$9,371 $17,134 $1,497 $19,408 $12,496 Total $59,906

Running head: KUDLER FINE FOODS INFORMATION TECHNOLOGY PLAN 1

Total project cost is not accurate

Kudler Fine Foods Information Technology Plan

Tara Coston, Kim Gilbert, Zack Johnson, Deborah Matthews, and Ryan Shepherd

CMGT/578 – CIS Strategic Management

August 4, 2012

KenRoy Regester Sr.

$9,371

$17,134

$1,497

$19,408

$12,496

Total $59,906

KUDLER FINE FOODS INFORMATION TECHNOLOGY PLAN 2

Contents

Document Change Control........................................................................................................... 5

Abbreviations and Acronym Definition ...................................................................................... 5

Assignment Names ........................................................................................................................ 6

Kudler Fine Foods Information Technology Plan ..................................................................... 7

Kudler Fine Foods’ Mission ......................................................................................................... 7

Organizational Goals .................................................................................................................... 8

Problem/Opportunity ................................................................................................................... 8

Project Scope ................................................................................................................................. 9

Project Objectives ......................................................................................................................... 9

Current Status Assessment ........................................................................................................ 10

Hardware ................................................................................................................................. 10

La Jolla and Del Mar Networks ............................................................................................ 10

Encinitas Network ................................................................................................................... 11

Operating System ........................................................................................................................ 12

Software ....................................................................................................................................... 12

Microsoft Office 97 ................................................................................................................. 12

Microsoft Access...................................................................................................................... 13

Database Setup in MS Access ................................................................................................ 14

HRIS ......................................................................................................................................... 14

Software Summary ................................................................................................................. 15

Retail Enterprise Management System ................................................................................ 15

Information Systems Organization Analysis ............................................................................ 16

Organizational Issues Impacting Information Technology Use ............................................. 20

IT Infrastructure ..................................................................................................................... 21

Internet Portal ......................................................................................................................... 22

ERP, SCM and CRM .............................................................................................................. 22

Web Application Environment .............................................................................................. 23

Desktop/Database Environment ............................................................................................ 23

Network Environment ............................................................................................................ 23


Recommended Solutions ............................................................................................................ 24

Infrastructure Upgrade .......................................................................................................... 24

Database Upgrade ................................................................................................................... 26

Hardware Upgrades................................................................................................................ 27

Upgrade Costs ......................................................................................................................... 27

New Infrastructure Diagrams ................................................................................................ 28

Enterprise Software Solutions ................................................................................................... 29

Enterprise Resource Planning (ERP).................................................................................... 29

Supply Chain Management (SCM) ....................................................................................... 31

Customer Relationship Management .................................................................................... 32

Project Team A Organization Chart..................................................................................... 33

Roles and Responsibilities ...................................................................................................... 33

Requirement Meetings / Observation Sessions ........................................................................ 34

Budget Summary ........................................................................................................................ 35

Project Budgets ....................................................................................................................... 36

Implementation Plan for Each Project ..................................................................................... 40

Network Installation ............................................................................................................... 40

Server Installation ................................................................................................................... 41

Workstation Installation ........................................................................................................ 41

Printer Installations ................................................................................................................ 42

Database Installation .............................................................................................................. 42

Data migration ........................................................................................................................ 42

ERP, SCM, and CRM Implementation ................................................................................ 43

REMS Integration ................................................................................................................... 44

Training and Development..................................................................................................... 46

Support and Documentation .................................................................................................. 47

Kudler Fine Foods’ IT Service Requests .................................................................................. 48

Prioritized Project List ........................................................................................................... 49

Project Timeframe ...................................................................................................................... 50

Project Timeline ...................................................................................................................... 53

Constraints................................................................................................................................... 53


Risk Management ....................................................................................................................... 54

Risks and Impacts ................................................................................................................... 54

Project Delays .......................................................................................................................... 55

Inadequate Backbone Upgrade ............................................................................................. 55

Server Installation Errors ...................................................................................................... 56

Workstation Installation Errors ............................................................................................ 56

Printer Installation Errors ..................................................................................................... 57

Database Instability ................................................................................................................ 57

SCM Installation Errors......................................................................................................... 58

Insufficient Training ............................................................................................................... 59

Inadequate Manuals ............................................................................................................... 60

Risk Mitigation ........................................................................................................................ 60

Milestones .................................................................................................................................... 61

Deliverables ................................................................................................................................. 62

Performance Measurement ........................................................................................................ 63

Conclusion ................................................................................................................................... 65

Approvals ..................................................................................................................................... 66

References .................................................................................................................................... 67


Document Change Control

The following is the document control for revisions to this document.

Version

Number Date of Issue Author(s)

Brief Description of

Change

V1.0 July 2012 Tara Coston - Project Manager Approved version.

Abbreviations and Acronym Definition

The following are definitions of terms, abbreviations and acronyms used in this document.

Term Definition

CIO Chief Information Officer

CIS Computer Information Science

CPA Certified Public Accountant

CRM Customer Relationship Management

DBMS Database Management System

ERP Enterprise Resource Planning

GB Gigabyte

GHz Gigahertz

HRIS Human Resources Information System

IT Information Technology

KFF Kudler Fine Foods

LAN Local Area Network

LDAP Lightweight Directory Access Protocol

MB Megabyte

MIME Multipurpose Internet Mail Extension

OS Operating System

POS Point of Sale

RAM Random Access Memory

RDBMS Relational Database Management System

REMS Retail Enterprise Management System

SCM Supply Chain Management

SQL Structured Query Language

SSL Secure Socket Layer

UPS Uninterruptible Power Supply

WAN Wide Area Network

WBS Work Breakdown Structure


Assignment Names

The following initials will be used when assigning tasks

Initials Consultant Billing Rates

TC Tara Coston $99.00/hr

DM Deb Matthews $92.00/hr

KG Kim Gilbert $85.00/hr

ZJ Zach Johnson $69.00/hr

RS Ryan Shepherd $69.00/hr

IG Ivan Goofenoff, Jr. $77.40/hr

RL Rufus Leaking $77.40/hr

HG Hugo Ghettit $101.73/hr

DP Dwayne Pipe $90.67/hr

EB Emma Betterman $69.66/hr

IS Ima Smart $98.90/hr

RN Richard Noggin $101.73/hr

Staff Kudler Staff Members

Billing rate information obtained from Linkedin

Corporation and Indeed


Kudler Fine Foods Information Technology Plan

Kudler Fine Foods (KFF) is a small, upscale, specialty food store with three locations in

the San Diego, California, metropolitan area. KFF’s mission is to provide its customers with the

finest foods, wines, and other related needs in what the organization describes as an “unparalled

consumer environment” (Apollo Group, Inc., 2007, 2010, 2011). The organization plans

expansion of its operations by opening several new stores within the next two years. To be

successful in their expansion efforts, Kudler Fine Foods has several information technology (IT)

project opportunities ranging from upgrading its current IT infrastructure, databases,

incorporating multimedia functionality on its website, and inventory tracking. IT processes and

efficiency improvement can be realized by implementing enterprise level software applications.

This document will outline the current state of the organization’s information systems, identify

areas of opportunity, and provide a solution based on the desired future state.

Kudler Fine Foods’ Mission

Kudler Fine Food's mission is providing its customers the finest in selected foods, wines,

and related needs in an unparalled consumer environment. KFF’s selections, coupled with its

helpful and knowledgeable staff, merge to offer each customer a delightful and pleasing

shopping experience. Kudler Fine Foods offers exceptional service because KFF shops the world

for goods, purchases only the finest products, is highly selective in team member selections, and

goes to extensive lengths to ensure that KFF is the primary source for customers seeking the

finest gourmet foods (Apollo Group, Inc., 2007, 2010, 2011).


Organizational Goals

Kudler Fine Foods main goal is to become the premiere gourmet grocery store for the

discerning shopper looking for the finest meats, wine, cheeses, and produce. To accomplish its

goal, KFF purchases only the finest organic foodstuffs from local organic farmers and other

sources. Currently, KFF’s owner, Kathy Kudler, performs a majority of store purchases;

however, the owner intends to hire additional store managers to help with daily operations.

Kudler Fine Foods currently has three Southern California locations; each store is

consists of a bakery, meat, produce, cheese and dairy, and wine department. KFF sees an

opportunity to add more products most requested by customers, which can be provided by

current wholesalers.

KFF also plans on expanding its operation into the eastern part of the United States,

primarily Florida with further expansion into Southern California and the San Francisco Bay

area. Kudler Fine Foods is currently evaluating a location in Carlsbad, California within the next

five years based on available capital (Apollo Group, Inc., 2007, 2010, 2011).

Problem/Opportunity

KFF’s current network infrastructure is not robust, nor scalable. KFF has no Customer

Relationship Management (CRM) tool in place to allow the organization to effectively manage

customer and vendor relationships.

Kudler Fine Foods has no Supply Chain Management (SCM) tool in place to manage the

flow of its products among its suppliers and customers. Each store places orders separately;

vendor relationships are not leveraged or managed.


An Enterprise Resource Planning (ERP) system would benefit KFF by streamlining

workflows, eliminating redundant processes, and enabling locations to share information more

effectively and quickly.

Top-level management does not have a centralized data repository in place to gather data

or generate analytical reports for strategic decision making. Data integrity and redundancy issues

exist because of the lack of a robust, centralized database.

Last, KFF’s Internet website lacks the interactive, intuitive functionality required for

today’s online shopping public.

Project Scope

Project Team A will manage IT infrastructure upgrades of all store locations, beginning

with KFF’s headquarters. A new web portal will be designed to allow internal and external

access and customer interaction. A centralized database, ERP, SCM, and CRM software solution

will be implemented. Documentation for users and maintenance will be written; training

administered to all KFF staff. This IT plan will expedite efficiencies, eliminate data redundancy,

and align current and future store locations with the company IT vision. The project is estimated

at 140 days in duration; all project phases will be completed by the end of the January 2013.

Project Objectives

Upgrade KFF’s IT infrastructure ensuring compatibility within the organization,

staff, customer, and vendors

Redesign website to allow customer online ordering and vendor access

Database upgrade

Implement ERP, SCM, CRM, and document software use

Train employees

Document maintenance plan

Document support plan


Current Status Assessment

Hardware

Kudler Fine Foods has three locations in California: La Jolla, Del Mar, and Encinitas,

California. The La Jolla and Del Mar locations have identical hardware setup; the Encinitas

location hardware setup differs slightly. Table 1 represents a breakdown by location, including

the type and quantity of hardware.

