Coca Cola is flowing into the Cloud! Brian Shipman Kenya Spratt Andrew Stocksdale Dexter White BMGT 487 7380 Project Management Professor Mitchell Richard 02/28/2017 Introduction Project Management is a vital part of a successful business. Three companies, The Coca Cola Company, General Motors Company, and Nike, Inc. all have very different corporate strategies and the potential for many different projects. Projects can come in all shapes and sizes from migrating an organization's e-mail to the cloud to developing a new product for the organization to sell and possibly change the world. Looking at the three companies, three potential projects have been developed to align with each company's corporate strategies. Potential Projects The Coca Cola Company - Migrate corporate e-mail to Office 365. Corporate Strategy Driving Revenue and Profit Growth, Invested in our Brands and Business, Became more efficient, Simplified our company, Refocused on core business model (The Coca Cola Company, 2016). Project Description: Coca Cola's e-mail environment is sitting on an aging infrastructure that needs to be replaced. They have decided the best course of action is to migrate to Microsoft's Office 365. Not only will migrating to Office 365 reduce their need to replace aging infrastructure, it will also introduce new software applications that will make the business more efficient. General Motors Company - Develop a hydrogen fueled automobile. Corporate Strategy: GM's purpose begins with a few simple but incredibly powerful words: We are here to earn customers for life. Our purpose shapes how we invest in our brands around the world to inspire passion and loyalty. It drives us to translate breakthrough technologies into vehicles and experiences that people love. It motivates the entire GM team to serve and improve the communities in which we live and work around the world. Over time, it's how we will build GM into the world's most valued automotive company (General Motors Company, 2017). Project Description: General Motors Company is looking to be in the lead in what is sure to be the next green technology, hydrogen fueled cars. While electric cars require to be plugged in every time their batteries run out, hydrogen cars are fueled up at stations much like an oil based automobile; which makes it easier to get up and go. One of the benefits of hydrogen over oil is that instead of emitting carbon dioxide into the environment, automobiles will emit water vapor. Nike, Inc. - Develop a biodegradable shoe. Corporate Strategy: Minimize environmental footprint, Transform Manufacturing, Unleash Human Potential (Nike, Inc. 2015). Project Description: Nike is the leading shoe manufacturer in the world. As society turns use more green technology and products, so is Nike by developing a biodegradable shoe. While regular shoes have a high price tag, biodegradable shoes can be made at a fraction of the cost. However, having biodegradable shoes will mean that shoes have a shorter life span. Another benefit of biodegradable shoes is that landfills will have less trash due to the decomposition of the shoes into the environment. An example of how biodegradable shoes can be used to help the environment; Landscaping companies could begin collecting biodegradable shoes to use as mulch in their clients landscaping. Project Selection The Coca Cola Company - Migrate corporate e-mail to Office 365 The Coca Cola Company's project to migrate corporate e-mail to Office 365 was chosen because the company's benefits of moving to Office 365 match up with parts of the Coca Cola's strategy. The goals of this project are to migrate all 100,300 employee's mailboxes to Office 365's Exchange Online and introduce the organization to other features in Office 365 such as Skype for Business and OneDrive for Business to increase efficiency and allow the business to focus more on their core business model. Summary As Coca Cola moves into the future of their business, Coca Cola IT needs to spend less time worrying about the day to day administration task of hosting their own e-mail solution and more about providing their customers (Coca Cola employees) with additional tools that can make Coca Cola a more successful company. To accomplish this, Coca Cola IT is going to migrate their on-premises e-mail environment to Microsoft's Office 365. Coca Cola IT feels that this will increase efficiency across the company's daily operations by introducing modern communication and virtual work space technology. Making the leap to Office 365 will assist with cost reduction in Coca Cola's infrastructure refresh, and with the addition of Skype for Business, Coca Cola's employees can become more efficient in their methods of communication by utilizing features such as Instant Messaging, Whiteboards, and Screen Sharing. Corporate travel cost should decrease over time as employees begin to utilize Skype's online conferencing features. OneDrive for Business will allow Coca Cola employees to share documents between each other in a much more orderly fashion. With one of Coca Cola's corporate strategies being \"Refocus on Core Business Model\Coca Cola is flowing into the Cloud! Brian Shipman Kenya Spratt Andrew Stocksdale Dexter White BMGT 487 7380 Project Management Professor Mitchell Richard 02/28/2017 Stakeholders Stakeholders are a vital part of a project's success and it is important that a project team identifies all stakeholders to ensure project success. As stated in the text \"Key stakeholders can make or break the success of a project (Watt, Ch. 5).