J & J Picking
Process Project
Team 5
Supreme:
Nicholas Houanche
Vincent Zee
Christopher Allyger
Denise Delali Dagadu
Peter Michael Kruszewski
Eric Hewitt
1
Table of Contents
SET 3
Project Charter ................................................................................................................................ 3
Business Case.................................................................................................................................. 6
Financial Analysis ......................................................................................................................... 11
Proposed Personnel ....................................................................................................................... 12
Team Contract ............................................................................................................................... 15
Stakeholder Register ..................................................................................................................... 17
Stakeholder Management Strategy ............................................................................................... 19
Gantt Chart .................................................................................................................................... 22
Responsibility Assignment Matrix ............................................................................................... 23
‘Who Does What When’ Report ................................................................................................... 24
Risk Register ................................................................................................................................. 25
Meeting Agenda ............................................................................................................................ 29
Change Request Form ................................................................................................................... 31
Client Acceptance / Project Completion ....................................................................................... 33
Future Opportunities for Engagement .......................................................................................... 35
Lessons Learned............................................................................................................................ 36
2
Project Charter
Project Title:
J&J Case Picking Project
Project Start Date: January 8th, 2013
Projected Finish: September 8th,
2013
Date: 2/6/2013
Budget Information: Johnson & Johnson has assigned $264,000 for this
picking project. The cost of the project will be new hardware, new software,
implementation, and training of the entire employee staff.
Project Manager: Christopher Allgyer, cta5048@psu.edu
Project Objectives: We will make the process of picking throughout the
Mechanicsburg warehouse more efficient and effective. The current picking
process has around 5% inaccuracies. We will lower this inefficiency in the
picking process to at least the industry standard of 2%. With this project we
will analyze the problems with the current system, develop ideas for a new
system, implement the best system fitting out budget, and analyze whether
these inaccuracies are dealt with. With this project we are going to overall
make the picking process more effective for the company saving them money
in the errors. By the end of the project these inaccuracies will be down to 2%
Main Project Success Criteria: The new IT System must aide in the picking
process by lowering the physical inaccuracies of 5% to the industrial standard
which is 2%. The new process needs all of the technology bought at or under
the $264,000 budget, configured, tested, implemented and people to be
trained within September 8th, 2013. This way the employees of J&J to use the
system correctly and efficiently.
Approach:
 Develop a clear Work Breakdown Structure (WBS), financial analyses,
risk analyses, and personal needed to complete the J&J Case Picking
Project.
 Hold weekly meetings with the project team and monthly meetings with
the sponsor.
3
 Analyze the current system of J&J picking process in the Mechanicsburg
warehouse. This is documenting the entire systems processes to see
where and how the errors are occurring.
 After this, develop ideas and plans for a new supply chain system for the
warehouse to keeping in mind the project’s time, scope of the system
and employees ability to use the system.
 Research technology in which the system would become more efficient
and effective in picking.
 Purchase all required hardware and software upgrades.
 Configure and build the entire system so it works congruently with the
I.T. for J&J.
 Conduct new system testing to see if the project will be successful after
the software is configured and implemented.
