Due:  Midnight Sunday of Unit 6. In this assignment, you will explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management. Refer to the attached documents for the case study and full assignment details and the rubric. The requirements for the assignments are: ? Read the Mini Case Study attached to the assignment. ? Address the following items based on the reading: 1. List and describe the project team roles.  2. List the stakeholders and why you think they are stakeholders.  3. Identify the key stakeholders. ? The paper must be APA-formatted as a Word document. ? SafAssign will be used to check this assignment for plagiarism. Remember to paraphrase in your own words and do not copy directly. ? The length must be a minimum of two pages, excluding the title and reference pages. ? Include at least one reference. That was the challenge facing Procter & Gamble (P&G), the global consumer products company, when it needed to enhance its nearly 20-year-old ordering, shipping and billing software and work processes. This was no simple IT patch, however: The system served the very heart of P&G’s US$84 billion business. The company knew it had to identify, mitigate and manage any and all risks to the new system. “This was the equivalent of heart transplant surgery,” says Bruno Pont, P&G associate director of global business services, Geneva, Switzerland. Covering North America, Europe and 150-plus export markets, the project would directly impact a diverse portfolio of 250,000 products that includes everything from laundry detergent to pharmaceuticals to snacks. In a single day, the IT system typically juggles 18,000 orders shipped to 150,000 retailers on 8,000 trucks—accounting for US$200 million in revenue. Any glitch would generate unwanted attention and potentially mean a hit to the bottom line. large systems at the core of even the biggest, and most successful, businesses sometimes need upgrade projects fraught with risk. in a single day, the it system typically juggles 18,000 orders  shipped to 150,000 retailers on 8,000 trucks—accounting for Us$200 million in revenue. bruno Pont, left, and francisco fraga, P&G PhOTO by lEaNNE schERP 40     PM NETWORK  JANUARY 2013  WWW.PMI.ORG   JANUARY 2013  PM NETWORK     41 1 July 2010: Western Europe pilot: france the start of soMething neW The original plan called for a simple IT upgrade project, but that changed as P&G leaders recognized the project’s potential to produce more benefits. Implementing a new, more sophisticated system could also help the company minimize lost sales, create efficiencies in the supply chain and drive down costs across the enterprise. “These were all incredibly important issues that the company needed to address,” says Mr. Pont. “This project provided an excellent opportunity to not only fix an outdated system, but also to move the company forward.” The P&G project was launched in 2009 with two driving goals: to collect and respond to feedback in real time and thereby create more compelling promotions and increase sales, and to identify the best ordering, billing and shipping processes for shipping products to target locations. To ensure the revamp would align with those business goals, P&G’s global business services group created a project charter that included a business case, project assets, enterprise environmental factors, and a summary milestone schedule and budget. “We knew it would be a project that would take several years,” says Patrick Arlequeeuw, P&G’s vice president of global business services, Antwerp, Belgium. “We spent some time on making the business case: What did we want to get out of it? What were the business capabilities we wanted to have? What is the investment and return needed as such? The interesting part is that the preparation time was almost half the project.” The team also created a project statement of work that outlined the business needs and scope description. …

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