2-1 Milestone Two: Implementation Plan
Instructions
Using your learning from MBA 635 and MBA 690, propose a clear and comprehensive plan for implementing and managing the concept from inception to completion. Although the details of your plan will necessarily depend upon your concept, at a minimum your plan should consider:
Physical and technological resources needed for the concept, including where these will come from and how they will be used to reduce cost or improve operations. Be sure to discuss why one resource option is better than another where appropriate.
A detailed implementation schedule covering what needs to be done, by when, and by whom. The schedule should identify the critical path to success and outline the dependencies between tasks.
Project review processes and indicators of success to ensure that the project stays on target.
An explanation of how intrapreneurship or entrepreneurship factors in to the implementation of the plan and how to protect intangible assets, such as intellectual property or brand.
For additional details, please refer to the Milestone Two Guidelines and Rubric document and the Final Project Guidelines and Rubric document.
Milestone 2: Implementation Plan
Introduction
The implementation of a plan is a process that turns strategies, objectives, and goals into actions using effective strategies and adequate resources. The implementation process requires sufficient resources ranging from non-human to human resources to ensure the effective accomplishment of the set goals and objectives. In addition to having a strategic implementation plan, every organization should ensure to develop effective resource management and utilization plan to avoid running under and over budget. Once resources are under located or over-allocated, they may alter with the scope of the implementation plan, the defined schedules, and, most importantly, the performance and desired results (PMI, 2017). For instance, in Starrett, implementing the driverless trucks and developing an integrated system requires both human and non-human resources, as well as physical and technological resources, among others.
This paper examines and evaluates the critical physical and technological resources necessary for the accomplishment of the project’s goals and objectives. Moreover, an implementation schedule is outlined, showing specific tasks and milestones, people responsible, and a critical path. The paper also addresses a review process, the project’s success indicators, and finally, strategies to protect the project’s intangible assets and the new brand.
Physical Resources and Technological Resources
Physical resources are tangible items that businesses utilize in the operations of the company. In this case, physical resources will assist in the accomplishment of the outlined tasks, goals, and objectives. They include infrastructure, equipment, raw materials, machinery, supplies, energy, and facilities, among others. Physical resources are essential in that they provide areas and facilities to perform businesses’ operations efficiently. In this implementation plan, the most critical physical resources will include the autonomous trucks, an operation room for operating the integrated system, a tracking room, where the packaging of the tools and the authorization will take place, among others. The involved departments include the ICT department, the STD department, the Communication & Marketing department, and the security department (PMI, 2017). Key personnel from these departments will be required in the implementation plan; thus, adequate and comfortable chairs and workstations will be required.
On the other hand, the implementation will require technological resources to ensure effective operations and accomplishment of the plans, goals, and objectives. Technological resources involve tangible and intangible resources that help in the achievement of the given tasks. In this project, the intangible technological resources required will include information, energy, accumulated IT skills expertise and experience, computer software, intellectual properties, and technical knowledge, among others (PMI, 2019). On the other hand, intangible technological resources will include computer hardware, telephones, and autonomous trucks. The implementation plan will require both computer hardware and software. In addition, people and capital form significant importance. For instance, the project team will involve highly IT skilled individuals who will design and install the integrated system, and provide labor in which technology is dependent.
Capital will be acquired to fund the entire project from the onset to the final closing stage. Capital, in this case, involves corporate money, stocks, machinery, and premises that the organization can use to fund the project. In Starrett, the implementation of the autonomous vehicles will be a much comfortable than a challenging project, as the company owns various buildings and plants where testing and training can efficiently be conducted, as well as a well-equipped and skilled workforce to facilitate high-quality systems. The company enjoys numerous patent rights due to its creative, innovative, and intrapreneurial workforce. This shows that the intrapreneurs in Starrett will develop a highly sophisticated system that may earn a patent due to the innovation. These technological resources will enable the workforce to complete the tasks quickly, efficiently, while cutting costs on operations. For instance, forming a team from the involved departments to work together will minimize double resource allocation; the project plan will be tested and implemented using the company’s assets, factories, and equipment. This will save the company huge costs incurred from outsourcing all services.