Hardware User Location Vendor Architecture Additional

Devices

Replacement

Time Line

Age of

Equipment

Quantity

POS

Workstation

La Jolla/Del

Mar

Windows 98 External CD burner

Bubble jet printer

1/31-2/8 2013

14 Years 6

Server La Jolla/

Del Mar

Windows NT Built in

modem

CD burner

1/28-1/30 2013 16 Years 1

Server La Jolla/ Del Mar

Novell 4.11 POS 1/28-1/30 2013 14 years 1

UPS La Jolla/

Del Mar

N/A N/A N/A N/A N/A 1

56K Modem La Jolla/

Del Mar

N/A N/A 2/6-2/11 2013 N/A 1

Backbone La Jolla/ Del Mar

Ethernet 10.1.50.0

2/6-2/11 2013 N/A 1

POS

Workstation

Encinitas Windows 98 External CD

burner

Bubble jet

printer

1/31-2/8 2013 14 Years 4

Server Encinitas Novell 4.11 POS 1/28-1/30 2013 14 years 1

UPS Encinitas N/A N/A N/A N/A N/A 1

56K Modem Encinitas N/A N/A 2/6-2/11 2013 N/A 1

Backbone Encinitas Ethernet

10.1.50.0

2/6-2/11 2013 N/A 1

Table 1 - Kudler Hardware (Apollo Group, 2007, 2010, 2011)

La Jolla and Del Mar Networks


Figure 1 represents existing network setup at the La Jolla and Del Mar locations.

Figure 1 - La Jolla and Del Mar Network (Apollo Group, 2007, 2010, 2011)

Encinitas Network

Figure 2 represents existing network setup at the Encinitas location.

Figure 2 - Encinitas Network (Apollo Group, 2007, 2010, 2011)


Operating System

The current operating system (OS) installed on KFF workstations is Windows 9x, which

has reached its end of life support from Microsoft. If an issue arises with the WIN 9x OS,

Microsoft will no longer support the OS with or without a contract, which could mean a

complete work stoppage for KFF causing productivity and revenue loss. Team A proposes

replacement and upgrading of all existing hardware. Once completed, Project Team A chooses

the most current Microsoft OS, Windows 7, as the new operating system for Kudler Fine Foods;

Windows 7 has many features that will benefit KFF.

The old servers run on Novell 4.11 operating systems, which have also reached end of

life. All servers will be upgraded with Windows Small Business Server 2011 installed. Windows

Small Business Server comes with a copy of Microsoft SQL installed, thus eliminating the need

to purchase the MS SQL software for the database upgrade. Another feature of Small Business

Server 2011 is that a copy of Microsoft Exchange is included for e-mail. By switching to

Windows Small Business Server, the infrastructure will have the added benefit of Active

Directory. Active Directory helps manage corporate identities, credentials, information

protection, system and application settings (Microsoft Corporation, 2012). Active Directory will

help network administrators as they will be able to effectively manage all user settings from a

central location.

Software

Microsoft Office 97


Currently Kudler uses Microsoft Office 97 suite comprised of Microsoft Word, Microsoft

Excel, Microsoft Outlook, and Microsoft PowerPoint. Microsoft Office 97 currently runs on

KFF’s Windows 9x operating system.

The main program in MS Office 97, Microsoft Word, as the name implies, serves as a

word processing program. Microsoft Excel is used across Kudler for its spreadsheet functionality

helping the organization track and main data such as some financial, sales, and human resources

related data. For e-mail communication and some personal information management, Kudler

uses Microsoft Outlook, which includes an e-mail client, calendar, task manager, and address

book. Last, the Microsoft Office 97 suite includes the presentation program, Microsoft

PowerPoint; however, its use throughout the organization is unknown.

Microsoft Access

Currently, all three of KFF’s store locations use Microsoft Access 97 software to store

and manage all of the organization’s customer, inventory, and order tracking. MS Access

currently runs on KFF’s Windows 9x operating system. KFF’s Access database contains nine

relational tables containing the following information:

Customer: Contains demographic data of all KFF’s customers

Inventory: Contains the components that make up and item

Item: Stores product information that may appear on an order

Order: Records information for each order placed within a given store

Order Line: Contains detailed information of items appearing on an order

Store: Retains data for each store location

Supplier: Contains data and information pertaining to wholesalers, vendors, and

other suppliers

Tax Table: Provides tax rates based on the store that placed an order

Tender: Records payment methods used for an order (Apollo Group, Inc., 2007,

2010, 2011)

Figure 3 represents KFF’s current database setup in Microsoft Access


Database Setup in MS Access

Figure 3 - Kudler Fine Foods Database Diagram (Apollo Group, 2007, 2010, 2011)

HRIS

Kudler uses Intuit Quick Books accounting software for part of its Human Resources

Information System (HRIS) and its finance and accounting functions. Intuit Quick Books is a set

of software solutions designed by Intuit to manage inventory, payroll and sales. Intuit Quick

Books also has features that help small businesses such as Kudler Fine Foods manage marketing,

merchant services, products, supplies, and training solutions. Basic system configuration requires

at a minimum a 1.8 GHz processor, 1 GB of disk space, 256 MB of RAM for a single user and

512 MB of RAM for multiple users. All downloaded software requires a high-speed Internet

connection, Internet Explorer 6.0 or higher and 2.5 GB of free disk space (TechTarget, n.d.).


Intuit’s database tracks the following employee information:

Personal information, such as name, address, marital status, birth date, etc.

Pay rate

Personal exemptions for tax purposes

Hire date

Seniority date (which is sometimes different than hire date)

Organizational information (store for budget purposes, manager’s name, etc.)

(Apollo Group, Inc., 2007, 2010, 2011)

Table 2 provides a summary of Kudler Fine Foods software applications.

Software Summary

Application Users Vendor Architecture Hardware Database Additional

Software Tools

Replacement

Timeline

Office 97 Microsoft 32 bit Windows

9x Workstation

Word

Excel Outlook

PowerPoint

1/31/13-2/8/13

2013

Access Microsoft 32 bit Windows 9x

Workstation

Access 97 1/28-1/30 2013

Quick Books Intuit 32 bit 1.8 GHz processor

1 GB disk

space 512 MB

RAM

Internet Explorer

6.0 or

higher 2.5 GB free

disk space

1/31/13-2/8/13 2013

Table 2 - KFF Software (Apollo Group, 2007, 2010, 2011)

Retail Enterprise Management System

Kudler Fine Foods hired Smith Systems Consulting to implement a comprehensive Retail

Enterprise Management System (REMS) for the Finance and Accounting department. Smith

Consulting is contracted on an annual basis to maintain REMS. The REMS system has five

modules:

General Ledger

Accounts Payable

Point of Sale


Asset Management and Accounting

Security

REMS only benefits Finance and Accounting departments, as information stored in the

system is unavailable to other departments. Payroll processing is outsourced to Intuit services

and information stored in Intuit databases are also unavailable to other departments (Apollo

Group, Inc., 2007, 2010, 2011).

Team A highly recommends investment and implementation of an ERP system with the

functionality to integrate applications across the enterprise. An ERP system would streamline

many or all of the manual processes that KFF performs today. ERP also has several other

benefits for Kudler Fine Foods:

Store employee data in one central location

Provide reporting functionality regarding meeting objectives and sales plan

Customer Relationship Management (CRM) module that electronically stores customer

information used in customer-focused initiatives

Supply Chain Management (SCM) module that electronically tracks inventory numbers,

prevents storing excess product inventories, and stock-outs

Provide store purchasing information to streamline the ordering process

Store data that can be used to forecast items needed for purchase and the amount

Information Systems Organization Analysis

Kudler Fine Foods’ information system organization consists of two computer support

specialists who report to Harvey Stephens, Director of Finance and Accounting. The computer

support specialists are in La Jolla, California, and provide desktop support for all KFF

employees. Technical support is provided through a virtual machine application, depending on

the location of the laptop or desktop.


The Director of Finance and Accounting is responsible for all aspects of finance,

accounting, budgeting, and information technology operations. Harvey Stephens has a

Bachelor’s Degree in Accounting and is a Certified Public Accountant (CPA) with over 10

years’ experience. The Director of Finance and Accounting manages a staff of four employees;

two Accounting Clerks and two Computer Support Specialists.

Computer Support Specialists Primary Responsibilities

Respond to requests received by e-mail or telephone

Report generation

Image ghosting of machines

Provide desktop support – identify hardware and software problems, fix driver issues

Use call tracking system to log help tickets from inception to closure

Installation of software, patches, and system upgrades

User account set-up and password administration (rights, security, and system groups)

Diagnose or fix issues by using remote access tools

Monitor network performance

LAN – manage ports, troubleshoot speed and connectivity issues

Inventory/asset management and tracking

Current Skill Sets

Bachelor’s degree in IT, or CIS

Training or equivalent experience

Hands-on experience with hardware/software installation and maintenance

Experience in a Windows operating system environment

Competent in Structured Query Language (SQL) and data retrieval

Excellent customer service skills

Both computer support specialists are proficient in their daily duties. However,

additional skills may be required to support hardware and software upgrades. Industry

certifications were not required at the time that the positions were originally staffed. Harvey

Stephens is considering the value of additional training in targeted areas or industry certifications

that would improve service levels and first call resolution while ultimately reducing vendor

escalations. Figure 4 provides KFF’s current baseline organization.


`

Kathy Kudler

President

Accounting Clerk

(2)

Computer

Support

Specialist

(2)

Purchasing

ManagerInventory

Manager

Store Manager

(3)

Administrative

Assistant HR

Assistant

Brenda Wagner

Dir. Administration & Human

Resources

Harvey Stephens

Dir. Finance & Accounting

Yvonne Reynolds

Dir. Store Operations

Administrative

Assistant

Purchasing

Assistant

Figure 4 - Kudler Baseline Organization (Apollo Group, 2007, 2010, 2011)

Project Team A recommends realigning the Information Technology division. Because

of KFF’s expansion goals, required upgrades to KFF’s infrastructure, and recommended IT

solutions, KFF’s Director of Finance and Accounting will not be able to effectively oversee

Finance and Accounting and manage IT operations.

Kudler Fine Foods needs an IT manager added to the IT organization to manage the day-

to-day IT operations. The average annual salary for IT managers in the San Diego metropolitan

area is $101,000 (Indeed, 2012).The IT manager position will be a direct report to the Director of

Finance and Accounting.


KFF also needs a Database Administrator to design and administer the daily activities of

the new database. The average annual salary for database administrators in the San Diego area is

$82,000 (Indeed, 2012). Last, KFF needs a Network Administrator to perform maintenance of

network architecture, hardware, and software. The average annual salary for network

administrators in the San Diego metropolitan area is $76,000 (Indeed, 2012).

