2% within the next 12 months 2. To increase the level of restricted data or unauthorized access in the company’s human resource, sales, product development and procurement to 98% within three months 3. To enable alteration and proper documentation with efficiency of 90% within six months 4. Increase market share and profitability of the company by 10% within the next one year 5. To reduce employee complaints regarding their claims, overtime and rework compensation by 5% within five months 2.4 Results expected and Benefits 1. Increased data storage and reduced inconsistency and redundancy of operations department 2. Increase confidentiality and privacy of employee and process data through secured databases 3. Increase affinity to alteration and proper documentation of operational issues 4. Increased market share and profitability in the local and regional market 5. Better information procedure and process and sales improvement 6. Enhanced scheduling, superior information precision and development of programs 2.5 Assumptions 1. The project will have a consistent and secure funding within the project period 2. The project team remains devoted and intact to the project objectives until its closure 3. The project needs remains unchanged only if interventions take place arising from change in time, costs and quality. 2.6 Project Scope The project addresses the operational issues within the organization and is not intended to resolve issues with other stakeholders such as community and government (Mooz, PMP & Cotterman, 128). The project limitations are a budget of $88,245 which is an estimated cost to cover all the milestones and deliverables within three months. 2.7 Deliverables and Milestones Table 1: Deliverables and Milestones Deliverable Milestone Date Project requirement listing Listing of requirements complete 12-05-2014 Business process documentation ERP Project system prototype 1-07-2014 Project plans Project plans complete 5-10-2014 Coding Database structures and Coded programs 5-11-2014 Testing and inspection Units, user acceptance and systems tested 6-12-2014 Training and support User guides and training manuals complete, acceptance of the project management the 10-02-2015 2.8 Roles and Responsibilities Project Sponsor: This is the CEO of Tredds Logistics. Provide the project with a clear sense of direction and project leadership. Mark Weber has the role of approving project plan and charters, confirm project goals and objectives. The CEO will also chair the board that receives and responds to updates of key project objectives, and assists in resolving challenges. Project Manager: Ensuring that the ERP software is laid within the constraints provided. Provide project plan development, leadership and project planning. The manager develops plans, deliverables or milestones and identifies risks and resource plans, project controls. Other documents are change management, resolve and conflicts report project status. Project Team: Work towards project deliverables. Bring more understanding and interpretation of work to be completed in the form of Work Breakdown structures and organizational structures. The team receives updates and guidance from the project manager on daily activities and changes, undertake project activities, manage expectations and communicate project status. Customer: This is the operations department of Tredds Logistics Company. Partner with the sponsor and project manager to manage, work plans, timelines, documentation, resources and testing procedures (Adam, 56). Take ownership of the developed process and software. Work with project team and provide a clear definition of deliverables. 2.8.1 Resources The ERP project will require an initial funding of $88,000, 10 computers and 18 personnel and its accessories to finish the project. Quality, time, cost and schedule will constitute the project constraints. 2.8.2 Success Measurements In unjustified claims and workmanship compensation, the project will be able to save more than $10,000. Quick printing of accurate reports will save time up to 90% while superior information precision will go up by 15%. 2.8.3 Signatures In approving the formal project charter the table below provides the responsible team with signatures of acceptance. Project activities as stated in the charter will therefore empower and guide the project manager to proceed. Table 2: Table on formal project charter approval Customer: Operations Department Name Signature Date Project Sponsor: Tredds Logistics Company Name Signature Date Project Manager Name Signature Date 3.0 PROJECT MANAGEMENT APPROACHES 3.1 Project Planning An outlined on the needs of the organization based on needs analysis informed the start of the ERP project began with definition of a project brief. Likely to increase its profitability and market share, the company intends to be efficient and effective in running employee affairs. The needs also address the organization plans and strategies (Galbraith, 152). The project will therefore adopt several project plans like schedules, human resource, risk, communication, and cost. The triple constraints (time, cost and quality or performance) compare during implementation and later show baseline studies (Crampton, 88). Needs of the system to be implemented are based on assumptions and plans that are provided. The project will optimize on operations database such as sales, procurement and human resource, benefit systems and payroll system into a single ERP. 3.2 Project Scheduling The ERP project schedule spans a period of six months starting from Late May 2014 to early December 2014. One month will be provided to training and support for users to understand the system. The schedule will consist of status of action and baseline plans. Weaknesses in project implementation will be compensated by schedules that assist the project manager to identify lags and compare the baseline and actual schedules, quality