Choosing the essential resource for the project can be difficult as both physical and technological resources are required equally. However, much emphasis would be on the technological resources since the implementation plan revolves around disruptive technologies. Secondly, the integrated system requires technological resources to design, install, and function, as it is the same case with the driverless tracks. Finally, the project shifts the company’s manual logistics to an automated or digitalized logistics, which requires a massive input of technological resources (Dobrich, 2018). The resource acquisition strategies of these resources will include ordering and purchases, while others will be acquired from the company’s buildings and offices. For instance, tables and workstations will be obtained from the company. The company will provide a station and facility to design and develop the integrated system, and the computers required will be available on the premises, among others. For useful resource allocation and management, the project team will use a Resource Management Plan, as illustrated below.
| Task | Resource type | Source | Skill level | Job title | Roles & responsibility | Quantity | Quantity |
| System design | IT skills | Internal | IT specialist/expertise | IT Specialist | Coordinate software development | 3 IT specialists | 8 hours per day |
Implementation Schedule
The implementation plan has four main deliverables, namely the autonomous vehicles; an integrated system to run and track the driverless vehicles, project scope, and project reports acquired monthly and weekly. Therefore, the main tasks include
- Developing the project plan that would involve scope development, RACI chart, and a communication plan
- Ordering and purchasing driverless vehicles, materials, and equipment
- Marketing and communicating to customers on the improvised delivery mode
- Designing the integrated system
- Staff training, security, and health checks
- The actual installation of the system and the driverless vehicles
- System and vehicle testing
- Evaluation and monitoring including follow up meetings, performance reviews, quality control, and risk management
The selected team members will conduct the accomplishment of these tasks. In addition, for accountability and high-quality results, the project manager will develop a RACI chart that will highlight the individuals responsible, accountable, those to be consulted, and those to be informed. This tool will enable the project manager, as well as the implementation plan to be effective, as racking the incomplete tasks, and those responsible will be identified. For instance, in the designing of the integrated system task, the project manager will be accountable for its completion. Starrett Company will be consulted on possible changes and the progress of the system, and the IT specialist will responsible for the design. The IT supervisor in the team will be informed of the progress, development, and changes that they can communicate to the project manager and the company at large. This routine will be accorded to all critical tasks in the implementation plan. The table below illustrates the utilization of the RACI chart in defining key personnel who will accomplish the tasks.
The time schedules in the implementation plan will differ depending on the complexity of the task, resources available, staffing, and the deadlines accorded by the Starrett Company. Nevertheless, the key personnel in this project will include stakeholders such as the sponsors, project manager, IT specialist, and supervisors from the three departments, namely the IT, STD, Communication & Marketing, R&D, and the Security departments. Each department plays a significant role in the achievement of this plan (PMI, 2017). For instance, the It department will design, install, and train employees on the functions and utility of the integrated system. Secondly, the STD, namely the shipping, transportation, and distribution department, will provide SME on the transportation routes, possible delivery tips, and any other vital logistics information and requirement. The communication & Marketing department will reach out to the customers and make known or market the new mode of delivery for its customers. The department will also develop marketing and promotional strategies, both traditional and digital; to ensure all customers and new market niches are tapped and reached. Finally, the security department will ensure all the resources required are available and provide security services where necessary and needed.
| Task Description | Task ID | Predecessors | Duration (days) |
| Project start | A | – | 0 |
| Project planning, Scope development, | B | A | 3 |
| Communication plan, and RACI chart | C | 3 | |
| Ordering and purchasing | D | B | 21 |
| System design | E | B | 21 |
| System and vehicle installation and setup | F | C,D | 21 |
| System and vehicle testing | G | C,E | 14 |
| Staff training | H | E | 7 |
| Risk management, quality control | I | E,F | 3 |
| Follow up meetings | J | G | 3 |
| Performance review | K | H | 2 |
| Project End | L | J | 0 |
7
21
21
3 3
2 0
3 2 0
21
14
ABEFHIJKL= 55
ACDHIJKL = 44
The critical path in a project highlights the longest time the project and implementation plan can be undertaken, taking into consideration the essential milestones. In this implementations plan, the critical path is ABEFHIJKL, taking an approximate of 55 days to complete. The days are not accurate, as it cannot take just three weeks to implement a large-scale integrated system and autonomous vehicles. The project would even take months and years. The numbers are used as an approximation and identification of the project’s critical path. From the critical path, it is clear of the most critical tasks and the dependencies. Even though there is that gap, all tasks should be accomplished equally within the scope for productive and successful accomplishment and completion of the project.