 Determine a way to measure the value of the new system in terms of the
money we are gaining back with it implemented.
Roles and Responsibilities
Role
Name
Organization/
Contact Information
Position
Sponsor
Amanda Basile
Supply Chain
Manager
abasile2@its.jnj.com
Project
Manager
Christopher
Allgyer
Project Manager
cta5048@psu.edu
Team
Member
Peter Kruszewski
Tech. Consultants
pwk5097@psu.edu
Team
Member
Nicholas
Houanche
Programmer
Nqh5042@psu.edu
Team
Denise Dagadu
Tech. Consultants
ded5145@psu.edu
(Test Lead)
4
(Training)
Member
Team
Member
Vincent Zee
Financial Analyst
Vjz5003@psu.edu
Team
Member
Team
Member
Joe Smith
J&J Programmer
jsmith@its.jnj.com
Eric Hewitt
Business Analyst
Ewh5020@psu.edu
Sign-off: (Signatures of all above stakeholders. Can sign by their names in
table above.)
Amanda Basile
Christopher Allgyer
Peter Kruszewski
Nicholas Houanche
Denis Dagadu
Vincent Zee
Eric Hewitt
Joe Smith
Comments:
“I want this project to be complete, efficient, and done on time so that it can be
successful” –Christopher Allgyer
“I will ensure the project is done completely in the J&J budget” – Vincent Zee
“When the project is completed the employees will be fully trained to know
how to use the system correctly” – Denise Dagadu
5
Business Case
Business Case for J&J Picking Process Report
Date: 4/17/13
Prepared by: Team 5
Introduction/ Background Team 5 “Supreme” of The Pennsylvania State University working under the I/T
Business Unit has set its core goal to provide to J&J the highest quality consulting
in replacing its paper-based picking system with an IT-based solution. Team 5
believes that we can find a solution that will increase efficiency and accuracy in
the picking process and at the same time significantly reduce costs and decrease
the time it takes to process a single order.
2.0 Business Objective Team 5’s strategic goal is to fully assist J&J’s I/T Business Unit in finding a
solution which benefits the company by maximizing the efficiency of the
picking process with an IT based solution. The ultimate objective is to propose a
solution in 8 months’ time to improve the efficiency of the Mechanicsburg
distribution center (Mechanicsburg DC) while keeping in mind the J&J Credo.
3.0 Current Situation and Problem/Opportunity Statement –
The cost of order picking is estimated to be as much as 55% of the total
warehouse operating expense. J&J’s current picking system faces inaccuracies of
5% which result in monetary losses which, even though are hard to calculate are
believed to be over double the industry average of 2%.
4.0 Critical Assumption and Constraints –
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Mechanicsburg DC is relatively new and uses warehouse management system
(WMS) v10 (easily integrates with most modern supply chain systems.) J&J’s
regulated environment makes it harder to place an out of the box solution so we
will per request concentrate on an easily configured technology. The new system
must be able to be easily configured in order to reduce costs while placing priority
on increasing efficiency and reducing the monetary loss as low as possible; ideally
getting rid of it completely. The operators at the distribution center only do case
picking. They do not do full-pallet picking, each picking, or piece picking.
.
5.0 Analysis of Option and Recommendation
There are three options to consider for this opportunity.
1. Do nothing. The business is doing well, and will continue to operate without the
project.
This option eliminates the need to spend money on revamping the picking system, and
does not inconvenience workers with forcing them to learn and adapt to a new system.
Alternatively, the current case picking method is an inaccurate process, and a project
designed to address this area would improve the efficiency of the business. This could
help to reduce cost in the future.
2. Pay for and implement an out-of-the-box system that integrates with existing
software and systems.
This approach would be the most straight-forward, and require the least amount of
configuration of any product we look to implement. We have discovered options which
would readily integrate with existing J&J’s existing software infrastructure. However,
this type of solution would likely be the least customizable, and may address specific
business needs efficiently.
3. Design and implement a custom-built solution.
We believe that there is only one option given our role in the project. The current
manual picking system must be revolutionized in order to improve performance
and we believe that the change from a manual process to a tablet technology
based one will be a major improvement to the picking process.
Team 5 (Supreme) is in contract with J&J, and have chosen to do option 3 –
designing and implementing a custom-built solution.
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6.0 Preliminary Project Requirements