The two computer support specialists would report to the new system administrator; the

Database Administrator, systems administrator network administrator and the website

administrator would report to the new IT manager. Figure 5 provides the proposed organizational

structure for the Information Technology Division.

Figure 5 - Project Team A Organization

KFF will need to create and hire at least three additional positions for proper

administration of the proposed IT infrastructure. In its current capacity, several job functions can

be combined under one title. However, as the company continues to grow, it may be necessary to

hire additional people to manage the increased workload. Table 3 supplies the functions and

responsibilities:

Support Administrative Executive

Steering Committee

Network Administrator

Website Administrator

Database Administrator

Systems Administrator

Systems Administration

Specialist

Technical Liaison

Systems Security Administrator


Role Responsibility Current Titles

Steering Committee Responsible for tracking new IT projects

and establishing new policies

Needs to be

created after all

positions need to

be filled

Database Administrator Responsible for maintenance of SQL

Server databases

New Position

Systems Administration

Specialist

Responsible for data extraction, report

writing, data manipulation and quality

control

Computer

Support

Specialists

Systems Administrator Responsible for overseeing activities of

System Administrative Specialists.

New Position

Network Administrator Responsible for maintenance of network

architecture, hardware and software

New Position

Website Administrator Responsible for maintenance of web portal Network

Administrator

Technical Liaison Responsible for proper communication

between business users and IT specialists

Computer

Support

Specialists

System Security

Administrator

Responsible for maintaining security of IT

system involving password and security

profiles.

Systems

Administrator

Table 3 - Restructured IT Roles and Responsibilities

Organizational Issues Impacting Information Technology Use

When Kathy Kudler opened her first store, there was little need for electronic

communication and electronic file storage. Kathy is a very personable manager who likes face-

to-face contact with her employees and customers. Kathy also handles the purchasing of goods

for all the stores. Because Kathy does all of the buying, when she is sick or on vacation, all

inventory replacement orders come to a standstill.

One buyer represents a single point of failure for KFF because not only is there undue

pressure and stress on the owner; Kathy being the sole buyer leaves all three stores at risk of

stock-outs as no one else knows how to place inventory orders.


A centralized purchasing system will help immensely; however, automated ordering

processes will streamline inventory orders and allow Kathy to track available inventory and store

sales in real-time.

Kathy must also plan for employee career development and her own succession planning.

By documenting required financial decisions and the day-to-day business operations, the owner

can begin training another manager as her replacement. With an automated, comprehensive

Human Resources Information System (HRIS), Kathy will be able to give more control of

employment decisions to the Human Resources Manager.

IT Infrastructure

KFF’s IT infrastructure is antiquated as it consists of outdated software and hardware.

KFF’s network is a client/server topology which will remain as is; however, the hardware will

need to be upgraded. The network backbone will be upgraded to an Ethernet backbone running

on broadband, thus eliminating the current 56K dialup modem. Upgrading KFF’s network will

increase the bandwidth and throughput of the network.

Workstations running Windows 9x operating system (OS) will all be upgraded to

Windows 7 OS. The old Novel 4.11 server for POS will be upgraded to a Windows Small

Business Server 2011. The server upgrade includes Microsoft Exchange for e-mail and SQL for

the database. The current Microsoft Access database will be upgraded to SQL providing a better

and much more secure database. Microsoft Office 97 software will be upgraded to Microsoft

Office 2010, which offers more features that will improve the company’s overall productivity.


Internet Portal

Kudler Fine Foods’ Internet website needs revamping. The website does not allow

online order placement. Rebuilding the website for improved functionality also entails inclusion

of a customer portal and a vendor portal.

The customer portal will allow provide online ordering functionality to KFF’s customers;

the vendor portal will provide Kudler Fine Foods with much needed inventory management

capabilities. The e-commerce site will have a 1024 bit Secure Socket Layer (SSL) certificate

installed for security.

ERP, SCM and CRM

Kudler Fine Foods does not have an integrated ERP, SCM, or CRM solution.

Implementation of an SCM system will provide KFF with the capability to see items that their

customers purchase and which products do not sell. SCM will also provide the functionality to

all store locations to collaborate on planning and forecasting supply needs, develop strong

relationships with suppliers, maximize efficiencies, and reduce storage space.

KFF does not have an automated system for management of its customer relations.

Implementing a CRM system will improve customer relationship management by identifying

customer needs based on trends, increase sales by anticipating spending patterns, cross-sell

products, and determine which customers are most lucrative. CRM will also beneficial in KFF’s

marketing campaigns that target specific customers. CRM will also enable Kudler Fine Foods to

use a more personal approach in its customer relationship management.

IT Model

The proposed IT model described below will support the required systems to help Kudler

Fine Foods achieve its business objectives and goals.


Web Application Environment

Service request SR-kf-002 requests evaluation of KFF’s website to analyze its customers’

experiences as well as ease of updates and maintenance. Kudler Fine Foods indicated a need for

a new website to provide customers the functionality to submit orders online orders for in-store

pick up, along with a vendor portal that would allow its wholesalers to login for inventory

management purpose. As more customers visit the KFF website and use the Web for shopping

and researching the best deals, a fresh, intuitive store website will attract new customers as well

as keep existing customers coming back. More customers and improved customer loyalty are

driving factors for increased revenue generation (Matthews, 2012). For cost effectiveness and the

reasons listed above, Project Team A recommends a hosted website be used.

Application development software: PHP, MySQL, Apache, SSL, FTP, Ruby

Application server: Microsoft IIS (Internet information server)

Application Framework: Microsoft NET

Desktop/Database Environment

Application software: Microsoft Office Windows 7

Server: Windows Small Business Server 2011

Hardware: DVD ROM

Network Environment

WAN Connectivity: current Broadband provider

Protocols Standards: IPV4, Ethernet 10.100.1000

Operating Systems: Microsoft Windows 7

Authentication: Microsoft Active Directory (AD)

Figure 6 is a graphical representation of Project Team A’s new IT model for Kudler Fine

Foods that supports required systems to help KFF meet its business objectives.


Figure 6 - KFF New Information Technology Environment Model

Recommended Solutions

Infrastructure Upgrade

Website Specifications. KFF wants to revamp its website to include a Web portal for

customers to submit orders for in store pick up and inform its customers of upcoming in-store

events, sales, and other activities.


Rebuilding KFF’s existing website would entail inclusion of a customer portal and a

vendor portal. A customer portal would provide online ordering functionality to KFF’s

customers; a vendor portal would provide Kudler Fine Foods with much needed inventory

management capabilities. Both portals require installation of a Secure Socket Layer (SSL)

certificate to ensure security of all transactions.

To achieve KFF’s website requirements and stay within a reasonable budget, a hosted

website solution is recommended. Project Team A selected Joomla to address KFF’s website

renovation. Joomla is an open source content management system. Using Joomla, Kudler Fine

Foods can design its new website to its standards and specifications, all of which can be

accomplished from the Joomla web portal. The Technical Requirements for Joomla are:

Software Recommended Version Minimum Version

PHP 5.3+ 5.2.4+

MySQL 5.0.4+ 5.0.4+

Apache (with mod_mysql,

mod_xml and mod_zlib

2.x+ 2.x+

Microsoft IIS 7 7

Open Source Matters, Inc., 2012)

Joomla’s key features include the following:

User Management

a. Joomla supports multiple protocols, including Lightweight Directory Access

Protocol (LDAP), OpenID, and Gmail, allowing allows users to use existing

account information to streamline the registration process.

Media Manager

a. Manage media files or folders; configure the Multipurpose Internet mail

extensions (MIME) type settings to handle any type of file

Language Manager

Banner Management

a. Great for marketing campaigns, ad banners customization

Contact Management

Polls

Can gather information from customers on products that they purchase

a. Integrated Help System (Open Source Matters, Inc., 2012)


Bluehost will host the Joomla/Kudler Fine Foods website. Bluehost charges a flat rate of

$5.95 a month, which includes the following services (Bluehost, 2012):

Free Joomla setup or transfer

Unlimited Domain Hosting

Unlimited GB Hosting Space

Unlimited GB File Transfers

Unlimited E-mail Accounts

Free Domain Forever

Free Joomla Site Builder w/ templates

Secure Shell, SSL, FTP, Stats, CGI, Ruby (RoR), Perl, PHP, MySQL

$50 Free Yahoo & Google Credits

99.9% Network Uptime Guarantee

Anytime money-back guarantee

Bluehost uses a custom Linux Operating system for all of its hosted websites. KFF will

not need to purchase additional licensing; licensing is included in the monthly fee. The database

used by Bluehost is SQL server for Joomla sites. The database is also included in monthly fees

charged for Bluehost website hosting services (Bluehost, 2012).

Database Upgrade

A SQL Server database comes packaged in the Windows Small Business Server 2011

suite and will provide KFF with a secure, centralized area to store and retrieve its data. Data

from all the departments can be securely stored, updated, and queried from one location, which

decreases redundant processing and improves data integrity.

Not only will SQL Server provide much- needed upgrade to KFF’s current Access, SQL

Server can store information for the Joomla site and the Enterprise Software solution. The SQL

Server database provides KFF with the functionality of connecting to its suppliers and customers

in real-time.


As a small business, Kudler can have up to 55 licenses before needing to upgrade to the

Enterprise level, which leaves plenty of room for expansion. SQL Server databases can also back

up data on a scheduled basis to protect against data loss.

Hardware Upgrades

All three KFF locations will have all new hardware for desktops and servers.

Additionally each location will also have new modems for broadband access and new Hewlett

Packard (HP) laser jet printers. All desktop systems will run the Microsoft Windows 7 operating

system; the servers will have Windows Small Business Server 2011. The hardware requirements

are as follows:

Windows 7 Hardware Requirements:

1 gigahertz (GHz) or faster 32-bit (x86) or 64-bit (x64) processor

1 gigabyte (GB) RAM (32-bit) or 2 GB RAM (64-bit)

16 GB available hard disk space (32-bit) or 20 GB (64-bit)

DirectX 9 graphics device with WDDM 1.0 or higher driver (Microsoft

Corporation, 2012)

Windows Small Business Server 2011 Hardware requirements:

Quad core 2 GHz 64 it or faster processor

10GB of RAM

120 GB of storage Space

DVD ROM

10/100/1000 Network Adapter (Microsoft Corporation, 2012)

Upgrade Costs

Based on the hardware requirements, all of KFF systems will need replacement, which

involves cost. Using Hewlett Packard for the vendor, new HP Pro 3400 Microtower PC desktop

systems will cost $535 each (Hewlett Packard, 2012).


