The Federal Open Market Committee (FOMC) will meet on Sept. 25th a.docx

The Federal Open Market Committee (FOMC) will meet on
Sept. 25th and 26th. In one page or less, address the following.
1. Summarize the action, if any, taken by the FOMC.
2. Explain in your analysis why the FOMC took this action.
1. Why it took this action?
2. Discuss what effect the FOMC’s actions or lack of actions
had on the following:
1. Stock market immediately after the announcement on
Wednesday the 26th at 1:00 central time
2. The closing price on the DJIA the day before and the day of
the announcement
3. Closing interest rates (use the 3-month Treasury bill and the
10-year Treasury note) on the day before and the day of the
announcement
3. Be specific (DJIA, S&P 500 up 20pts, Yield on 10yr treasury
down 30bp, etc.).
Project Plan
Project Overview Statement, Part II
Conversion of Legacy Database to New ERP Software
Member 1
Member 2
Member 3
Member 4
PROJ-584
Managing Software Development Projects
Professor Name
School Name
October 7, 2018

Project Plan
Project Overview Statement
Executive Summary
Team #3 is proposing a software development/upgrade project
to move from the legacy software/database MANFACT, to
SyteLine® ERP inventory and financial database, to meet the
needs of the growing business. This project is in line with the
strategic objective of increasing sales and improving customer
satisfaction by improving on time delivery at the Los Angeles,
CA facility. This ERP software is in use at other facilities in the
parent organization for many years now and has been successful
in improving performance and delivery as well as reduced
inventory levels and improved sales and bookings. This project
has a preliminary budget of $500,000 with a duration of 12 -18
months.
Statement of Scope
This project will be company-wide and implemented in all
departments and areas of the company. The new software
Syteline®
(https://www.youtube.com/watch?v=1ZLEMmqTdoE), will
reduce the amount of manual tracking of jobs (phone calls,
emails, manual excel schedules, attending department meetings,
etc.) by providing real-time communication of timelines and
part movement and flow throughout the shop and along with

status of open programs or large jobs. It will also improve On
Time Delivery (OTD) performance through enhanced planning
and scheduling of orders. Reduction of lead times (customer
delivery) through the elimination of wasted processes and
excessive move and queue times built in because of manual
processes.
We intend to complete this transformation by:
· Converting existing data into the new ERP database.
· Upgrade server and network equipment to meet increased
traffic demands.
· Run pilot programs in parallel to test and verify new process
capabilities.
· Create standard work for each department
· Train all employees that would use this system from managers
to leads, from sales to production, and engineering to
purchasing.
Project Organization (MARC)
This software upgrade will be in alignment with the
organization's strategic goals and objectives to assure the
success of this project. All of the team members will follow the
company's policies and procedures when making changes as
well as the rules of engagement. The roles and responsibilities
will be defined and be respectful to team members current
duties as well as the demands of this project.
The company will use a functional organization management
layout to allow department managers control over their
resources as well as the daily functions while completing the
project work.
The project organization leadership will have a lot of influence
on how this software project will be managed and conducted.
The organizational factors that will help to motivate and keep
workers engaged are:
● A workplace free of disruptions
● Challenging technical problems

● Autonomy to solve problems
● Ability to control one’s work schedule
● Competent technology leaders
● Opportunities to experiment with new ideas, processes or
systems.(PMBOK, 2013)
The Organizational assets will be grouped into a) processes and
procedures, b) corporate knowledge base. The rationale for this
upgrade is:
a) Improve customer service by improving on-time delivery
(From 85% to 96+%) to the commitment to the customer.
b) Improve scheduling by reducing waste of expediting
because of poor planning. Actively share information and
common practices between departments across the enterprise.
The departments affected by this upgrade will be:
· Inventory and Production Control
· Quality
· Shipping and receiving (logistics)
· Sales, customer service (CRM)
· Finance and accounting
· Engineering
· Manufacturing
· IT
(Singh, 2013)
Project Objectives (SUJA)
Our primary objective is to develop a new system to increase
the efficiency in internal processes with the real-time
information flow for simplifying data collection, analysis, and
reporting. Another goal is to complete this project within the
estimated budget of USD 500,000 and within an 18-month
timeline. This system will help to easily track the supply chain
activities from inventory purchases to processing and final
shipment to customers.
We will provide an integrated view of the company data to
improve the collaboration and information sharing between
different departments. Another objective is to decrease lead