The main features of the tablet based picking system will include the following:
1. Acquiring the proper hardware. The employees who will help implement
the new picking system will need to be able to use the tablets and scanners
with ease in order to move the products in the distribution system efficiently.
2. Access to maintenance of the tablet and scanners with available software
updates.
3. A “Support and Maintenance” system where technical issues with the
hardware and software can be quickly resolved.
4. The ability to quickly replace and/or repair defective hardware and software
in order to maintain maximum efficiency.
5. The system and its components, together with labor and infrastructure
changes, cannot exceed the budget of $264,000.
7.0 Budget Estimate and Financial Analysis
The cost for the entire project is $259,962. This cost was based on a variety of
factors including personnel, hardware costs, software costs, testing, training, and
support.
The personnel costs total an estimated $120,126 and would amount to 46% of
the project’s total cost. The Project Manager working for a total of 1053 hours at a
rate of $43/hr with a pay total of $45,279. The Programmer working for a total of
825 hours at a rate of $41/hr with a total of $33,825. The Business Analyst would
work for 897 hours at a rate of $30/hr for a total of $26,910. The Financial Analyst
working for 441 hours at a rate of $32/hr for $14,112.
The hardware for the project would total an estimated $56,400 and would count
as 22% of the total project cost. $22,400 of that would be spent towards 40 CHS 7
scanners at a price of $560.00 per unit. The additional $8,000 would be spent on 40
units of Samsung tablets at a price of $200.00 per unit. Then there is Warranty
Plans. There is $24,000 spent on 40 units of the Tablets Warranty plans for 4 years
at a price of $600. Finally, $2,000 will be spent for 40 units of protection cases for
the tablets at $50 a unit.
The licensing software for this project would cost $3,996.00 and would amount to
2% of the total project cost.
The project testing is estimated to cost $45,800 and takes up 18% of the total
project costs. The test lead would work 1145 hours at a rate of $40/hr.
Training and support amount to $33,640 thus 13% of the total cost. The training
lead is estimated to work a total of 841 hours at a rate of $40/hr for a total of
$33,640.
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8.0 Schedule Estimate
The sponsor would like to see the projected completed within an 8 month period.
Initiating Phase (January 8 – January 25)
Planning Phase (January 25 – February 27)
Executing Phase (February 27 – June 13)
Monitoring & Controlling Phase (June 13 – August 9)
Closing Phase (August 9 – September 6)
9.0 Potential Risks
There are several risks involved with this project. The foremost risk is a lack of
cooperation from employees to embrace or learn this new system. We believe that
an efficient employee base is crucial for the implementation of the system and
maximization of its efficiency. Another potential risk is the life cycle of the tablets
and scanners. Our objective is to use our hardware for the longest period possible
without performance issues. We also want to be ready and capable to maintain our
hardware. The other potential risk we foresee is a technical issue with the software;
such as software security, connectivity, and updates. There is also risks in getting
the project done one time and correctly. We got reduced by one month of our time
schedule so we need to find out how to get rid of this 1 month that we originally had
scheduled. Also with losing this time we took time away from testing. By taking
away from testing we might have more bugs or errors in the systems all causing
risks.
10.0 Exhibits
Exhibit A: Financial Analysis
Exhibit B: Work Breakdown Structure
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10
Financial Analysis
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Proposed Personnel
Supply Chain Manager (J&J)- Amanda Basile
 Supply chain manger will work in cohort with the project manager. They are part of
the internal Supply chain I/T Business Unit at J&J. They will help the project
manager define scope and keep scope within reason with their supply chain
expertise.
 The supply chain manager’s role will be to assure that the supply chain side of the
project is addressed adequately to the needs of J&J.
 Preferred experience is 5+ years in the J&J supply chain business unit
 20 hours a week is the expected hours of work that will be needed for the 8 month
process but she will be paid by J&J because she is employed through them
 She will provide us with the information of what the stakeholders need for the new
Warehouse Management System and what is expected.
Project Manager- Christopher Allgyer