and cost. Table 3: ERP Project Scheduling Deliverable/Item Baseline schedule Actual Schedule % Completion ERP Project requirements Listing 11days 12 days 0 Identifying and appraising requirements 7 days 8 days Assessment of components 4 days 4 days Selection and Hiring of project team 8 days 7days 5% Advertising for project positions and vacancies 3 day 3 day Recruitment and selection 5 days 4 days ERP prototype 17 days 14 days 12% Designing extensive or new components 5 days 4 days Configuration and Development 4 days 4 days Coding 2 day 1 day Validation 3 days 3 days Deployment 2 days 2 days Inspection and Testing 13 days 11 days 5% Module integration 3 days 4days Failure and Rework 7 days 5 days Testing for Defects and Errors 2 days 2 days Installation 7 days 6 days 0 Pilot project 3 days 3 days Actual installation 4 days 3 days Documentation 8 days 7 days 0 Pilot test results 6days 5 days ERP control phasing 2 days 3 days Support and Training 10 days 8 days 5% User training 3 days 4 days User manuals 7days 4 days ERP Go Live 1 day 1 day 0 3.3 Gantt chart The Gantt chart sequentially arranged to reflect a logical order is used to plan activities from the start to the end and make a transition. Work Break Down (WBS) and assigned to additional staff ensures that project deliverables are sub-divided into smaller activities which can be managed through the project life (Hillson & Webster, 105). In every sub-activity that contributes to the main activity, the status of progress is determined by the percentage of advance. Depending on the competencies of the responsible person, the Gantt chart assigns resources to the specific activities. The status of work in progress from 0 to 15% is shown in the part in black of every bar in the Gantt chart. The schedule below is run on a Gantt chart as shown; Figure 1: ERP Gantt chart 3.4 Network Diagram This is depicted and derived from the Gantt chart but shows the critical path and constraint type Figure 2: ERP Network Diagram Prior to proceeding with the implementation the AR phase Formal approval of the project plan is obtained to ensure customer and sponsor commitment. Provided below is the tabular form of a Gantt chart is which has been taken as a report. The table shows resource names, work remaining, worked units, delay, start and finish dates. The resource names and predecessors are also provided. For effective documentation, it is significant to have the current plan (analysis work plan or project plan) maintained throughout the project to provide quality results (PMBOK® Guide, 45). Peer Review participants and the whole project team is determined by the effectiveness of the project plan document which must be prepared hence involving great input and effort from the input. A disciplined project plan is not forgotten once established enabling the team to ‘live’ the plan. Effective task management requires the use of a work breakdown structure (Basingstoke & MacMillan, 115). Clearly defined and approved scope deliverables and performance objectives keep focused the scope of effort hence essential for the project team. Prior to final project baseline estimates, detailed analysis and planning will be accomplished which are likely to improve the estimates of project quality.  Change management process has more benefits to project control since its use is geared to reducing scope creep, project status communication and maintaining software control by way of consistent format. Major reviews improve performance and the method keeps the team involved while holding dress rehearsal for major tasks (Mathis, 29). Keeping the sponsor and management team involved is through updates on the decisions and key activities. Involving the management and the sponsor in periodic project status reviews is important. Figure 3: ERP Tasks in Progress Report 3.5 Project Cost Cost allocation report: Cost allocation to specific deliverables are the terms that are based on actual and baseline costs project is originated. Fast tracking or crashing the project is the variance that is compensated through change management (Kerzner, 98). Direct costs in the short term are increased but will save costs by reducing the indirect costs. The report will also be as shown below; Figure 4: ERP Budget Report 3.6 Human Resource Plan Human Resource plan stipulates the work to be undertaken, selection, hiring and in order to achieve quality in the project under progress. The HR plan intends to employ those with qualifications and experiences, superior competencies, in system documentation and administration. The resource plan identifies the specific persons and their academic and professional experiences (Krajewski, & Ritzman, 205). Table 4: ERP Human Resource Plan Name Competencies Work hours/day Wendy Has five years experience in the company’s management as finance manager. Holds a Masters Degree in Business Administration and professional experience in financial consultancy. 8 Smith He currently in charge of training and development portfolio for the company Has a BSC degree in public relations and marketing. Has worked with Proctor and Gamble for 4 years as relationship manager. 6 Brown Has overseen inspection of several systems for SMEs in North America Has an advanced degree in computer science from MIT and also 5 years experience in systems configuration and development. 10 Suzanne Advanced diploma in computer administration and applications 12 Wills 5 years experience in system analysis. Degree in computer science. 10 Jackson 10 years experience in computer administration. Masters degree in computer studies and networking. 12 Weber Four years experience in human resource planning. Degree in human resource management. 8 Henry Experience in system administration and troubleshooting installations. Degree in computer studies. 