time by eliminating waste processes and excessive move and
queue times due to manual processes. Other goals of this project
are:
● Better resource planning and management as per the real-
time requirements of the company.
● Decrease production cost by 20% over two years by
streamlining the design processes.
● Detect and correct defects in finished products and
problems in the process, to increase quality and customer
satisfaction.
● Increase productivity of the integrated demand planning,
inventory tracking, and financial reporting, which helps to
predict the changes in the market.
● Decentralize decision-making with real-time access and
visibility to all the corners of the company (Basu, n.d.).
Risk Assessment (Tundra)
A risk management plan will be developed to identify and
assess potential risks before they emerge. This method will be
utilized to mitigate uncertainties to ensure the success of the
overall project (Hillson & Simon, 2012). This plan will be
carried out through the entire life of the project to monitor risks
continually. The goal is to reduce the probability of a risk
impacting the objectives and keep the triple constraints (scope,
cost, and schedule) balanced. The immediate assessment
conducted has identified the following risks that could
negatively impact the project.
● IT Security
Proper security must be in place to ensure all information,
software, hardware, and documents are protected.
● Downtime
During the switch over to the new system, employees may
experience loss of service and cannot complete their normal
functions.
● Data loss
Software upgrades can result in the loss of essential data that
becomes corrupted, deleted, or unreadable through processing,

transmission or lack of storage.
● Loss of critical resource
A skilled project team member abruptly leaves within a short/no
notice of departure.
● Requirements Increase
Scope changes due to more features requested that were not
identified initially which threaten the budget and schedule.
● Performance Issues
Slow system response times and transactions due to memory
setting, improperly indexed database, and instability.
Project Assumptions (Tundra)
As a part of the project planning, we have identified
assumptions that we expect will occur during the project. These
assumptions are events outside of the Project Manager and the
team’s control. Unfortunately, there may be external factors that
we can neither control nor anticipate. We will document and
manage the events by revisiting as the project progresses (Tran,
2016). The project assumptions are based on the following:
· The software is adequate for our needs and will meet the
needs of the project scope and the needs of the organization
· Equipment will arrive on time per the schedule
· Server, software, and network setup will be installed
properly with no issues
· Employees are trained to operate and ready for new
software
· No substantial change in the price of software and
equipment
· Resources will be available
· No significant events will occur that would prolong the
deadline date
Project Constraints (Sabrina)
Constraints limit the team’s ability to reach the project
objectives. It is the goal of the Project Manager and team to
manage and control any internal and external restrictions that
can affect the project performance. It is vital to identify early in
the project any factors that could result in a substantial impact

on the deliverables. The factors that would cause limitations to
this project are the following:
● Imbalance of the triple constraints (scope, cost, and
schedule)
● Customer approvals not received during agreed upon time
● Equipment shipping delayed
● Company Restructuring
● Resources not available
● Poor communication
Project Exclusions (Tundra)
The scope of the project has been outlined based on the
stakeholder's expectations. There are boundaries outside of the
scope which are not included in the project. The boundaries of
the project will not include the following:
● Disaster Recovery Plan
● Maintenance and Support after 30 days
● Securing Antivirus Software
● Obtaining of Licensees
Project Estimates (Marc)
The size and complexity of this project will be the main factors
for driving costs, as a project of this size will require a lot of
effort to update old data, garbage data, and redefine old
processes in our current operations process flow. The cost
management plan will be created to determine the resources,
equipment upgrades, and software licensing. Although the
software determination process has been mandated by corporate
to use SyteLine® as the software vendor, currently in use by
other sites, our B.U. will have fees that need to be paid based
on the number of users. This has relieved us of performing the
initial cost estimating process, sending out RFQ’s and other
tools of the cost estimation process. High-level estimation units,
work units, story points, or ideal time are other tools used in the
cost estimation process.
The main areas of the cost management plan are:
1. Resources (internal) - we will review current processes
and work with the continuous improvement (CI) team to create

