Managing Legacy CRM to Salesforce Migration

SMASH Inc

Managing legacy CRM to Salesforce migration for SMASH Inc

ITEC 640, Section 9081: Information Technology Project Management

Submitted by: [Group#4]

Subrata Mukherjee Sonya Schoen Tarek Abulleil Jaime Holliday

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ContentsProject scope management:.............................................................................................................6

Objective of the Project:..............................................................................................................6Measured Organization Value:....................................................................................................6Project scope:...............................................................................................................................7Assumptions:................................................................................................................................8Project deliverables:.....................................................................................................................9Project constraints:.......................................................................................................................9Work Breakdown Structure (WBS):............................................................................................9Project scope change control (CCB):.........................................................................................10

Project Resource Management Plan..............................................................................................11

Project Stakeholders...............................................................................................................13Project Procurement Management.................................................................................................14

Plan purchase..........................................................................................................................14Plan contracting......................................................................................................................14Request for proposal (RFP)....................................................................................................14Procurement closer:................................................................................................................14

Project Risk Management:.............................................................................................................16

Risk Register..........................................................................................................................16Project Communication Management...........................................................................................18

Project Status Report..............................................................................................................18Weekly internal team meeting................................................................................................19End of phase presentation/review:.........................................................................................19

Project Quality Management.........................................................................................................20

Project Quality Plan................................................................................................................21Project Schedule Management:.....................................................................................................22

Project execution and monitoring plan..........................................................................................30

Health check and Forecasting:...............................................................................................31Project Close-Out Plan...............................................................................................................32

Administrative closer.............................................................................................................32Project evaluation and audit...................................................................................................33Procurement close-out............................................................................................................34

Conclusion.....................................................................................................................................34

Reference.......................................................................................................................................35

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List of FiguresFigure 1: Formal Project Team structure.......................................................................................11Figure 2: Critical path....................................................................................................................24Figure 3: 4th Qtr 2011 Project Cost Graph....................................................................................24Figure 4: 1st Qtr 2012 Project Cost Graph....................................................................................26Figure 5: 2nd Qtr 2012 Project Cost Graph...................................................................................27Figure 6: 3rd Qtr 2012 Project Cost Graph..................................................................................28Figure 7: 4th Qtr 2012 Project Cost Graph....................................................................................29Figure 8: Project execution checklist.............................................................................................31

List of TablesTable 1: Project team Responsibility-Assignment matrix.............................................................11Table 2: Stakeholder analysis........................................................................................................13Table 3: Procurement list...............................................................................................................15Table 4: Risk matrix......................................................................................................................17Table 5 : Project communication plan...........................................................................................20Table 6: Quality Management approach........................................................................................20Table 7: Quality matrix..................................................................................................................21Table 8: Project Milestone activities............................................................................................22

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Introduction

This is the migration of a suite of legacy enterprise applications to a cloud based

computing platform. SMASH Inc. is replacing the internally developed legacy Customer

Resource Management (CRM) application with public cloud based Salesforce.com. The

migration will require a two phased approach. In the first phase we will normalize and cleanse

the master data for the data migration effort. For the second phase we will integrate the other

components of the enterprise with the CRM application and host the system in a virtual/cloud

environment enabling the company to meet its goals to expand and remain globally competitive.

SMASH, Inc. is a medium size business of $300M in annual revenue. The company’s

revenue plummeted to $30M for the 3rd quarter 2010 producing a loss of $2M. For the current

fiscal year the firm is approaching an accumulated loss of $10M. An extensive analysis

illustrates that the company can increase sales, consumer satisfaction and customer retention by

implementing a new robust CRM platform. Upon further examination it was recommended that

SMASH, Inc. migrate to cloud-based Salesforce.com for CRM.

Upon hiring an outside consulting group to manage the migration, SMASH, Inc. was able to

identify five focal points of the project plan where the company hopes to leverage the new

Salesforce.com technology. In identifying the critical needs for the project, SMASH, Inc. has

also developed a strategy to train its employees during the second phase of implementation so

that employee feedback can be used for immediate system improvements. This provides

longevity and maintenance of the project for years to come.

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Statement of Need

SMASH, Inc. is seeking to remain competitive in the global market and grow based on

customer demand. The company's in-house IT department developed the existing CRM

application and subsequent functional improvements, but the business grew beyond the system

and it was time to migrate to a “Best in Class” CRM platform. The organization is facing

consumer turnover rates of greater than 30%, which is 6 times the industry average.

During analysis, the company found that the existing CRM system does not easily allow

reconfiguration of customer product or service requests. The workaround solution is

cumbersome, as well as, time consuming for customers, and leads to delays in delivering their

products or services. This is the basis for SMASH, Inc.’s high customer dissatisfaction and

increased turnover. SMASH, Inc.’s competitors provide a faster and simpler process for

customer order reconfiguration and have been steadily growing as a result of the company’s

inefficiency.