Project manager will hold all things together. Will have experience handling projects
for supply chain issues. Preferably will have experience with integrating a new
picking process into an organization of J&J’s size.
Preferred experience is 5+ years in the business of project management.
$45,279 will be the projected salary.
1053 is the expected hours of work that will be needed for the 8 month process.
Test Lead –Peter Kruszewski






The Test Lead will act as an advisor. They will come up with the technical
requirements as well as help deliver crucial information to the developer.
The Test Lead will also be in charge of the testing phase and creating test scripts
Preferred experience is 5+ years.
$45,800 will be the projected salary for the duration of the 8 month project.
He is expected to work 1145 hours throughout the project.
The tech consultant will be knowledgeable in the technology that we are trying to
implement, and how to test it.
Programmer (J&J)



J&J will provide one programmer who can help with the pharmaceutical
technicalities
Although we are hoping that not too much customization will be needed, J & J does
have certain specifications, which will need to be applied to the system. He will be
programming with Nicholas Houanche in Java.
Preferred experience is 5+ years
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


Since they are from J&J they will not be part of our budget
825 expected hours of work that will be needed over a 8 month duration
Will be well versed in reconfiguring software. Will have experience tweaking out of
box software’s to the needs a business.
Programmer- Nicholas Houanche
 Although we are hoping that not too much customization will be needed, J & J does
have certain specifications, which will need to be applied to the system. The system
will be written in Java code between Nick and the J&J Programmer.
 Preferred experience is 5+ years
 $33,825 will be the projected salary.
 825 is the expected hours of work that will be needed over a 8 month duration
 Will be well versed in reconfiguring software. Will have experience tweaking out of
box software’s to the needs a business.
Training Lead - Denise Dagadu





The training lead will act as an advisor. They will come up with training manuals
and how to convey information to operators. They will also administer training to
the workers that will be using the system so that it is used effectively and efficiently.
Preferred experience is 5+ years.
$33,640 will be the projected salary.
841 hours is the expected hours of work that will be needed over an 8 month period
The training lead will be knowledgeable in the technology that we are trying to
implement; they should have experience with implementing picking systems into an
organization and be knowledgeable of the general technical needs so that they will
be able to help train.
Financial Analyst - Vincent Zee





The financial analyst will be in charge of initial projections and estimates of the total
cost of the project along with a cost breakdown structure of the resources used
Preferred experience is 5+ years.
$14,112 will be the projected salary.
441 hours is expected hours total for Vincent. This is for the first month, the first
week of every month until the project is over, and the first month of the year for the
next 5 years.
The beginning estimate will help identify the scope of the project and its cost. The
weekly checks per month will help make sure the project stays within budget, and if
not, is quickly identified and dealt with. A financial analysis of the project will be
completed the first month of every year over a five year period to measure benefits
and any extra costs.
Business Analyst - Eric Hewitt
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




The business analyst will be in charge of gathering requirements, working closely
with the client to see what other needs they have for the system. They will be a
middle ground for the tech and business people. They will be well versed in supply
chain project work.
5+ years of experience highly preferred.
$26,910 will be the projected salary.
897 hours is the expected hours of work that will be needed over a 8 month period.
Business analyst will act as a liaison between supply chain group, team 5, and J & J
as a whole.
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Team Contract
Project Name: J&J Picking Process
Project Team Members Names and Sign-off:
Name
Sign-off on Team Contract
Nicholas Houanche
Nicholas Houanche
Peter Kruszewski
Peter Kruszewski
Eric Hewitt
Eric Hewitt
Vincent Zee
Vincenct Zee
Denise Dagadu
Denise Dagadu
Christopher Allgyer
Christopher Allgyer
Code of Conduct: As a project team, we will:

respect each other

attend meetings five minutes before they begin

no breaches of business ethics

carry out our duties as professional and as effectively as we can

operate in a proactive manner, stopping and resolving problems before they occur
Participation: We will:

contribute effectively

meet deliverable and meeting deadlines

work as a team

distribute the work evenly to the team
Communication: We will:

listen to each other attentively

respect everyone’s ideas that are contributed to the team

abide by the 48 hour rule for our SME to read and review our documents before next
meeting

be in contact with the SME for any cancellations of a meeting within the 24 hour period
and notify all teammates.
Problem Solving: We will:

brainstorm different idea and the work that needs to be done
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
sit down as a team and consult with one another

ask questions from outside sources like the project stakeholders so we can really
understand what they need
Meeting Guidelines: We will:

create a time that is available for the group

attend all meetings

bring good and new ideas to the group meetings

ask questions that we are having trouble with

give everyone equal opportunity in participation

avoid blame when something occurs.