value stream mapping of current and future state. This analysis
will then be relayed to the core team to integrate into best
practices of the new software. They will also be responsible for
creating the documentation and perform the training with their
respective departments.
2. Consultants (external) - to aid in updating data, mapping
from the old system to new and advise best practices from other
facilities.
3. Equipment - The software will have requirements on what
type of hardware is best to run, SyteLine®. Although
SyteLine® is .net based and able to run on PC and Mac, some
equipment upgrades would be required but will be minimal.
4. Timeline. Getting this project completed by March 2020
is a must hit target date. If the project begins to fall behind
schedule, then additional resources or expedites will need to be
used.
Technical Requirements (Sabrina)
In creating the new database, several requirements will be
outlined. The new database will, therefore, require permissions
on the database group to execute it effectively. These
permissions include the creation of the snapshots for
benchmarking as well as the external backups.
In any software development, there is a need for the software
platform also referred to as the computing or digital platform.
The most useful and desirable platform to utilize in this
software development is the Microsoft Windows computing
platform. The Microsoft Windows computing platform ensures
that any given piece of this software effectively executes. This
software platform is most applicable since it accommodates any
web browser as well as associated application programming
interfaces or even the underlying software. This is only suitable
if the program code is executed with it. This software platform
considers the system qualities and accommodates them
effectively (Daniel, 2009).
There will be a need for the snapshots deletion as well as
managing their retention time. In addition, the new database

will require the need to clone the database as well as recover
the database form the backup or the snapshot (Daniel, 2009).
The system qualities include the availability of the system’s
resources, the latent capacity, performance, scalability,
serviceability as well as the security of the respective software
development. This software platform, also, may help validate as
well as refine the technical requirements of the software
development including the legacy system.
● The quality level required is 0.10% or less downtime in
30 days.
● The new database will require the calculation of the
database storage allocation. This mainly includes the optimistic
estimate of the additional storage to accommodate the point-in-
time recovery write-ahead logs (WALs) if the team plans to
enable the point-in-time recovery.
● The language to be utilized in this software development
include the Common Business Oriented Language (COMBOL).
COMBOL is a high-level programming language for the
business applications. It is a typical operating system agnostic,
which can be found in numerous financial as well as business
applications in the modern world (Daniel, 2009). This explains
why this language is the most effective in this software
development since it is based on the modern business
applications. It implies that it will be well suited for the
conversion of the legacy database system into the new
technology.
● Snapshot or recovery points will need to be taken in the
beginning to aid in benchmarking.
● The new software will validate, as well as define the
technical requirements of the legacy network
Reference:
Basu, C. (n.d.). Goals for an ERP project for a manufacturing
company. Retrieved from
https://smallbusiness.chron.com/goals-erp-project-
manufacturing-company-37347.html