Kudler would replace 16 desktop systems for a total cost of $8,560. Three desktops will

have Microsoft (MS) Office 2010 Professional installed. Price per license for MS Office 2010 is

$499.99 (Microsoft, 2010, 2012).

Three HP ProLiant ML350 servers will cost $2,159 each for a total cost of $6,477

(Hewlett Packard, 2012). No additional cost is involved for modem replacement as this cost is

included in the Broadband Internet Service Provider (ISP) service cost.

Last, KFF will need to purchase three HP Color LaserJet CM2320nf printers, one printer

for each store. Each laser jet printer costs $699 for a total cost of $2,097.

New Infrastructure Diagrams

Figures 7 and 8 provide the proposed new infrastructure at the La Jolla, Delmar, and

Encinitas sites.

Windows Small Business Server 2011

SQL Server

10.1.50.0 Ethernet Network

HP Pro 3400 Microtower PC




Broadband Modem

Internet

HP Printer

UPS- Standalone

Figure 7 - Proposed New Infrastructure - Encinitas


Windows Small Business Server 2011

SQL Server

10.1.50.0 Ethernet Network





Broadband Modem

Internet

HP Printer

UPS- Standalone

Figure 8 - Proposed New Infrastructure - Encinitas

Enterprise Software Solutions

Enterprise Resource Planning (ERP)

Project Team A researched ERP solutions that would meet KFF’s business objectives and

provide an integrated solution at the lowest cost. Project Team A compared the Oracle E-

business Suite, Epicor ERP, and Microsoft Dynamics ERP solutions as these solutions address

all of KFF’s business needs. Table 4 provides a side-by-side comparison of each ERP solution.


Table 4- ERP Solution Comparison (Top10ERP, 2008, 2012)

Oracle E-Business Suite ERP is the recommended enterprise solution for Kudler Fine

Foods. The cloud solution puts the cost of the Oracle E-Business Suite ERP solution well within

reach of small and mid-sized businesses like KFF. Cloud licensing is used to deploy the suite

through Oracle’s partnership with Amazon Web Service (AWS) at a fraction of the cost of a

traditional ERP solution. The operational cost to manage Oracle E-Business Suite ERP is

significantly reduced by elimination of additional equipment cost, IT management, and support

services.

KFF will realize a noticeable return on investment (ROI) because the licensing model for

cloud services is affordable; billing is based on services used. Cloud services through AWS are

secure, scalable, and flexible with high availability. Disaster recovery costs are reduced as well

because the need to house a second physical site is eliminated. IT infrastructure and data can be

recovered quickly in a virtual environment. The estimated cost for Oracle E-Business Suite ERP

implementation is $6,000; annual cost includes maintenance and support- $4,000 (Top10ERP,

2008-2012).

Product Name Oracle E-Business Suite Epicor ERP Microsoft Dynamics AX

Version Release 12 9 AX (2010)

Price Range $12K-$350K $4K -500K $20K-750K

Financing Options Lease, FinancingLease, Owner Financing,

Lease to own

Lease, Owner Financing,

Financing

User Range 25-1000+ 1-1000+ 5-1000

Multi Site Yes Yes Yes

Multi National yes Yes Yes

Architecture SOA SOA SOA, .NET

Database Platform

MS SQL Server, Progress, IBM DB2,

Other, Oracle, Proprietary`, Web

Based (Saas)

MS SQL Server, Progress,

Web Based (Saas)

MS SQL Server, Oracle, Web

Based (Saas)

Server OS

Mac OS, Linux, Windows, Unix, Novell

Netware, Solaris, AIX, HP-UX, i

Operating System

Linux, Windows, Unix Windows

SAAS Yes Yes Yes


Figure 9 illustrates an ERP model that closely resembles the critical information flows

across KFF.

Figure 9 - ERP Model - (Baltzan & Phillips, 2010)

Supply Chain Management (SCM)

The SCM module will provide Kudler with several benefits. An SCM solution will

decrease costs of operating the supply chain, as illustrated in Figure 10, by streamlining

purchasing, transferring, and receiving stock (Oracle, 2012). Management will be provided with

real-time visibility to inventory to better manage store-level profit and loss.


Figure 10 - SCM Model - (Baltzan & Phillips, 2010)

Customer Relationship Management

Oracle E-Business CRM module proactively monitors and captures the customer’s

experiences on social networking websites. The Oracle E-Business CRM solution monitors

customer buying behaviors and makes recommendations based on spending patterns (Oracle,

2012). The Oracle E-Business CRM module will help KFF manage its customer relationships

from end-to-end, providing a more personalized experience; thereby increasing loyalty, and

sales.

Project Team

Figure 11 represents Project Team A’s organizational structure.


Project Team A Organization Chart

Figure 11 - Project Team A Organization

Roles and Responsibilities

Table 4 supplies the functions and responsibilities of Project Team A consultants.

Name Position Responsibility

Tara Coston IT Project Manager Oversees overall project, serves as liaison between

project team and customer

Deb Matthews Infrastructure Analyst Assesses current software and application of

company and recommends improvements.

Ryan

Shepherd

Network Specialist Assesses current network infrastructure and

recommends improvements

Zack Johnson Hardware Specialist Assesses current hardware configurations and

recommends upgrades

Kim Gilbert Assessment Analyst Assess current infrastructure and make

recommendations for upgrade

Table 4 - Project Team A Roles and Responsibilities

Tara Coston Project

Manager

Deb Matthews

Infrastructure Analyst

Ryan Shepherd

Network Specialist

Zack Johnson, Hardware Specialist

Kim Gilbert, Assessment

Analyst


Requirement Meetings / Observation Sessions

Time Session Dates Attendees Deliverables

8 a.m.-5 p.m. Problem

Definition

6/29/12 -

7/12/12

Deb Matthews,

Richard Noggin,

Anita Change,

Ryan Shepherd

Feasibility report

Project benefits

determination

Prepare and present

deliverable

Project team member

identification

Define project outline

Project plan approval

8 a.m.-5 p.m. Current

Infrastructure

Analysis

7/13/12-

8/8/12

Deb Matthews,

Ima Smart, Zack

Johnson, Bea

Esser, Kim

Gilbert

Requirements

document

Determine

workstation

requirements

Review current

DBMS

Determine server

requirements

Determine server

upgrades

Determine

workstation upgrades

Determine DBMS

upgrades

Prepare and present

phase deliverable

9 a.m.-10:30 a.m. IT Department

Meetings

8/2/12-

8/7/12

Tara Coston, Kim

Gilbert, Richard

Noggin

Meet with company

CEP

Hold employee

meetings - Owner,

Operations, HR,

Desktop, Network

Understand the current

IT usage

Understand current IT

needs


Budget Summary

Using a phased installation approach, the complete project is estimated at $60,266.

Budget summary is provided below.

Total BudgetEstimated

Hours

Estimated

Cost

Estimated staff hours 240

Estimated consultant hours 421 $9,731

Estimated hardware costs $17,134

Estimated licensing, maintenance, and support $1,497

Estimated Testing 240 $19,408

Estimated Training 272 $12,496

Total Estimated Cost 661 $60,266

$9,371

$17,134

$1,497

$19,408

$12,496

Total $59,906


Project Budgets

Budgets for each project recommendation are contained below:

Assigned Hardware/Software/LicensesEstimated

Hours

Estimated

Cost

Purchase 3 HP ProLiant ML350 Servers @ $2,159 ea

• Quad core 2 GHz 64 it or faster processor

• 10GB of RAM

• 120 GB of storage Space

• DVD ROM

• 10/100/1000 Network Adapter

Estimated price is for Hewlett Packard Servers with

optional extended service contract

$6,477

Purchase 16 HP Pro 3400 Microtower PC

Workstations @ $535 ea • 1

gigahertz (GHz) or faster 32-bit (x86) or 64-bit (x64)

processor

• 1 gigabyte (GB) RAM (32-bit) or 2 GB RAM (64-

bit)

• 16 GB available hard disk space (32-bit) or 20 GB

(64-bit)

• DirectX 9 graphics device with WDDM 1.0 or

higher driver

Estimated price is for Hewlett Packard desktops with

with optional extended service contract

$8,560

Purchase 3 HP Color LaserJet CM2320nf printers @

$699 ea$2,097

Purchase 3 Microsoft Office 2010 licenses @ $499

ea$1,497

Total Estimated Cost $18,631


Assigned Network InstallationEstimated

Hours

Estimated

Cost

ZJInstall Cat 5 Ethernet cables, routers, hubs and

servers10 $690

Total Estimated Cost 10 $690

Assigned Server InstallationEstimated

Hours

Estimated

Cost

RSLoad Windows Small Business Server 2011 software

on servers3 $207

DM Migrate data from old workstations to backup system 4 $368

ZJ Install new workstations 5 $345

Staff Establish security profiles on network servers 2

Staff Setup file sharing 1


Assigned Workstation InstallationEstimated

Hours

Estimated

Cost

Staff Install and configure Windows 7 2

RS Install antivirus software 1 $69

RS Install and configure ODBC drivers 1 $69

RS Connect workstation to network 1 $69

RS Ensure connectivity of network 1 $69

DM/RS Install Microsoft Office Suite 2010 4 $460

RS Setup internet connectivity 2 $138

RS Install SQL Server 2 $138

ZJ Remove old workstations and servers 2 $138


Assigned Printer InstallationEstimated

Hours

Estimated

Cost

DM Install print drives on server 8 $552

Staff Connect printers to network 4

Staff Connect workstations to printers 4



Assigned Database InstallationEstimated

Hours

Estimated

Cost

DM Install MS SQL Server on server 2 $184

DM Load SQL Server tools to server 2 $184

TC Create databases 2 $198

TC Run scripts to create CRM, SCM, ERP tables 4 $396

TC Run scripts to create users, security profiles 2 $198

KG Create backup plan 1 $85


Assigned Data MigrationEstimated

Hours

Estimated

Cost

Staff Create ER Diagram of Access database 3

Staff Identify keys, constraints 2

KG/Staff Define business rules 1 $85

KG Create table structures in SQL Server 2 $170

Staff Prepare Access database for data export 2

Staff Export Access tables into Excel 8

StaffEnsure integrity of data based on SQL Server data

requirements2

Staff Import data into SQL Server 2


Assigned ERP ImplementationEstimated

Hours

Estimated

Cost

KG/TC Create database 2 $269

TC Run scripts to create tables on SQL Server 2 $198

DM Install software on workstations 2 $184

RS Connect to database 1 $69

TC Create security profiles 1 $99


Assigned SCM ImplementationEstimated

Hours

Estimated

Cost








Assigned CRM ImplementationEstimated

Hours

Estimated

Cost







Assigned REMS IntegrationEstimated

Hours

Estimated

Cost

SI Review table definitions 4

SI/STAFF

/TCDetermine values to export 4 $396

TC Create data export 8 $792

DM Create validation process 6 $552

TC Create error reports 3 $297

KG Create import schedule 3 $255

STAFF Test import process 2

KG Create backup processes 2 $170

STAFF Place process into production 1


Assigned Testing CategoryEstimated

Hours

Estimated

Cost

ZJ Hardware 40 $2,760

RS OS/Software 40 $2,760

IG Inventory/Supply 40 $3,096

RL Customer Service 40 $3,096

HG Enterprise Management 40 $4,069

DP Hardware 40 $3,627



Implementation Plan for Each Project

Network Installation

The following upgrades to KFF’s network infrastructure are required to support

necessary hardware, software and application configurations.

