A&d High Tech Group 5
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A&D High Tech Submitted By: PGP/19/102 SHILPI JAIN PGP/19/264 KAUSTUBH TIRPUDE HITAISH KUMAR PGP/19/258 DURUGKAR PGP/19/173 SREENIVAS N
Project Estimates Project start date
Assuming start date of 12 May 2003
Project is likely to finish on 11 June 2005
Total Project duration 566 days
Project costs
Total cost - $3,837,182
Labour cost - $3,738,682
Capital cost - $98500
Microsoft Project Document
Critical Tasks Name
Start
Finish
Resource Names
Manage Project
Thu 20-01-05
Fri 15-07-05
Chris Johnson
Design taking payment pages and components
Mon 01-0903
Mon 08-09-03
Marc Sanders,Stacy Lyle
Design submit order pages and components
Tue 09-09-03
Tue 30-09-03
Marc Sanders
Design Check Order history & order status pages & components
Wed 01-1003
Mon 06-10-03
Ryan Neff,Marc Sanders
Design ERP Interface
Tue 09-09-03
Mon 06-10-03
Stacy Lyle,Developer 1
Create System Test Plan & test cases
Tue 07-10-03
Mon 03-11-03
Todd Eliason,Kara Siposki
Write System test script
Tue 04-11-03
Wed 03-12-03
Kara Siposki,Todd Eliason
Support development & assembly test
Tue 07-10-03
Fri 15-07-05
Ryan Neff,Stacy Lyle
Perform system testing
Thu 04-12-03
Wed 14-07-04
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Perform validation testing
Thu 15-07-04
Wed 03-11-04
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Implement system
Thu 04-11-04
Wed 23-02-05
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Deploy to production
Thu 24-02-05
Mon 07-03-05
Todd Eliason,Developer 1,Developer 2,Developer 3,Kara Siposki,Marc Sanders,Ryan Neff,Stacy Lyle
Project wrap-up
Tue 08-03-05
Fri 15-07-05
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle,Rick Burke
Level of risk
Very High
Major risks
ERP system: Occurrence of riskiness in maintenance
Incomplete identification of the actual resources needed
If A&D intends to complete the project before Dec 2003 they need to compromise on quality or heavily invest in terms of cost and resources
It should also consider reducing the scope of project for timely completion
Reducing an emphasis on testing would shorten the schedule, A&D would need to be willing to accept a significant level of risk if they choose this course of action.
If launched in Dec 2003 there is risk that the web site may not perform as planned when launched.
Rather than increasing sales during the holiday season, A&D could potentially lose sales if customers cannot navigate the site or if there are problems with the ERP system receiving their orders
Risk Management - FMEA Process Step
Potential Severit Potential Failure Effect Failure Mode y
Potential Causes
Testing
Unsuccessful system test
Unable to proceed with testing until system corrections are done
3
Failure to gather correct testing requirements during Test Planning Phase.
Deployment
Deployment from test to final unsuccessful
Time needed to troubleshoot and resolve issues
7
Incomplete / inaccurate test plan
Detailed Design
Test Planning
Time delays caused by new planning, design, and rework efforts
Failure to consider end to Incomplete test plans end testing
Development & Inefficient workflow Unit Test Design Software shortcuts taken Does not meet customer Requirements to meet needs deadline
7
8
Key Stakeholders were not included during requirements phases Test Plan designer did not have a full understanding of the system
Occurrence
Detectio n
RPN
5
4
60
4
3
84
7
2
98
4
6
192
9
Poor quality of code
4
6
216
9
Designer does not understand workflow / Inefficient Design
5
7
315
Opinion on potential to complete the project
The duration indicates that project is not likely to complete by December 2003.
