6-1 Final Project Part I: Initial Schedule and Budget Report

KEL156

©2006 by the Kellogg School of Management, Northwestern University. This case was prepared by Derek Yung ’03 and Alex
Gershbeyn ’03 under the supervision of Professor Mark Jeffery. Cases are developed solely as the basis for class discussion. Some
facts within the case have been altered for confidentiality reasons. Cases are not intended to serve as endorsements, sources of primary
data, or illustrations of effective or ineffective management. To order copies or request permission to reproduce materials, call 800-
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mechanical, photocopying, recording, or otherwise—without the permission of the Kellogg School of Management.

MARK JEFFERY

A&D High Tech (A):
Managing Projects for Success

In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a
strong track record of delivering projects on time and on budget. His techniques for project
planning, estimating, and scheduling had become best practices at the St. Louis-based computer
products company. He had just led a project team that successfully revamped the supply chain
systems in less than eighteen months. He was especially proud since many observers had doubted
that the project could be completed on time. As part of the strategic initiatives set forth by its
CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase
operational efficiency and reduce costs. The supply chain project therefore received notable
attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle
difficult assignments that were critical to the company’s growth and profits. He had already been
mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his
retirement. (See Exhibit 1 for the A&D High Tech organizational chart.)

In early May 2003 Johnson received an urgent message from the company’s CIO, Matt
Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss
taking over the company’s online store project. Johnson realized that up to that point the
company’s top brass had virtually ignored the Internet and its sales potential. But that situation
was about to change. As Webb explained, A&D’s vice president of sales, Jeff White, had advised
CEO Ted Walter that A&D was losing its competitive advantage by not selling online. As a
result, Walter had made the online store project the company’s highest priority. Walter wanted to
know whether the project could be completed in time for the holiday shopping season, when
A&D’s cyclic business traditionally boomed. The current project manager, Eric Robertson, was
taking a one-month leave of absence due to a family emergency, just as he was about to begin
formulating the project plan and make staffing decisions.

Johnson immediately began thinking about the best way to ensure the online store project’s
success. He was concerned that there was too little time to get up to speed on this new project. It
was already May, and the holiday season would approach soon. Given the urgency put forth by
Webb and Walter, Johnson was already feeling pressure to come up with solid recommendations
in short order.

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A&D HIGH TECH (A) KEL156

2 KELLOGG SCHOOL OF MANAGEMENT

Company History

A&D High Tech sold computer products, accessories, and services to consumers and small
businesses. The company had its roots in Lincoln, Nebraska, where Ted Walter started its first
store in 1988. A&D’s made-to-order products were very innovative at the time, and were the first
to be introduced in the personal computer industry. Walter emphasized friendly customer service,
a value that was deeply ingrained in the culture of the Midwestern heartland where Walter had
lived his entire life. A&D’s revenues grew consistently for ten years and approached $400 million
for fiscal year 2000. The company was primarily a regional player, with more than 90 percent of
sales coming from customers in the Midwestern states. However, Walter was strategically
seeking to increase its distribution nationally.

A&D sales had come predominantly through retail outlets in shopping malls across the
Midwest and via phone orders handled by its fifty-person call center in Lincoln. Before 1999,
sales orders at the call center were written on paper and then passed to order-entry clerks. This
added time to order entry, delayed shipment, and resulted in poor accuracy. Consequently, sales
representatives often had to contact customers to correct errors or to suggest different options due
to inventory shortages. On average, 30 percent of the orders required customer callbacks,
compared to only 5 percent at A&D’s primary competitor.

In 1999 A&D implemented its first enterprise resource planning (ERP) system, using
software from J. D. Edwards. A&D opted to use J. D. Edwards primarily because its software
could be customized to handle the thousands of parts that A&D used for production. The
customization required many outside consultants to design and build the system, and since they
left soon after the system was implemented there were some concerns that the system might be
difficult to maintain. Even so, the project was deemed a success: after ERP was up and running,
customer callbacks were reduced to less than 1 percent of orders.

In 2001, given the successful implementation of ERP, A&D decided to further invest to
improve its systems in handling the supply chain, payment process, customer relationship
management (CRM), and order management. A series of technology initiatives was launched.
A&D saw immediate benefits in reduced costs, as well as a significant return on investment on its
supply chain and data warehousing projects.