Projects Review Process
Project reviews are carried out at the end of each phase to identify the status and progress of the project. The review involves comparing the deliverables acquired in the completed tasks and steps and comparing them with the project’s goals and objectives in the project scope. This enables tracking the successes, failures, and misalignment if available. In this project, the project review will be conducted in the three main phases, namely the planning, designing, and implementation phases. The review process will be undertaken in three primary steps, including initiation, research, and report. In the initial stage, the involved stakeholders are expected to bring well-compiled documents from their tasks and ready to make a thorough evaluation (PMI, 2016). Moreover, the PM will ensure that the item checklist and sample questions are available to guide the review session. Secondly is the research phase that holds the actual review session, which will be conducted in two ways, namely documentation, and interviews. Documentation phase will ensure all essential project documents such and monthly and weekly reports and project deliverables are retrieved and analyzed by the members. They will be compared against the set project goals and objectives while interviewing for answers. All documents are analyzed, and the project evaluated to determine whether it meets the standards as per the project owner. Finally, the report phase will be the final report for the status, progress, and project performance, which can be communicated to the involved stakeholders.
The completion and review of the project deliverables require success indicators to establish whether the project met the standards and was successful. Success indicators can be tangible and intangible as well as realized within the project or after project life. In this project, short-term success indicators will include the deliverables of the project. They include project reports on the progress of the project conducted weekly, daily, and monthly, the presence of the autonomous trucks, coherent project scope, and, most importantly, the integrated system. In the long-term, the expected success indicators include reduced operational costs and duplicated functions in the STD department. In addition to rebranded STD logistics, increased sales and profits due to increased delivery time maximized customer satisfaction, and reduced reverse logistics due to damaged and returned products (PMI, 2017). The project team members and reviews will incorporate the balanced scorecard to measure the success and performance based on customer’s perception, the company’s internal processes, financial perspective, and the learning and growth in the company. Using the balanced scorecard will highlight how the success factors align with the four perspectives in the realization of corporate MVGOs (mission, vision, goals, and objectives) outline the means to achieve corporate MVGOs and possible outputs.
Intrapreneurship and Entrepreneurship in the Implementation Plan
Both intrapreneurial and entrepreneurial aspects factor in this implementation plan. Primarily, Starrett Company enjoys numerous patent rights due to its creative, innovative, and intrapreneurial workforce. This shows that the intrapreneurs in Starrett will develop a highly sophisticated system that may earn a patent right due to the innovation. Secondly, the utilization of autonomous vehicles will significantly reap many benefits than losses for the company. The integrated system serves a competitive advantage since highly skilled IT specialists in the company’s IT and R&D departments develop it. Moreover, Starrett Company has technological advantage and leadership in the industry due to its brand recognition, reputation, and patents it has received for its numerous products. Therefore, protecting its intellectual property will become easier. In addition, the modern world has become digitalized, as cybercrime and plagiarism have become prevalent, making businesses to be cautious and adopt stringent protective measures.
Starrett Company can adopt these protective strategies to protect its intellectual properties, namely, strong access controls where access-management solutions can safeguard manuscripts and creations. In addition, to prevent breaches, intellectual assets should be protected in an adaptive authenticated system with internal risk analysis or two-factor authentication (ClA, 2019). The company can also implement the DRM (Digital Rights Management) systems to protect their IP addresses, among other intellectual properties.
References
ClA. (2019, June 4). L.S. Starrett Company. The Wall Street Journal, p. pp: 1.
Dobrich, R. A. (2018). Gizmos and Gadgets: A Guidebook of Technological Resources in the Elementary Classroom. University of Alaska Fairbanks.
