Information Technology Case Study

Problem Case Summary

Wilmont’s is a top-ranked US retail pharmacy with more than 8,000 stores nationwide. The company is secretly considering delivering prescriptions by flying drone. DroneTech, a small firm in San Francisco, CA announced the approach in March, and Wilmont’s has made an agreement with DroneTech to prototype this project in the San Francisco area. DroneTech will provide the drone technology as well as the drone piloting and delivery systems, but will customize its systems and business process to conform to Wilmont’s requirements.

You are the project manager assigned to lead this project. (Depending upon the course domain, the case positions the student as the project manager in either Wilmont’s IT, Wilmont’s Pharmacy Operations, or DroneTech Engineering.) 

  • Wilmont’s has limited the project expenditures to a maximum of US$1,750,000 for this prototype project and will implement it first in only four stores.
  • The project begins next January 5 and the first customer delivery flight should take place no later than November 30 to avoid harsh weather in the San Francisco area.
  • You will need to plan tasks and assign team members to them from a list of people involved in the project. Regular meetings need to be held with the team and stakeholders as well as other forms of communication.
  • Approval points are needed through the project sequence.
  • Risks, testing, quality control and provision issues may develop.
  • Issues in security, reliability, integrity, interfaces between the systems of the two organizations and customer interaction are all considerations that must be made as you plan the project.
  • User training and other preparations will be required for system implementation. The Wilmont’s Change Management Team will assist you in this effort.

Final schedules need to show a certain level of completion based upon a given date.

Case Version 1 – Information Technology

Case Problem – Part 1:

Wilmont’s is a top-ranked US retail pharmacy company based in St. Louis, MO with more than 8,000 stores nationwide and in all 50 states, and employing more than 244,000 people overall.

The company has engaged in a number of innovative business practices, and now they are once again secretly considering breaking ground with an even newer concept – delivering prescriptions and drugstore items by flying drone.

The concept isn’t new – a small firm named DroneTech in San Francisco, CA announced the approach in March, and they are looking to develop a relationship with drugstores nationwide to launch the concept for real. Wilmont’s may be the big break they are looking for!

The Operations Vice President (George Cranston) of Wilmont’s has asked the CIO to develop a pilot project to get something moving and see how this works. George will provide the funds and will oversee all aspects of this initiative. Mary Pearson is the project lead on the business operations side who will manage the project generally for Mr. Cranston.

Mr. Cranston has made an agreement with DroneTech CEO and founder Jordan Kempler to prototype this project in the San Francisco area, which is the home location of the DroneTech organization where it developed the system. DroneTech will customize its systems, interfaces and business processes to conform to project requirements from Wilmont’s.

You are a project manager for Wilmont’s internal IT department, and you have been assigned by your CIO, James Connor, to lead this project in terms of the information systems that will be needed to support the initiative. Phillip Greenberg is the project manager at DroneTech who will work with you. Generally, from the IT perspective, the project will likely need to accomplish the following:

  • Develop a Wilmont’s online order entry system modification that will allow customers in the San Francisco area to register their willingness to have a drone deliver their orders by means of online entry or smartphone entry. There will be significant restrictions on the approval of customers for this service, so there will need to be a segment of the system to allow Wilmont’s management to approve the customer, send a confirmation to the customer, etc..
  • Create reports for Wilmont’s management to provide information on sales, customer reactions and key performance indicators that senior management will define for you.
  • Create communications for customers electronically through email, online and through mobile alerts as the customer requests.
  • Interface to the DroneTech Corporation for its order entry, delivery confirmation and mobile application software. Eileen Seymour is the point of contact on the information systems side with DroneTech and will be overseeing the team on their side. A price for this system customization is not yet determined and the development of this proposal will be a part of your project plan.
  • Develop security options for all systems that will safeguard the data as it is stored within your company, and also as it is exchanged with DroneTech. You will work with Wilmont’s Information Security Management Team to accomplish this, and William Scott is the project lead on that team for this project.
  • You will need to identify basic requirements and then determine your team members from the list of people given in this document as you move toward final project planning.
  • It has been determined that only four (4) of Wilmont’s pharmacies will participate in the prototype delivery system. These are in a close geographic area to one another, and they are in a non-city environment consisting mainly of suburban homes and small businesses. Customers in apartment buildings will not be permitted in the prototype due to delivery issues.
  • No hardware, servers, workstations or other network infrastructure will be required for this project, as all of that is only on the DroneTech side, and they will be including it in their proposal and a separate project plan that they will give to you as a part of their contract. Wilmont’s can accommodate this prototype system within their existing infrastructure that handles customer orders. Ongoing system maintenance scheduling or planning after the prototype is implemented will not be a part of the project schedule or plans —you will be developing that plan separately once the systems design is known.

Wilmont’s has allocated a maximum of $1,750,000 for this prototype project. You have been asked by your CIO to ensure that your project does not go over this figure, and, if possible, that the total project cost is under that amount. The two companies agreed that they would like to begin the project on next January 5, and that their first customer delivery flight should take place no later than November 30 to avoid harsh weather in the San Francisco area.