abide by the 24 and 48 hour rules listed in communication
16
Stakeholder Register
Stakeholder Register for J&J Case Picking Project
Prepared by: Team Supreme
Name
Position
Date: 4/17/13
Internal
Project Role
/Extern
Contact
Information
al
Amanda Basile
J&J Supply
Internal
Project Sponser
Internal
Leader and Work
abasile2@its.jnj.com
Chain Manager
Christopher Allgyer
Project Manager
cta5048@psu.edu
Distributor
Peter Kruzewski
Project Team
Internal
Test Lead
pwk5097@psu.edu
Member
Nicholas Houanche
Project Team
Internal
Nqh5042@psu.edu
Member
Denise Dagadu
Project Team
Internal
Training Lead
Internal
Financial Analyst
Internal
Programmer
Internal
Business Analyst
Ewh5020@psu.edu
ded5145@psu.edu
Member
Vincent Zee
Project Team
Vjz5003@psu.edu
Member
Joe Smith
Project Team
jsmith@its.jnj.com
Member
Eric Hewitt
Project Team
Member
Jan Mahar
Project Advisor
External
Project Controller
jbm18@psu.edu
Bob Sanders
Salesman
External
Hardware Supplier
bsanders@samsung.c
(Samsung
om
Representative)
Mary Gram
Saleswoman
External
Hardware Supplier
mgram@serlio.com
(Serlio
Representative)
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J&J Warehouse
Warehouse
Pickers
Employees
Internal
Impacted Group
Inquiries will be
directed to Amanda
Basile and forwarded
Project Team
Project Staff
Members
Internal
Implements Case
cta5048@psu.edu
Picking Solution
18
Stakeholder Management Strategy
Stakeholder Management Strategy for J&J Picking Process
Prepared by: Team Supreme
Name
Date: 4/17/13
Level of
Level of
Interest
Influence
Amanda Basile
High
High
Christopher
High
High
Medium
Medium
High
Low
Denise Dagadu
Medium
Low
Vincent Zee
Medium
Medium
Allgyer
Peter
Kruszewski
Nicholas
Houanche
Potential Management Strategies
She is the project sponsor. She is a very
important part of the project. She must be
updated with all of the project's status.
Also let known of everything going on in
the project.
Christopher is the project manager He
does his best to make sure work is
divided fairly and effectively and that
everyone is contributing to the project
evenly. He needs to be clear in what
things need to be done for project
success.
As the test lead Peter needs to make sure
he finds all the bugs in the
implementation of the new system.
Sometimes he has trouble finding
motivation in finding all of the bugs. We
must motivate him by constantly
reminding him of problems that could
occur so he finds most of them.
Nick is our programmer on our team. He
needs to make sure he interacts with the
entire team on how he and Joe are doing
with configuration programming. He
needs to be taught how to professionally
work with the Joe because we need this
interaction to be very professional. Also
needs to be updated on project tasks and
timeline.
As training lead we need to test her to
make sure she understands the system so
that she can actually train the employees
of the system. We must manage her
toughly so that we make sure she has full
knowledge of the system.
Vincent is the Financial Analyst. He
needs to make sure he is constantly
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Joe Smith
High
Low
Eric Hewitt
Medium
Medium
Jan Mahar
Medium
Medium
Bob Sanders
Medium
High
Medium
High
Medium
Medium
(Samsung
Representative)
Mary Gram
(Serialio
Representative)
J&J Warehouse
Pickers
update with the costs of the project to
make sure we are on track. By constantly
updating him with our cost his job will be
done better for us.
Joe needs to know exactly what we want
from the project. He needs to be updated
constantly with program issues that we
are implementing so that he can fix them.
We need to make sure we treat him with
total professionalism because he is from
J&J company which we are working for.
Eric is our Business Analyst. He needs to
be told in what we are trying to
accomplish in the project. Implement our
goal of this project in his head so that he
can understand what J&J needs at the
budget they provided us. We need to
remind him to have meetings with
Vincent to make sure the financials are
on the right track for the project to be
successful.
Jan will be a project controller. She keeps
in contact with J&J and SME’s. She
needs to be in contact with our team for
issues of completing the project or with
the team. She can be the deciding factor
of what gets done for the project.
Samsung is who is providing us with our
electronics for the project. We need to
make sure we treat them very
professionally like they do to us so that
we can have future business with them.
We can also give them feedback for
future production of their electronics.
Serialio is a company providing us with
the RF scanners. They will also make
sure these are the products that we want
and are working effectively. We need to
always stay in contact with them to give
them feedback of the products and so we
may have future business plans.
These are the people using our product.
We need to make sure we interact with
them throughout the project so we realize
we are meeting their needs to make the
process easier. We really need their
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Project Team
High
Medium
feedback so we need to be professional
and kind with these people.
Due to the “hiccup” the project team may
be negatively impacted by the changes.
Redistribution of salaries and other
resources, as well as shortened schedule
were necessary to keep project on track.
We must be effective and clear in our
communications in why these changes
were necessary.
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Gantt Chart
22
RAM
23
“Who does what when?”
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Risk Register
25
26
27
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Project Status Meeting
Meeting Agenda
Focus: Discuss the challenges, status, and next steps for Case
Picking at J&J Project
Date: 4/11/2013
Time: 12:30PM – 1:30 PM
Location: 208 IST / Conference Call (888-735-6514, #47363)
Chair: Jan Mahar, Project Controller
Attendees: Key Project Stakeholders, J&J Supply Chain Executives