Case

In 2002, faced with tough competition and decreasing margins, A&D decided to explore new
segments of the market for growth. In particular, it focused on sales via the Internet. Historically,
A&D was shy to adopt the Internet as a sales channel because it did not seem to play to the
company’s sales strength of friendliness and customer service. However, since A&D’s products
were approaching commodity status, the product cost was largely the determining factor for a
customer. Furthermore, competitors had successfully increased their revenues and recognized
cost savings in selling, general, and administrative expenses (SG&A) per order after starting to
sell through the Internet.

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KEL156 A&D HIGH TECH (A)

KELLOGG SCHOOL OF MANAGEMENT 3

So in early 2002, Ted Walter and vice president of sales Jeff White gave the go-ahead to CIO
Webb to begin the project to create an online store.

One of the first decisions Webb faced was “build vs. buy.” A custom-developed program
would allow A&D the opportunity to build exactly what it needed, whereas a commercial
application might not meet all of the requirements. For example, the commercial off-the-shelf
(COTS) software might not have the formats, input processes, reporting capabilities, and other
elements needed to make the program work well for A&D. Moreover, buying off the shelf might
require A&D to purchase functionality it did not need and would not use.

On the other hand, Webb realized that a commercial application could potentially cost much
less than a custom application. However, this was not always the case, especially if the
commercial application required more than 10 percent custom modifications to meet all the
requirements.

Webb knew that the key questions in the build vs. buy decision were:

 Were there resources available in-house for project management, software development,
hardware support, and long-term maintenance?

 How much budget was available for the project?

 How unique were the processes that the new application would automate?

 Would the company be paying for commercial software functionality that it did not need
and would not use?

In his analysis, Webb listed some key determiners that pointed toward the “build” decision:

 “Hidden” risks and costs of purchasing software increased as the need to customize a
package increased.

 Information technology (IT) could be used as a strategic weapon and a point of
differentiation, versus just trying to keep up.

 Potential benefits of an integrated but flexible system in custom-built software (versus
simply integrating multiple vendors) could be significant.

 There was a possible competitive advantage to be gained from a custom-built system.

 The off-the-shelf package’s elements only met 60 percent of A&D’s functional
requirements.

 A few established quality vendors were committed to the market but no single vendor
was a clear market leader.

After deliberating for a month with his top managers, Webb was set on the “build” option.

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A&D HIGH TECH (A) KEL156

4 KELLOGG SCHOOL OF MANAGEMENT

Project History

Webb created a cross-functional team of six people to plan the project based on his “build”
decision (see Exhibit 1). Led by Eric Robertson, a young but bright IT project manager, the
team’s planning components included:

 Define the business requirements

 Define the process flows

 Create the technical architecture requirements

 Build a simple prototype of the system

 Create the work breakdown structure (WBS) for the project

 Estimate the effort for each of the tasks in the WBS

 Define the resources available for the project and assign resources to project tasks

 Create a schedule with task dependencies and proper resource allocation

After four weeks, the team presented its findings to the steering committee. A summary
outcome for each of the planning tasks is listed below.

B U S I N E S S R E Q U I R E M E N T S

The scope and business requirements of the online store included new orders, add-on orders,
order amends, order status, and lead capture with the following capabilities:

 Configuration and pricing

 Delivery date based on standard lead times

 Real-time payment processing

 100 percent validation of required data

 Collection of prospect data about customers

 Integration to back-end (ERP) for manufacturing and order management

Senior management was adamant that the system incorporate this set of minimum
functionality, since customers must have the same experience across all sales channels. As Jeff
White put it:

Once an order has been made and it gets into [J. D.] Edwards, I don’t see why we need
to distinguish whether the customer shopped in our stores or made the order on the
phone or the Internet. We should serve them with the exact care and quality that one
comes to expect from A&D.

P R O C E S S F L O W

The introduction of Internet sales would have little impact on the current process at A&D,
since it simply served as a new front to its existing activities. In fact, all existing activities would
remain the same. New activities to support Internet sales, such as exception handling due to
system errors, would be added to the IT support procedures.

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KEL156 A&D HIGH TECH (A)

KELLOGG SCHOOL OF MANAGEMENT 5

T E C H N I C A L A R C H I T E C T U R E

Since A&D carried a range of products that ran the Windows 2000 operating system, A&D
had standardized all custom applications to run on this platform. The online store’s architecture
was N-tiered for greater flexibility and future scalability (see Exhibit 2).