Daniel (2009), New Legacy System, Using Technology to Drive
Performance, pp. 105.
Hillson, D., & Simon, P. (2012). Practical project risk
management: The ATOM methodology. Tysons Corner, VA:
Management Concepts Press.
Project Management Institute. (2013). Software Extension, 5th
Ed. (pp. 19-22). Newtown Square, PA: Project Management
Institute.
Project Management Institute. (2004). A Guide to the Project
Management Body of Knowledge (PMBOK guide), 5th Ed.
Newtown Square, Pa: Project Management Institute.
Singh, S. (2013, Jan 12) ERP success of dabur. Linkedin
Slideshare. p. 3. Retrieved from
https://www.slideshare.net/surajeetsinghji/erp-success-of-dabur
Stefan (2000), The Unified Software Development Process, pp.
45-46.
Tran, L. (2016, September 28). A Guide to Dependencies,
Constraints and Assumptions (Part 3): Making Project
Assumptions. Retrieved from
https://www.inloox.com/company/blog/articles/a-guide-to-
dependencies-constraints-and-assumptions-part-3-project-
assumptions/
Ucol-Ganiron Jr., Dr. T., Taylor, H. (2013, Jan 16) Project
Organization and Structure. Linkedin Slideshare. p. 2.
Retrieved from
https://www.slideshare.net/haroldtaylor1113/project-
organization-and-structure
PROJ584 Final Project Plan Outline
* Complete these sections as though you are about to assign
them to a team member. See the bottom of the outline for
details.
Cover Page
Table of Contents
I. Introduction

A. Executive Summary
B. Project Scope and Objectives Me
1. Statement of Scope
a. In Scope Me
b. Out of Scope Me
2. Major Functions Me
3. Performance Issues* Me
4. Management and Technical Constraints* Me
II. Software Development Process and Methodology
(SDPM) Mike
A. Overall Approach to Delivering the Product and Reason
for Choice Mike
B. Phases of Your SDPM Process Mike
C. Degree of Stakeholder Involvement in your SDPM
Process Mike
III. Project Estimates Mark
A. Sources of Historical Data Used for Estimates Mark
B. Estimation Techniques* Mark
C. Estimates of Effort, Cost, Duration* Mark
IV. Risk Management Strategy Sarah
A. Risk Table (lists risks identified for your project
(identify at least 20) with a risk score for each) Sarah
B. Discussion of Risks to be Managed (plan to manage at
least five—the top five risk scores from above) Sarah
C. Risk Mitigation, Monitoring, and Management Plan for
each Risk to be Managed (one page for each covering the
following three elements) Sarah
1. Risk Mitigation Sarah
2. Risk Monitoring Sarah
3. Risk Management (contingency plans)
V. Schedule Mark
A. Project Work Breakdown Structure Mark
B. Task Network* Mark
C. Timeline Chart (Gantt Chart)* Mark
D. Resource Table* Mark
E. Responsibility Matrix* Mark

F. Major Milestones and Target Dates Mark
* Complete these sections as though you are about to assign
them to a team member. For each of these sections, provide the
following information.
· Describe the section in sufficient detail to provide a relatively
new team member an idea of how this section would need to be
completed. (About 75–150 words)
· Why is the section important for this project and what should
be emphasized to increase its utility in achieving the goals of
the project—based on your understanding of it at this point?
(50–100 words)
· NOTE: If you do not think the section is relevant to this
project, provide your rationale for excluding it. (Do this with
caution!) If you exclude an item, the remaining portions would
not be applicable. (50–100 words)
· Do's: "In completing this section, be sure to..." Describe what
you would consider best practices for completing this section as
it applies to the project. (Word counts vary)
· Don'ts: "In completing this section, try to avoid..." Based on
your experience or readings of cautionary tales in the literature,
indicate pitfalls one would sidestep in completing this section.
(Word counts vary)
· Gotchas: "In this project, what could go awry with this
section?" These are things that you may not be able to avoid but
should be aware of and prepared to deal with—in other words,
risks related to completing this section! (Word counts vary)
Course Project Part II: Introductory Project Plan
This introductory Project Plan is a written plan that will
describe the real-world project you have selected from one of
the options above.
It assumes that you have already acquired proficiency in the
skills of a project's work, decomposition, estimation,
scheduling, resource planning, and tracking. This comes as a
result of having fulfilled PROJ584 course prerequisites, such as

PROJ586 or MIS525. It is not the intention of this Course
Project to focus your efforts on the details of these kinds of
tasks. Instead, you will be expected to function and think as if
you were managing a team responsible for the planning,
estimating, scheduling, implementation, delivery, and overall
project management of a software project.

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