Of course, you also need to include specific steps and processes for:

  • Regular meetings with the Team, Stakeholders, and Cross-impacted areas of the company.
  • Approval points as needed through the project sequence.
  • Points at which you will refine cost and staffing requirements (you do not need to calculate costs or total staffing at this point)
  • Points at which you will produce the various project plan documentation deliverables discussed in class.
  • Testing, quality control and provision for issues that may develop.
  • User training and other preparations for system implementation. The Wilmont’s Change Management Team, headed by Shirley Johnson, will assist you in this effort.

Summary of Personnel Involved in the Project (name initials are in brackets):

DroneTech Corporation Staff:

  • Jordan Kempler (JXK) - CEO and Founder
  • Phillip Greenberg (PAG) - Project Manager – main point of contact
  • Stephanie Williams (SMW) – Senior Business Analyst
  • Gerald Hasper (GPH) – Senior Systems Engineer
  • Eileen Seymour (ERS) – Project Lead, IT Systems

Wilmont’s Staff:

  • George Cranston (GWC), Operations VP
  • James Connor (JFC), CIO
  • Mary Pearson (MJP), Project Lead, Business Operations Team
  • William Scott (WKS), Project Lead, Security Team
  • Julie Green (JRG) Pharmacy Manager Store #35864
  • Steve Haskell (SLH) Pharmacy Manager Store #32185
  • James O’Donnell (JLO) Pharmacy Manager Store #38734
  • Wilma Marcy (WPM) Pharmacy Manager Store #33001
  • You as Project Manager (Come up with your own initials)
  • Mary Kerstner (MJK), Business Systems Analyst
  • Jonathan Perry (JSP), Programmer
  • William Postner (WKP), Senior Programmer
  • Sherry Loganthorpe (SPL), Database Administrator
  • Linda Thornton (LET), Reports Systems Programmer/Analyst
  • Gerald Peritoni (GEP), Testing Specialist
  • Elizabeth Walton (EMW), Senior Testing Specialist
  • Shirley Johnson (SPJ), Change Management Coordinator

Case Problem – Part 2

Please review the Part 1 Case Problem information as it is the general background and requirements of the case. This information should be added to the following clarifications regarding the project schedule:

  1. Total project cost must not exceed project constraints. Project schedule should begin January 5, and should meet the schedule constraints as per the case for completion, etc. You may assume 100% (1.0FTE) allocation to this project for each resource in the list below. Load leveling is NOT required for this assignment, and over-allocation warnings on your WBS will not be counted as a problem as long as the resource effort allocation is reasonable.
  2. It is critical that your assignment WBS is specific to this case problem in detail. You must ensure that all required deliverables appear in your WBS specifically, and that each includes design, development, testing and implementation as appropriate. Your WBS must include project management steps for the charter/scope, risk management plan, WBS, schedule, training and the required meetings to conduct and manage the project. Do not include things like “procurement management plan” or “staffing plan” or “quality management plan” as these are not a part of this case problem. A generic WBS is not acceptable for this assignment. This is practice for you to see how you might deliver such a detailed schedule for this case problem to your boss, and it will be evaluated that way.
  3. It is up to you to add the project management, communication, testing and training tasks as needed to make the project successful. Use the information in the case and the other assignments, along with your own ideas about how much effort is involved to ensure a quality implementation overall throughout the project. Be sure that you do not exceed the project constraints.
  4. Remember that this project will be tight in terms of time and cost, so do not include steps that are not really necessary for this particular project. You should schedule the project from the beginning, including charter/scope, planning meetings, risk management and communications management plan development, WBS and schedule development—these items need to appear in this schedule along with resource assignments and the appropriate costs that go along with them.
  5. Finally, you are required to indicate an appropriate quantity of tasks that have likely been already in progress or completed. Assume that we are looking at your schedule on June 27. Show which work packages would probably be at what stage of completion by this specific time in the schedule. Use your own judgment based on the work package finish dates, but be reasonable!
  6. The personnel involved in the DroneTech Corporation do not have billing rates per hour because their cost is being absorbed by the fixed fee specified in their proposal below. These people should be listed in your resource sheet, but with $0.00 standard rate, and they should be assigned to the appropriate tasks for the project.
  • Jordan Kempler (JXK) — CEO and Founder
  • Phillip Greenberg (PAG) — Project Manager and main point of contact
  • Stephanie Williams (SMW) — Senior Business Analyst
  • Gerald Hasper (GPH) — Senior Systems Engineer
  • Eileen Seymour (ERS) — Project Lead, IT Systems

They should be assigned to project tasks as appropriate using the information in the case and the details below.