The first tier was the Web server layer. The Web server was the Microsoft Internet
Information Server (IIS). Server side scripts were to be coded in MS Application Server Pages
(ASP). The second tier was the application server layer. The application server was the Microsoft
Transaction Server (MTS). The application components would leverage Microsoft Site Server
and the Microsoft Site Server Commerce Edition components.

Databases to support the application were to run on Microsoft SQL Server. The
communication tier was the middleware Microsoft Messaging Queue (MSMQ). Through MSMQ,
the application would access J. D. Edwards. Other back-end applications and databases existed
but would not be interfaced by the online store. All software licenses were already in-house, so
Robertson did not expect to incur any expenses from procuring software.

P H Y S I C A L I N F R A S T R U C T U R E

A&D’s physical infrastructure was planned to be fairly typical for a company that conducted
commerce over the Internet. For security, two firewalls were set up with a demilitarized zone
(DMZ) in between (see Exhibit 3). Situated in the DMZ were servers that were accessible by the
Internet and by A&D’s partners. Behind the second firewall was A&D’s internal network, or
intranet. The servers behind this second firewall were only accessible in the intranet. Robertson’s
team estimated that they would need twelve Windows 2000 workstations (at $3,000 each) and
five Windows 2000 servers (at $12,500 each) for the project.

P R O T O T Y P E

A prototype, consisting of static HTML pages, was built by Robertson’s team to demonstrate
a user interface and general flow of the application. Exhibit 4 shows a screen print of the order
confirmation page. The prototype was approved by the vice presidents of sales and marketing,
and would serve as a basis for the actual application’s appearance and functionality.

P R O J E C T W B S

Robertson’s team created a complete WBS that detailed all the tasks that needed to be
performed for the project as of May 26, 2003. See Exhibit 5 for the complete WBS.

T A S K E S T I M A T E S

Estimates were created for each task as part of the planning effort. Robertson’s team had
some experience in IT project estimating, so they were fairly confident that the total project
estimate would be close to the actuals. See Exhibit 6 for listing of the estimates for each task.

P R O J E C T R E S O U R C E S

All the resources for the project had been identified except for the software developers. For
A&D in-house developers, a flat rate of $75/hour was traditionally used for estimating purposes.
But since there were no developers available internally, Robertson had solicited a contracting

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A&D HIGH TECH (A) KEL156

6 KELLOGG SCHOOL OF MANAGEMENT

company, Geneva, to staff these positions. For the contractors, the rates varied depending on skill
level and their market value. Moreover, the overtime rates for contractors were different from the
A&D standard rate. (Overtime was defined to be more than eight hours of work in a day.)

By May, Geneva was still identifying the actual resources needed, but had provided the
resources’ rates so that Robertson could prepare the estimates. See Exhibit 7 for a list of the
resources and their appropriate rates. Robertson’s team also examined the tasks and made
assignments accordingly. See Exhibit 8 for the resource assignments.

P R O J E C T S C H E D U L I N G

As a final step in preparing for the project plan, Robertson scheduled all the tasks by adding
dependencies (or predecessors) and calculating the leveling delay required to properly allocate all
the resources. See Exhibit 9 for the schedule.1

Review Meeting

When Johnson walked into the conference room fifteen minutes before the start of his
meeting with A&D’s senior managers to discuss the online store project, he found Webb and
Robertson already there. As the other attendees filed into the room, Robertson was sorting
through a stack of papers, giving a set to each of them. Jeff White, the vice president of sales, and
Chuck Gagler, the vice president of e-commerce, arrived just as Webb was ready to start the
meeting.

Webb outlined the purpose of the meeting, which was to facilitate the effective transition
between Robertson and Johnson, as well as to update senior managers on the project’s status. As
Robertson was going through the details of the work that had been performed by his team,
Johnson began to feel more at ease. He recognized that Robertson had done well in gathering all
the relevant data to create a good project plan. Despite the challenge to quickly overcome the
learning curve of a new project, Johnson felt more comfortable that he could come up with a
detailed recommendation along with strong facts and potential issues.

As the meeting ended, Webb pulled Johnson aside and told him, “I know I may be asking a
lot here, but I really need you to get the plan together in the next week. Walter really wants to
know if we can get this thing done by Christmas.”