Assigned Training and DevelopmentEstimated

Hours

Estimated

Cost

Staff Train IT Admins on Windows 7 8

EB Train users on Windows 7 16 $1,115

Staff/HG Train IT Admins on ERP 32 $3,255

Staff Train users on ERP 16

Staff Train IT Admins on SCM 32

Staff Train users on SCM 16

Staff Train IT admins on CRM 32

Staff Train users on CRM 16

KG Develop new MS programs training manual 16 $1,360

IS Develop New IT Support manual 16 $1,582

Staff/RN Develop New Manuals for ERP 16 $1,628

Staff/HG Develop New Manuals for SCM 16 $1,628

Staff Devlop New Manuals for CRM 16

RN Special Forms deliverable 8 $814

EB Training and Development Deliverable 16 $1,115


Assigned Network Installation Estimated

Hours

ZJ Install Cat 5 Ethernet cables, routers, hubs and servers 10

Total Hours 10


Dependencies: None

Server Installation

The following upgrades to KFF’s servers are required to support necessary hardware,

software and application configurations

Assigned Server Installation Estimated

Hours

RS Load Windows Small Business Server 2011 software on

servers

3

DM Migrate data from old workstations to backup system 4

ZJ Install new workstations 5

Staff Establish security profiles on network servers 2

Staff Setup file sharing 1

Total Hours 15

Dependencies: Network

Workstation Installation

The following actions are required to upgrade to KFF’s workstations in each location and

to meet minimum requirements for software improvements

Assigned Workstation Installation Estimated

Hours

Staff Install and configure Windows 7 2

RS Install antivirus software 1

RS Install and configure ODBC drivers 1

RS Connect workstation to network 1

RS Ensure connectivity of network 1

DM/RS Install Microsoft Office Suite 2010 4

RS Setup internet connectivity 2

RS Install SQL Server 2

ZJ Remove old workstations and servers 2

Total Hours 16

Dependencies: Server


Printer Installations

The following actions are required to install and connect network printers in all locations.

Assigned Printer Installation Estimated

Hours

DM Install print drives on server 8

Staff Connect printers to network 4

Staff Connect workstations to printers 8

Total Hours 16

Dependencies: Workstation

Database Installation

The following actions are required to upgrade KFF’s Relational Database Management

System (DBMS) from a personal Access database with limited space to a powerful enterprise

Relational Database Management System (RDBMS) in SQL Server.

Assigned Database Installation Estimated

Hours

DM Install MS SQL Server on server 2

DM Load SQL Server tools to server 2

TC Create databases 2

TC Run scripts to create CRM, SCM, ERP tables 4

TC Run scripts to create users, security profiles 2

KG Create backup plan 1

Total Hours 13

Dependencies: Workstation

Data migration

The following actions are required to import data from KFF’s Access database into SQL

Server tables.

Assigned Data Migration Estimated

Hours

Staff Create ER Diagram of Access database 3


Dependencies: Database

ERP, SCM, and CRM Implementation

The following actions are required to implement enterprise programs that will connect

suppliers, inventory, customers and enterprise data.

Assigned ERP Implementation Estimated

Hours

KG/TC Create database 2

TC Run scripts to create tables on SQL Server 2

DM Install software on workstations 2

RS Connect to database 1

TC Create security profiles 1

Total Hours 8

Assigned SCM Implementation Estimated

Hours






Total Hours 8

Staff Identify keys, constraints 2

KG/Staff Define business rules 1

KG Create table structures in SQL Server 2

Staff Prepare Access database for data export 2

Staff Export Access tables into Excel 8

Staff Ensure integrity of data based on SQL Server data requirements 2

Staff Import data into SQL Server 2

Total Hours 22


Assigned CRM Implementation Estimated

Hours






Total Hours 8


REMS Integration

The following actions are required to import specialized data files from Retail Enterprise

Management System that was built for the Finance and Accounting department.

Assigned REMS Integration Estimated

Hours

SI Review table definitions 4

SI/STAFF/TC Determine values to export 4

TC Create data export 8

DM Create validation process 6

TC Create error reports 3

KG Create import schedule 3

STAFF Test import process 2

KG Create backup processes 2

STAFF Place process into production 1

Total Hours 33



Testing

Users and project team members will be assigned portions of the system to test. The

project manager will keep a log of any issues that arise during testing. A ranking system will be

used to determine severity of the issues; some issues will be lower ranked because they will not

stop the implementation and can be resolved during the post-implementation. Higher ranking

issues that will affect the operation or processing of the system must be resolved before

implementation is considered complete. The following is the ranking system and testing

assignments:

Rank Description

1 Issues do not directly affect processes of the system and can be resolved in post-

implementation. Examples may be cosmetic changes to screens.

2 Issues that do not affect processing of the system but must be cited and addressed for

resolution during post-implementation

3 Moderate issues that need to be addressed but does not potentially affect the

processes of the system. Example could be processing lag time and can be cited for

resolution for post-implementation.

4 While not considered severe, issues of this ranking should be dealt with before

implementation. However, some of these issues may be considered “showstoppers” in

some cases. Examples include errors in calculations or minor screens that do not open

or process on screen calculations correctly.

5 Major issues are considered errors and completely change processes and output of the

system. These issues are “showstoppers” and could cause downtime and severe

miscalculations and must be resolved before implementation.


Assigned Testing

Estimated

Hours

ZJ Hardware 40

RS OS/Software 40

IG Inventory/Supply 40

RL Customer Service 40

HG Enterprise Management 40

DP Hardware 40

Training and Development

Windows 7 IT Administrator Training. A one-day Windows 7 training session for IT

Administrators immediately after implementation. Training topics include the new OS features

and extensive ins and outs of Microsoft Windows 7

Windows 7 End User Training. A two-day Windows 7 training session for end users

that will focus on topics including the new OS features and the differences between the Windows

9x and Windows 7 operating systems.

ERP IT Administrator Training. A four-day ERP training session that will introduce

advanced ERP features, functionality, and troubleshooting steps for the end users.

ERP End User Training. A two-day ERP training session that introduces the end user to

the ERP system and its features

SCM IT Administrator Training. A four-day SCM training session for IT

Administrators that will introduce advanced SCM features, functionality, and troubleshooting

steps.

SCM End User Training. A two-day SCM training session that introduces the end user

to the SCM system and its features


CRM IT Administrator Training. A four-day CRM training session for IT

Administrators that will go over advanced CRM features, functionality, and troubleshooting

steps

CRM End User Training. A two-day SCM training session for end users that will

introduce the SCM system and its features

Estimated Training Hours

Assigned Training and Development Estimated

Hours

Staff Train IT Admins on Windows 8

EB Train users on Windows 7 16

Staff/HG Train IT Admins on ERP 32

Staff Train users on ERP 16

Staff Train IT admins on SCM 32

Staff Train users on SCM 16

Staff Train IT Admins on CRM 32

Staff Train users on CRM 16

KG Develop new MS program training manual 16

IS Develop new IT support manual 16

Staff/RN Develop new manuals for ERP 16

Staff/HG Develop new manuals for SCM 16

RN Special forms deliverable 8

EB Training and development deliverable 16

Total Hours 272

Support and Documentation

Upon successful completion of all training modules, documentation for each system will

be created. The documentation is necessary for future training to IT administrators and end users

by providing reference guides for each system.


Kudler Fine Foods’ IT Service Requests

Kudler Fine Foods has several functions that are either performed manually or have no

documented processes in place. KFF has 15 service requests for various IT-related projects with

an approved project budget of $150k (Apollo Group, Inc., 2011). The following service request

projects support KFF’s objectives for integrated IT solutions that will drive revenue and reduce

operating costs once implemented:

1. SR-kf-001 - Monthly Newsletter and Coupons: The organization does not have

a centralized database that tracks its customer purchases. The advent of such a

database with the functionality to auto-generate newsletters and targeted coupons

will not only eliminate any manual tracking mechanisms currently in place, but

will also provide automated reporting to managers regarding coupon use and sales

information.

2. SR-kf-009 - SQL Accounting Database: Kudler's Chart of Accounts is currently

maintained on a Microsoft Excel spreadsheet. To better facilitate report

generation to management, Kudler’s Chart of Accounts should be migrated from

the current spreadsheet to a SQL database. The SQL database will allow Kudler to

expedite decision-making at store and departmental levels and reduce the current

operating costs of manual tracking (Apollo Group, Inc., 2011).

3. SR-kf-014 - Inventory Tracking Database: The current method of inventory

tracking is unknown. A new inventory tracking database will ultimately reduce

the organization’s operating costs by allowing Kudler to:

a. Access and manage inventory information from a central location

b. Expand and transform with the changing needs of the company

c. Encompass an easily managed performance strategy overseen by IT

d. Maintain virtual real-time accessibility to the database (Apollo Group,

Inc., 2011)


Prioritized Project List

Proposed projects have been scored, prioritized, and are recommended for

implementation The prioritized projects presented in Figure 12 align with KFF’s strategic goals

and objectives to generate more revenue, reduce operating costs, allow for future growth, and

increase efficiency, allowing KFF to be more competitive.

Figure 12 - KFF IT Project Scoring Matrix

Objectives Scoring Matrix: Infr

ast

ru

ctu

re U

pgra

de

ER

P I

mp

lem

en

tati

on

SC

M I

mp

lem

en

tati

on

CR

M I

mp

lem

en

tati

on

Web

site

Desi

gn

Cen

trali

zed

Data

base

Row

Scores

Establish Competitive Product Lines 1 1

Maintain Product Competitiveness 2 2 1 1 1 7

Drive or Create Additional Revenue 1 1 2 4

Reduce Operating Costs 2 2 2 1 1 8

Return on Investment 2 2 2 1 1 2 10

Establish Infrastructure for Growth 2 2 2 2 1 9

Column Scores 9 8 7 6 5 4

Project Priority 1 2 3 4 5 6

= No Contribution (0) 0

= Supports (1) 1

= Fulfills (2) 2

Kudler Fine Foods IT Projects


Project Timeframe

The estimated project timeline for all required IT infrastructure upgrades, implementation

of ERP, SCM and CRM tools, redesign of Kudler’s Internet website, and required training will

require 140 days. Once implemented, Project Team A will monitor the system and correct noted

deficiencies with all available support resources. Upon completion of all design, development,

and testing, the project will be closed for final implementation. Figure 13 provides the project

schedule, task durations, and delivery dates for each task.