  1. DroneTech Corporation Contract Fees and Dates:
    Wilmont’s has signed a contract with DroneTech specifying the following phased payment plan that is linked to specific dates or deliverables. You are responsible for ensuring that the payments occur on time, but are only made if the appropriate conditions have been met. Be sure to include the necessary tasks in your WBS to accommodate evaluating, and paying for, these contract activities:

    1. Total DroneTech fee for customizing order entry, delivery confirmation and mobile application software to Wilmont’s’ specifications: $423,592.00 with payments to be received as follows:
    2. February 2 – initial payment due: $42,000
    3. After Wilmont’s approval of DroneTech Customization Design Phase: payment of $45,000
    4. After successful demonstration of order entry module: payment of $35,000
    5. After successful demonstration of delivery confirmation module: payment of $55,000
    6. After successful demonstration of mobile application module: payment of $25,000
    7. After production system test approval by Wilmont’s: payment of $85,000
    8. After successful implementation signoff by Wilmont’s: final payment of $136,592
  2. Wilmont’s staff, internal effective hourly rates and official abbreviated names (initials):
    1. George Cranston (GWC), Operations VP ($200/hr)
    2. James Connor (JFC), CIO ($150/hr)
    3. Mary Pearson (MJP), Project Lead, Business Operations Team ($50/hr)
    4. William Scott (WKS), Project Lead, Security Team ($50/hr)
    5. Julie Green (JRG) Pharmacy Manager Store #35864 ($60/hr)
    6. Steve Haskell (SLH) Pharmacy Manager Store #32185 ($60/hr)
    7. James O’Donnell (JLO) Pharmacy Manager Store #38734 ($60/hr)
    8. Wilma Marcy (WPM) Pharmacy Manager Store #33001 ($60/hr)
    9. You as Project Manager (Add your own initials): ($55/hr)
    10. Mary Kerstner (MJK), Business Systems Analyst ($45/hr)
    11. Jonathan Perry (JSP), Programmer ($40/hr)
    12. William Postner (WKP), Senior Programmer ($52/hr)
    13. Sherry Loganthorpe (SPL), Database Administrator ($55/hr)
    14. Linda Thornton (LET), Reports Systems Programmer/Analyst ($38/hr)
    15. Gerald Peritoni (GEP), Testing Specialist ($38/hr)
    16. Elizabeth Walton (EMW), Senior Testing Specialist ($49/hr)
    17. Shirley Johnson (SPJ), Change Management Coordinator ($38/hr)
  3. The following is the estimated total EFFORT HOURS for only the software programming and reporting to the customer and Wilmont’s management for the prototype systems. (these do not include design requirements, project management activities, testing, training, final implementation or meetings – you will need to add those additional steps and estimates for each):
    1. Wilmont’s Inventory Management System Modifications (180 hours)
    2. Wilmont’s Pharmacy Customer Database System Modifications (180 hours)
    3. DroneTech General Interface – Wilmont’s Side System (150 hours)
    4. Website Content Update – Wilmont’s Side (175 hours)
    5. Customer/Management Reporting (135 hours)
    6. Store Management Reporting (135 hours)
    7. Credit Card Processing (75 hours)
    8. Wilmont’s Sales Management Reporting (150 hours)

You need to determine who on Wilmont’s and DroneTech’s staff should be involved in the various deliverables based upon your best judgment, and how their positions and skills relate to the tasks.

Case Version 2 – Management

Case Problem – Part 1:

Wilmont’s is a top-ranked US retail pharmacy company based in St. Louis, MO with more than 8,000 stores nationwide and in all 50 states, and employing more than 244,000 people overall.

The company has engaged in a number of innovative business practices, and now they are once again secretly considering breaking ground with an even newer concept – delivering prescriptions and drugstore items by flying drone.

The concept isn’t new – a small firm named DroneTech in San Francisco announced the approach in March, and they are looking to develop a relationship with drugstores nationwide to launch the concept for real. Wilmont’s may be the big break they are looking for!

The Operations Vice President (George Cranston) of Wilmont’s wants to develop a pilot project to get something moving and see how this works. George will provide the funds and will oversee all aspects of this initiative. You are the Project Manager on Wilmont’s business operations side who will manage the project generally for Mr. Cranston.

Mr. Cranston has made an agreement with DroneTech CEO and founder Jordan Kempler to prototype this project in the San Francisco area, which is the home location of the DroneTech organization where it developed the system. DroneTech will customize its systems, interfaces and business process to conform to project requirements from Wilmont’s.

Mary Pearson is the Project Manager for Wilmont’s internal IT department, and she has been assigned by CIO, James Connor, to lead the information systems development that will be needed to support the initiative. Phillip Greenberg is the project manager at DroneTech who will work with you. Generally, from the Operations perspective, the project will likely need to accomplish the following:

  • Develop a Wilmont’s online order entry process that will allow customers in the San Francisco area to register their willingness to have a drone deliver their orders by means of online entry or smartphone entry. There will be significant restrictions on the approval of customers for this service, so there will need to be a segment of the process to allow. Wilmont’s management to approve the customer, send a confirmation to the customer, etc.
  • Create reports for Wilmont’s management to provide information on sales, customer reactions and key performance indicators that senior management will define for you.
  • Create communications for customers electronically through email, online and through mobile alerts as the customer requests.
  • DroneTech will handle piloting the drones and delivery of the products. They already have processes that handle order entry, delivery confirmation and a mobile app, but they need to be customized for Wilmont’s so that customers don’t see these as two separate companies.  Eileen Seymour is the point of contact on the information systems side with DroneTech and will be overseeing the team on their side. A price for this system customization is not yet determined and the development of this proposal will be a part of your project plan. You will need to build in the contract negotiations between Wilmont’s and DroneTech as you develop the project plan as well. Members of the legal teams of both organizations will assist you with this.
  • Ensure that the relationship between DroneTech and Wilmont’s does not compromise the security of Wilmont’s business information, the customer’s privacy and the proprietary information about how Wilmont’s will use the drones for delivery. You will work with Wilmont’s Information Security Management Team to accomplish this, and William Scott is the project lead on that team for this project.
  • You will need to identify basic business process requirements and then determine your team members from the list of people given in this document as you move toward final project planning.
  • It has been determined that only four (4) Wilmont’s pharmacies will participate in the prototype delivery system. These are in a close geographic area to one another, and they are in a non-city environment consisting mainly of suburban homes and small businesses. Customers in apartment buildings will not be permitted in the prototype due to delivery issues. You will need to ensure that the four participating pharmacies are fully ready to engage in this prototype by the time for first flight, and the drone deliveries need to be seamless enhancements to Wilmont’s already top-quality delivery processes for customers.
  • The IT folks have determined that no additional IT infrastructure will be required for this project from Wilmont’s, as all of that specialized technology is only on the DroneTech side, and they will be including it in their proposal and a separate project plan that they will give to you as a part of their contract. Wilmont’s can accommodate operating this prototype system within their existing infrastructure that handles customer orders, but those processes need to be enhanced in order to provide this delivery option and all the management processes that must accompany them.
  • Wilmont’s has allocated a maximum of $1,750,000 for this prototype project, although this is only an ultimate constraint – you will eventually need to tell Mr. Cranston what your project estimate will be, but you don’t have enough information about the project design yet to be able to give such a budget figure. You have been asked by Mr. Cranston to ensure that your project not only does not go over this figure, but that it is under that total if possible. The two companies agreed that they would like to begin the project on next January 5, and that their first customer delivery flight should take place no later than November 30 to avoid harsh weather in the San Francisco area.

Of course, you also need to include specific steps and processes for:

  • Regular Meetings with the Team, Stakeholders, and Cross-impacted areas of the company.
  • Approval points as needed through the project sequence.
  • Points at which you will refine cost and staffing requirements (you do not need to calculate costs or total staffing at this point)
  • Points at which you will produce the various Project Plan documentation deliverables discussed in class.
  • Testing, quality control and provision for issues that may develop.
  • User training and other preparations for system implementation. The Wilmont’s Change Management Team, headed by Shirley Johnson, will assist you in this effort.

Summary of Personnel Involved in the Project (name initials are in brackets):

DroneTech Corporation Staff:

  • Jordan Kempler (JXK), CEO and Founder
  • Phillip Greenberg (PAG), Project Manager – main point of contact
  • Stephanie Williams (SMW), Senior Business Analyst
  • Gerald Hasper (GPH), Flight Operations Manager
  • Eileen Seymour (ERS), Project Lead, IT Systems
  • Katie O’Ryan (KRO), Corporate Attorney – DroneTech

Wilmont’s Staff:

  • George Cranston (GWC), Operations VP
  • James Connor (JFC), CIO
  • Mary Pearson (MJP), Project Lead, IT Systems Team
  • William Scott (WKS), Project Lead, Security Team
  • Julie Green (JRG) Pharmacy Manager Store #35864
  • Steve Haskell (SLH) Pharmacy Manager Store #32185
  • James O’Donnell (JLO) Pharmacy Manager Store #38734
  • Wilma Marcy (WPM) Pharmacy Manager Store #33001
  • You as Project Manager on the Business Operations side (Come up with your own initials)
  • Mary Kerstner (MJK), Business Systems Analyst
  • Jonathan Perry (JSP), Retail Operations Assistant
  • William Postner (WKP), Marketing Analyst
  • Sherry Loganthorpe (SPL), Social Media Specialist
  • Linda Thornton (LET), Online Customer Process Analyst
  • Gerald Peritoni (GEP), Testing Specialist
  • Elizabeth Walton (EMW), Senior Testing Specialist
  • Shirley Johnson (SPJ), Change Management Coordinator
  • Alan Swanson (AES), Attorney – Legal Department
  • Denise Delgado (DLD), Financial Operations Analyst

Case Problem – Part 2

Please review the Part 1 Case Problem information as it is the general background and requirements of the case. This information should be added to the following clarifications regarding the project schedule:

  1. Total Project Cost must not exceed Project Constraints. Project Schedule should begin January 5, and should meet the schedule constraints as per the case for completion, etc. You may assume 100% (1.0FTE) allocation to this project for each resource in the list below. Load leveling is NOT required for this assignment, and over-allocation warnings on your WBS will not be counted as a problem as long as the resource effort allocation is reasonable.
  2. It is critical that your assignment WBS is specific to this case problem in detail. You must ensure that all required deliverables appear in your WBS specifically, and that each includes design, development, testing and implementation as appropriate. Your WBS must include project management steps for the charter/scope, risk management plan, WBS, schedule, training and the required meetings to conduct and manage the project. Do not include things like “procurement management plan” or “staffing plan” or “quality management plan” as these are not a part of this case problem. A generic WBS is not acceptable for this assignment. This is practice for you to see how you might deliver such a detailed schedule for this case problem to your boss, and it will be evaluated that way.
  3. It is up to you to add the project management, communication, testing and training tasks as needed to make the project successful. Use the information in the case and the other assignments, along with your own ideas about how much effort is involved to ensure a quality implementation overall throughout the project. Be sure that you do not exceed the project constraints.
  4. Remember that this project will be tight in terms of time and cost, so do not include steps that are not really necessary for this particular project. You should schedule the project from the beginning, including Charter/Scope, planning meetings, Risk Management and Communication Plan development, WBS and schedule development – these items need to appear in this schedule along with resource assignments and the appropriate costs that go along with them.
  5. Finally, you are required to indicate an appropriate quantity of tasks that have likely been already in progress or completed. Assume that we are looking at your schedule on June 27. Show which work packages would probably be at what stage of completion by this specific time in the schedule. Use your own judgment based on the work package finish dates, but be reasonable!
  6. The personnel involved in the DroneTech Corporation do not have billing rates per hour because their cost is being absorbed by the fixed fee specified in their proposal below. These people should be listed in your resource sheet, but with $0.00 standard rate, and they should be assigned to the appropriate tasks for the project.
    1. Jordan Kempler (JXK) - CEO and Founder
    2. Phillip Greenberg (PAG) - Project Manager – main point of contact
    3. Stephanie Williams (SMW) – Senior Business Analyst
    4. Gerald Hasper (GPH) – Flight Operations Manager
    5. Eileen Seymour (ERS) – Project Lead, IT Systems
    6. Katie O’Ryan (KRO) – Corporate Attorney – DroneTech

They should be assigned to project tasks as appropriate using the information in the case and the details below.

  1. DroneTech Corporation Contract Fees and Dates:
    After a complicated negotiation, Wilmont’s has signed a contract with DroneTech specifying the following phased payment plan that is linked to specific dates or deliverables. You are responsible for ensuring that the payments occur on time, but are only made if the appropriate conditions have been met. Be sure to include the necessary tasks in your WBS to accommodate evaluating, and paying for, these contract activities:

    1. Total DroneTech fee for customizing order entry, delivery confirmation and mobile application software to Wilmont’s’ specifications: $423,592.00 with payments to be received as follows:
    2. February 2 – Initial payment due: $42,000
    3. After Wilmont’s approval of DroneTech Customization Design Phase: Payment of $45,000
    4. After Successful demonstration of Order Entry module: Payment of $35,000
    5. After Successful demonstration of Delivery Confirmation module: Payment of $55,000
    6. After Successful demonstration of Mobile Application module: Payment of $25,000
    7. After Production System Test Approval by Wilmont’s: Payment of $85,000
    8. After Successful Implementation Signoff by Wilmont’s: Final Payment of $136,592
  2. Wilmont’s Staff, Internal effective hourly rates and official abbreviated names (initials):
    1. George Cranston (GWC), Operations VP ($200/hr)
    2. James Connor (JFC), CIO ($150/hr)
    3. Mary Pearson (MJP), Project Lead, IT Systems Team ($55/hr)
    4. William Scott (WKS), Project Lead, Security Team ($50/hr)
    5. Julie Green (JRG) Pharmacy Manager Store #35864 ($60/hr)
    6. Steve Haskell (SLH) Pharmacy Manager Store #32185 ($60/hr)
    7. James O’Donnell (JLO) Pharmacy Manager Store #38734 ($60/hr)
    8. Wilma Marcy (WPM) Pharmacy Manager Store #33001 ($60/hr)
    9. You as Project Manager on the Business Operations side (Come up with your own initials) ($55/hr)
    10. Mary Kerstner (MJK), Business Systems Analyst ($45/hr)
    11. Jonathan Perry (JSP), Retail Operations Assistant ($40/hr)
    12. William Postner (WKP), Marketing Analyst ($52/hr)
    13. Sherry Loganthorpe (SPL), Social Media Specialist ($45/hr)
    14. Linda Thornton (LET), Online Customer Process Analyst ($40/hr)
    15. Gerald Peritoni (GEP), Testing Specialist ($38/hr)
    16. Elizabeth Walton (EMW), Senior Testing Specialist ($49/hr)
    17. Shirley Johnson (SPJ), Change Management Coordinator ($40/hr)
    18. Alan Swanson (AES), Attorney – Legal Department ($60/hr)
    19. Denise Delgado (DLD), Financial Operations Analyst ($40/hr)
  3. The following is the estimated total EFFORT HOURS for only the business process enhancements and reporting to the customer and Wilmont’s management for the prototype systems. (these do not include the time for process design requirements, project management activities, testing, training, final implementation or meetings – you will need to add those additional steps and estimates for each):
    1. Wilmont’s/DroneTech Legal Contract Negotiations (250 hours)
    2. Wilmont’s Inventory Management Process Modifications (180 hours)
    3. Wilmont’s Pharmacy Customer Information Modifications (180 hours)
    4. DroneTech Reporting Interface – Wilmont’s Side System (150 hours)
    5. Website/Mobile App Content Update – Wilmont’s Side (175 hours)
    6. Social Media Strategy and Implementation Plan – (75 hours)
    7. Customer/Management Reporting (135 hours)
    8. Store Management Reporting (135 hours)
    9. Credit Card Processing (75 hours)
    10. Wilmont’s Sales Management Reporting (150 hours)

You need to determine who on Wilmont’s and DroneTech’s staff should be involved in the various deliverables based upon what you think best, and how their positions and skills relate to the tasks.