PMI. (2016). Strategies for Improving the Project Agreement Process Between Highway Agencies and Railroads. Transportation Research Board.
PMI. (2017). A Guide to the Project Management Body of Knowledge Sixth Edition. New York: Project Management Institute.
PMI. (2019, August 25). Physical Resource Management. Retrieved from https://www.pmeducation.com/post/2019/02/17/physical-resource-management
Milestone 2: Implementation Plan
Name of the student
Course
Instructor’s name
Submission date
Milestone 2: Implementation Plan
Introduction
The implementation of a plan is a process that turns strategies, objectives, and goals into actions using effective strategies and adequate resources. The implementation process requires sufficient resources ranging from non-human to human resources to ensure the effective accomplishment of the set goals and objectives. In addition to having a strategic implementation plan, every organization should ensure to develop effective resource management and utilization plan to avoid running under and over budget. Once resources are under located or over-allocated, they may alter with the scope of the implementation plan, the defined schedules, and, most importantly, the performance and desired results (PMI, 2017). For instance, in Starrett, implementing the driverless trucks and developing an integrated system requires both human and non-human resources, as well as physical and technological resources, among others.
This paper examines and evaluates the critical physical and technological resources necessary for the accomplishment of the project’s goals and objectives. Moreover, an implementation schedule is outlined, showing specific tasks and milestones, people responsible, and a critical path. The paper also addresses a review process, the project’s success indicators, and finally, strategies to protect the project’s intangible assets and the new brand.
Physical Resources and Technological Resources
Physical resources are tangible items that businesses utilize in the operations of the company. In this case, physical resources will assist in the accomplishment of the outlined tasks, goals, and objectives. They include infrastructure, equipment, raw materials, machinery, supplies, energy, and facilities, among others. Physical resources are essential in that they provide areas and facilities to perform businesses’ operations efficiently. In this implementation plan, the most critical physical resources will include the autonomous trucks, an operation room for operating the integrated system, a tracking room, where the packaging of the tools and the authorization will take place, among others. The involved departments include the ICT department, the STD department, the Communication & Marketing department, and the security department (PMI, 2017). Key personnel from these departments will be required in the implementation plan; thus, adequate and comfortable chairs and workstations will be required.
On the other hand, the implementation will require technological resources to ensure effective operations and accomplishment of the plans, goals, and objectives. Technological resources involve tangible and intangible resources that help in the achievement of the given tasks. In this project, the intangible technological resources required will include information, energy, accumulated IT skills expertise and experience, computer software, intellectual properties, and technical knowledge, among others (PMI, 2019). On the other hand, intangible technological resources will include computer hardware, telephones, and autonomous trucks. The implementation plan will require both computer hardware and software. In addition, people and capital form significant importance. For instance, the project team will involve highly IT skilled individuals who will design and install the integrated system, and provide labor in which technology is dependent.
Capital will be acquired to fund the entire project from the onset to the final closing stage. Capital, in this case, involves corporate money, stocks, machinery, and premises that the organization can use to fund the project. In Starrett, the implementation of the autonomous vehicles will be a much comfortable than a challenging project, as the company owns various buildings and plants where testing and training can efficiently be conducted, as well as a well-equipped and skilled workforce to facilitate high-quality systems. The company enjoys numerous patent rights due to its creative, innovative, and intrapreneurial workforce. This shows that the intrapreneurs in Starrett will develop a highly sophisticated system that may earn a patent due to the innovation. These technological resources will enable the workforce to complete the tasks quickly, efficiently, while cutting costs on operations. For instance, forming a team from the involved departments to work together will minimize double resource allocation; the project plan will be tested and implemented using the company’s assets, factories, and equipment. This will save the company huge costs incurred from outsourcing all services.