1 The predecessors were identified using a Task ID. This was different from the WBS ID.

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A&D HIGH TECH (A) KEL156

10 KELLOGG SCHOOL OF MANAGEMENT

Exhibit 4: Prototype

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KEL156 A&D HIGH TECH (A)

KELLOGG SCHOOL OF MANAGEMENT 11

Exhibit 5: Work Breakdown Structure (WBS)

WBS ID Task Name

1 Overall Project

1.1 Project Management

1.1.1 Manage Project

1.2 System Requirements

1.2.1 Gather Requirements

1.2.2 Design Process Flows

1.2.3 Finalize Technical Requirements

1.2.4 Create Operational Requirements

1.2.5 Identify Technical Infrastructure Needs

1.3 Software Requirements

1.3.1 Create Functional Requirements

1.3.1.1 Capture Customer Profile

1.3.1.2 View and Search Product Catalog

1.3.1.3 Updating and Calculating Shopping Cart

1.3.1.4 Taking Payments

1.3.1.5 Submit Order

1.3.1.6 Check Order History & Order Status

1.3.2 Create Data Requirements

1.3.3 Create ERP Interface Requirements

1.3.4 Create User Interface Requirements

1.4 Detailed Design

1.4.1 Design Capture Customer Profile Pages & Components

1.4.2 Design View and Search Product Catalog Pages & Components

1.4.3 Design Updating and Calculating Shopping Cart

1.4.4 Design Taking Payments Pages & Components

1.4.5 Design Submit Order Pages & Components

1.4.6 Design Check Order History & Order Status Pages & Components

1.4.7 Design Logical & Physical Data Model

1.4.8 Design ERP Interface

1.5 Test Planning

1.5.1 Gather Testing Requirements

1.5.2 Create System Test Plan & Test Cases

1.5.3 Write System Test Scripts

1.6 Technical Infrastructure

1.6.1 Create Development Environment

1.6.2 Create Testing Environment

1.6.3 Support Development Environment

1.6.4 Support Testing Environment & Deployment

1.6.5 Support Database

. . . . . .

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A&D HIGH TECH (A) KEL156

12 KELLOGG SCHOOL OF MANAGEMENT

Exhibit 5 (continued)

WBS ID Task Name

1.7 Development & Unit Test

1.7.1 Build Capture Customer Profile Pages & Components

1.7.2 Build View and Search Product Catalog Pages & Components

1.7.3 Build Updating and Calculating Shopping Cart

1.7.4 Build Taking Payments Pages & Components

1.7.5 Build Submit Order Pages & Components

1.7.6 Build Check Order History & Order Status Pages & Components

1.7.7 Build Logical & Physical Data Model

1.7.8 Build ERP Interface

1.7.9 Support Development & Assembly Test

1.8 Testing

1.8.1 Perform Assembly Testing

1.8.1.1 Perform Phase 1 Testing

1.8.1.2 Perform Phase 2 Testing

1.8.2 Perform System Testing

1.8.3 Perform Validation Testing

1.9 Deployment

1.9.1 Implement System

1.9.2 Deploy To Production

1.9.3 Project Wrap-Up

Exhibit 6: Task Estimates

WBS ID Task Name Work Estimate (days)

1 Overall Project

1.1 Project Management

1.1.1 Manage Project 127

1.2 System Requirements

1.2.1 Gather Requirements 8

1.2.2 Design Process Flows 4

1.2.3 Finalize Technical Requirements 6

1.2.4 Create Operational Requirements 15

1.2.5 Identify Technical Infrastructure Needs 2

1.3 Software Requirements

1.3.1 Create Functional Requirements

1.3.1.1 Capture Customer Profile 4

1.3.1.2 View and Search Product Catalog 6

1.3.1.3 Updating and Calculating Shopping Cart 3

1.3.1.4 Taking Payments 6

1.3.1.5 Submit Order 4

1.3.1.6 Check Order History & Order Status 3

. . . . . .

This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.