10 3.7 Risk Plan The risk plan identifies the impact, risk, the frequency of occurrence, responsibility and mitigation. The project identifies some of the challenges or risks which are likely to affect its implementation and quality (Hicks, 71). Table 5: ERP Risk Plan Risk Impact (Low, Medium, High) Frequency of occurrence (Low, Medium, High) Mitigation Responsibility Delayed listing of project requirements H L Collecting and assembling all the required information from the various departments of the company. Adopting and procuring the required components and materials in time. Wendy Inadequate competencies H M Using a suitable channel to reach potential applicants. Advertising broadly with specific emphasis on qualifications and experience. Smith Online viruses and Crashing of computers M H Using suitable anti-viruses to protect the documents from harm. Using sufficient repairs and backups for the information under installation. Brown Comprehending the new systems poses a endless difficulty to end users M L Employing trainers to explain, guide and respond to the user queries. Using interactive and friendly user manuals make end users understand the system. Suzzanne Probability and the impact computation are used to determine the risk score. The product of the two is the risk score and allows for the risk prioritization process to happen. The values determined range from 50 (very high exposure) to 1(very low exposure). The risk exposure of less than 20 is ordinarily considered as low risk, though the risk exposure ranking does not show specific break points. Exposure values between 40 and 50 are considered as high risks and those between 20 and 39 indicate moderate risk (Crockford, 51). The description of High (H), Moderate (M) and Low (L) are; High Risk: Requires a high priority management and additional action since it is likely to cause huge financial and reputational loses. Tredds Logistics can bring it or control acceptable risk. Response plans for the risk will be conducted in-depth. Moderate Risk: To control to acceptable risk, management attention and special action is required. The risk originates from moderate financial and reputational losses. Tredds Logistics will also perform response planning. Low Risk: Normal business continuity management of the project should control acceptable risk. It has no potential reputational losses and little financial to the project. Actions within the scope of logistical operations require no response plans but monitoring and management are essential as they come. The risk score table is as shown below Table 6: Risk Score Assessment Impact Probability Negligible (1) Minor (3) Moderate (5) Serious (8) Critical (10) Very likely (5) 5 15 25 40 50 Likely (4) 4 12 20 32 40 50% chance (3) 3 9 15 24 30 Unlikely (2) 2 6 10 16 20 Very unlikely (1) 1 3 5 8 10 Involve a risk contingency plan and risk mitigation strategy. RED zone and YELLOW zone requires immediate risk response planning while the blue zone is the risk falling within the acceptable region (Roehrig, 102). 3.7.1 Risk Decision Matrix Risk management is important for logistics project success. The project has uncertainties depending on location and type. In this case, the risks are likely to be delay in starting, improper listing of project requirements, understating or overstating the materials to be used among others. The impact and degree of occurrence of the risk will be determined using the scale; high, medium and low. For instance, the procurement of metal parts instead of hard glass for the logistics project has high impact on project quality since even if all the other elements are kept right; the project will fail to meet the requirements (Kerzner 71). Implementing a risk management plan will require assigning each risk to a responsible person. Right from listing of customer requirements, delay due to heavy storms and late delivery of process materials will have someone responsible. The project will also have contingency measures which are immediate plans to correct the risk. This will help in arriving at a decision and defining the way forward Table 7: Decision matrix Option Impact on Risk Score Quality Cost Schedule Use overtime to have work behind schedule completed Minimal impact on quality Likely to increase costs by 10% The project will be back on schedule Low risk level 25 Adding staff so as to overlap work on the critical path Minimal impact on quality Likely to increase costs by 15% The project will be back on schedule High 30 3.8 Communication Plan This specifies the medium to be used as specific points in time and addresses the communication needs of the project to various stakeholders (Johnson & Scholes, 211). Communication helps communicates project status to stakeholders at various levels and restore confidence. The table below shows how the ERP program will undertake its external and internal communications. Communication plan act on project information especially on its progress and will target how key stakeholders will receive. The plan will include the message to be relayed, the audience, medium and remarks. In this ERP project, the sponsors will be informed on the progress of deliverables and milestones through monthly briefings. The audience will be financiers informed through e-mails on the milestones. The attachments are likely to be pictures on the level of project at any one time (Mooz & Cotterman 67). Project reporting and tracking is essential where all the constraints are on track. Proper communication to all the stakeholders will lead to better understanding of the project and improved relationship among project employees. Table 8: ERP Communication plan Communication item Audience Medium Remarks Kick of Meeting Briefs Employees, Management Board room meeting Define ERP benefits and brief the key stakeholders on the need to have the ERP system Project Job Vacancies Potential employees Direct bidding, Newspapers, TV Helps communication in obtaining the best talent and the ultimate team to deliver the project goals Cost and Time