Choosing the essential resource for the project can be difficult as both physical and technological resources are required equally. However, much emphasis would be on the technological resources since the implementation plan revolves around disruptive technologies. Secondly, the integrated system requires technological resources to design, install, and function, as it is the same case with the driverless tracks. Finally, the project shifts the company’s manual logistics to an automated or digitalized logistics, which requires a massive input of technological resources (Dobrich, 2018). The resource acquisition strategies of these resources will include ordering and purchases, while others will be acquired from the company’s buildings and offices. For instance, tables and workstations will be obtained from the company. The company will provide a station and facility to design and develop the integrated system, and the computers required will be available on the premises, among others. For useful resource allocation and management, the project team will use a Resource Management Plan, as illustrated below.
| Task | Resource type | Source | Skill level | Job title | Roles & responsibility | Quantity | Quantity |
| System design | IT skills | Internal | IT specialist/expertise | IT Specialist | Coordinate software development | 3 IT specialists | 8 hours per day |
Implementation Schedule
The implementation plan has four main deliverables, namely the autonomous vehicles; an integrated system to run and track the driverless vehicles, project scope, and project reports acquired monthly and weekly. Therefore, the main tasks include
- Developing the project plan that would involve scope development, RACI chart, and a communication plan
- Ordering and purchasing driverless vehicles, materials, and equipment
- Marketing and communicating to customers on the improvised delivery mode
- Designing the integrated system
- Staff training, security, and health checks
- The actual installation of the system and the driverless vehicles
- System and vehicle testing
- Evaluation and monitoring including follow up meetings, performance reviews, quality control, and risk management
The selected team members will conduct the accomplishment of these tasks. In addition, for accountability and high-quality results, the project manager will develop a RACI chart that will highlight the individuals responsible, accountable, those to be consulted, and those to be informed. This tool will enable the project manager, as well as the implementation plan to be effective, as racking the incomplete tasks, and those responsible will be identified. For instance, in the designing of the integrated system task, the project manager will be accountable for its completion. Starrett Company will be consulted on possible changes and the progress of the system, and the IT specialist will responsible for the design. The IT supervisor in the team will be informed of the progress, development, and changes that they can communicate to the project manager and the company at large. This routine will be accorded to all critical tasks in the implementation plan. The table below illustrates the utilization of the RACI chart in defining key personnel who will accomplish the tasks.
The time schedules in the implementation plan will differ depending on the complexity of the task, resources available, staffing, and the deadlines accorded by the Starrett Company. Nevertheless, the key personnel in this project will include stakeholders such as the sponsors, project manager, IT specialist, and supervisors from the three departments, namely the IT, STD, Communication & Marketing, R&D, and the Security departments. Each department plays a significant role in the achievement of this plan (PMI, 2017). For instance, the It department will design, install, and train employees on the functions and utility of the integrated system. Secondly, the STD, namely the shipping, transportation, and distribution department, will provide SME on the transportation routes, possible delivery tips, and any other vital logistics information and requirement. The communication & Marketing department will reach out to the customers and make known or market the new mode of delivery for its customers. The department will also develop marketing and promotional strategies, both traditional and digital; to ensure all customers and new market niches are tapped and reached. Finally, the security department will ensure all the resources required are available and provide security services where necessary and needed.
| Task Description | Task ID | Predecessors | Duration (days) |
| Project start | A | – | 0 |
| Project planning, Scope development, | B | A | 3 |
| Communication plan, and RACI chart | C | 3 | |
| Ordering and purchasing | D | B | 21 |
| System design | E | B | 21 |
| System and vehicle installation and setup | F | C,D | 21 |
| System and vehicle testing | G | C,E | 14 |
| Staff training | H | E | 7 |
| Risk management, quality control | I | E,F | 3 |
| Follow up meetings | J | G | 3 |
| Performance review | K | H | 2 |
| Project End | L | J | 0 |
7
21
21
3 3
2 0
3 2 0
21
14
ABEFHIJKL= 55
ACDHIJKL = 44
The critical path in a project highlights the longest time the project and implementation plan can be undertaken, taking into consideration the essential milestones. In this implementations plan, the critical path is ABEFHIJKL, taking an approximate of 55 days to complete. The days are not accurate, as it cannot take just three weeks to implement a large-scale integrated system and autonomous vehicles. The project would even take months and years. The numbers are used as an approximation and identification of the project’s critical path. From the critical path, it is clear of the most critical tasks and the dependencies. Even though there is that gap, all tasks should be accomplished equally within the scope for productive and successful accomplishment and completion of the project.