Objective: To detail the current status of the project, review challenges, and preview next
steps.
Agenda:
Introduce all attending meeting (5 minutes)
Review Project Status: Jan Mahar (5 mins)
 Team Supreme Consulting carrying out paperless solution to improve supply chain
pick process accuracy and productivity at warehouses
 Outcome of phase 1-2, and set 1-2 deliverables
 Project Currently on Schedule
Detailed Briefing of Project Challenges: Jan Mahar, Project Controller (10 mins)
 Communication Issues within project team
 Prioritized Risks snafu
 Late Financial Analysis
 Discuss Remediation Strategies, and ongoing status of issues
Briefly Name Major Current Deliverable Assignments: Jan Mahar, Project Controller
(5mins)
Discuss Project Hiccup & Solution: Jan Mahar, Project Controller (10 mins)

Project hiccup
o 12% reduction in budget – from $300,000 to $264,000
 Projected project costs were already under budget at a whopping
18.5%
 Decided to make best of new allocated budget, purchased additional
equipment for the tablets
1. Now only 13.5% under budget
2. Current Estimated Project Cost - $260,000 of budgeted
$264,000
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o
1 month reduction in length of project
 Important: Testing phase reduced by two work-weeks!!!
o
Project scope unaffected by recent hiccup, solution remains the same
Review Assumptions Related to Project Changes: Jan Mahar, Project Controller (10 mins)
Assumptions related to budget change
o Assume since estimated project cost were already under budget project
won’t be affected adversely
i. No costs had to be cut due to hiccup changes
Assumptions related to timeframe reduction
o Assume project will be able to completed in one month less time
i. Testing along with other minor changes have been made to the
project WBS
ii. Team Supreme is more than capable of getting the project wrapped
up on time
Open Forum/ Address Questions: All (15 minutes)
 How can communication be made better throughout the team?
 The project is continually facing roadblocks, what is some advice to keep things on
track?
 Is there any concern about the current track of the project?
 What is a good way to raise team morale given current setbacks due to hiccup
changes?
 The shortened testing phase is sure to be hectic, what are ways to ensure things stay
on target?
 If team resistance occurs based on decreased timeframe, what can be used as a
motivator?
 Are there any reservations you want to discuss about Team’s Supreme’s solution to
the hiccup change?
Next Steps (Outcomes of this meeting):
Follow up: Address unanswered questions
● Project will enter Closing phase
o Upcoming Milestones:
 Final Project Presentation
 Client Acceptance
Next Meeting: TBA, Held at Completion of Project Closing Phase
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Change Request Form
Project Name: Johnson & Johnson Picking Process
Date Request Submitted: June 8, 2013
Title of Change Request: Budget and Schedule Change to Case Picking Project
Change Order Number: 1
Submitted by: Team Supreme
Contact: Chris Allgyer, cta5048@psu.edu
Change Category: Scope X Schedule X Cost
Technology Other
Description of change requested:
Our team was alerted that due to the income statement of J&J management decided
to cut the budget of several projects, including our case picking project. Subsequently, we
were alerted that our project’s budget would be cut by 12% and the deadline would be
pushed forward by one month. The projected cost for our project was 18.5% under
budget; therefore, in order to utilize the available budget, we increased our projected cost
by $15,000 by purchasing additional equipment for the tablets, bringing us to 13.5% under
budget. The WBS, Financial Analysis, and Risk Register were affected by this change. In the
WBS, we decreased the testing period by two weeks as well as purchasing equipment by
two days. The projected cost in the Financial Analysis was increased by $15,000. Finally,
the Risk Register was updated to reflect the change in budget and schedule.
Events that made this change necessary or desirable:
Our previous budget was 18.5%, or $56,000, under budget according to our
Financial Analysis, requiring us to increase it to 13.5%, or $41,000, under budget in our
WBS. Our schedule was also cut by one month, requiring us to shorten the amount of time
certain tasks needed. We pushed the schedule forward from October to September, which
was reflected in the WBS.