SMASH, Inc.’s management team is desperate to rebuild their consumer’s trust and

regain their loyalty, so a ‘make-or-buy’ analysis was performed. As a result of this analysis, the

company opted to “buy” a product or service that will solve the reconfiguration problem. The

company decided that using Salesforce.com’s cloud based CRM platform would resolve their

customer reconfiguration issues, as well as, reduce their data center size substantially. SMASH,

Inc. lacks in-house expertise in Salesforce.com’s systems and processes. Hence, the

management team awarded the project to a consulting company to manage.

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Project scope management:

Project scope management support the project management aspect an IT development

processes that are defined in the information technology project management (ITPM). Project

scope management includes such things as the business case development, project charter

development, project plan development, and project life cycle methodology. Tools used to

produce the project scope definition are delivery definition table (DDT), and delivery structure

table (DSC) (Marchewka, 2009).

Objective of the Project: SMASH Inc. wants to regain its market share by recovering from the previous year loss of

$2 million, which incurred due to high customer attrition rate and the operational overhead. To

build the competitive strategy this project has to be implemented within 14 months, starting from

October, 2011, and budget not exceeding $1,000,000.

Measured Organization Value: SMASH Inc. wants to revamp its business process to recover from the incurred loss of $2

million from the previous year and make cumulative 35% profit in the current financial year (30th

Dec, 2012) by moving its legacy CRM platform to Software as a Service (SaaS) based Salesforce

(Khizhnyak, 2007).

Migration to Salesforce would enable SMASH Inc. to improve its operational efficiency by

eliminating the existing business bottlenecks - accepting the supplemental orders, and upgrading

or downgrading in-flight services. This operational flexibility would reduce the existing

customer attrition rate from 35% to 12%, and help the business to generate additional $250,000

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revenue for the company. It is evident that adoption of Salesforce would expedite the growth of

the organization.

The organization’s objective by the end of the current financial year SMASH Inc. would

generate additional $900,000 revenue compare to the previous year. To align with the objective,

migration to Salesforce would reduce utility cost, server cost, and employee cost cumulatively

$1,250,000 per year, which is 55% saving compare to 2010.

As per the stakeholders, the project acceptance criteria would be a fully functional pre-sales

and service delivery module as per the given business specification will be ready by no later than

30th Dec., 2012, and the project should not exceed budget of $1,000,000. During Business

Readiness Testing phase, defect count has to be less than 5% for the project to be accepted.

Project scope: The scope of Salesforce migration for SMASH Inc. consists of two phases, viz. – data

migration and enterprise system integration.

Replace the legacy CRM application by the Salesforce by 30th December, 2012, starting from

1st October, 2011, with a budget of $1 million.

Data migration includes 1.5 million in-service (existing customer) records and 0.5 million in-

flight orders (order in-progress) data to the Salesforce platform without having any system

downtime. To provide the seamless user experience, the data migration needs to be

performed over the weekend only. It will be sequential activities; first the in-service data

would be migrated, followed by in-flight data.

Integrate Salesforce with the three upstream systems and two downstream enterprise systems.

The upstream systems are Enterprise Product Catalogue for offer presentation, Quoting

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System for service order generation, and DocuSign for online documents signing and faxing

the documents. On the other hand, downstream systems are billing, and provisioning.

Salesforce needs to communicate with the Enterprise Product Catalogue (upstream system)

by passing the zip code to obtain the available products for a zip code along with the pricing

(fixed and recurring) information and the available promotions applicable to the offer.

On completion of the product selection and pricing, Salesforce should be able to retrieve the

quote for the customer in PDF and Microsoft Word format from the Quoting system to

generate the service order (upstream system).

The retrieved quote requires customer consent before placing the order. Salesforce should be

able to communicate with the DocuSign (upstream system) to send the documents to the

customer by means of email attachment and e-Fax to obtain the signature.

After the customer order has been placed, Salesforce should be able to send over the

customer account information consists of the customer name, billing address, service

address, products selected, billing account number, and monthly recessing charges (MRC) to

the billing system.

On completion of billing setup, the equipments need to be installed and configured for the

customer to start provisioning. Salesforce requires integration with the provisioning system

to feed the order data, such as – order line items, equipments serial number, and product

features to the provisioning system.

Assumptions: The Salesforce integration is based on the following assumptions –

Collecting marketing leads from the 3rd parties, e.g. – Apollo and Eloqa is not included.

Migration of email from Outlook Exchange server to Salesforce is not included.

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Project deliverables:

Project deliverables defines what the intended outcome of the project is? For Salesforce

migration project the list of deliverable consists of -

Seamless interaction between Salesforce and the following systems using real time

integration -

USPS location service Enterprise Product Catalogue DocuSign e-Fax Billing system Provisioning services

Migrating 1.5 million in-service (existing customer) records and 0.5 million in-flight orders

(order in-progress) data to the Salesforce platform.

Project constraints:

Project should not exceed $1,000,000 budget.