\" and this cannot be more prevalent in a cloud email migration project, since a cloud email migration will virtually touch every business unit. In order for project's success, a project must achieve all objectives and meet or exceed the expectations of the stakeholders (Watt, Ch. 5). The project team has identified nine (9) stakeholders for the cloud email migration including employees, executives, the project sponsor (CIO), consultants, the IT systems admin team, the Help Desk, the IT security team, shareholders, and the vendor (Microsoft). Each stakeholder will be impacted differently by the project and provide different levels of influence. Each stakeholder will have different items of importance and will contribute to the project differently as well as have different ways to block or hinder the project. It will be important for the project team and manager to engage each stakeholder in their own way. Stakeholder Analysis Matrix Stakehold er Name/ group Imp act Influe nce What is important to the stakeholder? How could the stakeholde r contribute positively to the project? How could Strategy for the engaging the stakeholder stakeholder block/ hinder the project? Employee s Low Low E-mail continues to function properly and with minimal downtime. Volunteer to be a member of pilot migrations. By not providing substantial feedback that will prove important for day to day operations Provide positive communicati on about the project and training on new products. Communicat e with the user community based on when the specific users will be migrated. Send out a communicati on with training modules 40 days prior to migration; send out a communicati on reminding the user that they will be migrated and should take training 7 days prior to migrations; send out a final communicati on the day before their migration. Executives Low High E-mail continues to function properly and with minimal downtime. Project is completed on time and budget. Corporate Strategies are... Communic ate to the organizatio n in a positive way regarding the necessity of the project. Executives do not take recommend ations and ideas into consideratio n and program ultimately does not meet the desired end state Gather feedback from executives to determine business needs and ensure the project is providing for them. Send executive summary reports at the end of each week outlining how the migration is progressing so far and what the future of the migration looks like. Ensure items/ task that are holding up the project are spelled out in a precise manor so that the executive team can handle the issues. Project Sponsor (CIO) High High Business Continuity System Reliability Least amount of user impact Ensure all IT teams are engaged in the project and that all other executives are aware of pending changes. Continuousl y requesting a change to scope. Hold weekly status meetings to outline to progress of the project. Hold daily status meetings once the migration of production mailboxes has begun. Consultant High s High Complete the project on time. Provide the customer with a turnkey product that enhances their business. The consultants will be working with the IT Systems Admins to ensure a proper migration path. Provide bad information to the IT Systems Admins. Develop work orders for the different stages of the project so that the consultant has a clear picture of what is expected. Involve consultants in the weekly and daily meetings with the project sponsor so that the sponsor is not receiving 2nd hand information on issues and hold ups. IT System Admins High High The e-mail application is free of errors and glitches and that it meets the demands of the organization. IT System Admins are able to navigate the new systems easily and Microsoft's able to Service Level provide Agreements are technical maintained throughout the life support of the and organization's recommen subscription. dations to keep the program viable IT System Admins are unable to successfully navigate the program and give feedback to consultants and executives that will be crucial to the success or failure of the new IT system Enable the System Admins the ability to troubleshoot the system and refine the program so that it is easily navigated by all. Provide feedback for system improvement s and weaknesses. Involve the system admins in the daily/weekly meetings with the project sponsor so that everyone is on the same page. Help Desk High Mediu m Overall low impact on the user community. Does not unnecessarily increase ticket volume. Attend project and training meetings. Provide helpful feedback to the project team. Continuous escalation of low tier tickets to the project team. Hold daily/ weekly meetings to discuss issues that the help desk is receiving tickets on. A representativ e from the help desk should be involved in the daily/ weekly meetings with the project sponsor. IT Security Team Medi High um The system is secure and meeting the organization's IT Security requirements. Provide IT Security documentat ion and requiremen ts to the IT System Admins and Consultant s. Work with the IT System Admins and Consultant s throughout the project; especially during security implement ation Place security requirement s that are higher than what is currently possible in the cloud environment or that impacts the user community so much that moving to the cloud no longer makes sense. Approach the IT Security team with openness and understandin g so that they are interested in working together to accomplish the goal. Monthly meetings should be held between the project team, system admins, and the IT security team to ensure that the environment continues to comply with the security policies. Sharehold ers/Board of Directors Low Low Business Continuity and reliability of communication systems. Provide the technical team with space to work within. Hold up funding of license/ subscription purchases. Present to the shareholders how this project will end up increasing the bottom line and what the ROI is expected to look like. The project sponsor should present this project to the Shareholders/ Board of Directors before the project begins and provide upper management with reports that can be shared with the shareholders/ board of directors on a monthly basis. Vendor (Microsoft ) Low Low The customer has a successful migration, is happy with their purchase, and begin utilizing more services. Provide indepth technical support and knowledge of their product to the consultant and IT admins. Not meet their SLAs which leads to their