Justification for the change/why it is needed/desired to continue/complete the
project:
Decreasing time spent for testing and implementing the system as well as
purchasing equipment was a necessity in order to meet the new deadline. Increasing the
budget was also necessary in order to fully utilize the available budget as well as bring us
closer to the completion of this project.
Impact of the proposed change on:
Scope: N/A
Schedule: The nine month schedule was reduced by one month.
Cost: Our projected cost was increased due to being under budget and aiding us in
finishing the project one month earlier.
Staffing: The hours worked for the Test Lead, Assistant Programmer, and Project Manager
were decreased to compensate for the new schedule.
Risk: The earlier deadline may affect the overall system quality at launch due to less time
for testing and implementation. Team members may also be rushed to complete the
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project by the deadline, increasing risk for error. In addition, more resources than
expected may be needed to meet the new deadline.
Other: N/A
Suggested implementation if the change request is approved:
Please see “Description of change requested” section in this document for project changes.
Timeline changes will occur immediately, with concurrent tasks to be completed
appropriately. Reduction of hours in the entire project will be administered. A new hourly
rate will be calculated to determine the correct compensation for the remainder of the
project. Previous compensation will not be affected.
Required approvals:
Name/Title
Project Manager,
Christopher Allgyer
Project Sponsor,
Amanda Basile
Project Controller,
Jan Mahr
Date
4/21/2013
Approve/Reject
Approve
4/21/2013
Approve
4/21/2013
Approve
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Client Acceptance
Client Acceptance/Project Completion Form
Project Name:
Project Manager:
J&J Case Picking Project
Christopher Allgyer
I (We), the undersigned, acknowledge and accept delivery of the work completed for
this project on behalf of our organization. My (Our) signature(s) attest to my (our)
agreement that this project has been completed. No further work should be done on
this project.
Name
Signature
Christopher Allgyer
Title
Project
Manager
Peter Kruszewski
Project Team
Member
Peter Kruszewski
4/10/2013
Nicholas Houanche
Project Team
Member
Nicholas Houanche
4/10/2013
Denise Dagadu
Project Team
Member
Denise Dagadu
4/10/2013
Vincent Zee
Project Team
Member
Vincent Zee
4/10/2013
Joe Smith
Project Team
Member
Joe Smith
4/10/2013
Amanda Basile
Sponsor
Amanda Basile
4/10/2013
Christopher Allgyer
1. Was this project completed to your satisfaction?
Yes X
Date
4/10/2013
No[]
2. Please provide the main reasons for your satisfaction or dissatisfaction with this
project
Team Supreme was extremely professional and completed all project deliverables
satisfactorily. Scope, Time, and Cost goals were met. The case picking solution met all
project requirements, and will decrease Johnson & Johnson’s future case picking costs.
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3. Please provide suggestions on how our organization could improve its project
delivery capability in the future.
To improve delivery capability, Team Supreme could establish meetings with
Johnson & Johnson staff on a periodic basis. This will allow Johnson & Johnson and
other companies to have a greater level of input in advising and approving the
direction of the proposed solution.
Thank you for your inputs.
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Future Opportunities for Engagements
Amanda Basile
Johnson & Johnson Plaza
New Brunswick, New Jersey 08933
Dear Amanda,
We would like to take this opportunity to thank you for selecting our firm to work
on this case picking project with Johnson & Johnson. It was an overwhelmingly positive
experience for our team, and we enjoyed working with everyone at Johnson & Johnson
throughout the project. Due to the consistently rapid change in technology, we recognize
that our solution and the technologies involved in the case picking deployment may need to
be periodically upgraded. We also realize that there may have been features that were not
included in the implemented solution because they were outside the scope of this project.
As we have worked on this original implementation, we feel that our firm would be
best suited to carry out any planned upgrades, maintenance, additions, or changes to the