Project should be completed no later than 30th Dec, 2012.

No more than 2% defect in the production environment

Work Breakdown Structure (WBS):

WBS is traditionally used for the bottom-up schedule and cost planning. The objective of

producing WBS is to break-down project activities to the granular level (work-package), so that

the characteristics of the activities would be completely understood (Project Management

Institute [PMI], 2008). It also establishes the relation between the top level activities with the

detailed activities under each of the deliverable hierarchy. For SMASH Inc. project the WBS is

attached in the project –

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Project scope change control (CCB): Project planning should pay a great deal of attention to managing scope. Allowing the

project's scope to change mid-course usually means added costs, greater risks and longer

duration (Kendrick, 2009). Many projects fail due to poor scope management. Very often it is a

large number of small scope changes that do the damage, rather than the big ones. The successful

Project Manager has learned that rigorous scope control is essential to deliver projects on time

and on budget.

There are many similarities and much overlap between Issue Management and Change

Control. A large percentage of "issues" will directly or indirectly being asking for something to

change. Conversely, most changes reflect and generate issues.

The Change Control process will involve a combination of procedures, responsibilities and

systems. The key to success is to have a well-controlled but efficient process. Define and agree:

On what basis changes should be approved,

Who are going to included in the scope change selection process, or members of CCB

Design of the detailed procedures, forms for the CCB process

Protocols for levels of authority, e.g.- what types of change can be approved without

reference to the project's business owners,

Linkage to other management procedures, eg the issue management process, configuration

management,

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Which tools will be used to support and manage the process,

How to communicate and promote the process and its importance to all participants.

Project Resource Management Plan

Expertise in Salesforce platform is critical to success in the Salesforce migration project.

Although the project requires Salesforce experts, but they are expensive to hire and not needed

after the project duration is over. Thus, projectize organization is the best formal project structure

for this Salesforce migration project. To be aligned with the aforementioned vision, SMASH Inc.

will hire consultants to augment the development, and QA capacity. As project management and

the solution architecture is niche area for the organization, thus no contract opening for those

positions.

Figure 1: Formal Project Team structure

Table 1: Project team Responsibility-Assignment matrix Role Team member Authority Responsibility CompetencyProject Manager

Sonya Approve work plans

Acquire Resources

QA/Task sign off

Responsible for managing day to day project activities including planning, monitoring and controlling project activities

Project ManagementProject ConceptualizationPeople SkillsInfluence SkillsPrioritization SkillsProject Closeout

Sponsor Dr. M. Masullo Assign Ensure the smooth Program management,

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resources Take ultimate

decision

project progresswith respect to scope, resource, schedule, and quality

leadership

Technical Leads

Tarek, Jaime, DanielleSubrata

Planning Approve Tasks Approve

Resources Approve Work

Estimates Control Task Monitor Task

Responsible for area of expertise, e.g. – architecture, data migration, system development, and QA. Tech Lead reports to project manager.

People SkillsInfluence SkillsPrioritization SkillsOrganization SkillsStrategic ThinkingStaffing Skills

System Analysts

Subrata,Jaime, Danielle

Implement Task/Complete Work

Control Task Close Task

Each analyst will be primarily responsible for translating business Use Cases to system requirements. System Analyst reports to project manager.

Strategic Thinking Technical Skills

Architects Subrata,Danielle

Implement Task/Complete Work


Responsible for ensuring feasibility and completeness of the proposed architecture and solution


Database Administrator

Jaime Implement task/Complete Work


Responsible for the optimal operation of the database, including backup, recovery, installation and maintenance. DBA will report to Tech Lead (Data migration).


Developers consultants Implement Task/Complete Work


Each developer is primarily responsible for the development activities, e.g. – configuring tool, developing integration components, and database schema.

Strategic ThinkingTechnical Skills

Quality Assurance (QA)

consultants Control Task Reporting

Findings Close Task

Each team member is responsible for the functional and non-functional testing of the legacy migration.

Process Oriented

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Resource on-boarding will start with project manager. Project manager would be recruited

during early initiation phase of the project. During initiation process, Tech Leads will also be

recruited. During the planning phase analysts, DBA, consultants for development and QA would

be on-boarded.

Collaboration conflict resolution methodology would be the first choice for any conflict

arising among the team members during project execution. The advantage of using this

methodology is the best idea prevails, which would add momentum in the project success

(Larson & Gary, 2011).

Project Stakeholders:

Table 2: Stakeholder analysisStakeholder’s Role Influenc

eInterest Potential conflicts Objective

Project sponsor 5 +1 Competition for the project resources

Provide resource to the project, safe guard the project from the political battle.

Project manager 5 +1 Challenge to manage the fast paced project using contract resources

Work closely with the project sponsor and the project team to lead, manage, and control the project execution obeying triple constraints.

Tech Lead 4 +1 Mitigate the conflict among team members

Work closely with the developer, analyst, and QA to manage day-to-day project activities and perform escalation as needed.