Task Name Duration Start Finish

Kudler IT Project 139.71 days Fri 6/29/12 Thu 1/17/13

Define Problem 9 days Fri 6/29/12 Thu 7/12/12

Feasibility Report 2 days Fri 6/29/12 Mon 7/2/12

Determine benefits (What this looks like when complete) 2 days Tue 7/3/12 Thu 7/5/12

Determine who will be working on the project team 2 days Fri 7/6/12 Mon 7/9/12

Define Project outline 1 day Tue 7/10/12 Tue 7/10/12

Prepare and present phase deliverable 1 day Wed 7/11/12 Wed 7/11/12

Project Plan approval 1 day Thu 7/12/12 Thu 7/12/12

Analyze Current Infrastructure 23 days Fri 7/13/12 Tue 8/14/12

Review Current DBMS 2 days Tue 7/17/12 Wed 7/18/12

Requirements Document 2 days Fri 7/13/12 Mon 7/16/12

Determine Server Requirements 3 days Tue 7/17/12 Mon 7/23/12

Determine Server Upgrades 2 days Tue 7/24/12 Wed 7/25/12

Determine Workstation Requirements 4 days Thu 7/19/12 Tue 7/24/12

Determine Workstation Upgrades 2 days Wed 7/25/12 Thu 7/26/12

Determine DBMS Upgrades 2 days Fri 7/27/12 Mon 7/30/12

Prepare and present phase deliverable 2 days Tue 7/31/12 Wed 8/1/12

Hold Meetings IT Department 8 days Thu 8/2/12 Mon 8/13/12

Meet with Director Store Operations 1 day Thu 8/2/12 Thu 8/2/12

Hold employee meetings - Owner, Operations, HR,

Desktop, Network 5 days Fri 8/3/12 Thu 8/9/12

Understand the current IT Usage 1 day Fri 8/10/12 Fri 8/10/12

Understand what current IT needs are 1 day Mon 8/13/12 Mon 8/13/12

Analysis complete 1 day Tue 8/14/12 Tue 8/14/12

Design Solution 31.67 days Wed 8/15/12 Fri 9/28/12

Specification Document 1 day Wed 8/15/12 Wed 8/15/12

Document Topology Design 5 days Thu 8/16/12 Wed 8/22/12

Review "Analyze Situation" phase deliverable 6.67 days Thu 8/23/12 Fri 8/31/12

Design Server and Workstation setup 15 days Fri 8/31/12 Mon 9/24/12

Present "Design Solution" documentation to steering

committee deliverable 1 day Mon 9/24/12 Tue 9/25/12

Design Complete 3 days Tue 9/25/12 Fri 9/28/12



Implement Design 24 days Wed 10/3/12 Mon 11/5/12

Review "Design Solution" deliverable 5 days Wed 10/3/12 Tue 10/9/12

Network Installation 1.25 days Wed 10/10/12 Thu 10/11/12

Install Cat 5 Ethernet cables, routers, hubs, and servers 1.25 days Wed 10/10/12 Thu 10/11/12

Server Install 0.63 days Thu 10/11/12 Thu 10/11/12

Load Windows Small Business Server 2011 software 0.38 days Thu 10/11/12 Thu 10/11/12

Migrate data from old workstations to backup system 0.25 days Thu 10/11/12 Thu 10/11/12

Install new workstations 0.63 days Thu 10/11/12 Thu 10/11/12

Establish security profiles on network servers 0.25 days Thu 10/11/12 Thu 10/11/12

Set up file sharing 0.13 days Thu 10/11/12 Thu 10/11/12

Workstation Install 1.62 days Thu 10/11/12 Mon 10/15/12

Install and Configure Windows 7 0.25 days Thu 10/11/12 Thu 10/11/12

Install antivirus software 0.38 days Fri 10/12/12 Fri 10/12/12

Install and configure ODBC drivers 0.38 days Fri 10/12/12 Fri 10/12/12

Connect workstations to network servers 0.13 days Thu 10/11/12 Thu 10/11/12

Ensure network connectivity of workstations 0.13 days Mon 10/15/12 Mon 10/15/12

Install MS Office Suite 2010 0.38 days Thu 10/11/12 Fri 10/12/12

Set up Internet connectivity 0.25 days Fri 10/12/12 Mon 10/15/12

Install SQL Server 0.25 days Mon 10/15/12 Mon 10/15/12

Remove old workstations and servers 0.25 days Thu 10/11/12 Thu 10/11/12

Printer Install 1 day Thu 10/11/12 Fri 10/12/12

Install printer drivers on server 1 day Thu 10/11/12 Fri 10/12/12

Connect printers to network 0.5 days Thu 10/11/12 Fri 10/12/12

Connect workstations to network servers 1 day Thu 10/11/12 Fri 10/12/12

Database Installation 1.37 days Thu 10/11/12 Mon 10/15/12

Install MS SQL Server on server 0.25 days Thu 10/11/12 Fri 10/12/12

Load SQL Server tools on server 0.25 days Fri 10/12/12 Fri 10/12/12

Run scripts to create ERP, SCM, and CRM tables 0.49 days Thu 10/11/12 Fri 10/12/12

Create Databases 0.25 days Mon 10/15/12 Mon 10/15/12

Run scripts to create users and security profiles 0.25 days Thu 10/11/12 Fri 10/12/12

Create backup plan 0.13 days Thu 10/11/12 Fri 10/12/12

Import organizational data from Access database 1.94 days Mon 10/15/12 Wed 10/17/12

Create ER diagram of Access database 0.38 days Mon 10/15/12 Mon 10/15/12

Identify keys, constraints 0.25 days Mon 10/15/12 Mon 10/15/12

Define business rules 0.06 days Mon 10/15/12 Mon 10/15/12

Create table structures on SQL Server 0.13 days Mon 10/15/12 Mon 10/15/12

Prepare Access database for data export 0.25 days Mon 10/15/12 Mon 10/15/12

Export Access tables in Excel 1 day Mon 10/15/12 Tue 10/16/12

Ensure Data Integrity of data baed on SQL Server data

requirements 0.19 days Wed 10/17/12 Wed 10/17/12

Import data into SQL Server 0.13 days Wed 10/17/12 Wed 10/17/12

ERP Implementation 0.64 days Thu 10/18/12 Thu 10/18/12

Create database 0.14 days Thu 10/18/12 Thu 10/18/12

Run scripts to create tables on SQL Server 0.25 days Thu 10/18/12 Thu 10/18/12

Install software on workstations 0.25 days Thu 10/18/12 Thu 10/18/12

Connect to database 0.13 days Thu 10/18/12 Thu 10/18/12

Create security profiles 0.13 days Thu 10/18/12 Thu 10/18/12

SCM Implementation 0.64 days Fri 10/19/12 Fri 10/19/12



Create database 0.13 days Fri 10/19/12 Fri 10/19/12

Run scripts to create database tables on SQL Server 0.25 days Fri 10/19/12 Fri 10/19/12

Install software on workstations 0.25 days Fri 10/19/12 Fri 10/19/12

Connect to database 0.13 days Fri 10/19/12 Fri 10/19/12

Create security profiles 0.13 days Fri 10/19/12 Fri 10/19/12

CRM Impementation 0.63 days Mon 10/22/12 Mon 10/22/12

Create database 0.13 days Mon 10/22/12 Mon 10/22/12

Run scripts to create database tables on SQL Server 0.25 days Mon 10/22/12 Mon 10/22/12

Install software on workstations 0.25 days Mon 10/22/12 Mon 10/22/12

Connect to database 0.13 days Mon 10/22/12 Mon 10/22/12

Create security profiles 0.13 days Mon 10/22/12 Mon 10/22/12

Integrate REMS 1.5 days Tue 10/23/12 Wed 10/24/12

Review table definitions 0.5 days Tue 10/23/12 Tue 10/23/12

Determine values to export 1 day Tue 10/23/12 Wed 10/24/12

Create data export 1 day Tue 10/23/12 Tue 10/23/12

Create validation process 0.75 days Tue 10/23/12 Tue 10/23/12

Create error reports 0.38 days Wed 10/24/12 Wed 10/24/12

Create import schedule 0.38 days Tue 10/23/12 Tue 10/23/12

Test import process 0.25 days Tue 10/23/12 Tue 10/23/12

Create backup processes 0.25 days Tue 10/23/12 Tue 10/23/12

Place process into production 0.13 days Tue 10/23/12 Tue 10/23/12

Test application system and equipment 5 days Thu 10/25/12 Wed 10/31/12

Acceptance Test (User integration) 3 days Thu 11/1/12 Mon 11/5/12

Implementation Complete 1 day Fri 11/2/12 Fri 11/2/12

Support Product 5 days Tue 11/6/12 Mon 11/12/12

Maintenance Plan 1 day Tue 11/6/12 Tue 11/6/12

Document new OS features and changes 2 days Wed 11/7/12 Thu 11/8/12

Present "support plan" for approval deliverable 1 day Fri 11/9/12 Fri 11/9/12

Approve support plan and documentation 1 day Mon 11/12/12 Mon 11/12/12

Training and Development 44 days Tue 11/13/12 Wed 1/16/13

Train IT Admins on Windows 7 1 day Tue 11/13/12 Tue 11/13/12

Train users on Windows 7 2 days Tue 11/13/12 Wed 11/14/12

Train IT Admins on ERP 4 days Thu 11/15/12 Tue 11/20/12

Train users on ERP 2 days Wed 11/21/12 Fri 11/23/12

Train IT Admins on SCM 4 days Mon 11/26/12 Thu 11/29/12

Train users on SCM 2 days Fri 11/30/12 Mon 12/3/12

Train IT admins on CRM 4 days Tue 12/4/12 Fri 12/7/12

Train users on CRM 2 days Mon 12/10/12 Tue 12/11/12

Develop new MS programs training manual 3 days Wed 12/12/12 Fri 12/14/12

Develop New IT Support manual 2 days Mon 12/17/12 Tue 12/18/12

Develop New Manuals for ERP 2 days Wed 12/19/12 Wed 12/26/12

Develop New Manuals for SCM 2 days Wed 12/26/12 Fri 1/4/13

Devlop New Manuals for CRM 2 days Fri 1/4/13 Tue 1/8/13

Special Forms deliverable 1 day Tue 1/8/13 Wed 1/9/13

Training and Development deliverable 2 days Wed 1/9/13 Fri 1/11/13

Close project 0.71 days Thu 1/17/13 Thu 1/17/13

End Design 1 day Fri 9/28/12 Fri 9/28/12


Figure 13 - Project Schedule

Project Timeline

Figure 14 supplies a graphical representation of the Kudler Fine Foods’ Information Plan

project timeline.