Sponsor, departmental managers Board meeting and e-mails According to the triple constraints it updates on the project status Project Benefits Employees E-mails, Town hall meeting Provide the company and employees at large as to why the software is essential 3.9 Project Implementation During implementation, the log frame will be used to actualize the project plans. The project expectations can therefore be met despite conditions prevailing. The ERP project will be implemented based on the quality, schedule, cost and time (Morrison, Rimmington & Williams, 99). Based on these constraints monitoring and evaluation will be used. It will be permissible to allow for increased costs when the inspection team is satisfied that the quality of the system is sufficient. Scheduling tools and techniques such as Gantt charts and network diagrams will be guided by resource plans throughout project implementation. Change management will be done when necessitated by changes or deviation from the planned quality, costs and time (Palmer, 56). To help monitor and evaluate the objectives against desired goals performance checklists will also be used during implementation. The log frame is as given below; Table 9: Log Frame Analysis Item Indicators of achievement Means of Verification Assumptions Aim: To install and adopt a ERP software Tredds Logistics ERP databases, installations in specific computers User guides and manuals All the computers are updated and running with anti-viruses Purpose: To increase efficiency and responses of sales, procurement and benefits scheme Interfaces and documentation User manuals “ Outputs: Reduce use of manual systems and increase user interaction Prototype Codes The system is compatible to the operating system used Activities: installation and documentation, Listing requirements, hiring employees Evaluation and project planning in six months Project plans “ Inputs: Computers, accessories, Tredds employees, management Procurement and supply of inputs within a month Checklists Timely provision of all the project requirements The contributory or success factors to propel the ERP plan are; Staying within the scope, updating the project plan, authorization of change implementation and providing the deliverables on time are significant. The ERP implementation phasing and issue resolution will be based on the model below; Figure 5: ERP implementation Model Performing tasks: The activities require close evaluation and monitoring which are provided in the schedule and will be undertaken according to quality, time, and scheduled costs. (Bridge S, O’Neill & Cromie, 80). Progress Tracking: Baseline estimates of time, quality and cost will compare actual activities undertaken. Activities way ahead of time will allow for review or some deviation will show lags and delays. Change Management: Fast tracking or resource leveling brings the constraints under check which requires application of project change management tools like crashing (Getz, Carlsen, & Morrison, 214). When they are still desirable to all the stakeholders it allows for the project objectives to be achieved. Updating plan: This means increasing the amount of money allocated to the project, increasing the number of employees, or increasing the allocated time to meet other contingencies or unexpected delays. 3.9.1 Project Progress Report Provides variances and compares the baseline costs against the actual costs and amount remaining. Comparing progress to plan requires Gantt chart schedule performance reviews which also include quality reviews, cost performance charts and earned value techniques. Cost performance charts: Provide variances and amount remaining are shown in the charts and compare the baseline costs against the actual costs and (Chapman, 97). The performance chart is shown below; Table 10: Cost Performance A summary of project performance with regard to the three constraints is provided in the form of progress reporting which is captured in the document provided below. (Mulcahy, 115). Earned Value techniques with regard to specific deliverables, shows the real value of cost administration Table 11: Earned Value PROJECT PROGRESS REPORT Project Title: Adoption of ERP at Tredds Logistics Date Submitted: 25th June 2014 Project Manager: Jackson Murry Report Period: 20th June 2014 Authorization Reference: 12/ERP/TY Contract Charge No. 14560 Summary of Progress during Period: The cost has been within the baseline defined at the beginning of the project All the milestones are also within schedules except deployment of company employee profiles The release of the last funds delayed in mid March Open Issues: Change management Responsibility: Wendy Completion Date: 2nd/12/2014 Reports/Correspondence issued during period: Two reports (Cost and time schedule) delivered Meeting attended during period: 2014/15 financial year Work planned for next period: Deployment of employee forms Budget status Approved budget Expended during period Expended date Remaining at the end of period $68,000 May-Aug 2014 4th May 2014 65% of work Project Manager: Approved Project Sponsor: Mark Weber 4.0 ISSUE MANAGEMENT 4.1 Quality Reviews The parts and manuals form part of the quality reviews considering the design of the prototype and accessories alongside the operating system and specifications of the computer (Burns & Davidson, 16). Defects are kept below 5% of the software quality. The computer program code will be checked for quality with minimal errors. 4.2 Addressing Project Changes This comprises calling a team meeting and identifying alternative options for correction. Offering explanation concerning the changes and preparing decision matrix is important. Obtaining feedback from the project team members and implementing the course of action approved. Selection of recommended option(s) and presentation of information to customer/ upper management are significant. 