Analyst 3 +1 Too much analysis in a shorter time span. Moreover, pressure to eliminate the rework.

Translate the end-user requirements to the system specific requirements. Perform JAD sessions to facilitate the team ,

Architects Superior quality architecture design. An architecture which not only supports existing need, it can support the future needs too.

Developers 2 +1 Too much workload with little time.

Produce defect free code

DBA 2 +1 Too much workload with little time.

Manage and monitor the databases, ensure the schema and database objects are running under optimal condition.

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QA Team 2 +1 Too much workload with little time.

Ensure all the defects are caught in QA cycle.

End-users 4 +1 Try to accommodate most of the changed requirements in first release

Supply the business requirements; ensure the final product matches the specifications.

Senior Leadership 5 +1 Organizational politics over the project resources

Provide strategic support to the project team in terms of direction.

Project Procurement Management

Procurement Planning incorporates consists of five (5) processes, viz. – plan purchases,

contracting plan, request for the seller bid (RFE), contract administration, and contract closing

(PMI, 2008).

Plan purchase: During this phase, the services or contract required from outside the

organization is identified, the same is documented.

Contracting plan: Document the potential services and material required for the project

execution, and at what time during the project they would be needed.

Request for proposal (RFP): Based on the requirement the request for proposal (RFP) goes

out to the interested sellers. During this time buyer also holds series of meeting, communications

with the prospective sellers to clarify the concerns and confusion. As a next step, the vendor

selection begins using the predefined criteria. Even though majority of the cases the sole criteria

is cost alone, but the ideal way of vendor selection should be using balance scope card.

Contract Administration: Defines how the contracts for resources will be managed and

resources will be allocated during the course of the project.

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Contract Closing: Defines how the procurement items will be released at the end of the project.

In this case, the contract ends and the resources will be released at the end of the project. The

contracted rate for the Salesforce license needs to be paid, as well as, other hardware fees.

The following procurement items and/or services have been determined to be essential for

project completion and success. The following list of items/services, justification, and timeline

needed by Salesforce (Perry, Hatcher, & Hendrick, 2009):

Table 3: Procurement listItem/Service Justification Needed By Selection Model

Extraction transformation load (ETL) tool

Needed for data extraction, transformation as per the

Salesforce data model and loading in bulk

No later than 1week before development commence date

Ease of use

Vendor support

Cost of product

Proxy servers There are two types of proxy server requires for this project, viz. - DMZ proxy and Apache reverse proxy.

DMZ proxy to secure the intranet from intrusion and hacking. On the other hand, Apache reverse proxy is being used for C-Name, FDQN routing, fail-over, and load balancing purpose.

5 weeks prior to development start date

Product reliability

Vendor’s reputation

Market feedback

Cost

Salesforce license Salesforce license is required to host the service on the Salesforce network. It goes by number of user per year. As this organization has around 2500 users, the proposed license would be ‘Enterprise Unlimited’. All the licenses are floating license.

No Later than 2 weeks before development

Number of users

Ease of upgrade

Application Server This is needed to host the Web-service developed as part of the integration (EAI) framework. All the application servers will be used in clustered environment to provide high availability and load-balancing.


Product reliability


Market feedback

Cost

Router Router would be needed in each server cluster to bring the call routing

5 weeks prior to development start

Product reliability

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mechanism between various servers date Vendor’s reputation

Market feedback

Cost

SUN Ultra-Spark server This physical hardware will be used in Virtualized to accommodate more room for the application server as well as better utilization of the serve capacity


Product reliability


Market feedback

Cost

Contractors Used to bring readily available knowledge to make the process successful

No later than planning phase end

Subject matter expertise

Cultural adoptability

Cost

Project Risk Management:

The project management team has been tasked to identify, assess the risk types and formulate

the risk response plan for each of the identified risks for the migration of Legacy CRM to cloud

based Salesforce. The successful migration to a cloud based environment will align SMASH Inc.

to meet its expansion goals and increase its global competitiveness.

Risk Register

The methodology used to conduct this risk analysis is risk identification framework and

qualitative assessment technique. Risk assessment finds risk as well as opportunities in the

project (Anonymous, 2010) –

Data quality - Poor data quality will take addition time for cleansing and formatting

Late resource on-boarding - Delayed resource on-boarding will infiltrate risk of resources

are not equipped with adequate knowledge

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Resources crunch - Some of the critical contract resources left the project during

execution phase

Improper Salesforce license selection- Buying incorrect type of Salesforce license, either

pay too much but not using it, or crunch in using the license

Unverified connectivity - Improper connectivity between various sandboxes needs to be

validated use of DMZ proxy is mandated

Scope gap identified when project is in execution phase. The major causes of scope gaps

are not all the necessary entities for migration holistically identified, producer side of the

web-service code is not ready

Budget overrun – Delayed finding of the gap impacts the project budget. The late it’s

identified more funding is required to remediate it.

