1. Using the information in this section, write a projectplan for NIBCO.2. Why is change management so important forNIBCO?3. Use the WBS and start a project plan using MicrosoftProject.Write a rationale for each of the cost summary 234 Chapter 5• PlanningChangeManagementConsultingBusinessProcessConsultingBusinessProcessPeopleTechnologyTechnologyConsultingFIGURE S-6 Project Management at NIBCOprovide services in order to implement SAP: peo- project is to manage the application and infra-ple, business process, and technology (as shown structure changes as part of an integrated projectin Figure 5-6). The people solution was to assistNIBCO in preparing the staff effectively to under- and responsibilities of each team as early in thestand their role in the organizational change and project lifespan as possible, thus mitigating po-add value through their active participation. To tential schedule overruns.assist NIBCO to take advantage of SAP's businesssolutions, business processes were designed. The of four components: managing communications,technology part of the integrated solution was toassist NIBCO in setting up the SAP infrastructurein order to satisfy business requirements. IBM'sview of the project was to have a balanced formalproject methodology approach between the newtechnology and the new organizational change. ogy changes. A training and education plan wasIBM recommended that NIBCO's core team assist also developed to provide ongoing educationalIBM in the SAP implementation. The project wasplanned to be built in two phases:plan. They wanted to correctly identify the rolesThe organizational change plan consistedbuilding teams, securing organizational commit-ment to change, and transferring skills. Thesefour working components were geared towardfacilitating the development of a sustainable or-ganization, the business process, and technol-reinforcement to the core, IT, functional, and ex-tended staff.The initial WBS was broken into an initialscoping and definition phase as well as an imple-mentation phase. The final project budget wasestimated to be about $17 million, 30 percenthigher than the previous estimate. One of themajor reasons for the increase was the inclusionof change management costs including train-• Phase 1 (approximately 6 weeks' duration):Preparation: Initial scoping and definition; and• Phase 2 (approximately 13 weeks' duration):Analysis, design, and implementation.Infrastructure and change management consul-tants were to build the transition to SAP R/3.Both training and organizational change man- ing. About one-third of the final budget was foragement were planned to continue through the technology infrastructure costs, including thetwo phases. IBMS's philosophy toward the proj- R/3 software. The cost summary and budget areect planning was that the key to a successful SAP shown in Table 5-7.Done Case+Study+FOR+IT...12:53 Chapter 5. Planning233NIBCO established all project standards andprocedures to make sure that project team membersoperate in an effective manner during the implemen- re-engineering work products. They conductedtation. Project planning continues during the entireimplementation and should be constantly refined.NIBCO also defined end-user training methods and ogy applications in the company to define initialdocumentation along with the overall implementa- scope and definition. The initial scope and defi-tion strategy. The SĂP planning process at NIBCO nition took about 2 weeks. The management atresulted in:from policies, procedures, organizational charts,financial information, survey data, and existinginterviews, gathered key business processes, andreviewed business issues and information technol-NIBCO reviewed and accepted the scope. Oncethe scope was approved, the team performed a• Project plan;• Project management standards and gap analysis to identify the areas of fit and non-fitprocedures;• Implementation strategy;• Project organization;• Configuration standards;• End-user training and documentation strategy; plan and team structure as required, which took a• Testing strategy;• Post-implementation support strategy;between existing business processes and SAP. Thegap analysis focused on technology and processfits and developed the functional solutions for allnon-fit processes. This activity took place for nearly3 weeks. The last activity was to refine the projectweek. NIBCO management approved this process.• Design of the company's system landscape, The project plan consisted of the following:including its setup and maintenance strategy;• Official start of the project, presentation of theinput mentioned above, and explanation forany issues or questions about the project fromthe kickoff meeting participants;• All project team members trained in introduc-tion to SAP, navigation skills, and knowledge strategy. The project scope as well as the projectof major integration points of the system; and• The formal sign-off of Phase 1.• Detailed project plan;• Risk management plan;• Migration plan;• Communication plan; and• Change management plan.NIBCO's project plan was aligned to itsplan reflected the strategy, and the organizationwase very much focused on achieving its strategicobjectives:PROJECT PLAN• Increase product development capability;• Transition from exporter to global organization;• Become a customer responsive organization;and• Develop supply and demand chain capabilities.The NIBCO team selected an implementation part-ner, a third-party consulting firm that can supportNIBCO's decision to implement a "big bang" ap-proach that is viewed in the industry as high risk.NIBCO chose IBM and Cap Gemini as the two final-ists after considering several potential consultingpartners. NIBCO picked IBM as its SAP implemen- in a big bang approach with a target completiontation partner. IBM was also chosen because of itsstrengths in technology and infrastructure consult-ing. "When we hired IBM, we hired them with the ness model. NIBCO was to engage the SAP consult-agreement that they were going to help us to do a ing group of IBM to work with the NIBCO processbig bang in the timeframe we wanted. As far as I team in a collaborative manner to maintain goodknow, IBM had not done a successful big bang up to chemistry with, coach, and mentor NIBCO staff.that point," said Jim Davis, project co-lead, Change The expected result was skill and knowledge trans-The project focus was to implement SAP R/3time of 15 months. NIBCO was to utilize predefinedbusiness processes in R/3 as a "good enough" busi-Management."A project plan was completed by a teamcomposed of NIBCO employees and IBM projectleaders. The joint team collected and reviewed data sisted of three major solutions integrated tofer to NIBCO employees so as to enable NĪBCO toreach its strategic objectives.IBM's consulting practice for NIBCO con-(continued)Done Case+Study+FOR+IT...12:53