Projects Review Process
Project reviews are carried out at the end of each phase to identify the status and progress of the project. The review involves comparing the deliverables acquired in the completed tasks and steps and comparing them with the project’s goals and objectives in the project scope. This enables tracking the successes, failures, and misalignment if available. In this project, the project review will be conducted in the three main phases, namely the planning, designing, and implementation phases. The review process will be undertaken in three primary steps, including initiation, research, and report. In the initial stage, the involved stakeholders are expected to bring well-compiled documents from their tasks and ready to make a thorough evaluation (PMI, 2016). Moreover, the PM will ensure that the item checklist and sample questions are available to guide the review session. Secondly is the research phase that holds the actual review session, which will be conducted in two ways, namely documentation, and interviews. Documentation phase will ensure all essential project documents such and monthly and weekly reports and project deliverables are retrieved and analyzed by the members. They will be compared against the set project goals and objectives while interviewing for answers. All documents are analyzed, and the project evaluated to determine whether it meets the standards as per the project owner. Finally, the report phase will be the final report for the status, progress, and project performance, which can be communicated to the involved stakeholders.
The completion and review of the project deliverables require success indicators to establish whether the project met the standards and was successful. Success indicators can be tangible and intangible as well as realized within the project or after project life. In this project, short-term success indicators will include the deliverables of the project. They include project reports on the progress of the project conducted weekly, daily, and monthly, the presence of the autonomous trucks, coherent project scope, and, most importantly, the integrated system. In the long-term, the expected success indicators include reduced operational costs and duplicated functions in the STD department. In addition to rebranded STD logistics, increased sales and profits due to increased delivery time maximized customer satisfaction, and reduced reverse logistics due to damaged and returned products (PMI, 2017). The project team members and reviews will incorporate the balanced scorecard to measure the success and performance based on customer’s perception, the company’s internal processes, financial perspective, and the learning and growth in the company. Using the balanced scorecard will highlight how the success factors align with the four perspectives in the realization of corporate MVGOs (mission, vision, goals, and objectives) outline the means to achieve corporate MVGOs and possible outputs.
Intrapreneurship and Entrepreneurship in the Implementation Plan
Both intrapreneurial and entrepreneurial aspects factor in this implementation plan. Primarily, Starrett Company enjoys numerous patent rights due to its creative, innovative, and intrapreneurial workforce. This shows that the intrapreneurs in Starrett will develop a highly sophisticated system that may earn a patent right due to the innovation. Secondly, the utilization of autonomous vehicles will significantly reap many benefits than losses for the company. The integrated system serves a competitive advantage since highly skilled IT specialists in the company’s IT and R&D departments develop it. Moreover, Starrett Company has technological advantage and leadership in the industry due to its brand recognition, reputation, and patents it has received for its numerous products. Therefore, protecting its intellectual property will become easier. In addition, the modern world has become digitalized, as cybercrime and plagiarism have become prevalent, making businesses to be cautious and adopt stringent protective measures.
Starrett Company can adopt these protective strategies to protect its intellectual properties, namely, strong access controls where access-management solutions can safeguard manuscripts and creations. In addition, to prevent breaches, intellectual assets should be protected in an adaptive authenticated system with internal risk analysis or two-factor authentication (ClA, 2019). The company can also implement the DRM (Digital Rights Management) systems to protect their IP addresses, among other intellectual properties.
References
ClA. (2019, June 4). L.S. Starrett Company. The Wall Street Journal, p. pp: 1.
Dobrich, R. A. (2018). Gizmos and Gadgets: A Guidebook of Technological Resources in the Elementary Classroom. University of Alaska Fairbanks.
PMI. (2016). Strategies for Improving the Project Agreement Process Between Highway Agencies and Railroads. Transportation Research Board.
PMI. (2017). A Guide to the Project Management Body of Knowledge Sixth Edition. New York: Project Management Institute.
PMI. (2019, August 25). Physical Resource Management. Retrieved from https://www.pmeducation.com/post/2019/02/17/physical-resource-management