Schedule slippage – Project uses Rolling Wave method, the top-down estimation appears

to be different than the bottom-up estimation for one of the iteration.

Procurement risk – Vendor rules the project, because of uncontrolled procurement

contract between company and vendor.

Unforeseen event – Any natural calamity occurs, e.g. – devastating tornado, flood in the

region, tsunami, etc.

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Buy Salesforce license in summer – Salesforce will provide the discount in 2012 spring

edition licenses. Delay the license buying process, meanwhile run the project with

temporary license.

The following matrix shows the assessed risk impact and probability values for the identified risk

events for Salesforce migration –

Table 4: Risk matrixRisk event Probability

(P)Impact (I)

Risk score (= P * I)

Response type

Data quality 0.9 4 3.6 Response type – MitigatePrepare data cleaning effort on-demand basis. Also, allocate resources during the initial planning.

Late resource on-boarding

0.7 4 2.8 Response type - MitigateAlways pursue the sponsor for the required resource. Also, maintain a project org. chart mentioning which positions are yet to be filled by what date.

Resources crunch 0.8 5 4.0 Response Type – TransferSign contract with the vendor making them legally accountable to replace resources without downtime, if any consultants leave the project.

Improper Salesforce license selection

0.8 5 4.0 Response Type – AvoidDo a thorough analysis on number of user going to use Salesforce application in the organization.

Unverified connectivity

0.5 4 2.0 Response type - MitigateKeeps organization networking team in the project, whenever any firewall issue or connectivity issue arise, they will take care of it.

Scope gap 0.7 5 3.5 Response type - MitigateDefine the contingency buffer using industry best practices for Salesforce project to offset the scope impact.

Schedule slippage 0.8 4 3.2 Response type - MitigateDefine the contingency buffer using industry best practices for Salesforce project using non-project and resource factor into consideration.

Budget overrun 0.9 5 4.5 Response type - MitigateDefine the contingency buffer using industry best practices for Salesforce project.

Procurement risk 0.5 3 1.5 Response type - MitigatePrepare procurement documentation with the help of the legal consultants. Also, opt for fixed bid

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project.Unforeseen event 0.2 5 1.0 Response type – Accept

Cost to overcome this even is huge, outside of the project budget, also chances of occurrence is very low.

Buy Salesforce license in summer

1 5 5 Response type – ExploreThis is an opportunity to reduce the project budget.

Project Communication Management

Project Status Report

Project Manager will send a short status report every Monday to the project stakeholders. The

purpose of the status report is to summarize project progress and highlight how we are managing

any newly discovered issues or risks (Morris & Pinto, 2007). The project status report will

include:

Schedule: How we are progressing compared to the project schedule.

Risks: Any risks that have been identified and how they are being managed.

Issues: Any issues discovered during the week and how they are being managed.

Change Requests: Is there a need for corrective action, or preventative action?

Weekly internal team meeting

The purpose of the weekly team meeting is to identify any issues, concerns that require

project manager’s intervention to escalation to the senior management for resolution. Moreover,

weekly meeting is used to identify the assigned project activities status and percentage

completion. The report will be circulated among the stakeholders along with Action items.

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End of phase presentation/review:

End of every phase, there will be a detailed presentation given by the project team on the

achievements and challenges experienced in that phase. The objective of this presentation is to

review the project status, document any lesson learnt, validate and verify the readiness of the

project to roll-out to the next stage. If the problem requires a follow-up then weekly meeting can

be leveraged to do so.

Forecasting report: It predicts the future status or progress of the project. This report includes

cost variance (CV), schedule variance (SV), cost performance index (CPI), schedule

performance index (SPI), etc.

Table 5 : Project communication planWhat Information Target Audience When Mode of

CommunicationProvider

Milestone report Senior management & Project Manager

Bi-monthly E-mail and hardcopy

Project Manager

Project status report Sponsor Weekly E-mail and hardcopy

Tech Leaders

Team progress report

Project team members

Weekly E-mail Project team

Escalation report Senior Management and Sponsor

When needed Hardcopy Project Manager

End of phase presentation

Project stakeholders, sponsor, and stakeholders

End of each phase In-person with demo, E-mail the presentation

Project Manager, Tech Lead

Project Quality Management

The purpose for managing quality is to validate that the project deliverables are completed with

an acceptable level of quality. Quality management assures the quality of the project deliverables

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and the quality of the processes used to manage and create the deliverables. The following is a

brief explanation of each of the components of the quality management plan.

Table 6: Quality Management approachProject Deliverables and Processes Key project deliverables and processes quality reviewDeliverableQuality Standards and

The quality standards that are the “measures” used to determine a successful outcome for a deliverable.

Completeness and Correctness Criteria

The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved.

ProcessQuality Standards

The quality standards that are the “measures” used to determine if project work processes are being followed.

Stakeholder Expectations Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status.