Nibco focuses upon the big bang approach. The project will be achieved by NIBCO workers and IBM…

1. Using the information in this section, write a project plan for NIBCO. 2. Why is change management so important for NIBCO? 3. Use the WBS and start a project plan using Microsoft Project. Write a rationale for each of the cost summary

1. Using the information in this section, write a project plan for NIBCO. 2. Why is change management so important for NIBCO? 3. Use the WBS and start a project plan using Microsoft Project. Write a rationale for each of the cost summary

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

See similar textbooks

Similar questions

Indirect cost for a project are $12,000.00 per week as long as the project lasts. The project manager has supplied the cost and time information shown. Use the information to: A. Determine an optimum crashing plan. B. Graph the total costs for the plan.
What is PMO (Project management Office) and example of PMO?
A successful project need a project management plan. How to ensure this statement. You may have point from the financial management control. Justify its strengths and its weaknesses
(IT project management) Describe the technologies and techniques used to facilitate IT project management. What capabilities will future products include?
Identify the critical path for the following project activities and their required times to be completed in addition to their predecessors for developing a Website': Activity Description Duration (days) Preceding Activities A Determine user needs 3 B Review s/w and languages 3 C Purchase software 2 B Design format and style А, С E Write programs F Review outcome product with user G Make revisions 3 F H Select server site 2 Install on server and test 3 G, H 1. Draw the path. 2. Calculate the early finishing time (forwards calculations) 2.
b) Explain your approach to improve project delivery with the adoption of project ‘operational planning’. c) Explain your approach to using project product breakdown structure as opposed to work breakdown structure on a project you have been tasked to perform.
How does the role of a Technical Project Manager differ from a non-technical Project Manager?
How does 'Evaluating the project team, project team members, and the project manager.' help in closing a project
Project Managent 4. Discuss in detail the Project Life Cycle for a typical project explaining each cycle. Use examples/diagrams to illustrate your answer.
Define a project Shorts and simple ###########################correct answers from experts.
Project Management Add class comment 1. Give two concrete examples where financial matters will affect the project in Project Management. 2 As a project manager, you were faced with a conflict among the members of the team. What must you do?
1. List two types of project requirements and explain them. 2. Explain the project requirement process and Explain significance of setting milestone in a project timeline?