case picking system. In addition, Team Supreme feels that we are optimally placed to carry
out implementations of this case picking system in other Johnson & Johnson warehouse
locations. We hope that you will select us for any future projects you feel we are suited to
carry out. We look forward to a continued positive relationship with Johnson & Johnson
and any future opportunities working with your company.
Sincerely,
Christopher Allgyer
Christopher Allgyer
Team Supreme
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Lessons Learned
Lessons Learned Report
Prepared by: Team 5
Date: 09/09/13
Project Name: Johnson & Johnson Picking Case Project
Project Sponsor: Amanda Basile
Project Manager: Christopher Allgyer
Project Dates: January 8th 2013 – September 8th, 2013
Final Budget:
$259,962
1. Did the project meet scope, time, and cost goals?
Yes, the project met scope, time, and cost goals. The final Case Picking
Process implementation covered all of the project requirements. The project
was completed within the 8 month timeline. The project came in under
budget at $259,962.
2. What was the success criteria listed in the project scope statement?
The project success criteria in the project scope statement is that, the new IT
System must aide in the picking process by lowering the physical
inaccuracies of 5% to the industrial standard which is 2%. The new process
needs all of the technology bought, configured, implemented, tested on time.
Also there needs to be training with the employees of J&J to use the system
correctly and efficiently.
3. Reflect on whether or not you met the project success criteria.
Although met with obstacles, our team met the project success criteria
because we completed the project on time and under budget even when
faced with a hiccup change, we also stayed within scope as well. Testing was
the most difficult part to keep on target since we reduced the timing by two
work-weeks to accommodate the hiccup change but we definitely overcame
that the struggle.
4. In terms of managing the project, what were the main lessons your team
learned?
In terms of managing the project, the main lessons your team learned by the
team boiled down to a minute few that really stick out. First, communication
is key, it took the team a whole month to adequately communicate with each
other well enough for things to run effortlessly smooth. Next, planning is
everything, when you think you have all the details panned out take a step
back and detail it even more. In a huge project like this it was an invaluable
lesson that we had to learn early on. Lastly, it’s a fact of life that some people
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need to be micromanaged. There were a couple of times where the ball was
dropped and deliverables were turned in the last minute. To combat that
certain members were sent constant reminders as well as a stricter deadline
was given to everyone for due dates.
5. Describe one example of what went right on this project.
One notable example of what went right on this project was the construction
of the WBS. In a project detailing exactly each thing that is supposed to take
place over an extended period can be an intimidating feat. However, Project
Manager Christopher Allgyer was able to culminate it within a very short
amount of time. This increased the team’s confidence in him as an effective as
well as efficient leader. This also led to the project getting the ball rolling
very early on.
6. Describe one example of what went wrong on this project.
One keen example of what wrong during this project was the Financial
Analysis not being submitted adequately. This in turn led for it to be deemed
late by our reviewers and a semi-setback in the project’s progression. On the
bright side this led to everyone on the team actively checking each other’s
work check for mishaps. With everyone taking interest in other’s work it
unintentionally increased team morale.
7. What will you do differently on the next project based on your experience
working on this project?
Based on our experience working on this project, for future engagements we
will do our best to make sure that everyone in the group is communicating
effectively and early on. Communication really opens the door for innovate
ideas and information sharing. As we progressed through the project it’s
amazing how much more effective meetings became once the door for
communication and interaction was utilized in a productive way.
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