Quality Control Activities The quality control activities that monitor and verify that the project deliverables meet defined quality standards.

Quality Assurance Activities The quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective.

Project Quality Management has two major components – quality control and quality

assurance. In this context we will primarily focus on project quality assurance, which involves

planning, doing, checking and acting to improve project quality standards. SMASH Inc. has

taken steps to be recognized in the industry and has obtained Capability Maturity Model

Integration (CMMI) Level 3. SMASH Inc. has proved that quality management systems are in

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place and all processes conform to documented standards. All deliverables have been prioritized

and will go through a quality check. To give SMASH Inc. confidence in the project team, the

project management practices will be reviewed for quality once the project is initially

established.

Project Quality Plan

Table 7: Quality matrixDeliverable Quality Event Quality Materials Quality Metrics PurposeBusiness Case Expert Review Business case

templateAll elements of template have been completed

Ensure that all of the information is accurate

Project Management Plan and sign-off

Formal Inspection by Sponsor

Draft walk through

Peer Review of final draft

Requirements All elements of the Template have been completed

Project Schedule achieves contracted timelines

Review for completeness

Project execution Phase

Expert Review of Program Design

Formal Inspection by Sponsor

Program Guidelines

Design is meets all Program Guidelines

Design achieves ProgramObjectives

Design meets all Program Guidelines

Design achieves Program objectives

Compliance with contract terms

Approve each project stage

Audit stage check-point Phase end review Phase-gate review

SPI, CPI, CV, EV, BAC calculation

Ensure project is on track with respect to milestones.

Calculate Earned Value parameters for forecasting purpose.

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Project closer Final review of the delivery with respect to the MOV

Project document archival

Project sponsor sign-off Project internal audit

Project external audit

Final project deliverables

Final project presentation

Formal acceptance document from project sponsor

Ensure project meets standard as specified by the sponsor.

Moreover, archive the project document becomes organizational process asset.

Project Schedule Management:

The attached scheduling worksheet defines the baseline start date and end date for each of the

activities along with their duration and internal dependencies.

Table 8: Project Milestone activitiesTask# Task Name Start Date End Date Deliverables1 Identify project topic 10/17/2011 10/17/2011 Topic for the group project3 Define MOV 10/18/2011 10/27/2011 A report consists of -

-Measured organization value (MOV) statement-Desired area of impact-Matrix to measure-Timeline for MOV

17 Project charter sign-off 11/15/2011 11/16/2011 Project Charter21 Define quality management plan 11/17/2011 11/21/2011 A plan consists of quality

management strategies24 Define communication plan 11/16/2011 11/22/2011 A plan consists of communication

strategies28 Project resource plan 11/15/2011 11/25/2011 A detailed plan on resource

management, e.g. – people, fund, servers, desktops, etc.

41 Project procurement plan 11/15/2011 11/22/2011 A detailed plan consists of RFP, vendor selection procedure, procurement monitoring and control.

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46 Project risk planning 11/17/2011 11/25/2011 A detailed report consists of all the identified risks, remediation strategies, risk ranking, risk owner, and risk triggering events.

57 Project Closing 11/15/2011 11/25/2011 A comprehensive plan on how the resources will be release, project will be evaluated, and procurement will be closed.

64 Project Plan review and sign-off 12/1/2011 12/6/2011 A documented project plan agreed between project team and sponsor.

70 First code drop in QA 1/23/2012 1/24/2012 Enterprise Architecture Integration module is ready

74 Second code drip in QA 3/21/2012 3/22/2012 Data migration module is ready78 Third code drop in QA 5/8/2012 5/8/2012 Security module is ready81 Final code drop in QA 6/12/2012 7/12/2012 Defect fix from first three code

drop84 User acceptance test (UAT) 8/17/2012 9/6/2012 Code certification from the end-

users.86 Business Readiness Testing

(BRT)9/28/2012 11/29/2012 Soft launch in the production with

power users’ access.

Identified critical path according to the baseline plan is attached below -

Figure 2: Critical path

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Project network diagram is an excellent way to define the relationship between the predecessor

and successor activities. It also defines the lead and lag between the subsequent activities. For

SMASH Inc. Salesforce migration project the Activity diagram is attached –

Estimated Labor Requirements4th Qtr 2011 Project Cost Graph

Figure 3: 4th Qtr 2011 Project Cost Graph

The project duration is a total of 10,872 hours beginning on Oct 17, 2011 and ending on Nov 12,

2012 with an overall projected cost of $902,170. This is slightly above 90% of the total project

budget allocation of $1M. 2011 project costs are estimated at approximately $441K, almost 50%

of total projected costs, with the majority being incurred in mid to late November (week 46 – 48)

for server hardware and application software expenses ($214K). The remaining $227K in

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expenses is for project management, consulting and development fees associated with the

various tasks planned for the period. (See 4th Qtr Graph above, Week 46 Table below).