4.3 Issue Resolution The project seeks to resolve disagreements and issues on areas such as; escalation and resolutions, documentation, assignments, scheduling, tracking, (Archer & Ghasemzadeh, 42). 5.0 PROJECT CLOSURE Involve checking the quality and acceptance criteria through audits. The project will undergo post-evaluation review upon meeting all the project deliverables and milestones. When the minimum requirements have been met and justified, the inspection team will only allow the system to be rolled into the entire company (Olsen, West, & Ching-Yick Tse, 43). The project closure checklist comprises the product turnover and wrap-up and help in project closure. The inspections and audits done define the project quality that results in decisions whether the software will be accepted or rejected Table 12: Project Closure Acceptance Criteria Product Activity Acceptance ERP Software Licenses and software warranties Customers to be provided with Acceptance Test results of installed software Sponsors and customers to be provided with third party warranty statements Less than 1% in errors Suppliers offer software warranties Extended maintenance packages Spares or additional software tools provided Hardware Complete implementation of security into installed system For the installed system hardware to customers are provided with Acceptance Test results Equipment warranties provided by suppliers Maintenance packages or extended service Documentation Project deliverables accepted, completed, and taken to the suitable persons Results of the ERP system project testing Disaster recovery plan document taken through a final test Internal maintenance agreements or provide training materials and copies of vendor Yes if complete Provided for future reference are copies of test plan Provide users with a Technical Several manuals for user references provided Guide on integration of hardware 5.1 Project Wrap-Up or Sign-Off To check the attainment of each and final closure steps, the final project acceptance criteria will be reviewed. Project prepares a punch list of uncompleted activities or tasks. Invoices and verification of asset purchase and processing for final accounting transactions prepared especially to sponsors, suppliers and consultants. External publicity and internal to the company goes through the expense and AR capital accounts are closed to any further charges. Announcements on sponsors and IT management prepared and the final project lessons learned are captured and used for future projects or as part of the integrated project. Other valued information in the sponsor area or designated project comprises the final physical audit of the project records, assets, test results, documents, ERP software, and storage gadgets or (Charvat, 51). As mandated in the quality assurance configuration management plan, a quality assurance person will perform this function and follow the practices. For purposes of closure reporting, the final project metrics results are determined. Acceptance report for purpose of final closure conducted and presented to sponsors, managers accountable and the rest of the management. Lessons learned overview is provided for format and approach and closure report outline is reviewed. 5.2 Closure and Lessons The ERP project delivers delivering the objectives and addresses the needs of Tredds Logistics regarding integration of sales, procurement, operations and human resource issues. The system benefits and operational needs are significant in driving the deliverables and milestones to completion. Scope of work which defines the activities and how they will be implemented support the project by providing the project charter for adoption. Use of tools and techniques preferred in project planning is critical in the project initiation process. The sequence of activities, duration and logical order besides resource allocations are better solved by Gantt chart and network diagrams (Thieraus et al. 87). Quality and costs are also likely to be within the boundaries advised once the project is running on schedule. Scheduling of time showing variance and remaining time supports implementation part which employs costing reports. Despite the few days of extension, the project has shown that it can be completed within schedule. With an extension of 5 days the project can require additional $1500. Reducing on project duration days is solved by crashing which had to be done. The project has demonstrated that it can succeed with huge customer (HR department) involvement through commitment in terms of dollars, time, people and smooth working relationship. Making changes to the scope and avoiding scope creep was facilitated by internal Tredds Logistics customers. Besides presenting and preparing training, actual testing and development of test plan was essential. Contractual negotiations and on-going obligations offered crucial quality relationships to suppliers. Supplier product performance specifications were necessary to have quality assurance inspections. Resources dedicated for project success was essential when provided on a full time basis. Because the project ran on realistic budgets, the schedules were achievable. Effectively managing project plans optimized input and output effort is needed during preparation. Discussion helped to resolve the differences and varied view points within teams (Stogdill, 94). Well documented code and design inspections were beneficial. Discipline and training in management issues, overall, were important under guidance of the project manager. 5.3 PROJECT CLOSURE SIGN-OFFS Version # Implemented By Revision Date Approved By Approval Date Reason 1.0 Jackson Widener 09/08/14 Mark Weber 15/02/15 Project milestones completed Works Cited Adam, Edward. Alternative Quality Improvement Practices and Organizational Performance. Journal of Operations Management. 12: 27-44. 2004. Archer, Nelson & Ghasemzadeh, Fred. 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