Figure 14 - KFF IT Project Timeline

Constraints

Each project implementation is contingent upon the successful completion of the

previous one. The new IT infrastructure to include MS SQL database must be installed before the

implementation of the other projects.


Project Team A will work with identified domain experts at inception of the IT

infrastructure project. The project resources will be informed of established timelines and

understand the potential impact of delays in the Work Breakdown Structure (WBS) on the

project. Project Team A consultants will be required to have access to server location areas, staff

offices (all store locations), and have the necessary administrative rights to implement the new

hardware. The remaining projects will be rolled-out in this order: ERP, SCM, and CRM.

Changes in the assigned resources and access to the needed locations across the

organization may negatively impact established project completion dates. Adjustments to work

schedules of assigned resources, unforeseen absences, or radical variations in assumed skill-level

of resources could delay the project plan.

Risk Management

Risks and Impacts

An unsuccessful launch will result in failing of meeting organizational goals and a

negative return on investment. Specifically, Kudler Fine Foods stands to lose a significant

amount of revenue should the project fail. Project Team A identified the following potential

project risks, probabilities, and impacts:

Risk Probability Impact

Project Delays 50% High

Inadequate backbone upgrade 40% High

Server Installation errors 20% High

Workstation Installation errors 20% High

Printer installation errors 20% Medium

Database instability 40% High

ERP installation errors 30% High

SCM installation errors 30% Medium

CRM installation errors 30% Medium

Inadequate or insufficient training 10% Low

Inadequate manuals 10% Low


Project Delays

Mitigation. Costs associated with the project falling behind schedule and not completed

on time is critical for KFF. Project delays would also result in a loss of new revenue sources and

potential customers. Significant delays in the project could ultimately result in KFF requesting

the services of a new company, or forfeiting the proposed upgrades because of lack of funding.

Management. Project delays could result in penalties in the form of the amount owed to

the project team. If the project team notices that a project phase will not be completed by the due

date, the project team would meet with applicable stakeholders to discuss the issue and possibly

request adjusting the schedule.

Inadequate Backbone Upgrade

Mitigation. An inadequate backbone upgrade presents a probable risk. The backbone

could result in the entire project failing because all required infrastructure upgrades and

enterprise solution implementations are dependent on the overall upgrade and accomplishment of

the backbone installation. Any issue with the backbone upgrade will negatively impact ERP,

SCM, and CRM implementations. The enterprise solutions will not function as intended,

meaning that users would be forced to revert back to old methods. An inadequate backbone

upgrade would prevent integration KFF’s three stores.

Management. Should Project Team A determine that the backbone upgrade will not

meet the KFF’s needs, KFF will be notified immediately and supplied with a corrective course of

action. A meeting with executive leadership will be conducted outlining corrective actions and

the time required to correct issues.


Server Installation Errors

Mitigation. The cost associated with purchasing and installing three new servers in

KFF’s three locations is significant. If one of three of the servers is installed incorrectly or

delayed, the entire project falls behind schedule. More important an incorrectly installed server

could potentially result in data loss or affect data integrity, which could result in a customer’s

online order being lost.

Management. Should Project Team A determine that the server upgrade will not meet

the KFF’s needs, KFF will be notified immediately and supplied with a corrective course of

action. A meeting with executive leadership will be conducted outlining corrective actions and

the time required to correct issues.

Workstation Installation Errors

Mitigation. Incorrectly installed workstations could result in one or all locations shutting

down shutdown, resulting in revenue lost and potential loss of customer business. More

important, such shut down may require hiring a new contractor to correct the issues associated

with the workstation upgrades. Furthermore, workstation installation errors may result in the

closure of one or more stores until the problems are solved. Also re-training of the entire staff

may be required because a new contractor may recommend different software and hardware.

Management. If Project Team A identifies issues with antivirus software, Windows

configurations, or Internet connectivity set up, the project team will notify KFF of the issue and a

corrective course of action. If identified issues take longer than a day and require additional cost,

Project Team A will schedule meeting with applicable KFF stakeholders to discuss the issue and

determine next steps.


Printer Installation Errors

Mitigation. Incorrectly installed printers may delay weekly ads, daily/weekly

promotions, and daily/weekly coupons. The aforementioned delays could result in customers not

knowing about current promotions or sales, or new product offerings, ultimately causing a an

undesirable decline in customer satisfaction and customers taking his or her business to KFF

competitors. Also printer installation errors can result in store managers not receiving daily

forecast, dashboards of store performance.

Management. Should Project Team A determine that printer upgrades will not meet the

KFF’s needs, KFF will be notified immediately and supplied with a corrective course of action.

A meeting with executive leadership will be conducted outlining corrective actions and the time

required to correct issues.

Database Instability

Mitigation. An unstable database could cause all KFF operations to shut down. Critical

information, such as inventory/stock levels, shipment quantities, employee information, kiosk

information etc. is all stored on the store’s database. Database issues could result in cash

registers ringing up incorrect prices. A database crash could occur at any time, which would

result in the store losing functionality for an extend amount of time.

Management. Should Project Team A discover database anomalies, KFF will be notified

immediately and supplied with a corrective course of action. A meeting with executive

leadership will be conducted outlining corrective actions and the time required to correct issues.


ERP Installation Errors

Mitigation. The cost associated with ERP installation errors is significant mainly because

of all of the systems that rely on the ERP to work. ERP installation should integrate KFF

systems. Of particular significance is the integration of KFF’s three stores locations providing

faster communications and easier information sharing. Faulty ERP installs will negatively

impact the SCM and CRM solutions; these modules will not be100% operational.

Management. Infrastructure analysis and network analysis are conducted after every

installation phase. However, if errors in any implementation phase, Project Team A will request

meeting with applicable KFF stakeholders to discuss possible causes of installation errors along

with corrective actions to resolve the problem.

SCM Installation Errors

Mitigation. There is a medium risk associated with errors occurring during the

installation of the SCM. The SCM solution allows for the better management of the complete

supply chain process, from suppliers, to vendors, and all stops in-between. With the SCM

solution, all KFF locations receive the same price information on products being purchased. Also

the SCM solution provides more accessibility and improves relationship building with current

and potential suppliers. If the SCM is installed incorrectly or contains errors, functionality will

be lost causing KFF stores to revert back to manual processes using legacy systems.


installation phase. However if errors in any implementation phase, Project Team A will request

meeting with applicable KFF stakeholders to discuss possible causes installation errors along



CRM Installation Errors

Mitigation. Kudler Fine Foods is all about customer delight, ensuring its customers

receive best customer service and support. A CRM solution would automate, organize, and

synchronize business processes throughout the enterprise. CRM would provide KFF with

improved functionality and features to find and attract new customers while retaining its current

customer base. Also implementing a CRM would reduce costs associated with marketing and

client services, which will ultimately increase profits. A CRM system that does not function

correctly could result in dissatisfied customers; the potential revenue loss and could bring future

expansion efforts to a standstill.


installation phase. However if errors in any implementation phase, Project Team A will request

meeting with applicable KFF stakeholders to discuss possible causes installation errors along


Insufficient Training

Mitigation. Training is a critical element, especially during infrastructure and system

upgrades. Proper training will ensure that end users have a firm understanding of systems,

software, and how to use the applications. Also, sufficient training ensures that all employees can

use new applications to perform job functions efficiently and effectively. Insufficient training

could result in employees becoming frustrated with systems, applications, or hardware resulting

in not using applications to their full capability, thus increasing inefficiency and decreasing work

quality.


Employee frustration is most often passed on to customers; customer service and

satisfaction deteriorates. For example, inadequate training of the new systems could result in

increased customer wait times because cashers are unfamiliar with a new system. Training issues

could result in KFF losing customers and employees because of their frustration with the

company.

Management. If this occurs a meeting will be scheduled to discuss additional training

requirements.

Inadequate Manuals

Mitigation. Having user manuals is very important to any organization. Training

manuals provide training of new employees, refreshers, and more important, a references guide

should any issues arise. Inadequate or incomplete training manuals can cause storewide

frustration. For example, if a printer stops functioning, on could reference a manual to identify

the problem/solution and possible ways of resolving the issue, or provide help desk contact

information. Insufficient references could result in the need for outside consultants to isolate the

and resolve the issue; the organization’s overhead cost would increase.

Management. Project Team A will request meeting with applicable KFF stakeholders to

discuss required additions training manuals, along with deletion of documentation deemed

unnecessary by KFF stakeholders and the project team.

Risk Mitigation

Through its thorough analysis of Kudler Fine Food’s initial project plan, ProjectTeam A

fully understands that project stakeholder commitment and responsibility are critical in

successful risk management (Marchewka, 2009).