(Intentionally left blank)

Week 46 Resource CostWeek 46 Project Manager 1800

Project Sponsor 1200

Tech Lead-Arch 1120

Tech Lead-Dev 1280

Tech Lead-Analyst 1440

Tech Lead-QA 1040

System Analyst-1 780

System Analyst-2 960

Architect-1 840

Architect-2 1120

DBA 960

SFA License Fee 160000

Server Fee 40000

Admin cost 14000

Week 46 Total 226540

The project team consists of 56 people including the project sponsor. The team members have

different costs associated with their roles, for example the project manager costs $60 per hour,

whereas an Architect -1 charges $35 per hour. Each team member is assigned various tasks with

an allotted time frame. The cost per task is computed by multiplying the time by the resource

cost. As a result, some tasks may take longer to complete than estimated, while others may take

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less time. Therefore it is possible to have a higher than expected project cost than is currently

estimated at the time of project completion. (Week 46 table on the left is an estimate of costs by

resource).

1st Qtr 2012 Project Cost Graph

Figure 4: 1st Qtr 2012 Project Cost Graph

2012 project activities are estimated at $461K of which approximately one third ($135K) is spent

in the first quarter. At this juncture in the project the preliminary analysis is completed, the

hardware and software has been ordered and received and the actual system development and 2nd Qtr 2012 Expense Table

2012 Q2 Tech Lead-Arch 6400

Tech Lead-Dev 10240

Developers 97600

QA 1960

Q2 Total 116200

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configuration is underway. As evidenced by the first quarter expense table below, Development

and QA expenses are in excess of $100K for the quarter.

1st Qtr 2012 Expense Table

2012 Q1 Project Manager 15120

Tech Lead-Arch 4800

Tech Lead-Dev 4160

DBA 8000

Developers 72000

QA 31360

Q1 Total 135440

In contrast to first quarter expenses, the second quarter 2012 project costs begin to

increase on the development and configuration side of the project. As seen in the table above,

project development costs are $97K out of an expected total of $116K for the second quarter.

The week by week expenses for the project, however, remains stable at slightly less than $10K.

(See 2nd Qtr Project Cost Graph on next Page)

2nd Qtr 2012 Project Cost Graph

Figure 5: 2nd Qtr 2012 Project Cost Graph

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The third quarter expenses show a similar trend to the second quarter with weekly project

expenses hovering around $10K per week, but the workload has shifted slightly from Developers

to QA. As project development tasks are completed there is now a need for more QA testing, as

a result, the QA expenses have increased accordingly. An important note, as programming and

configuration errors are found by the QA project resources the issues are logged and redirected

to Development. If the issues are not mitigated quickly then the project timeline could suffer.

3rd Qtr 2012 Project Cost Graph

Figure 6: 3rd Qtr 2012 Project Cost Graph

3rd Qtr 2012 Expense Table

2012 Q3 Project Manager 5400

Tech Lead-Dev 7680

Developers 57600

QA 30800

BRT Resources 9600

As the project goes near completion, the need

for testing increases. As seen in the 3rd quarter

table to left QA and UAT resources account for

over $66K of project costs in this period.

Projects can quickly go over budget or run off

schedule when issues are discovered in the

testing phase. By having an abundance of QA

resources we hope to identify and resolve issues

quickly.

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UAT Resources 36000

Q3 Total 147080

4th Qtr 2012 Project Cost Graph

Figure 7: 4th Qtr 2012 Project Cost Graph

4th Qtr 2012 Expense Table

2012 Q4 BRT Resources 62400

Q4 Total 62400

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The final phase of the project is in the fourth quarter 2012 where the configuration, development

and QA tasks have been completed and the system implementation has begun. You will notice

that the only cost in this quarter is for Business Readiness Testing (BRT resources) where the

power users are given access to the system. In this event, the system is partially live and the

project team is still responsible for issues that may arise from day-to-day use.

Complete Project Cost Graph

Project execution and monitoring plan

Once the project plan has been approved and resources procured, it must then be executed. At

this point, milestone deliverables have been set, a communication strategy agreed upon, and a

Change Control Board established. Weekly status meetings and progress reports that include

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milestones are compared to the project scope and plan to determine of the project objectives are

being met.

During the Project Execution phase, the progress of the plan with regards to project objectives

needs to be tracked, reviewed and regulated. Progress reports as well as milestone reports are

used to update project documents, determine if there should be any change requests presented to

the CCB, and updated the project schedule.