 

Case Version 3 – Engineering

CASE PROBLEM – Part 1:

Wilmont’s is a top-ranked U.S. retail pharmacy company based in St. Louis, MO with more than 8,000 stores nationwide and in all 50 states, and employing more than 244,000 people overall. The company has engaged in a number of innovative business practices, and now they are once again secretly considering breaking ground with an even newer concept – delivering prescriptions and drugstore items by flying drone.

The concept isn’t new – your company is a small firm named DroneTech in San Francisco, CA and your firm announced the approach in March, and is looking to develop a relationship with drugstores nationwide to launch the concept for real.  Wilmont’s may be the big break your firm is looking for!

The Operations Vice President (George Cranston) of Wilmont’s wants to develop a pilot project to get something moving and see how this works. He will provide the funds and will oversee all aspects of this initiative. Mr. Cranston has made an agreement with DroneTech CEO and founder Jordan Kempler to prototype this project in the San Francisco area, which is the home location of the DroneTech organization where it developed the system. DroneTech will customize its systems, interfaces, and business process to conform to project requirements from Wilmont’s. You are the Project Manager for DroneTech who will manage the DroneTech customization project generally and serve as DroneTech’ point of contact for Wilmont’s. You report directly to Jordan Kempler, as this is a visible project that could mean the future for DroneTech. While your company’s drones will fly with Wilmont’s markings, a successful long-term relationship with a large-scale company like Wilmont’s will make DroneTech a stable company in any measure.

As far as DroneTech’s interface to Wilmont’s is concerned, the project will likely need to accomplish the following in order to appear seamless to Wilmont’s pharmacy customers:

  • DroneTech will handle piloting the drones and delivery of the products. You already have processes that handle order entry, delivery confirmation, and a mobile app on the DroneTech side, but these need to be customized for Wilmont’s so that customers don’t see these as two separate companies. Eileen Seymour is your firm’s IT point of contact on the DroneTech information systems side and will be overseeing the data interface team with her counterparts at Wilmont’s. Mary Pearson is the Project Manager for Wilmont’s internal IT department, and she has been assigned by CIO James Connor, to lead the information systems development for Wilmont’s that will be needed to support the initiative. Phillip Greenberg is the project manager on Wilmont’s business operations side who will work with you to organize the Wilmont’s resources in order to interface with DroneTech’s flight operations and other management systems that control and manage the drone delivery system.
  • Interface to Wilmont’s enhanced online order entry process that will allow customers in the San Francisco area to register their willingness to have a drone deliver their orders by means of online entry or smartphone entry. There will be significant restrictions on the approval of customers for this service, so there will need to be a segment of the process to allow Wilmont’s management to approve the customer, send a confirmation to the customer, etc.. While DroneTech systems already do this, you need to interface your systems to Wilmont’s so that customers are not going directly to DroneTech’s normal customer websites or mobile applications.
  • Interface communications about deliveries for Wilmont’s customers electronically through email, online, and through mobile alerts as the customer requests.
  • Your firm has not yet established a signed contract with Wilmont’s, and there is not yet an agreement on all aspects of either the services to be provided, or the cost of those services. DroneTech needs to modify several systems and interfaces for the drone flight operations in order to customize things for Wilmont’s but the nature of this is not yet determined. The development of this proposed contract and payment plan will be a part of your project plan. You will need to build in a period of time for contract negotiations between Wilmont’s and DroneTech as you develop the project plan as well. Members of the legal teams of both organizations will assist you with the negotiations, so your role in this will be to ensure that the right people from DroneTech Engineering and Flight Operations are involved in the development of the legal requirements for the relationship.
  • Ensure that the relationship between DroneTech and Wilmont’s does not compromise the security of Wilmont’s business information, the customer’s privacy and the proprietary information about how Wilmont’s will use the drones for delivery. You will work with Wilmont’s Information Security Management Team to accomplish this, and William Scott is the project lead on that team for this project.
  • You will need to identify what modifications to the drone flight operations will be necessary and then determine your team members from the list of people given in this document as you move toward final project planning.
  • Your Flight Operations Manager, Gerald Hasper, has let you know that Wilmont’s already wants one such modification: They want to adapt a temperature-controlled product bagging system along with a bubble-type cushioning system for the customer delivery packaging in order to ensure that certain temperature-sensitive or breakable items are not affected by the delivery process. While you’ve got that ability to adapt the drone package clamps to this sort of packaging, this will require a measure of testing to make sure that issues are resolved and that the new package release systems will work reliably. You’ll need to be sure that your project plan has this engineering sub-project defined.
  • It has been determined that only four (4) of Wilmont’s pharmacies will participate in the prototype delivery system. These are in a close geographic area to one another, and they are in a non-city environment consisting mainly of suburban homes and small businesses. Customers in apartment buildings will not be permitted in the prototype due to delivery issues. You will need to provide the four participating pharmacies with all the information needed on the drone delivery technology, making sure they are fully comfortable to load products into the drone package carrier and engage in this prototype by the time for first flight. As mentioned earlier, the drone deliveries need to be seamless enhancements to Wilmont’s already top-quality delivery processes for customers, and Jordan Kempler has promised Mr. Cranston that this will be the case.
  • DroneTech will need to allocate a total of 4 new drones for this prototype project, and these will need to be painted in the Wilmont’s corporate colors and logo.
  • Wilmont’s can accommodate operating this prototype system within their existing infrastructure that handles customer orders, but those processes need to be enhanced by Wilmont’s project teams in order to provide this delivery option and all the management processes that must accompany them. The customized special technology needed for delivery and drone control is on your side, and you will be including it in your proposal and budget. A project plan with detailed costs will be given to Wilmont’s as a part of your final contract.
  • Jordan Kempler is unsure of the cost of the customized enhancements of the flight operations systems for this prototype project because the project is just being defined right now. However, based on some customized work that was done before with another customer for small package delivery, Kempler determined that the project should likely come well under a total of $750,000, so he gave that initial figure to Wilmont’s last week. That puts you in the position of needing to treat this figure as the maximum that the project could cost. This is only an ultimate constraint – you will eventually need to tell Mr. Kempler what your project estimate will be, but you don’t have enough information about the project design yet to be able to give such an accurate budget estimate. You have been asked by Mr. Kempler to ensure that your project not only does not go higher than this, but that it should be less than that total, if possible.
  • The two companies agreed that they would like to begin the project on next January 5, and that their first customer delivery flight should take place no later than November 30 to avoid harsh weather in the San Francisco area.