Also the project team and KFF fully understand the important role that risk management

plays in the successful implementation of the IT project implementation plan. In addition to the

aforementioned risk management processes, Project Team A will exercise the following risk

management processes as defined in the Project Management Body of Knowledge (PMBOK):

Risk Management Planning – Project Team A will determine the best approach and

plan risk management activities

Risk Identification – Project Team A will work in concert with KFF to identify other

project risks in addition to previously identified project risks

Qualitative Risk Analysis – Project Team A will conduct qualitative analysis

regarding impact and likelihood of identified risks

Risk Response Planning – Project Team A will develop procedures to reduce risk

threats

Risk Monitoring and Control – Project Team A will provide an early warning

system for monitoring new and identified project risks to ensure risk response

implementation is conducted as planned and as intended (Marchewka, 2009)

To ensure that past and potential risks are identified, managed, and mitigated as

necessary, Team A will use the following IT Project Check List as a guide in its risk

management and mitigation processes:

Ensure funding for the project is secured

Ensure sufficient funding is in place

Ensure senior management approval of all project funding

Ensure all project team members possess required skills to complete the project

Ensure project has adequate resources, including manpower to complete the project

Ensure that project goal and deliverables are reasonable and achievable

Ensure a clearly defined project scope

Ensure clearly defined scope changes as appropriate and necessary (Marchewka,

2009)

Milestones

Milestones represent significant dates where a project team should periodically stop and

survey progress to ensure the project is not over budget or behind schedule. Because most project

teams use the traditional System Development Lifecycle (SDLC) as a project management tool,


milestones can easily be established at the conclusion of each cycle phase. The project

milestones are as follows:

Milestone Date

Analysis Complete 8/14/2012

Design Complete 9/28/2012

Implementation Complete 11/2/2012

Approval of Support Documentation 11/12/2012

Training and Development Complete 1/16/2013

Deliverables

During the duration of the project, Team A will provide Kudler with status updates in the

form of deliverables. To ensure that KFF fully understands the information presented, a report

will be generated providing the results for each project phase. The status reports will outline all

events that occurred during each phase of the project; measuring the success each deliverable

will be determined by the delivery date. If the deliverable was completed on time, the deliverable

will be closed out as successful. If deliverables are late, additional documentation will be

submitted with the deliverable outlining the reason for late completion. The deliverables

provided to KFF are as follows:


Deliverable Contents Due Date

Feasibility report Approved project plan 7/12/2012

Infrastructure report Documentation from infrastructure review

Completed analysis review outlining

current IT use and needs

8/1/2012

Application design report Design solutions will be provided 9/28/2012

Implementation design

report

Implementation plan with supporting

documentation

Test results during implementation stage

Solution documentation for any corrective

actions taken

10/9/2012

Support plan Maintenance plan

Software/hardware manuals

Training class schedule

Help desk information

11/12/2012

Training and Development Program training manuals

IT support manual

Training class documentation for all

employees

1/11/2013

Performance Measurement

The performance measurements that will be used for this project are Schedule Variance

(SV), Cost Variance (CV), and Cost Variance. The value will be entered when the IT project is

approved. Performance measures for the project will be presented to the project sponsor and

stakeholders each month.


Metric Abbrev. Description Formula

Baseline

Cost

BAC Baseline cost to complete project

Hours x Cost

Earned

Value

EV Work spent on budget without regard to cost

BAC *% Actually

Completed

Actual Cost AC Actual costs incurred

Cost

Variance

CV Work completed/cost to complete

EV/AC

Schedule

Variance

SV Schedule slippage measurement. Budget for

work completed and cost of work schedule

EV/PV


Conclusion

A thorough analysis of the current status of the Kudler Fine Foods’ IT systems was

conducted by Project Team A. The documented recommendations were based on the

organization’s mission statement, objectives, and current status of the IT systems. The upgraded

infrastructure, addition of enterprise software solutions, integrated systems, and centralized

repository provide the base for required improvements. The new IT infrastructure is scalable and

robust. The IT systems have the ability to expand as the business continues to grow. Team A is

confident that the recommended solutions outlined will aid the company in achieving its

information technology vision.


Approvals

Project Management Plan

Project Name: Kudler Fine Foods Information Technology Plan

Date: July 30, 2012

Plan Release #: 1.0

Project Manager: Tara Coston, Project Team A

Approvals:

Project Manager

_______________________________________ __________________

(Signature) (Date)

Tara Coston - Project Manager

Project Team A Project Manager

University of Phoenix, CMGT/578

Project Sponsor

_______________________________________ __________________

(Signature) (Date)

KenRoy Regester, Sr. - Project Sponsor

Instructor

University of Phoenix, CMGT/578

Executive Sponsor

_______________________________________ __________________

(Signature) (Date)

Harvey Stephens - Executive Sponsor

Director Finance & Accounting

Kudler Fine Foods – Finance & Accounting Office

Executive Sponsor

_______________________________________ __________________

(Signature) (Date)

Kathy Kudler - Executive Sponsor

President

Kudler Fine Foods – Corporate Office


References

Apollo Group, Inc. (2007, 2010, 2011). Kudler Fine Foods Accounting System Overview.

University of Phoenix Virtual Organizations Portal. Retrieved from

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/accounting-

system-overview.asp

Apollo Group, Inc. (2007, 2010, 2011). Kudler Fine Foods Human Resources - HRIS System.


https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/hris.asp

Apollo Group, Inc. (2007, 2010, 2011). Kudler Fine Foods Information Technology - Databases.


https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/databases.as

p

Apollo Group, Inc. (2007, 2010, 2011). Kudler Fine Foods Information Technology - Networks.


https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/networks-La

Jolla.asp

Apollo Group, Inc. (2007, 2010, 2011). Kudler Fine Foods. University of Phoenix Virtual

Organizations Portal. Retrieved from:

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/index.asp

Apollo Group, Inc. (2011). Service Requests - Kudler Fine Foods. University of Phoenix Virtual

Organizations Portal. Obtained from:

https://ecampus.phoenix.edu/secure/aapd/cist/VOP/ServiceRequests/index.asp#Kudler

Fine Foods

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/accounting-system-overview.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/accounting-system-overview.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/hris.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/databases.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/databases.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/networks-lajolla.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/networks-lajolla.asp

https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Kudler2/intranet/index.asp


Baltzan, P., & Phillips, A. (2010). Business Driven Technology (4th ed.). New York , New York:

McGraw-Hill Irwin.

Bluehost. (2012). Retrieved from http://www.bluehost.com/

Hewlett Packard. (2012). HP Pro 3400 Microtower PC. HP Small & Medium. Retrieved from

http://shopping1.hp.com/is-bin/INTERSHOP.enfinity/WFS/WW-USSMBPublicStore-

Site/en_US/-/USD/ViewProductDetail-

Start;pgid=VQtwlVlq1WhSR0YjI7OLrDjz0000qjMqE6Wd;sid=dL2PGx6l1LKLG06w_

PREj8eqprO3aiZZrOE=?ProductUUID=wcsQ7EN5je4AAAExfzkUGseH&CatalogCate

goryID=5lsQ7EN6AvkAAAEurBE4ORF3

Hewlett Packard. (2012). HP ProLiant ML350p Gen8 E5-2620 1P 8GB-R P420i/512 LFF 460W

PS Svr/S-Buy. HP Small & Medium. Retrieved from http://shopping1.hp.com/is-

bin/INTERSHOP.enfinity/WFS/WW-USSMBPublicStore-Site/en_US/-

/USD/ViewProductDetail-

Start?ProductUUID=OMMQ7EN5IbUAAAE1HBxqiUJL&CatalogCategoryID=aRQQ7

EN5k24AAAEuqW0sTi_4

Indeed. (2012). Salary Search. Indeed - One Search, All Jobs. Retrieved from:

http://www.indeed.com/salary?q1=infrastructure+analyst&l1=san+diego

Linkedin Corporation. (2012). Consultant billing rates. Linkedin Answers. Retrieved from:

http://www.linkedin.com/answers/management/organizational-

development/MGM_ODV/808436-2870424

Marchewka, J. T. (2009). Information technology project management (3rd ed.). Hoboken, NJ:

John Wiley & Sons

http://www.bluehost.com/

http://shopping1.hp.com/is-bin/INTERSHOP.enfinity/WFS/WW-USSMBPublicStore-Site/en_US/-/USD/ViewProductDetail-Start;pgid=VQtwlVlq1WhSR0YjI7OLrDjz0000qjMqE6Wd;sid=dL2PGx6l1LKLG06w_PREj8eqprO3aiZZrOE=?ProductUUID=wcsQ7EN5je4AAAExfzkUGseH&CatalogCategoryID=5lsQ7EN6AvkAAAEurBE4ORF3





http://shopping1.hp.com/is-bin/INTERSHOP.enfinity/WFS/WW-USSMBPublicStore-Site/en_US/-/USD/ViewProductDetail-Start?ProductUUID=OMMQ7EN5IbUAAAE1HBxqiUJL&CatalogCategoryID=aRQQ7EN5k24AAAEuqW0sTi_4





http://www.indeed.com/salary?q1=infrastructure+analyst&l1=san+diego

http://www.linkedin.com/answers/management/organizational-development/MGM_ODV/808436-2870424

http://www.linkedin.com/answers/management/organizational-development/MGM_ODV/808436-2870424


Matthews, D. (2012). IT project portfolio. CMGT/578 – CIS Strategic Management. University

of Phoenix, Online

Microsoft Corporation. (2012). Buy Microsoft Office 2010. Microsoft Office - Products.

Retrieved from http://office.microsoft.com/en-us/buy/

Microsoft Corporation. (2012). Release documentation for Windows Small Business Server 2011

Standard. Microsoft | Technet. Retrieved from http://technet.microsoft.com/en-

us/library/gg491249.aspx

Microsoft Corporation. (2012). Windows 7 system requirements. Retrieved from

http://windows.microsoft.com/en-US/windows7/products/system-requirements

Microsoft Corporation. (2012). Windows Server 2008 R2 Active Directory

Overview. (2012). Retrieved from http://www.microsoft.com/en-us/server-

cloud/windows-server/active-directory-overview.aspx

Open Source Matters, Inc. (2005, 2012).Technical requirements for Joomla. Retrieved from

http://www.joomla.org/technical-requirements.html

Oracle (2012). Products. Retail Store Operations Inventory Management. Retrieved from

http://www.oracle.com/us/products/applications/retail/store-operations/inventory-

management/overview/index.html

Oracle (2012). Solutions. Cloud Customer Experience. Retrieved from

http://www.oracle.com/us/solutions/cloud/customer-experience/overview/index.html

TechTarget. (n.d.). Quick Books definition. WhatIs.com. Retrieved from:

http://whatis.techtarget.com/definition/QuickBooks

Top10ERP. (2008, 2012). ERP Software Systems Index. Retrieved from:

http://www.top10erp.org/erp-software-comparison-automotive-industry-160

http://office.microsoft.com/en-us/buy/

http://technet.microsoft.com/en-us/library/gg491249.aspx

http://technet.microsoft.com/en-us/library/gg491249.aspx

http://windows.microsoft.com/en-US/windows7/products/system-requirements

http://www.microsoft.com/en-us/server-cloud/windows-server/active-directory-overview.aspx

http://www.microsoft.com/en-us/server-cloud/windows-server/active-directory-overview.aspx

http://www.joomla.org/technical-requirements.html

http://www.oracle.com/us/products/applications/retail/store-operations/inventory-management/overview/index.html

http://www.oracle.com/us/products/applications/retail/store-operations/inventory-management/overview/index.html

http://www.oracle.com/us/solutions/cloud/customer-experience/overview/index.html

http://whatis.techtarget.com/definition/QuickBooks

http://www.top10erp.org/erp-software-comparison-automotive-industry-160

$9,371 $17,134 $1,497 $19,408 $12,496 Total $59,906

Documents

Transcript of $9,371 $17,134 $1,497 $19,408 $12,496 Total $59,906