The process of project execution and monitoring plan is illustrated as follows:

Figure 8: Project execution checklist

Health check and Forecasting: Project health-check is a critical activity to ensure the progress of the project. As a CMM

Level-3 organization, SMASH Inc. uses bi weekly status reporting to stakeholder illustrating the

current status of the project, along with forecasting using Earned Value Matrix (EVM). EVM

analysis is helpful not only for the project manager, as well as project sponsors to understand the

progression of the project (Hofer & Karagiannis, 2011)). In EVM analysis result shows CPI or

SPI is greater than 1, which means project requires urgent attention. Early detection is always

Review Milestone Report

Review Approved Change requests

Review Progress Reports

Weekly Status Meetings

Review Project Plan (management & resource)

Update Project Documents (risk register, milestone report, team progress report, project status report)

Change requests

Update Project Schedule and Plan

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beneficial, so that team can act upon it, before it goes out of hand. SMASH Inc. for forecasting

purpose would use the following entities from EVM –

Cost Variance

Schedule Variance

Cost Performance Index

Schedule Performance Index

Estimated Value at Completion (EAC)

Project Close-Out Plan

Close-out Plan

Upon completion of the Salesforce migration project SMASH Inc. will perform the project

close out activities. As part of project closer the following items would be performed –

Administrative closer

Project evaluation and audit

Procurement close-out

Administrative closer: This project is targeted to follow the “Normal” closer route.

Normal closer characterizes by the project meet its objectives with respect to budget, resources,

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and scope. As part of the administrative closer phase, each of the team member’s performance

would be individually evaluated and feedback would be provided on area of improvement.

SMASH Inc. project migration would follow the parallel cutover policy, because of the

business critical nature of the project, adoption of the direct cutover deems extremely risky. This

approach would enable SMASH Inc. to limit the system usage to the power users only. If there is

any defect found within one week, users will continue to use legacy system, while defect fix is

being implemented.

After the production deployment, smoke test would be performed to ensure that all the

functionalities are up and running. Project will be officially handed over from project team to the

production support team. Official announcement of the project closer would be declared by the

project manager along with final report of the project. As part of project closer, a formal letter of

acceptance from the project sponsor would be required, which will be kept for reference purpose.

Important aspect of the project closer entails project document archival. There are multiple

procedures to produce the archived documents. However, SMASH Inc. will keep all the

electronic version of all the documents in the document repository (Documentum software).

Hard copies would be scanned and kept in the same repository with proper.

Project evaluation and audit: Project evaluation involve postmortem review of the project

to ensure project meets its defined MOV, scope, schedule, budget, and quality. Also, project will

be audited by the external party to explore any missed opportunity, way to perform the project

work efficiently.

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As part of the project evaluation, each of the candidate’s evaluation also would be

performed. This performance review is targeted to suggest the area of improvement to the project

team members.

Lesson learned from the project will be documented, which include troubled situation

arisen from resource, scope, schedule, vendor, external, internal politics, etc. and their

remediation technique. The retrospective analysis will illustrate the strength and weakness of the

strategies applied for future use. The lesson learnt document would be treated as organizational

process asset.

Procurement close-out: The performance of the vendor would be measured with respect to

the procurement contract terms and conditions. Vendors will raise the invoice for the remaining

balance. The invoice needs to be scrutinized to ensure the sanity of the statement.

ConclusionAs the Salesforce migration project takes its course there will be many events that occur

during the next 14 months that will test whether or not this project was in fact the right choice for

SMASH, Inc. It is the job of the Project Manager and Project Sponsor to create value from this

endeavor and steer the course so that SMASH, Inc. with regain its position as a worldwide

industry leader. With that thought in mind and the enormous undertaking ahead, we have taken

great care in balancing the needs of SMASH, Inc. and the events that could unfold with a project

of this magnitude. So we are proud to submit this project plan to migrate your legacy CRM

application to Salesforce in the Cloud.

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Reference

Anonymous, (2010). Dream more with winter ’10, Salesforce White Papers. Retrieved from http://www.salesforce.com/community/assets/docs/Winter10_ReleasePreview.pdf

Hofer, C., & Karagiannis, G (2011). Cloud computing services: taxonomy and comparison. J Internet Serv Appl. doi: 10.1007/s13174-011-0027-x.

Kendrick, T. (2009). Identifying and Managing Project Risk (2nd ed.). New York, NY: AMACOM

Khizhnyak, A. (2007, November), Dump your legacy CRM systems for Salesforce.com using open source tools. NetworkWorld. Retrived from http://www.networkworld.com/news/2007/110507-apatar.html

Larson, G. W., & Gary. C. F. (2011). Project Management: The managerial process (5th ed.). New York: NY. McGraw-Hill

Marchewka, J. T. (2009).Information technology project management (3rd ed.). Hoboken: NJ. John Wiley & Sons, Inc.

Morris, P. W.G., & Pinto, K. J. (2007), A wiley guide to project program & portfolio management. Hoboken : NJ. John Wiley & Sons.

Project Management Institute (2008). A guide to the project management body of knowledge (PMBOK guide) (4th ed.). Newtown Square, PA: Project Management Institute, Inc.

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Perry, R., Hatcher, E., Mahowald, R. P., & Hendrick, S. D. (2009), Force.com Cloud Platform Drives Huge Time to Market and Cost Savings. IDC White Papers. Retrieved from https://www.salesforce.com/assets/pdf/analysts/

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