customer(s) being down for an extended period of time. With the consultant and IT Admins the vendor can ensure that all work has a gold stamp of approval so that the customer has a reliable environment to work within. The vendor should have a representativ e on the weekly call with the project sponsor. References Watt, A. (2014). Project Management. BC Open Textbook Project Course Notes: The Project Charter: Typically, when initiating a project, you are asked to develop a Project Charter. This initial concept of the project is evaluated during the initiating process group prior to approving resources for formal project planning. Key elements of a project charter are outlined and discussed below. Note: Both are typically high-level detail that usually fit on 1-2 slides or 1-2 pages if in document form. Project Name and Description - Name the project and describe what you are attempting to do in one to two sentences. Consider including an additional one to two sentences detailing anything that specifically will not be done as part of the project. Key Stakeholders and Related Business Requirements - Discuss key stakeholders (name, role in the organization) and how the project will impact them. List out any key business requirements received from these stakeholders that you will need to address as part of the project Expected Project Benefits - Explain why are we doing this project and what will the organization get from doing this project. Deliverables/Outputs - What are the outputs from the work the project team will do along the way (e.g. a project plan, new policy/process documentation, a functioning website)? Key Milestones (with due dates) - What are the major chunks of work that have to happen to complete the project? NOTE: These should be sequenced in a logical order Human Resources - What type of people and skills do we need to get the project done? NOTE: The human resources should contain at least a Project Sponsor, Project Manager, and Project Team Members. For project team members, think in terms of roles (e.g. you would likely need a software developer to build an app). Estimated Project Cost - What is our estimate of internal man hours required to complete the project? What is the cost we have to pay for external resources, equipment, hardware, etc.? Do the benefits we get from the project exceed the cost of the project? Timing - On what dates will we start the project? On what date do we estimate that the project will end? Critical Success Factors and Risks - What are factors that will determine project success? Are there any key risks? Below is an example of the Project Charter: Defining the Project Scope Defining the project's scope tells you what you are going to do on the project, as well as what you won't do. Both of these are equally important, as you will build the rest of the project deliverables (e.g. project budget, project schedule) around this definition. For example, imagine I gave you a project to make a sandwich. Your project scope is to make a ham and cheese sandwich on wheat bread with mustard. When putting this together, you decide to throw in lettuce, tomato and a pickle. Notice you gave me more than the scope we agreed to. This is called gold-plating, since you are adding in additional material cost and time to assemble to the project, which may be unacceptable to the customer. However, I also wouldn't expect you to give me a ham sandwich with no cheese - this would under-deliver on the agreed to project scope, so the customer would again not be satisfied with the result. Finally, I wouldn't expect a ham sandwich on white bread, since this is different from the scope we agreed to. Each of these outcomes wouldn't satisfy the customer. Changing the scope after the project begins should only occur through an approved change management process. This process will ensure that the project team or proejct manager are not adding in "nice to haves", "bells and whistles", or reducing scope without buy-in from the organization/ sponsor/ customer. Usually, these add-ins or reductions start small, but over time they can add up dramatically and affect the budget, schedule, or quality of what is delivered on the project. I have seen some projects where the PM let in so many small changes that it eroded the entire benefit of doing the project in the first place. Defining the project scope is the first thing a PM does during the Planning process group. Many projects fail when the scope is not well defined or if the PM doesn't stick to the agreed to scope. Typically, when defining the scope, the customer and the PM work very closely. When determining trade-offs on scope (what is in, what is out), it is important to think about the cost-benefit of any additional work. For example, if it costs $0.50 for the extra lettuce, tomato, and pickle, but I can only charge $0.25 for those additional items, then it isn't cost effective. Further, if my customer doesn't want those items to begin with, they may question why I purchased additional materials and labor when it did not add any value. Note: The Project Scope is one element of the Project Charter and is typically used not only to define the scope, but also to authorize the PM to both perform the project work and also fund the project. Building the Work Breakdown Structure (WBS) The Work Breakdown Structure is the predecessor to developing a fullfledged Project Schedule. To create a Work Breakdown Structure, you can follow these steps: First, you need to identify milestones (major chunks of work that need to be performed to complete the project). Second, you will need to think about each milestone and determine what tasks you will need to perform to complete each milestone. Once you feel comfortable that you have identified all milestones and tasks, you will need to think about the appropriate sequence in which you will need to perform the tasks Finally, you will need to determine how long each task will take (each task's duration) Later on, as you evolve the WBS to the Project Schedule, you will add