Riordan Manufacturing Pt 1

BSA375 Service Request SR-rm-022, Part 1 Joshua J. Farmer BSA/375 March 25, 2013 • Key Stakeholders Of the majority of the stakeholders at Riordan Manufacturing, the focus would be on those most influential to the process change and those that will have direct use of the new system. Those individuals are CEO Michael Riordan, Executive Assistant Jan McCall, SVP-RD Kenneth Collins, COO Hugh McCauley, VP international operations Charles Williamson, IT service managers.
In addition to the above listed key stakeholders, the individual users of the final app will be consulted for input and revisions per the information gathering steps. • Information-Gathering Collection of the requirements to aid in the completion of the system will be a ten part process to ensure that the system and processes are workable and answer the demand set forth by SR-Rm-004. These processes are outlined below but are in no way set in procedural number and can be repeated numerous times or omitted based on current requirement status. 1.
One-on-one interviews: sit down with the key stakeholders individually and receive input as to the solution sought and possible methods to achieve it. 2. Group interviews: focus on the departments and meet with the key individuals from the same department to get their input as a group effort. 3. Facilitated sessions: useful stage used only when there seems no cohesive solution can be found from both meeting stages above. 4. Joint application development (JAD): this stage will keep the group interview session together until a solution is agreed upon. 5.

Questionnaires: are a viable way to gather information and input from the key stakeholders who are in remote locations so that they are part of the requirements and solution gathering. 6. Prototyping: create a working version of the solution for testing and refinement. 7. Use cases: create a story about how the solution will work or not work and how to refine the final process. 8. Following people around: Useful stage when the interviewed cannot explain every process or routine that they follow, steps may be found that they are not aware or did not report. 9.
Request for proposals (RFPs): a list of criteria and requirements already compiled to check against for possible matches between companies. 10. Brainstorming: Gather all the key stakeholders in conference to discover the best solution that they all feel will meet their requirements. Each of these steps have their own value in certain circumstances, and in many cases, you need multiple techniques to gain a complete picture from a diverse set of clients and stakeholders. • Key Factors In order to keep track of progress towards the agreed upon solution there will be implementations of different progress milestones.
One will be a short term milestone based on weekly reporting and the second will be long term milestone based on month end meetings. The Weekly reporting will consist of meeting agendas met and key developmental stages being met. The Monthly meetings will ensure that every weekly milestone is met and if there are problems to resolve then they can be addressed. Key performance indicators (KPIs) are at the heart of any system of performance measurement and target-setting. When properly used, they are one of the most powerful management tools available to growing businesses.
The progress tracking is based on two key factors. The first is target date setting, making sure to picking out a date that can be met. The second is to create reachable goals, as demonstrated above in both short term and long term goals. Keeping these factors in mind will aid in project completion that creates a viable solution. One of the key challenges with performance management is selecting what to measure. This can be avoided by knowing what the solution is that you are working on and the requirements that need to be met. • Project Scope
The Project Scope pertains to the work necessary to deliver a product. Requirements and deliverables define the project scope, and it is critical that the stakeholder is in agreement with the information discussed in the proposed plan. Scope planning does not occur after only one planning session, the scope baseline consists of the project scope statement, WBS, and WBS dictionary, a collaborative approach is the most effective method for scope planning, all stakeholders must understand the scope baseline to minimize scope creep during project execution Rreferences Mochal, T. (2008). TechRepublic. Retrieved from http://www. techrepublic. com/blog/10things/10-techniques-for-gathering-requirements/287 Info Entrepreneurs. (2009). Retrieved from http://www. infoentrepreneurs. org/en/guides/measure-performance-and-set-targets/ Project Scope. (2012). Retrieved from http://www. projectscope. net