Of course, you also need to include specific steps and processes for:

  • Regular meetings with the Team, Stakeholders, and Cross-impacted areas of the company.
  • Approval points as needed through the project sequence.
  • Points at which you will refine cost and staffing requirements (you do not need to calculate costs or total staffing at this point)
  • Points at which you will produce the various Project Plan documentation deliverables discussed in class.
  • Testing, quality control and provision for issues that may develop.
  • User training and other preparations for system implementation. The Wilmont’s Change Management Team, headed by Shirley Johnson, will assist you in this effort.

Summary of Personnel Involved in the Project (name initials are in brackets):

DroneTech Corporation Staff:

  • Jordan Kempler (JXK), CEO and Founder
  • You as Project Manager overall for DroneTech (Add your own initials)
  • Stephanie Williams (SMW), Senior Business Analyst
  • Gerald Hasper (GPH), Flight Operations Manager
  • Eileen Seymour (ERS), Project Lead, IT Systems
  • Katie O’Ryan (KRO), Corporate Attorney for DroneTech
  • Rohan Shah (RXS), Programmer
  • Shravani Sinha (SXS), Senior Programmer
  • William Holt (WKH), Drone Systems Engineer ($45/hr)
  • Ashish Nehra (AXN), Drone Systems Technician ($35/hr)

Key members of Wilmont’s Staff for this project:

  • George Cranston (GWC), Operations VP
  • James Connor (JFC), CIO
  • Mary Pearson (MJP), Project Lead, IT Systems Team
  • William Scott (WKS), Project Lead, Security Team
  • Julie Green (JRG), Pharmacy Manager Store #35864
  • Steve Haskell (SLH), Pharmacy Manager Store #32185
  • James O’Donnell (JLO), Pharmacy Manager Store #38734
  • Wilma Marcy (WPM), Pharmacy Manager Store #33001
  • Phillip Greenberg (PAG), Project Manager, Business Operations side
  • Jonathan Perry (JSP), Retail Operations Assistant
  • Linda Thornton (LET), Online Customer Process Analyst
  • Gerald Peritoni (GEP), Testing Specialist
  • Elizabeth Walton (EMW), Senior Testing Specialist
  • Shirley Johnson (SPJ), Change Management Coordinator
  • Alan Swanson (AES), Attorney – Legal Department

Case Problem – Part 2:

Please review the Part 1 Case Problem information as it is the general background and requirements of the case. This information should be added to the following clarifications regarding the project schedule:

  1. Total Project Cost must not exceed Project Constraints. Project schedule should begin January 5, and should meet the schedule constraints as per the case for completion, etc. You may assume 100% (1.0FTE) allocation to this project for each resource in the list below. Load leveling is NOT required for this assignment, and over-allocation warnings on your WBS will not be counted as a problem as long as the resource effort allocation is reasonable.
  2. It is critical that your assignment WBS is specific to this case problem in detail. You must ensure that all required deliverables appear in your WBS specifically, and that each includes design, development, testing and implementation as appropriate. Your WBS must include project management steps for the charter/scope, risk management plan, WBS, schedule and training and the required meetings to conduct and manage the project. Do not include things like procurement management plan or staffing plan or quality management plan as these are not a part of this case problem. A generic WBS is not acceptable for this assignment. This is practice for you to see how you might deliver such a detailed schedule for this case problem to your boss, and it will be evaluated that way.
  3. It is up to you to add the project management, communication, testing and training tasks as needed to make the project successful. Use the information in the case and the other assignments, along with your own ideas about how much effort is involved to ensure a quality implementation overall throughout the project. Be sure that you do not exceed the project constraints.
  4. Remember that this project will be tight in terms of time and cost, so do not include steps that are not really necessary for this particular project. You should schedule the project from the beginning, including charter/scope, planning meetings, risk management and communications management plan development, WBS and schedule development – these items need to appear in this schedule along with resource assignments and the appropriate costs that go along with them.
  5. Finally, you are required to indicate an appropriate quantity of tasks that have likely been already in progress or completed. Assume that we are looking at your schedule on June 27. Show which work packages would probably be at what stage of completion by this specific time in the schedule. Use your own judgment based on the work package finish dates, but be reasonable!
  6. The personnel involved in Wilmont’s do not have billing rates per hour because their cost is being separately budgeted internally for Wilmont’s. These people should be listed in your resource sheet, but with $0.00 standard rate, and they should be assigned to the appropriate tasks for the project.
  • George Cranston (GWC), Operations VP
  • James Connor (JFC), CIO
  • Mary Pearson (MJP), Project Lead, IT Systems Team
  • William Scott (WKS), Project Lead, Security Team
  • Julie Green (JRG), Pharmacy Manager Store #35864
  • Steve Haskell (SLH), Pharmacy Manager Store #32185
  • James O’Donnell (JLO), Pharmacy Manager Store #38734
  • Wilma Marcy (WPM), Pharmacy Manager Store #33001
  • Phillip Greenberg (PAG), Project Manager on the Business Operations side
  • Jonathan Perry (JSP), Retail Operations Assistant
  • Linda Thornton (LET), Online Customer Process Analyst
  • Gerald Peritoni (GEP), Testing Specialist
  • Elizabeth Walton (EMW), Senior Testing Specialist
  • Shirley Johnson (SPJ), Change Management Coordinator
  • Alan Swanson (AES), Attorney – Legal Department

These people should be assigned to project tasks as appropriate using the information in the case and the other details below, but they will not affect the DroneTech portion of the project budget.

  1. Special Equipment Needed:
    • DroneTech Corporation New Drone Procurement: Each new delivery drone will cost $18,034.00. DroneTech will supply four of these to Wilmont’s for the purpose of the prototype project. The cost of the drones will be incorporated into the budget of your project.
    • Drone Maintenance/Repair Parts: You should allow $20,000 worth of spare drone parts and batteries to be on-hand for this project.
  2. DroneTech’s Staff, effective hourly rates and official abbreviated names (initials):
  • Jordan Kempler (JXK), CEO and Founder ($200/hr)
  • You as Project Manager overall for DroneTech (Add your own initials) ($55/hr)
  • Stephanie Williams (SMW), Senior Business Analyst ($50/hr)
  • Gerald Hasper (GPH), Flight Operations Manager ($65/hr)
  • Eileen Seymour (ERS), Project Lead, IT Systems ($60/hr)
  • Katie O’Ryan (KRO), Corporate Attorney – DroneTech ($65/hr)
  • Rohan Shah (RXS), Programmer ($45/hr)
  • Shravani Sinha (SXS), Senior Programmer ($50/hr)
  • William Holt (WKH), Drone Systems Engineer ($45/hr)
  • Ashish Nehra (AXN), Drone Systems Technician ($35/hr)
  1. The following is the estimated total EFFORT HOURS for DroneTech engineering, flight operations enhancements, and customized interfaces to the pharmacy customer and Wilmont’s management for the prototype project. (these do not include the time for procurement, process or engineering design requirements, project management activities, testing, training, or final implementation or meetings — you will need to add those additional steps and estimates for each):
  2. Wilmont’s/DroneTech Legal Contract Negotiations (160 hours)
  3. Specialized Customer Order/Information Interface (150 hours)
  4. Custom Management Reporting Interface (135 hours)
  5. Customization of Flight/Delivery Processing (75 hours)
  6. Custom Drone Construction (40 hours each for 4 drones – 160 hours total)
  7. Custom Temperature/Shock Protection Product Carrier (160 hours)
  8. Flight path engineering (120 hours)
  9. Pharmacy Manager Drone Delivery Operations Procedures (80 hours)
  10. Drone Maintenance/Repair Procedures and Parts (80 hours)

You need to determine who on Wilmont’s and DroneTech’s staff should be involved in the various deliverables based upon your best judgment, and how their positions and skills relate to the tasks.

 

For online assignment help on Information Technology Assignments, visit www.makemyassignments.com.


Assignment Help, Information Technology Assignment Sample
Tags: , ,