Project completion will too late even for Dec 2004 holiday season as it is likely to complete in June 2005
Development and Testing take maximum time 408 and 282 days respectively
Ryan Neff, Stacy Lyle and Marc Sanders were all scheduled to work longer than 8 hour days on several occasions. Hence, further duration was increased due to leveling
Stacy was the most over-allocated member of the team
Thank You
Project Estimates Project start date
Assuming start date of 12 May 2003
Project is likely to finish on 11 June 2005
Total Project duration 566 days
Project costs
Total cost - $3,837,182
Labour cost - $3,738,682
Capital cost - $98500
Microsoft Project Document
Critical Tasks Name
Start
Finish
Resource Names
Manage Project
Thu 20-01-05
Fri 15-07-05
Chris Johnson
Design taking payment pages and components
Mon 01-0903
Mon 08-09-03
Marc Sanders,Stacy Lyle
Design submit order pages and components
Tue 09-09-03
Tue 30-09-03
Marc Sanders
Design Check Order history & order status pages & components
Wed 01-1003
Mon 06-10-03
Ryan Neff,Marc Sanders
Design ERP Interface
Tue 09-09-03
Mon 06-10-03
Stacy Lyle,Developer 1
Create System Test Plan & test cases
Tue 07-10-03
Mon 03-11-03
Todd Eliason,Kara Siposki
Write System test script
Tue 04-11-03
Wed 03-12-03
Kara Siposki,Todd Eliason
Support development & assembly test
Tue 07-10-03
Fri 15-07-05
Ryan Neff,Stacy Lyle
Perform system testing
Thu 04-12-03
Wed 14-07-04
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Perform validation testing
Thu 15-07-04
Wed 03-11-04
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Implement system
Thu 04-11-04
Wed 23-02-05
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle
Deploy to production
Thu 24-02-05
Mon 07-03-05
Todd Eliason,Developer 1,Developer 2,Developer 3,Kara Siposki,Marc Sanders,Ryan Neff,Stacy Lyle
Project wrap-up
Tue 08-03-05
Fri 15-07-05
Kara Siposki,Todd Eliason,Marc Sanders,Developer 1,Developer 2,Developer 3,Ryan Neff,Stacy Lyle,Rick Burke
Level of risk
Very High
Major risks
ERP system: Occurrence of riskiness in maintenance
Incomplete identification of the actual resources needed
If A&D intends to complete the project before Dec 2003 they need to compromise on quality or heavily invest in terms of cost and resources
It should also consider reducing the scope of project for timely completion
Reducing an emphasis on testing would shorten the schedule, A&D would need to be willing to accept a significant level of risk if they choose this course of action.
If launched in Dec 2003 there is risk that the web site may not perform as planned when launched.
Rather than increasing sales during the holiday season, A&D could potentially lose sales if customers cannot navigate the site or if there are problems with the ERP system receiving their orders
Risk Management - FMEA Process Step
Potential Severit Potential Failure Effect Failure Mode y
Potential Causes
Testing
Unsuccessful system test
Unable to proceed with testing until system corrections are done
3
Failure to gather correct testing requirements during Test Planning Phase.
Deployment
Deployment from test to final unsuccessful
Time needed to troubleshoot and resolve issues
7
Incomplete / inaccurate test plan
Detailed Design
Test Planning
Time delays caused by new planning, design, and rework efforts
Failure to consider end to Incomplete test plans end testing
Development & Inefficient workflow Unit Test Design Software shortcuts taken Does not meet customer Requirements to meet needs deadline
7
8
Key Stakeholders were not included during requirements phases Test Plan designer did not have a full understanding of the system
Occurrence
Detectio n
RPN
5
4
60
4
3
84
7
2
98
4
6
192
9
Poor quality of code
4
6
216
9
Designer does not understand workflow / Inefficient Design
5
7
315
Opinion on potential to complete the project
The duration indicates that project is not likely to complete by December 2003.
Project completion will too late even for Dec 2004 holiday season as it is likely to complete in June 2005
Development and Testing take maximum time 408 and 282 days respectively
Ryan Neff, Stacy Lyle and Marc Sanders were all scheduled to work longer than 8 hour days on several occasions. Hence, further duration was increased due to leveling
Stacy was the most over-allocated member of the team
Thank You
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