in the human resource to perform each task and determine the associated cost to perform each task. Note: How do you know when you have broken down the work successfully? o The milestones represent the major chunks of work to complete the project (no major chunks are missing) o Each list of tasks, rolling up to a specific milestone, represents everything that you will need to do to complete that milestone o To determine if tasks are broken down sufficiently, I use these two rules of thumb. Can each task be performed by one person only? Is the longest duration of any task less than two weeks? This may seem pretty simple, but keep in mind that every project is different. Tip: A typical practice to determine the milestones and tasks is to get a core group of people together who are very knowledgeable about the project. Have this group brainstorm and come to agreement on the appropriate milestones, then select a particular milestone and brainstorm out the tasks. I typically use a whiteboard and write out the milestones, then use yellow sticky notes to write out tasks that need to be performed. The great thing about these yellow stickies is that everyone can add in tasks and the tasks can be easily moved around and sequenced. Below is an example of the Work Breakdown Structure: Individual Assignment #1 Project Charter (Week 3) Purpose: To introduce students to the elements of the project charter that authorizes a project to start or continue while provide authorization for the Project Manager to do his or her job. Outcomes Met With This Assignment: identify, analyze, and evaluate the factors that contribute to the project selection process Instructions: This assignment is the first of five individual assignments. You are expected to complete the assignment individually without any assistance. You will create a project charter. Step 1: Preparation for Writing the Assignment Before you begin writing the paper, you will read the following requirements that will help you meet the writing and APA requirements. Not reading this information will lead to a lower grade: Read the grading rubric for the assignment. Use the grading rubric while writing the paper to ensure all requirements are met that will lead to the highest possible grade. In writing this assignment, you will read and following these tasks: Task 1: Third person writing is required. Third person means that there are no words such as \"I, me, my, we, or us\" (first person writing), nor is there use of \"you or your\" (second person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first-second-and-thirdperson. Task 2: Contractions are not used in business writing, so you are expected NOT to use contraction in writing this assignment. Task 3: You are expected to paraphrase and are NOT to use direct quotes. You are expected to paraphrase, which can be learned by reviewing this link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html. Task 4: You are responsible for APA only for in-text citations and a reference list. Task 5: You are expected to the weekly courses readings to develop the analysis and support the reasoning. Students may use external source documents in selecting the company and the projects. The expectation is that you provide a robust use of the course readings. Any material used from a source document, must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. View the sample APA paper located under Week 1 content. There are also APA resources located under Content>>Course Resources. Step 2: How to Set Up the Project Charter Create a Word or Rich Text Format (RTF) document that is double-spaced, 12-point font. The final product does not have a page limit but you want to make sure to write clearly and concisely. Follow a project charter format. Consider making an outline to ensure the correct headings are in place and to keep the paper organized. Title page with title, your name, the course, the instructor's name; date Project Name and Description Key Stakeholders and Related Business Requirements Expected Project Benefits Deliverables/Outputs Scope Human Resources Estimated Project Cost/Budget Constraints Timing Critical Success Factors Top-Level Risks Assumptions Step 3: Complete the Project Charter Task 1: Read Week 3 course readings and Week 3 Instructor Notes Task 2: Complete each section of the Project Charter Step 4: Review the Project Charter Read the project charter to ensure all required elements are present. Use the grading rubric to ensure that you gain the most points possible for this assignment. Proofread the paper for spelling and grammatical issues, and third person writing. Read the paper aloud as a first measure; Use the spell and grammar check in Word as a second measure; Have someone who has excellent English skills to proof the paper; Consider submitting the paper to the Effective Writing Center (EWC). The EWC will provide 4-6 areas that may need improvement. Step 5: Submit the paper in the Assignment Folder. Individual Deliverable #1: Project Charter (Week 3) Purpose: To introduce students to the elements of a Project Charter, which authorizes a project to start or continue and provides authorization for the Project Manager to do his or her job. Outcomes Met With This Assignment: plan a project that meets organizational goals and that has a high probability of success Instructions: This assignment is the first of five individual assignments. You are expected to complete the assignment individually without any assistance. You will create a Project Charter. Step 1: Preparation for Writing the Assignment Before you begin writing the paper, read the following requirements that will help you meet the writing and APA requirements. Not reading this information will lead to a lower grade. Read the grading rubric for the assignment. Use the grading rubric while writing the paper to ensure all requirements are met. In writing this assignment, you will read and follow these tasks: Task 1: Third person writing is required. Third person means that there are no words such as \"I\