KEL156 A&D HIGH TECH (A)

KELLOGG SCHOOL OF MANAGEMENT 13

Exhibit 6 (continued)

WBS ID Task Name Work Estimate (days)

1.3.2 Create Data Requirements 3

1.3.3 Create ERP Interface Requirements 7

1.3.4 Create User Interface Requirements 4

1.4 Detailed Design

1.4.1 Design Capture Customer Profile Pages & Components 13.5

1.4.2 Design View and Search Product Catalog Pages & Components 13.5

1.4.3 Design Updating and Calculating Shopping Cart 6

1.4.4 Design Taking Payments Pages & Components 6

1.4.5 Design Submit Order Pages & Components 16

1.4.6 Design Check Order History & Order Status Pages & Components 4

1.4.7 Design Logical & Physical Data Model 18

1.4.8 Design ERP Interface 20

1.5 Test Planning

1.5.1 Gather Testing Requirements 14

1.5.2 Create System Test Plan & Test Cases 20

1.5.3 Write System Test Scripts 22

1.6 Technical Infrastructure

1.6.1 Create Development Environment 20

1.6.2 Create Testing Environment 34.2

1.6.3 Support Development Environment 3.8

1.6.4 Support Testing Environment & Deployment 46

1.6.5 Support Database 4.6

1.7 Development & Unit Test

1.7.1 Build Capture Customer Profile Pages & Components 13

1.7.2 Build View and Search Product Catalog Pages & Components 12

1.7.3 Build Updating and Calculating Shopping Cart 7

1.7.4 Build Taking Payments Pages & Components 6

1.7.5 Build Submit Order Pages & Components 24

1.7.6 Build Check Order History & Order Status Pages & Components 6

1.7.7 Build Logical & Physical Data Model 15.5

1.7.8 Build ERP Interface 18

1.7.9 Support Development & Assembly Test 46

1.8 Testing

1.8.1 Perform Assembly Testing

1.8.1.1 Perform Phase 1 Testing 12

1.8.1.2 Perform Phase 2 Testing 20

1.8.2 Perform System Testing 160

1.8.3 Perform Validation Testing 80

1.9 Deployment

1.9.1 Implement System 80

1.9.2 Deploy To Production 8

1.9.3 Project Wrap-Up 90

This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.

A&D HIGH TECH (A) KEL156

14 KELLOGG SCHOOL OF MANAGEMENT

Exhibit 7: Resources
Resource Name Standard Rate Overtime Rate

Chris Johnson (Project Manager) $75.00/hr $75.00/hr

Ryan Neff (Functional Lead) $75.00/hr $75.00/hr

Stacy Lyle (Functional Analyst) $75.00/hr $75.00/hr

Rick Burke (Infrastructure Lead) $75.00/hr $75.00/hr

Marc Sanders (Development Lead) $75.00/hr $75.00/hr

Developer 1 (TBD) $165.00/hr $230.00/hr

Sanjay Vohra (DBA) $75.00/hr $75.00/hr

Kara Siposki (Test Lead) $75.00/hr $75.00/hr

Todd Eliason (Tester) $75.00/hr $75.00/hr

Developer 2 (TBD) $175.00/hr $250.00/hr

Developer 3 (TBD) $175.00/hr $250.00/hr

Exhibit 8: Resource Assignments

WBS
ID

Task Name
Work

Estimate
(days)

Resource Name

1 Overall Project

1.1 Project Management

1.1.1 Manage Project 127 Chris Johnson (Project Manager)

1.2 System Requirements

1.2.1 Gather Requirements 8 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst)

1.2.2 Design Process Flows 4 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst)

1.2.3 Finalize Technical Requirements 6 Rick Burke (Infrastructure Lead)

1.2.4 Create Operational Requirements 15 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst), Rick Burke (Infrastructure Lead)

1.2.5 Identify Technical Infrastructure Needs 2 Rick Burke (Infrastructure Lead)

1.3 Software Requirements

1.3.1 Create Functional Requirements

1.3.1.1 Capture Customer Profile 4 Ryan Neff (Functional Lead)

1.3.1.2 View and Search Product Catalog 6 Ryan Neff (Functional Lead)

1.3.1.3 Updating and Calculating Shopping Cart 3 Ryan Neff (Functional Lead)

1.3.1.4 Taking Payments 6 Stacy Lyle (Functional Analyst)

1.3.1.5 Submit Order 4 Ryan Neff (Functional Lead)

1.3.1.6 Check Order History & Order Status 3 Ryan Neff (Functional Lead)

1.3.2 Create Data Requirements 3 Stacy Lyle (Functional Analyst)

1.3.3 Create ERP Interface Requirements 7 Stacy Lyle (Functional Analyst)

1.3.4 Create User Interface Requirements 4 Stacy Lyle (Functional Analyst)

. . . . . .

This document is authorized for use only by Lava Qurbani in …